The word "talent" might sound like it refers to someone with special abilities.
However, when it comes to work or interpersonal relationships, the issue is not about whether or not someone has talent.
When given the same instructions, some people take immediate action, while others think until they are convinced. Some people wait to see how others react before acting, and others come up with different methods entirely.
It is not a question of who is right.
It is that what they are looking at is different.
Talent Data Bank is a behavioral trait analysis that moves beyond vague discussions of personality to organize these differences into patterns of thinking, acting, judging, and relating to others.
What is the Talent Data Bank?
The Talent Data Bank examines each individual's characteristics primarily from the following perspectives:
- What criteria do they use to make decisions?
- At what speed do they act?
- Do they see hope or risk first?
- How do they relate to others?
- In what kind of environment are they most likely to excel?
For the analysis, we require the subject's full name and their date of birth in the Western calendar.
When analyzing companies or sports teams, we also require the full names and dates of birth for everyone being analyzed, such as the business owner, employees, managers, and athletes.
Depending on the product, we may also confirm gender, current occupation, company name, job title, player position, and current challenges. This is to ensure the analysis results can be applied to actual work and roles.
It is not character reading or fortune-telling
Hearing that names and birth dates are used may remind some of character reading or fortune-telling.
Let us be clear: this is different.
The purpose of the Talent Data Bank is not to judge fortunes or predict luck. It does not predict future events.
What we want to know is how that person thinks, how they move, and what criteria they tend to use for decisions. It is about how to use those characteristics in work, management, relationships, and sports.
The process does not end after reading the results.
It is an analysis designed to help you think about how to connect the results to real-life actions.
How is it different from personality tests or aptitude tests?
Personality tests, aptitude tests, and the Talent Data Bank have different purposes.
General personality tests organize a person's character and tendencies based on questionnaire answers. Aptitude tests are used to confirm job aptitude, abilities, knowledge, and thinking styles.
The Talent Data Bank looks at areas closer to actual behavior.
It is not just about "what kind of person they are."
We organize:
- How they think
- What they look at to make judgments
- How quickly they move
- Who they work best with
- In what environments they struggle to perform
Even among people described as having a "strong sense of responsibility," how they actually act differs between those who feel responsible for achieving results and those who feel responsible for supporting others.
Describing a personality in a single word cannot capture these nuances.
3 Decision-Making Tendencies
In the Talent Data Bank, we define the criteria people use to make judgments based on three tendencies: "Character, Results, and Intuition."
Tendency to prioritize Character
They make decisions by considering relationships, trust, a sense of satisfaction, and influence on those around them.
While they may find it difficult to move forward if it means ignoring people's feelings, they excel at bringing out the best in others when the interpersonal environment is stable.
Tendency to prioritize Results
They make decisions based on performance, facts, efficiency, and feasibility.
They are effective when the objective is clear, but they may find it difficult to see value in discussions without clear conclusions or explanations based solely on emotion.
Tendency to prioritize Intuition
They make decisions by grasping possibilities, sensations, changes, and overall trends.
They have the power to discover things that have yet to take shape. However, while things may connect in their own minds, their explanations may seem disjointed to others.
None of these is superior to the others.
It is simply a difference in what they value when making decisions.
4 Behavioral Styles
Behavioral patterns are organized into four styles: "Quick, Follow, Idea, and Balance."
Quick
They are fast from decision to action and act first. While strong in situations requiring speed, they can sometimes move faster than those around them are prepared for.
Follow
They observe the situation and the people involved to provide necessary support. They excel at continuity and coordination, but may sometimes postpone their own opinions too much.
Idea
They are not bound by existing methods and think of alternative perspectives or new possibilities. Strong in new business or problem-solving, but they may need others to handle execution and follow-through.
Balance
They observe people, situations, and objectives to keep the whole in harmony. They can synthesize multiple opinions, but may sometimes delay decisions by trying to consider too much.
The actual analysis results are not determined by just one of these.
We layer decision tendencies, behavioral styles, and decision-making traits to look at the individual as a whole structure.
Those who see hope vs. those who see risk
When starting something new, some people think from the perspective of possibilities.
"If I try it, a path will open up," or "Act first, think later." These are people who see hope first.
On the other hand, some people first confirm potential failures, costs, impact on others, and sustainability. These are people who see risk first.
Both are necessary in management.
Hope alone leads a project to run wild. Risk alone means nothing ever starts.
Knowing which you lean toward helps you realize whose opinion to ask for and at what stage to check in.
