Objective Assessment of Talent in Protection

Presentation and Central Purpose of Protection

• Julia: Good morning to everyone and thank you very much for joining us on this Coffee Break with Magneto. Today we have a very special guest who will be accompanying us at this time or this break that we have with a coffee to talk a little about objectivity in identifying and valuing talent combining qualitative and quantitative data. Welcome Desiree.

• Desiree Ardon: Hello, Juli, how are you? We are super happy to be able to be part of this space, to be the hosts today. We received them from our offices, so good, delightful to be able to share this time together.

• Julia: Perfect, Desiree, for those who don't know her, is the leader of Attraction and Development in Protection and has an impressive track record in the entire field of organizational psychology. He also specializes in Customer Experience, Innovation and Digital Thinking from ESIC Business and Marketing School. Well, let's talk a little bit about whether you first tell us about that purpose of Protection, uh, more from the work, to think a little about that proposal that you provide of value to your customers and your employees.

• Desiree Ardon: Well, uh, to me personally, it connects me deeply with the purpose, of this organization. We take care of accompany financial well-being and also assist in the construction of those financial goals that our clients have. Hey, that's what it represents in everyday life, since today I'm taking charge of my financial well-being to build those goals, to achieve that future that I'm dreaming of, which sometimes is seen as the education of my children, sometimes it's seen as housing, but other times, uh, other times it's seen as having an old age, a retirement, uh, scheduled, where I can live with great peace of mind around my financial life. That's what we take care of.

• Julia: Spectacular, because I also believe that today we are experiencing a very big gap in financial education. All young adults, if I can still consider myself in that, that niche, but all young adults today are crying out to be able to have a higher education in the financial field, in how to manage our taxes, in how to manage our retirement, and I think that you have done an impressive job there to also come and talk to all Colombians about this management. So I think it's super cool how you've connected, how you've evolved a little bit in the conversation and in the closeness you've had with your clients, particularly a client who's very happy to work with you, but I'd also like to know How is this experienced in the daily lives of your collaborators and employees, how do you connect that purpose with that value proposition.

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Pillar of Talent Protection: Offering Value to the Employee

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• Desiree Ardon: Okay, so we, uh, talk about the Protection talent. In Talent Protection we seek to have a close conversation with all those of us who are part of this team. What does closeness represent? To be able to connect and be of, in a way that is very present in the moments of truth of our talent. What are those real moments? In that, on that path of growth, where I want to learn, when I have that appetite to be the best, to have more knowledge, to be current in the market, and we call that the Pillar of Development.

• Desiree Ardon: Hey, in, in the supply of value we also have another pillar that is related to the wellness. This is a direct connection to our organizational purpose. In wellness we talk about financial well-being, mental well-being, health. Okay, how in the end we are a single person, we are, we are one, and that one how is good in all its dimensions, how is it good in its relationships, how is it financially good, how is it building that wealth, eh, that will accompany him in, at the time of his retirement, how are his emotions, that we have been constantly listening to the importance of mental health, how then we are accompanying our talent to manage their emotions in an ambiguous, uncertain world, where every time things can start to happen that could trigger a different emotion in me. So that, uh, represents the second pillar of our value offering.

• Desiree Ardon: Also, uh, for us it's extremely important our culture, that, that makes us proud to be part of this team, hey, and there are all those spaces of recognition, of connection that we have as a team, eh. Finally, we could say that it is everything related to, with, with that redress which in the end is also the materialization of, of that value proposition, eh, and of that financial well-being in each of us. So there I took a quick look at, uh, a high level of what, of what the supply of value in Protection represents for us and that we are looking for transversally connect, connect, understand our talent, understand what their needs are, which may be in a year, may be something, in six months it may be something else, because it will depend on that moment of life that each one of us is living and being able to surround it in a very comprehensive way where I grow as a professional, where I achieve goals, uh, from the economy that work represents here, where I can enjoy my daily life in my organization. So there, there I told them.

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Career Trajectory and Focus on Employee Experience

• Julia: I love it, I love it, because I also see an employee and a collaborator as the center of the strategy, but also, uh, in that customer role. And, and I was very struck by your profile that you had a specialization in Customer Experience, because it speaks to how I worry that my, my client is not only the external one, but also the internal one, the employee, the collaborator, not only the one who is asking me for something in terms of human talent and selection, but also being able to present services that go beyond that. And I would like you to tell me a little more about your career, how you came to this topic of Customer Experience, why it caught your attention, which I think is very interesting before going into the whole topic that concerns us today, which is the topic of objectivity in identification and assessment.

