Talent
Assessment

Reddin Group was recommended to me by one of my GMs who had used Reddin for recruitment. I had three internal candidates for a vacant GM role and got David Reddin in to assess each of them for the role. David spent about 2 hours with each internal and then produced a summary of their strengths, development needs and weaknesses in relation to our selection criteria. I was amazed at just how much data came out of the assessment process itself. Each conclusion drawn was backed with fact, not assumption and the accuracy based on my experience of the three was outstanding.

Frankly, I don’t know how the Reddin team so quickly understands our people. Their process is amazing. Within a couple of hours they give me an in depth feel for the talent I want assessed – the choices they have made, the motivational patterns lying beneath those choices, the patterns that have formed and what they will mean if I promote or hire the person. They are always spot on! I call them “people whisperers” and the value they add to our talent process is immense.

I was introduced to the Reddin Group’s talent assessment model some years back. It stood apart from the others I had been exploring. I had them come and run some pilot programs for me in Singapore and Malaysia as I felt we might be able to use the Reddin process internally to counter a rise is staff attrition. I had Reddin present to both some HR and line manager groups and their response was very positive. I then had them roll their model out right across the Region, training both HR and the line in its use. The key difference is that we have begun hiring people who genuinely fit into, and embrace our culture. The outcome? In some countries turnover rates have dropped by up to 30%.