Beruflich Dokumente
Kultur Dokumente
September 2016
Attitudes to
employability
and talent
The CIPD is the professional body for HR and people
development. The not-for-profit organisation champions
better work and working lives and has been setting the
benchmark for excellence in people and organisation
development for more than 100 years. It has more than
140,000 members across the world, provides thought
leadership through independent research on the world of
work, and offers professional training and accreditation for
those working in HR and learning and development.
Attitudes to employability and talent
Research report
Contents
Acknowledgements 1
Introduction 2
1 What is employability? 4
Appendix 1 34
References 36
Acknowledgements
This report has been written by Ksenia Zheltoukhova and Louisa Baczor at the CIPD. We would like to
thank all those who contributed to this report via focus groups and surveys, as well as our colleagues who
provided the support and friendly critique in preparation of this work.
While there is The past few decades have according to the business need and
seen a major shift in the work agility in accessing a wider pool of
an assumption relationship. Where before skills, as employees seek to move
job security represented the jobs more frequently (Vanhercke et
that individuals foundation of employers al 2014; McQuaid and Lindsay 2005;
have the capacity proposition to the workers,
the new deal has focused on
Baruch and Vardi 2016).
to manage their supporting workers employability Yet, as the premise of the work
over the course of their careers relationship becomes less and
own careers and with multiple employers, less explicit, it is becoming more
rather than providing continuous difficult for the parties to hold
freely, in reality and long-term employment in an each other to account on their
firms can choose organisation (Sullivan and Wong
2009; Dries et al 2014).
respective parts of the deal.
Specifically, there is a risk of a
which groups of potential shift in the balance of
Compared with job security, power further towards employers,
individuals will employability is a far more elusive who no longer have an obligation
concept. Unlike a limited period to provide job security, yet at
receive access of working for a single employer, the same time retain control
to jobs and it refers to the overall success of
an individual in the labour market,
over employment opportunities.
While there is an assumption that
what chances to spanning different job roles, modes individuals have the capacity to
of employment (for example, being manage their own careers freely,
enhance their self-employed or taking a zero- in reality firms can choose which
hours contract), and even multiple groups of individuals will receive
careers they will be careers. As a result, the factors access to jobs and what chances
given. underpinning employability may
involve anything from workers
to enhance their careers they will
be given.
skills and attributes, enabling
them to compete for specific An employability-based work
jobs, to personal circumstances, relationship, therefore, raises
requiring flexibility in ways important questions about the
of working, to labour market degree of empowerment and
conditions, influencing availability of responsibility that different agents
employment opportunities. have in maintaining workers
employability over the course
On the face of it, in the context of their careers. In particular,
of an uncertain world of work, employers, as the main suppliers
employment relationships based of jobs and career development
on the promise of employability are opportunities, have lots of choices
advantageous both for employers to make. Should these opportunities
and workers. To individuals they be made available to anyone
offer development of transferable in an organisation, or open to
skills, and resulting greater smaller groups of individuals in
control over shaping their careers business-critical roles? What are
depending on their ambitions the drivers of employers decisions
and personal needs. In return, to contribute to the employees
organisations receive greater future career path, beyond the
flexibility in shaping the workforce current organisation? How and
Knowledge
and skills
Meaningful
work Personality
and attitude
As an outcome As an antecedent
Career (for example, (for example,
success finding employment) characteristics Employer
influencing career perceptions and
mobility) management
practices
Matching
labour market
supply and
demand Organisational
and industry
needs
Employability Talent
Certain qualities that are useful to employers/transferable Being particularly good at what you do perhaps it is a
skills. Its slightly negative as implies that some people do not specific skill within your workplace or perhaps generally
meet this standard or are unemployable. good at your job. Your skills and experience fit and you excel
because of it.
Personally, I have good experience in retail, however, I have
a disability so I believe that employers dont see me as Standing out from the crowd having a USP.
employable.
Id say talent is inherently more important, but you cant test
talent at a job interview exactly, so you look for employability
Adaptable and flexible to different types of work. and see where it goes from there. You need to give talent the
time to show.