• Desiree Ardon: Well, Juli, I'm a psychologist by profession, hey, then I did a certification as an ontological coach, so that's also complementary to that focus, because from my profession I've really always been focusing on, on a very organizational component. When he reconnected with, with the ontological coach, in the end what I was trying to do was to find out how I understand the human being more. Finally, sometimes we can be seeing a lot organizationally, organizationally, right? Which, which can sometimes be converted, has the risk of becoming talking about processes rather than people, people. That's what the ontological coach gave me and that's how I understand that human being who is also a total executive in an organization and how his historicity, his, his life experiences make him behave in one way or another, make decisions in one way or another. That's like a second important academic moment. And this third one, very, very recently, I actually recorded myself a month ago.

• Julia: Super happy! Also if there is... Congratulations!

• Desiree Ardon: ... to have closed that moment, which for me was very satisfying, very challenging. Also, working, studying is challenging, it's crazy. You know him too, but where he motivated us, or motivated me was To be able to connect that human being with experience now. So how do we constantly take charge of people's experience? So, we talk about, User Experience, Customer Experience, but being able to have addressed those issues in, in, in the mastery what allowed me is, well, to give more strength to Employee Experience. That's what we were looking for in the end and it motivated me to get to know. Clearly, well, it's a, it's a challenge, it's a challenge. In Colombia it's not that, it's not that strong. After all the research we did, I managed to identify a couple of companies that do it very well. Okay. Hey, however, working under employee experience methodologies is not as explored in Colombia yet. It is still a challenge and a challenge that we are also facing and, but we want to, we have every attitude.

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Talent Assessment Methodology: Integrating Quantitative and Qualitative Data

• Julia: The first step is to join.

• Desiree Ardon: the interest of being part of it, and it is How do I map all those points of contact that, uh, the employees, the workers, the talent have, uh, with me as an organization and I try to eliminate all those frictions of being able to make your life easier. Hey, that's the purpose of Employee Experience.

• Julia: Well, no, I think it's spectacular. Clearly you have a track record and you have, let's say, consolidated a profile that not only focuses, let's say, on core talent processes, but has, has combined other knowledge from another area to achieve an employee experience. Hey, something we're going to talk about today and that's the topic of data, of analytics, not only be based on the qualitative, uh, which is suddenly that, that being, but also how I measure this from the quantitative point of view and how can I do this process. And before moving on to the main topic, I don't want to stop reminding everyone who is watching us today that we will be in a contest through this platform where we will be giving out a Kindle and a license for one year in Overdrive so that they can get the most out of their Kindle. We will be giving this one to the person who shares the takeaways of everything we learned today with Desiree that she can tell us today, uh, through LinkedIn and the publication with the most likes will be the winner of this Kindle. I want to participate.

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• Julia: Oh, Desi, next time we invite you. I think it would be a little bit, our spectators wouldn't be too happy if he won it, but good. Well, I do want to and, let's say that we went through your process a little bit, your purpose, how you see the employee also as a customer and a fundamental actor in your strategy. Now I'd like to see this, What does the methodology of these quantitative assessments look like, how they complement the qualitative aspect of that service that you as a human talent provide to the different areas, how you connect and deliver this information, even understanding, let's say, the expectations that each of your areas have. So, you can tell us a little bit about methodology and tools.

• Desiree Ardon: Perfect. So, Juli and all of us, we have been following a path where initially we could have much more qualitative at hand, of course, yes, hey, and that is, well, what I am seeing in everyday life surrounding Julia in her performance. Okay. However, we have been strengthening our entire assessment set to be able to have a much more comprehensive conversation. In the end, our proposal, uh, or, or our approach around this, It's not that one thing is better than the other, it's that I need both. Both are absolutely important, where I bring an evaluation set that allows me to have a, a, a very objective conversation, that can give it a number, that can give it a categorization, that, that it can enter something like in, as we said, ready, it enters as in a Benchmark, ready. So, well, come in here, but That cold data is not enough for us. Okay. How do you read that data? What do they represent? What is the person's context? What is the context of the organization? So how, I think the path taken is How do I connect that information that I have that is very objective with that qualitative information

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Data at the Service of Conversation: The Organizational Talent Map

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• Desiree Ardon: there is a degree of subjectivity, of course. Yes, because of the observer who, that, who emits that calibration of talent that is also good, and we are also clear that, who represents the observer of a person who is, who is subjective, but who also brings to the conversation the experiences of everyday life that probably, an evaluation set will probably not address or will bring into the conversation. For me it brings richness, it brings context. So, that's the step we've been taking to be able to connect this, these two worlds, where both are equally valuable, where one is no better than the other, because sometimes I think, we were very pendulous. Well, the market at one point we said, “Oh, we're super-qualitative,” and another time we said, “No, now we want everything in numbers, we're just Data Driven.” Neither so white nor so black, it's how we've been building our own greys to connect those, those two worlds around the sets of, of evaluation.

