Assess Systems Australia

Tag Archives: talent management

Use it or lose it

By Ricki Sharpe | Published: September 17, 2007

Psychologists have known for a long time that performance on cognitive tests declines with age making many older workers more suited to doing what they know best, and less suited to new conceptual and creative tasks. However, many older workers whose job requires them to keep up to date and engage in tasks that continuously stretch their minds seem to avoid this decline in cognitive function.

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Fins adopt baby boomers

By Ricki Sharpe | Published: September 11, 2007

The combination of an aging workforce and a shrinking labour pool will affect countries around the world. In Japan, more than 26 percent of workers are already over 55. And Spain is set to become the world’s greyest country by 2050, with half its population older than 55. In the U.S., some nineteen percent of workers will be 55-plus by 2012, up from 15.6 percent in 2005. With Forty percent of the Finnish population to reach retirement age in the next fifteen years, the Fins have launched a national age ability program.

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Predicting talent by age thirteen

By Ricki Sharpe | Published: September 9, 2007

Gifted youth can be predicted by their performance on cognitive-ability tests at age thirteen, a new US study finds. This study offers insights into how best to identify talented youth and how to develop their potential.

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Fairness of performance appraisals

By Ricki Sharpe | Published: August 7, 2007

When employees perceive that their performance appraisal is fair, they are more likely to commit to it, and the decisions that flow from it such as pay adjustments, promotions, terminations and training requirements. In addition, higher levels of perceived fairness should enhance more positive organisational attitudes such as job satisfaction and organisational commitment.

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Real jobs for real people

By Ricki Sharpe | Published: August 6, 2007

Disabled people have one of the largest unemployment rates of any group. Now, an innovative programme from a US company shows how to contribute to the welfare of this disadvantaged group while at the same time enhancing the company’s bottom line.

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