For me, employability is all about the skills and experience
you possess in order to fulfil requirements of a job. Talented suggests they can progress their career quickly
(and have the ambition to do so), employable means they can
Being willing to do what it takes and what is needed. do the job required of them.
characteristics and health status, was an underlying perception that Employers views of
determining whether an individual successful people often display more employability and talent
is able to look for and perform a assertive traits, or play a political Employers side of the
particular job. There is also a set of game to get ahead (for example employability deal is represented
social circumstances, such as caring staying on the right side of bosses). through the concept of talent.
responsibilities or access to transport As one individual articulated: In practice, talent management
links, that act as a boundary for The most successful people push processes of attracting,
someones participation in work. themselves to be noticed, have developing and retaining people
Finally, a range of external factors confidence to stand out and be is recognised as a source
influence demand for skills, and the listened to, but I cant say they are the of competitive advantage in
value of employment to an individual best people at the job. the context of the current
over unemployment. demographic trends and patchy
On the one hand, while availability of skills in home
Looking at the attributes associated employability is seen to be markets. Yet, the very definition
with employability in the current determined by employers of talent lacks rigour, potentially
study, the focus group respondents expectations, achieving career leading to confusion in what can
primarily mentioned meeting the success is linked to individual be described as good or effective
requirements for skills, education characteristics and abilities, which talent management practice.
and experience, as well as attitudes, appears to give more power to Sometimes, talent is used as a
such as flexibility, willingness to the worker. Yet, at a closer look, euphemism for people anyone
work and to perform. In contrast, the attributes underpinning career working for an organisation,
when asked about what factors success in the workplace are and, therefore, having potential
underpin success in the workplace, the ones that allow workers to to make a difference to
respondents generally felt that negotiate a better deal through organisational performance.
personality traits (including charisma managing perceptions, thus Others apply the term to denote
and flexibility) have a stronger role placing the onus on the employer the organisational elites
than education and experience (see to distribute opportunities and workers with highest potential
Table 3). Confidence was perceived outcomes of work. Once again, to progress to and perform in
as a key factor in employability and employers subjective assessments business-critical roles.
a fundamental trait of successful of individuals, not a set of
people in the workplace. Particularly objective characteristics, sets the Academic literature offers a
among unemployed groups, there criteria for employability. number of perspectives on talent,
Willingness and attitude Adaptable and flexible to different Not being afraid to take risks at times.
types of work.
Sacrificing homelife balance.
Being willing to do what it takes and
what is needed. Flexible, open-minded people who are
keen to learn and compromise.
Wanting to work is big for me.
Confidence and tenacity Confidence and belief in self are I think [successful people] tend to be
important. very focused and committed.
Keep pushing ideas and researching
new ways to gather information.
Constantly learning and being proactive
using your own time to learn new
things.
Managing perceptions To an extent it can be about whether or Being personally likeable is important.
not your face fits.
Good networkers; people who can talk
If an employer feels you would fit in and to anyone.
be able to do the job.
Making the most of opportunity.
Being employable has a lot to do
with the employers perception of
a potential employee. Background,
appearance, ethnicity, gender, and so
on. Not necessarily focused on skills and
experience.
Operationalisation
Literature stream of talent Main criterion Main contribution Main gap
HRM Talent as capital Contribution to Links individual talent to Lack of theory and empirical
organisation organisational context evidence
I/O psychology Talent as individual Predictive validity Long research tradition Criterion problem talent for
difference in personnel selection, what?
promotion systems, and
performance appraisal
Educational Talent as giftedness Domain-specific Strong (causal) theoretical Mostly conceptual work; no
psychology excellence frameworks research in adult populations
Vocational Talent as identity Self-concept Recognition of the dynamic Mostly narrative research;
psychology crystallisation nature of talent, as a difficult to reconcile with
construct, over the course of a more positivistic approaches
person's life
Positive psychology Talent as strength Self-actualisation Treats positive outliers as Assumption of strength-
research subjects of choice, based approach as 'win-
rather than measurement win' for individuals and
error organisations
Social psychology Talent as the Rater accuracy Brings in element of social Generalisation of
perception of talent perception that is, talent experimental findings to real-
that is not acknowledged life settings?
does not 'exist'
Figure 2: Does your organisation have a definition of talent in your organisational/people strategy? (%)
9
Yes, we have a formal definition of talent 22
Performance 157 mentions pointing at the contribution that an individual makes towards
achieving business objectives, often referring to organisational measures of
performance.
Some of these definitions stipulated that talent is simply ability to perform in a
role (for example, how they perform in their job against set criteria).
Other definitions in this category described exceptional performance (for
example, ability beyond that normally expected so the job is done better; going
the extra mile for the business).
21 definitions also referred to personrole and personorganisation fit, explaining
that talent can be defined as such only within the context of a specific organisation
(for example, recruits to the workplace who fit with our vision and strategy).