• Desiree Ardon: So, we work, then, with the data we use is assessment of competencies, okay, assessment of potential, okay, performance. Those are those three numerical points, and I always explain it's number to number to number to number, that is, They cross performance with potential with, uh, competencies.

• Julia: Competencies! Spectacular.

• Desiree Ardon: That's the way it is. So, what is important for those people who are probably not in the area of human talent and are listening to us? Competencies: we address everything related to behavior. That speaks of the past, ready. Those behaviors... or, yes or no? Or does it, how often? Okay. So, that speaks of the past. Performance is that approach that allows us to understand the degree of contribution of the person to the strategic goals of the organization, because in the end you are smart, how are those behaviors reflected in your delivery of value and your generation of value to the organization. And there I connect strategy with direct management of the person.

• Julia: Total.

• Desiree Ardon: Ready. AND Potential is a standardized assessment in which, given those motivators and habits that I have today, how likely it is, and talk about that. This is already a future projection. The ones I just went through are past, ready. Performance and competence are in the past. When I talk about potential, I am talking about a future projection given how I behave today, what projection I have of occupying, for example, a position of greater responsibility or of being a mentor or of being an expert. So, we put these three pieces of data together and that's like what, how many.

• Julia: Yes. And how do you then cross this also with that qualitative thing, eh, and at the time, let's say, of the deliverable, what would that management be?

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Benefits for Leaders: Dashboards and Advisory Support

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• Desiree Ardon: Okay. So, we have conversation tables with the organization's leaders. What's going on? Being able to have a quantitative exercise that allows me is also working with data. So, probably, um, on previous occasions we had like talents that could be hidden.

• Julia: Hidden or not so visible.

• Desiree Ardon: Yes, we could say, no, they are not as visible because, uh, my activity doesn't allow me to have so many, so many, uh, exhibition spaces, but, I don't know, I relate more to my peers or to a much more limited group. So, while clearly our intention as a talent team is always the closeness of the entire team of, of talent, clearly when you start to have an organization that has a national reach

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• Julia: Total.

• Desiree Ardon: ... hey, how do I get to know the person who is in Manizales a little more?

• Julia: Perfect.

• Desiree Ardon: So, With the data I can do it.

• Julia: Discovering those hidden talents in that population that for you is no smaller, is.

• Desiree Ardon: It's minor, uh, and, and to be able to have those conversations while also identifying someone with a lot of potential. That's right. So, these facts that they bring us into the conversation tell us, “Look, Julia, who is in Manizales, has extraordinary results.” “Oh, ready, let's talk to Julia.” Okay. “Let's talk to Julia, let's ask, uh, Julia's leader, she, what motivates her, what she likes, what her career moment is.” So, it allows us to open conversations. So, that qualitative space is also a space, uh, which sometimes spontaneously, other times, is a generated space. Okay. Where we say, “Come, come, Julia, let's talk about all your talent.” Okay. “And how are they? How are they? When is the race time?” Then, that's where they begin to unite and connect that data with that qualitative information.

• Desiree Ardon: At Protection, we are absolutely committed to this exercise.. All leaders participate in one way or another, some much larger spaces, others more, uh, shortened, but in all, the, the leadership roles we are part of this conversation and it's our responsibility, and so we have declared it, it's our responsibility Identifying talent.

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• Julia: Spectacular. And if I think about it from that side of Customer Experience that we were talking about right now, well, what more is desired for you as a customer who is, let's say, that, that salesperson who is looking for me to exploit and develop my talents? So, it seems to me that you are going to a higher level, because it's not me knocking on the door saying, “I want to grow, I want to keep doing,” but, “Come on, you too are discovering and valuing what I am giving to the organization.” I think it's spectacular. That is, if you apply it at all levels, at what levels of the organization, how is that process going?

• Desiree Ardon: We do these, uh, assessments across the organization. To that, if, if we had to, locate it and give it a name, it is called a talent map. So, very recently, we even just closed the 2024 talent map. So what does that represent? It's a full visual of this organization that says, “Come on, Protection, you have six stated competencies that we all have, must have.” Okay. Those behaviors that we must have and share. Of those six behaviors, which one has the most solid behavior? We can already answer that.

• Julia: Spectacular.

• Desiree Ardon: Which one? But also, what are those behaviors that you don't have so close at hand? Okay. And that he should take charge. Okay. Then, as a group, we begin to realize as an organization what are those behaviors that Protection is not having so close at hand for a person and thus being able to design strategies that move us to that desired state. Okay. But also to recognize and celebrate those that we do have, because there are also many and it is positive and that it has also represented an effort for, for everyone. So, we're talking about the map How many people are talented: 1350 people.

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Internal Mobility and Advice for Data-Based Talent Teams

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• Julia: Spectacular! So, we're talking about 1300. But I also have individual identification and identification by groups and work teams.

