Talent Identification
Talent Identification
Introduction
The sporting industry is highly thought of and the big question is how to crack the code for making champions. Research into talent identification will considerably help on this quest to achieve the best.
Talent Identification (TID) is both an Art and Science involving a complex blend of scientific knowledge and assessment, alongside coaching art. It is designed to proactively seek out those that possess the raw material for World Class success, and respond positively to an intense training and competition environment.
On average it takes six to eight years for a promising sportsman or woman to get to the point where they can deliver medals on the world’s senior stage. Anna Babington is one of the first products of GB rowing world-class start programme. The young British diving hopeful Tom Daley competed in the 2008 Beijing Olympics at the age of 14. It’s a long hard journey. Only those who are tactically aware, physically and mentally strong, coachable, and able to make significant sacrifices will survive.
The scientific approach of identifying talent involves a series of rigorous assessments and filters to detect individuals that have ‘higher probability’ for podium success. It’s not a fool proof system. ob interviews are critical to the quality of an organization's people. Good job interviews processes and methods increase the quality of people in an organization. Poor job interviews methods result in poor selection, which undermines organizational capabilities, wastes management time, and increases staff turnover.
Below are samples of interviews questions asked at interviews. Many interviewers and interviewees are keenly interested in 'tough' interview questions and certainly interviewees need to prepare answers for 'tough' questions. However, from the interviewer's perspective asking 'tough' questions is not usually helpful. Interviews should not place undue pressure on interviewees, because people tend to withdraw and become defensive under pressure. We learn more about people when they relax.
It's better therefore to focus on 'good' interview questions rather than 'tough' ones. Good interview questions encourage interviewees to think about themselves and to give the interviewer clear and revealing information as to the interviewee's needs, capabilities, experience, personality, and suitability for the job. The best interview questions are therefore the questions which most help interviewees to reveal their skills, knowledge, attitudes, and feelings to the interviewer.
The UK (consistent with Europe) Employment Equality (Age) Regulations 2006, superceded by the Equality Act of 2010, make it unlawful to discriminate against anyone on the grounds of age.
This has several implications for job interviews, documents used, and the training of people who conduct job interviews. For example, while not unlawful, the inclusion of age and date-of-birth sections on job application forms is not recommended.
Introduction
The sporting industry is highly thought of and the big question is how to crack the code for making champions. Research into talent identification will considerably help on this quest to achieve the best.
Talent Identification (TID) is both an Art and Science involving a complex blend of scientific knowledge and assessment, alongside coaching art. It is designed to proactively seek out those that possess the raw material for World Class success, and respond positively to an intense training and competition environment.
On average it takes six to eight years for a promising sportsman or woman to get to the point where they can deliver medals on the world’s senior stage. Anna Babington is one of the first products of GB rowing world-class start programme. The young British diving hopeful Tom Daley competed in the 2008 Beijing Olympics at the age of 14. It’s a long hard journey. Only those who are tactically aware, physically and mentally strong, coachable, and able to make significant sacrifices will survive.
The scientific approach of identifying talent involves a series of rigorous assessments and filters to detect individuals that have ‘higher probability’ for podium success. It’s not a fool proof system. ob interviews are critical to the quality of an organization's people. Good job interviews processes and methods increase the quality of people in an organization. Poor job interviews methods result in poor selection, which undermines organizational capabilities, wastes management time, and increases staff turnover.
Below are samples of interviews questions asked at interviews. Many interviewers and interviewees are keenly interested in 'tough' interview questions and certainly interviewees need to prepare answers for 'tough' questions. However, from the interviewer's perspective asking 'tough' questions is not usually helpful. Interviews should not place undue pressure on interviewees, because people tend to withdraw and become defensive under pressure. We learn more about people when they relax.
It's better therefore to focus on 'good' interview questions rather than 'tough' ones. Good interview questions encourage interviewees to think about themselves and to give the interviewer clear and revealing information as to the interviewee's needs, capabilities, experience, personality, and suitability for the job. The best interview questions are therefore the questions which most help interviewees to reveal their skills, knowledge, attitudes, and feelings to the interviewer.
The UK (consistent with Europe) Employment Equality (Age) Regulations 2006, superceded by the Equality Act of 2010, make it unlawful to discriminate against anyone on the grounds of age.
This has several implications for job interviews, documents used, and the training of people who conduct job interviews. For example, while not unlawful, the inclusion of age and date-of-birth sections on job application forms is not recommended.