Potential to progress to more senior 80 descriptions of individuals capable of performing in leadership positions in
roles the future (for example, those that are identified as having the potential to reach
senior management grades or positions).
Individual qualities, motivation and 55 mentions describing individual attributes (for example, hard-working;
attitude enthusiastic).
Uniqueness 23 mentions of individuals with attributes that set them apart from others (for
example, wow factor; ability to do something special; the best available in the
field/sector at the time).
Workforce 14 references to talent being a term denoting anyone working for an organisation
(for example, people assets).
Someone perceived as talented 6 responses suggesting that the definition of talent depends on the assessor of
talent (for example, when a manager spots it).
Other 23 definitions.
As seen from Table 5, respondents The two most popular metaphors consistent with the talent as capital
largely provided individual-level for individual talent were expertise perspective, prevalent in HRM. On
descriptions of talent, with the and contribution to business the one hand, this perspective can
exception of two definitions that objectives, sometimes used in help employers ensure that the
referred to the overall organisational the respondents descriptions individuals they attract and the
capability. This suggests that talent alongside each other (for example, development activities they invest
is largely viewed as an individual the skills and competencies in are consistent with the business
attribute, possibly enabled by required by the organisation to strategy. On the other hand, it
an organisation (through careful continuously improve and achieve is likely that these attributes are
personjob match and training our goals). difficult to define (due to the lack
and development), but not as a of robust evidence linking skills to
cumulative attribute of a company These definitions of talent offered performance in specific business
as a whole. by HR practitioners in the UK are contexts).
Reliable 37
Easily adapts to working conditions 36
Highly skilled 34
There was a lot of similarity in likely than those in SMEs (43%) to The current survey asked the
the attributes submitted by the report that having a high potential HR respondents to rate eight
two groups of respondents, with to develop described a talented different groups of workers against
attitudinal characteristics such employee. Conversely, those attributes they used to describe
as good work ethic, going above working in SMEs were more likely a talented employee: young
and beyond in the job, and positive to rate being reliable and having a people (1624-year-olds); older
attitude to work topping both HR good work ethic as descriptions of workers (55+); parents returning to
practitioners and line managers an employee with talent. work; individuals with disabilities;
lists of descriptions of a talented ex-offenders; long-term unemployed;
employee. Bringing in new ideas Given how subjective some of ex-service men and women; and
was also high on both lists, possibly the attributes can be, perceptions migrant workers. The full breakdown
reflecting the value attached to of individual workers and their of scores is available in Appendix 1.
innovation and creativity in modern capability become extremely
organisations. On the other hand, important when assessing While the absolute ratings of
level of skills, ability to get on talentedness. For example, the groups only go some way in
with the job, and fit with the previous research pointed at the reflecting the respondents true
business context were of secondary role that unconscious bias plays in feelings and opinions, the scoring
importance, albeit still prominent for the perceptions of workers with that one group received relative to
a large proportion of respondents. different personal characteristics other groups provides an indication
and backgrounds. These biases can of whether it could be viewed more
The main difference between the then play out at the micro level, positively or more negatively in the
two groups was in their ranking during recruitment interviews and workplace. Looking at the top three
of employees high potential to succession planning discussions, attributes previously highlighted
develop, being critical to 52% of as well as at the organisation level, by HR practitioners as descriptions
HR practitioners, but only 40% of when formulating programmes of talent, the responses reveal
line managers. Practitioners in large to reach out to specific diverse differences in perceptions of the
organisations (60%) were also more workforce groups. workforce groups. For example, older
7.5 7.6
7.4
7.2
6.7 6.6 6.6 6.5
6.4
6.2 6.1
5.8 6.0 5.9
5.6 5.7 5.7 5.7
5.5 5.4 5.4
4.9 4.9 4.9
Positive attitude to work Brings new and innovative ideas High potential to develop
Individuals
with
Young Older Parents disabilities Ex-service
people workers returning to (physical and/ Ex- Long-term men and Migrant
(1624) (55+) work or mental) offenders unemployed women workers
Currently 66 75 68 51 15 27 41 36
employ
Target for 23 9 10 11 5 11 15 6
recruitment
Neither 24 21 27 43 81 65 49 60
Table 7: Agents definitions of employability (adapted from Forrier and Sels 2003; De Vos et al 2011; Dries et al 2014;
Clarke and Patrickson 2008; McQuaid and Lindsay 2005)
Agent Definition Assumptions
Individuals Indicator of career potential, based on interaction of Rely on employers to provide opportunities
personal characteristics and labour market forces to enable career development
Employers Key to organisational agility and competitive As employers no longer promise job
advantage, through flexibly matching supply in job security, individuals are more independent
market with current business needs in their own career management
State Realisation of career and employment potential Employability is obtained through a match
in the available knowledge, skills and
abilities and employers requirements for
those
Group Examples
Self-employed Sometimes the employer can overlook employees who perhaps want to succeed but just dont
show it for some reason. For me, its great to keep on learning and bettering yourself.