• Desiree Ardon: That's the way it is. So, of course, finally when we use this data to serve our decision-making we say, “Ready.” So, how, how is this organization, but how is this area, then. We have eliminated the issues, but for everyone to understand, such as the names of the vice-presidencies, they are not called vice-presidencies, but they are called teams. So, this team, the risk and finance team. Ready. Which competition do you have the most at hand and which one don't? What is soon to be developed?

• Julia: That's the way it is.

• Desiree Ardon: And we started to see some patterns, given academic backgrounds, we started to identify some patterns, uh, around moments in the areas as well in, in some leadership styles. So, or what is that leadership style that is promoting greater strengths, which not so much? So when you start to disaggregate all that content, really You can manage support for talent development much better.

• July: Spectacular. As a customer of, or leader of any of the work teams, what can I expect or what do I receive from you in this process?

• Desiree Ardon: We, then, become a deliverable that is like a Dashboard, okay.

• Julia: A dashboard.

• Desiree Ardon: A board where I can see, ready, How is my team distributed, what are the strongest competencies, what are the competencies that can have, uh, opportunity, if there is a, uh, a concentration in one type of position, if there is a concentration in one, in a seniority. Hey, that's the information we actually deliver. In addition, we are accompanied by being able to have a much more consultative exercise as a talent team, where we accompany you to have the best methodologies for creating effective development plans. Yes. So, there you go, see that you also have a component How many and a component What In the What I accompany you from the attraction and development team. Each one has like a Pool of customers and accompany that Pool of clients doing the methodological workshops in order to make development plans much more solid and effective.

• Julia: Well, Desi, you were telling me a little bit about myself as a client who suddenly leads a work team, what benefits or what support from you and that consulting space? But now I, as an individual contributor, What benefits do I get as a person or also what expectations do I have and what does the organization deliver to me?

• Desiree Ardon: Well, Juli, then we see this qualitative and quantitative valuation proposal as a win-win. Truly our purpose is to be able Also give each of the talents much more information about, about, about those characteristics, these habits and those behaviors that they have solid. Okay. What, what's the gift of that? We might think, the gift is expand my self-knowledge and that based on that information I make a much more informed career management. Of course. Yes.

• Desiree Ardon: Sometimes we don't even realize that we were good for something until someone tells us, um, or someone gives us, puts us like in, in perspective, “Come on, you're really good at X and AND,” or, “You're not that close at hand X and AND.” Okay. And it's also about sharing that sense of co-responsibility, “Look, I'm giving you this self-knowledge information, but also how are you going to manage it to suddenly develop those competencies that I identified are not as developed.”

• Julia: That's the way it is.

• Desiree Ardon: And that in the end is a conversation that is good for today, but also for the future. If I want to prepare to be the Vice President of Human Talent, what should I do? What do I have in my suitcase today and what should I do to be able to fulfill that future dream? But it's also a conversation... That's when I put it in the future, but also in today. Ready Today, what could make my, my professional life much more satisfying or that sometimes things make us a lot of effort and could I do it with less effort if I developed some competencies? Also today. Look what It's a short, medium and long-term conversation about talent.

• Desiree Ardon: In addition, we as an organization have made a statement and that is that “my career depends on me.” So, that's what we call it, uh, because in the end everyone is the protagonist, like everything else in life, of, of their dreams. Okay. We are enablers and we have every commitment to make everything there and available for that career management, but desire must be in me as a talent to be able to materialize it and, and bring it here. So, we constantly make it an invitation to be able to capitalize on all that development offer that we as an organization have in order to empower my talent and here as a collaborator I also obtain such measurement or results crossed with my competence and my performance.

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Julia: how is that information delivered as of Feedback that each person has in their daily lives.

• Desiree Ardon: Okay, Juli, then there are two moments. We have a time where we have an event, we could call it, of measurement of organizational competencies. It's a time of year, usually between the first quarter and the second quarter of the year. Okay. So, it's a photograph and based on that we generated the company's talent map, right? We already talked about that.

• Desiree Ardon: Now we have a, a next moment, we could say, and that is that it is in everyday life. We have a tool called “Voice to Voice” which represents a space of Feedback ongoing. Example, you and I are in a meeting, we just left the meeting, you can go to Voice to Voice and give me the, the “Voice is, it's 'I give you my voice, I give you my opinion. '” Hey, so you give a voice to the person who seems to you to have done it in an extraordinary way or, on the contrary, who had a mistake, everything that could have happened in that meeting, in that conversation, in that exhibition space, you can give away your voice connecting you to a competition. So, you say, “I think your results were extraordinary at this meeting.” The person receives a message and can read it. Okay. Like me, and I could also connect him, you can give him intellectual diet options, you can say, “It worked for me,” and attach, attach the gift, ideas for development, ideas for development.

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