Reboarding
There is often focus on preboarding, recruiting and onboarding, but one of the company’s most important resources is the current employees. Recruiting is expensive, so it makes sense so it makes sense to first look at whether a current employee can excel in the vacant role. When an employee changes job role, manager or job position internally, it is important that the company intervenes and supports their “reboarding process”. Here, the company significantly increases its chances of success in the new role. Reboarding covers all processes in which an employee’s role is largely redefined. One of the most important things to look at is the Trinity consisting of: Nearest leader – Tasks – Colleagues / Culture. When the following 3 things are interacting positively, it means that a candidate’s talents are staged in the most optimal way, and under these circumstances the employee has the greatest potential for success.

The interaction of the Trinity is named the talent “sweetspot”. This is achieved when your tasks are a part of your top talents, and the immediate leader actively and continuously uses this to lead and develop you, while the culture around you fits the motivational, drive and stress forces. The consequence of the lack of reboarding may therefore be that they move away from the “sweetspot” when the new role is defined, based on these 3 parameters. Leaders using the Talent Test are therefore more likely to stage the employee’s talents in the new position while ensuring that the Trinity is maintained. This is especially relevant regarding stress and well-being in general.

Leaders who actively use the Talent Test in the reboarding process, are able to stage the employee’s talents and strengths to the new environment. This shortens the process, makes it efficient, and increases the chances of better well-being and development. Initially, the likelihood of success in the future environment can be uncovered, as well as whether the upcoming tasks match the employee’s talents. In this way, an inefficient restructuring can be avoided.
An example is that it is rarely the top seller who actually becomes the best leader. An example is that it is rarely the top seller who actually becomes the best leader. The test can prevent poor management decisions while at the same time explain to the employee why another role is more appropriate. It maintains motivation and maintains the employees in the company.