What individual analysis reveals
Your own strengths are surprisingly difficult to identify on your own.
This is because the things you can do without effort, you often think, "Anyone could do this."
Individual analysis organizes your essence, the impression you make on others, and your decision-making traits into a report covering:
- Patterns in thinking, acting, and interpersonal relationships
- Reproducible strengths
- Environments where you excel
- Characteristics of judgment and communication
- Current psychological rhythm
- Actions to take now
This is not an analysis to turn you into a different person.
It is an analysis to think about where and how to use what you already possess.
You can check our basic personal analysis here: Talent Data Bank Personal Behavioral Trait Analysis BASIC.
Using it for talent placement in companies and organizations
In a company, simply gathering high-ability people does not always make for a strong organization.
If you gather only fast-moving people, decisions will be quick, but verification and coordination will be lacking.
If you gather only cautious people, mistakes will decrease, but it will take a long time to start any project.
What is important is not to assemble only one type.
Who goes to the front? Who provides support? Who comes up with new ideas? Who maintains the whole? It is about defining roles.
In corporate and organizational analysis, based on each employee's individual analysis, we examine the distribution of types, talent placement, role assignment, relationships with leaders, and biases in the organization's collective judgment.
To deeply understand the decision-making traits of the business owner themselves, you can use our Executive & Business Owner Analysis.
If you wish to view the entire organization including multiple employees, we design an analysis based on the number of people and the scope required using our Organizational & Team Structure Analysis.
In sports, use it for player deployment and tactics
Even in sports teams, you cannot win just by lining up high abilities.
What criteria does the coach use to select players? What kind of language motivates the players? Are they strong at the start of a match? When the situation worsens, do they go on the offensive or tighten their defense?
Such differences influence the flow of the match.
With Talent Data Bank SPORTS, you can analyze not only your own team but also the opposing team's coach and key players.
We organize everything from coach-player relationships, positions, and role allocation to game management and preparations against the opponent's moves.
For more details, please check Talent Data Bank SPORTS Team Structure & Competitive Strategy Analysis.
Do not judge people solely on analysis results
The Talent Data Bank is not intended to label or pigeonhole people.
Even if the analysis results are the same, each person's experience, knowledge, skills, and environment are different.
This is not a medical diagnosis or a psychological test. It does not definitively determine the superiority or inferiority of abilities, nor does it predict future events.
Important decisions such as hiring, layoffs, performance evaluations, academic choices, investments, management decisions, and player selection should not be based solely on analysis results.
Achievements, abilities, experience, current situation, and dialogue with the individual—these must not be overlooked.
The Talent Data Bank is a piece of decision-making material to add one more perspective to that information.
Frequently Asked Questions
What is required for analysis?
To analyze an individual, the subject's full name and their date of birth in the Western calendar are required.
Depending on the product, we may also confirm gender, work details, job title, company information, position, and current challenges.
Can you analyze just one person?
Yes.
If you are using it for the first time, starting with an individual analysis for one person makes it easier to understand the analysis content and how to use it.
Can you analyze an entire company?
Yes.
However, the scope of the analysis changes depending on whether you only want individual analysis or also want to look at departmental placement, role allocation, compatibility with management, or business succession.
For analysis of large numbers of people, we design the pricing and delivery time after confirming the number of people and the purpose.
Can the analysis results determine my ideal career?
It does not definitively name one single "perfect job."
We organize which roles, work approaches, and environments you are most likely to excel in. When making actual career choices, one must also consider personal experience, skills, aspirations, and living conditions.
Talent becomes valuable only when you know how to use it
Talent is not a word that refers only to rare abilities.
There are things that are obvious to the person themselves but cannot be easily done by others.
Conversely, there are times when what someone thought was a lack of effort was actually just a mismatch with their environment or role.
Know yourself. Know others. Turn these differences into better placement and action.
That is what the Talent Data Bank aims for.
You can check the analysis content for individuals, management, companies/organizations, and sports teams from our Talent Data Bank Product List.
Read next: The difference between essence and surface
What one values inside and the behavior seen by those around them do not always match. For more on how to leverage this duality in work or parent-child relationships, see our detailed article: Why is there a gap between essence and surface? The duality seen through Talent Data Bank.
Photo by Vitaly Gariev on Unsplash
Connecting strengths to roles and placement
For those who want to move from personal understanding to organizational role assignment, please see How to organize strengths, decision-making, and placement with Human Solutions. You can also consult with us about organizational placement and the scope of analysis based on your objectives and the number of people involved.