When we moved high-performing employees to other departments, they were unable to perform as expected. While verifying capabilities is essential for personnel placement, it is also necessary to examine the assigned roles, information required for decision-making, authority, and support systems in tandem.
NEXT SCIENCE's Human Solutions positions the Talent Data Bank as a tool for organizing strengths, decision-making, roles, and placement. It is not intended to rank abilities or determine a single "ideal job" based on personality types.
Even with the same abilities, how performance is realized depends on job conditions
Even if an individual has a wealth of knowledge, they cannot make decisions if they do not receive the necessary information. Even if they are skilled at making proposals, it is difficult to achieve results without the necessary personnel or decision-making authority for execution. Before concluding it is an individual issue, inspect the role and the environment.
Poor performance after placement can also be linked to factors such as lack of experience, workload, consensus with stakeholders, and personal health or life circumstances. It is important not to explain everything solely by differences in individual traits.
Four categories of information to prepare before placement
| Information | Content to Verify |
|---|---|
| Abilities/Experience | Skills required for the job, track record, and learning needs |
| Strengths and Decision-making | Situations where results were achieved, information needed before deciding, and preferred workflows |
| Roles and Authority | Expected results, scope of autonomous decision-making, and points of consultation |
| Individual Preferences and Environment | Aspirations, burdens, workload, surrounding support, and timing for review |
Reviewing success based on actions, not job titles
Rather than just saying someone is "good at sales," distinguish between whether they built proposals, identified the client's pain points, or facilitated condition negotiations. Even for the same outcome, the processes where individual strengths were leveraged differ from person to person.
As an illustrative example, if one person is skilled at creating entry points for new projects and another is skilled at managing existing client relations, determine roles by looking at actual behavior and personal preference, rather than just sales figures. This does not indicate the effectiveness of specific client cases or analyses.
Deciding on post-placement check-ins in advance
In a new role, rather than looking only at results from the start, check whether the person has received necessary information, whether they are stalled waiting for decisions, and whether they have received support. Review with the individual after a set period to adjust roles, workload, and consultation methods.
Instead of only comparing them to others, check whether the conditions necessary to carry out the work are in place compared to the individual's state prior to the placement. A period for adjustment and opportunities for development are also necessary.
Organizing with the Talent Data Bank
By putting behavioral traits and decision-making tendencies into words, you expand the perspectives used to discuss task distribution. Even when analytical results are produced, do not use them to fixate on labels like "this person is not suited for management" or "this person only fits in this department."
Make decisions by combining the individual's own feelings, track record, abilities, experience, and situation. In organizational and team structure analysis, not only individual strengths but also role duplication, gaps, and the distribution of decision-making are considered.
Consulting on personnel placement and role distribution
View Human Solutions' support content for people and organizations / Check the Talent Data Bank analysis menu
View the scope of organizational and team structure analysis / Consult on organizational placement
This service is not a medical diagnosis or a psychological test. Important decisions such as hiring, firing, personnel evaluations, or placement should not be determined solely by analysis results.
Author: NEXT SCIENCE / Company Information
Eyecatch: Redd Francisco / Unsplash (Image photo. Cropped to 1:1. Not a photo of our employees or clients)