[You] have to stay competitive. This is extremely vital for self-employed people as they have to
pay for their own training, rather than big organisations.
I think companies often lose track of the importance of continuing to educate their staff.
In-demand roles I think the employer should identify the best [training and development opportunities] for
the employee.
Not-in-demand roles I take part in a development scheme at work. This is partially to network but also to develop
skills I might not get through my day job. It means I might be able to demonstrate something
different from my peers in my next application.
Line managers can flag [opportunities for training and development], but ultimately, the more
senior we get, the more responsible we are for our own development.
Short-term unemployed I know where I would like to go, but am not sure if its feasible or affordable to get there, and at
least for the short-term I will have to take whatever job I can get.
I feel like I may have to take any job just to support myself, and that may lead to somewhere
else, not in the direction I always had in mind for myself.
Long-term unemployed I dont really have control. Someone else has to hire or promote you, and you can do everything
in your power to make yourself more appealing, but in the end its in someone elses hands.
You dont know if you are capable of reaching your goals; you can only fulfil your potential if
youre given an opportunity.
Support from the state Due to government changes, I wont now retire next year at 60. I have to stay in the workplace
until 66, so the best I think I will have is a minimum wage job, if that.
Macroeconomic factors I thought getting more experience would give me an idea of the career paths I could take, but
its getting more confusing, and since I graduated the job market hasnt improved much.
I was lucky to have that job for ten years; doubt Ill ever see that again. The job market is too
vicious now and the oil and gas industry is very weak.
The economic climate and the way things are or are headed in my industry [affect my ability to
reach career goals].
too uncertain, especially for those the process left to the individual. contextual factors, as well as
working in a sector impacted by Limited budgets and subjective organisational values.
significant change (for example views of the decision-makers about
the public sector), or at the end of investment in development leads to The recent focus on talent as key
their career. missed opportunities for some. Not to creating value for the business
surprisingly, the self-employed felt the has in particular highlighted the
Finally, we asked individuals about most in control of their training and role of such high-level assumptions
their attitudes to training and development, as they have the ability in people management practices,
development, and its relevance to to identify specific training needs and and resulting outcomes for
furthering their careers. Overall, invest in those themselves. workers. Talent management has a
development is seen in a positive focus on workforce segmentation,
light, as adding value to skillsets Employers views on aiming to attract, retain and
and confidence. Specifically, courses responsibility for talent and develop key talents (Illes et al
offering accreditation can help career development 2010). Meyers and van Woerkom
workers progress in their career As suggested by individual (2014) described four talent
and lead to new opportunities. For workers, employers have a lot of management philosophies across
the unemployed especially, being scope in defining and distributing two dimensions. On the one hand,
invested in by an employer was felt development opportunities, which talent management can have
to have a positive impact, indicating underpin individuals career an exclusive or inclusive focus,
that these individuals are valued in success. In line with that, some depending on whether it targets a
the workplace. research has already pointed at small group of elites or the whole
the role of people management workforce. The second perspective
However, the value of the training philosophy adopted by firms distinguishes between a view
is diminished if its too generic, (Monks et al 2013). These of talent as a stable, perhaps
passive or made obligatory. Many philosophies constitute high-level innate, quality, or one that can be
felt that the value delivered by assumptions about the role of developed over time by realising
the courses was disproportionate individuals in an organisation, individuals potential.
to the amount of time, work and for example, as resources utilised
effort involved in making up lost by a business to generate value, While in practice the perceptions of
work hours. Development needs or recipients of value in their talent are unlikely to be as clear-
often have to be signed off by own right. HR philosophies are cut, it is interesting to establish
senior staff, with little control in informed by business strategies, the underlying assumptions
Applies to some
employees based on
an assessment of their
Applies to all potential value to the Does not apply in this
employees organisation organisation
of employers about individuals employability enhancement. Three the organisation and its needs,
and their talents, based on in ten HR respondents reported and one that follows broader
their espoused values and talent that their organisation does not industry standards with a focus on
management practices. In the provide external development professional development.
