Recruit or develop?

The pressure on the labour market remains high and wage costs (especially for newly recruited employees) are increasing. More and more employers therefore see the importance of making optimal use of the potential of current employees. Not only to offer career prospects, and thus increase the connection with the organisation, but also to fill vacancies internally. It is also not always possible (or necessary) to recruit the ideal candidate who meets all the job requirements. Increasingly, the focus is on whether someone fits in with the organisation. The rest can be developed during the employment, it is said. But is that actually the case?

Although these developments are positive for both employers and employees, it also becomes more important to gain a good insight into the potential of a person. Both the financial and emotional costs of a wrong promotion or hiring are considerable. It is therefore important to map out the success factor and the risks as well as possible in advance.

The current instruments to gain insight into the potential of a person do not provide sufficient answers to this. They are based on competencies, values or behaviour, which are essentially all expressions of someone's capacities at a certain moment, but say little about the actual potential of a person.

In this knowledge session we shift the focus from the behavioral aspect to the development perspective. We do this along the axis of both emotional and cognitive development. We discuss the different development phases and provide insight into their possibilities and limitations.

Participants in this session will have a deeper insight into the elements that determine a person's potential and how you can use different instruments to better assess someone's suitability for a role or to concretize certain development themes for a person.