CIPD survey, nine out of ten HR opportunities, compared with only
respondents initially reported that 7% of respondents saying the same The survey suggests that the
everybody has a certain talent about internal opportunities. majority of employers express
(89%) and that everyone should be a preference to manage talent
considered a talent and supported Organisations with more inclusive according to organisation-specific
to reach their potential (87%), practices to talent management standards, rather than industry-
indicating a prevalence of inclusive were also more likely to have wide standards (see Table 12). This
philosophies of talent management. specific opportunities available to was particularly true in voluntary
staff. For example, of employers sector organisations that reported
Yet, when reflecting on the actual who said that the statement higher agreement with statements
practices supporting partnership employees are given a chance to indicating preference of organisation-
models between employers develop and enhance their careers specific approaches to development.
and workers (Guest 2002), it in this organisation applies to all
appeared that in three out of ten employees, 48% provided career Internally focused workplace
organisations, opportunities to management training for managers development opportunities are
enhance careers were available and supervisors, compared with 31% likely to ensure that a particular
only to some workers based on the of employers with more exclusive employer realises investment in
value they could offer the employer. approaches (see Table 11). development for the organisation.
Furthermore, four out of ten HR Yet, the worker might not have
respondents said the same about In addition to understanding the skills transferable to other
availability of an attractive future which groups of employees are organisations. This is in contrast
with the organisation based on the able to access opportunities for with the premise of the type of
potential value of the worker to the career enhancement, we have deal where enhancement of
business. Both of these point to considered the quality of the employability is the key value
a transactional relationship being opportunities available. Kinnie derived from the employment
offered by employers. and Swart (2011) have previously relationship by the worker. Instead,
distinguished between two types they may be receiving only the
It is also interesting to compare of organisational strategies in development that is relevant to
organisational practices with knowledge management: one that their current employer, without the
regard to internal versus external develops knowledge specific to promise of job security.
Our jobs are structured around standardised Our jobs are broad and encourage
industry specialisms. 44 56 multi-skilling, versatility and
innovation.
Those who manage employees who are mostly in unskilled roles are much more likely to report that tasks
of the teams are standardised, with 63% reporting this compared with 22% of those who manage people
mostly in skilled roles. On the other hand, individuals working in skilled roles (41%) and those who mostly
have degree-level qualifications (46%) are more likely to have access to broad training and development
opportunities than those in unskilled roles (22%) and those without degree-level qualifications (27%).
Similarly, employee participation in workplace decisions is more likely in teams mostly made up of skilled
roles (58%) and those with degrees (64%) than those teams mostly made up of unskilled roles (36%) and
those without degree-level qualifications (55%). Those who manage employees who are hard to replace are
much more likely to report that there is job autonomy, with 77% reporting this compared with 49% of those
who manage people that are easy to replace.
84
78 78 77
73
68
64 63
62 62 61
59 60
58
54 55 55
51
49
46 45 45
41 42
40 39
38 38 37
36
32
27
22 22 23
16
There are broad Training is linked to Employees There is minimal Employees have a Tasks are
training and job needs and participate in employee degree of standardised.
development orientated on workplace participation in autonomy in how There is little
opportunities. improving decisions. workplace they perform their discretionary
performance decisions. jobs. The jobs are effort. Work is
results. challenging and intense.
intellectually
stimulating.
Employees are given a chance to develop and enhance their careers in this organisation.
Employees are given a chance to enhance their employability outside of our organisation.
Table 15: Approaches to training and skills, by companys strategy and performance (%)
Recruitment Retention
difficulties in difficulties in Turnover rates, Experience of Experience
the previous the previous compared with investing in of managing
12 months 12 months 12 months ago people diversity
More positive
(for example, More negative
increased experience
performance, (for example, More More
Increased Decreased Increased Decreased Increased Decreased commitment) turnover) positive negative
Only those in
strategically critical
jobs can be considered 14 23 15 22 15 10 11 13 12 27
talents and supported to
reach their potential.
Everyone should be
considered a talent and
supported to reach their 86 77 86 78 85 90 89 87 88 73
potential, no matter
what that might be.
Employees are given a chance to develop and enhance their careers in this organisation.
Applies to some
employees based on
an assessment of their 30 25 35 21 37 18 23 48 25 48
potential value to the
organisation.
Continued on page 25
Recruitment Retention
difficulties in difficulties in Turnover rates, Experience of Experience
the previous the previous compared with investing in of managing
12 months 12 months 12 months ago people diversity
More positive
(eg increased More negative
performance, experience More More
Increased Decreased Increased Decreased Increased Decreased commitment) (eg turnover) positive negative
Employees are given a chance to enhance their employability outside of our organisation.
Applies to all employees 37 32 34 43 32 30 47 10 46 22
Applies to some
employees based on
an assessment of their 29 32 32 29 34 27 26 37 31 26
potential value to the
organisation.
Does not apply in this 28 32 30 24 30 37 22 45 18 49
organisation.
Employees have an attractive future with the organisation.
Applies to all employees. 42 42 33 44 35 44 54 14 51 20
Applies to some
employees based on
an assessment of their 43 44 49 45 46 37 39 48 40 47
potential value to the
organisation.
Does not apply in this 12 11 16 7 16 14 5 35 7 30
organisation.
Employees are treated fairly and equally.
Applies to all 74 64 68 76 68 80 84 49 80 45
employees.
Applies to some
employees based on
an assessment of their 18 23 18 15 18 15 12 28 15 18
potential value to the
organisation.
Does not apply in this 8 8 13 5 13 3 3 22 4 35
organisation.
Employees participate in workplace decisions.
Applies to all 32 34 29 43 29 25 43 15 44 19
employees.
Applies to some
employees based on
an assessment of their 50 54 46 50 48 58 47 47 44 36
potential value to the
organisation.
Does not apply in this 18 11 24 7 22 16 9 38 12 45
organisation.
Base: all HR practitioners (n=1,078)
The impact of previous negative experiences may result from poor arise from the lack of clarity over
experiences on availability of execution of talent management possible remedial measures to
career enhancement opportunities practices, or are associated with tackle decision-makers attitudes
is a reason for concern, as it a single event of mismanaging an towards talent investment and
points at the potential subjectivity individual worker, they can have diversity.
in organisational decisions to consequences for future talent
invest in talent. While these approaches. Further complications
Employees are given a chance to develop and enhance their careers in this organisation.
Employees are given a chance to enhance their employability outside of our organisation.
A result-oriented
organisation whose
major concern is
A formalised and with getting the job
An organisation with structured place A dynamic, done. People are
a family feel, held to work, where entrepreneurial, and competitive and
together by loyalty procedures govern creative place to goal-oriented, and
and tradition what people do work people stick are held together
leaders are viewed as and hold people their necks out and by an emphasis on
mentors or parents. together. take risks. winning.
Table 19: Regardless of whether or not your organisation has policies and practices in place, to what extent do the following
groups of people ACTIVELY ENSURE that all employees are given an opportunity to develop and progress their career
ambitions? (%)
A great deal 39 14
Not at all 6 31
A great deal 44 18
Not at all 4 22
A great deal 40 14
Not at all 5 19
A great deal 56 33
Not at all 3 10
More positive 51 45 4
Have you generally had more positive or
more negative experiences when applying Neither 36 58 5
discretion in the management of people?
More negative 27 58 13
Different or very
Thinking specifically about PEOPLE 37 54 9
different
MANAGEMENT, how similar or different are
your views relative to senior leaders in your Similar or very
organisation? 50 46 3
similar
7.6 7.5
7.3 7.4
7.2
6.9 7.0 7.0
6.6 6.6 6.7
6.5
6.2 6.2
5.9 5.8
5.7 5.6 5.7 5.7 5.7 5.6 5.7 5.7 5.7
5.5 5.4 5.4
Highly skilled High potential to develop A great desire Positive attitude to work
to develop
7.7
7.0
6.4 6.4 6.5 6.5 6.4
6.2
5.9 5.9 6.0 6.1 5.9
5.8
5.4 5.4
5.2 5.0 5.1 5.2 5.2
4.8 4.9 4.94.9
4.2 4.4 4.4
3.9 3.9 3.9
3.4
Ability to hit the High level of Goes above and beyond Brings new and
ground running relevant experience the job requirements innovative ideas
7.5
7.1
6.9 6.8
6.6 6.6
6.2 6.3 6.1 6.3 6.3
5.9 5.9 5.9
5.7 5.6
5.5 5.4 5.5
5.1 5.0 5.0 5.0
4.2
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