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TMA Method > General background
TMA Method helps organizations to get the best from people and enables organizations to select employees on talents and competencies and helps them with structured coaching and appraisal.
The TMA is a diagnostic instrument which looks from different angles to thought processes of candidates. The TMA analysis measures in addition to cognitive ability - more than 22 behavioral and personality characteristics (talents) and the basic construction on 50 competencies which make the difference in a job. Thanks to the interdependence of these components a comprehensive picture of someone is obtained.
TMA Method is offered as an online service and is used for talent- and competency management, assessments on competencies, MD projects, performance appraisal and coaching.
The TMA method differs from other analytical methods such as traditional psychological tests, because the TMA looks in a structured- and talent oriented way to all aspects of your candidate like:
TMA method is objective, development oriented and focuses mainly on the talents and strengths of the candidate and gives guidelines on how to develop these strengths and talents. TMA has been developed from the idea that HR Professionals managers, recruiters and coaches themselves can apply professional psychological assessments methods on a high level.
By using the TMA method you can explain the relationship between talents and behavior. The diagram below shows this relationship and gives guidelines on how to develop the behavior of the specific candidate:
For every quadrant we shall provide an explanation and a view on how best to proceed as soon as you know a particular competency can be situated there.
Quadrant: circumvent
A competency can be situated in this quadrant if it is less developed and the candidate
has little aptitude for it – based on his talents. The development potential of
this competency is therefore low. Even if the candidate is stimulated positively, it
will be difficult and usually unsuccessful to develop a competency in this quadrant.
In this case, we advise you to circumvent this particular competency. Concretely, this means the employee needs to use this competency as little as possible. You can manage this by assigning tasks for which this competency is not needed or by appointing another employee who can (partly) take over challenging assignments. If someone is going to need several competencies in this quadrant for a particular position, it is probably wise not to offer this position to him or, if he already has the position, to prepare him for an alternative one.
Quadrant: control risks
A competency can be situated in this quadrant if it is well developed but the candidate
has little aptitude for it – based on his talents. Even though the employee
controls the competency in this quadrant, his aptitude suggests he has little affinity
with it; which increases the chance he will only use the competency with little
enthusiasm. If his work contains too many tasks for which this competency is required,
undesirable effects may occur – particularly if more of such competencies
are required for the position. The candidate may leave the organization, fall ill, or
suffer from burnout or demotivation.
In this case, we advise you to control the risks resulting from using this competency.
You could, for instance, assign the employee tasks that require competencies
for which he does have an aptitude. You could also choose to assign challenging
tasks selectively and moderately. Another possibility would be to assign another
employee who could (partly) take over such assignments from this candidate. In
order to find a balance, his job could be complemented with tasks that require
competencies for which he does have an aptitude. A less durable solution can be
found in extra valuation (attention or compliments) or numeration (bonuses or
privileges) for the adequate performance of every task requiring (many) competencies
within this quadrant.
The same applies as with the former quadrant: if someone is going to need several
competencies in this quadrant for a particular position, it is probably wise not to
offer this position to him or, if he already has the position, to prepare him for an
alternative one.
Quadrant: invest and develop
A competency can be situated in this quadrant if it is less developed but the candidate
has aptitude for it – based on his talents. This means the competency can
be easily developed. In this case, we advice to develop the competency as much as
possible and to invest in it. Concretely, this means the employee should be challenged
to perform tasks for which he needs to use this competency. You could
assign such tasks and possibly assign an experienced colleague next to him. Other
potential investments would be training and (external) coaching in order to enhance
the competency.
Investments in such competencies are likely to yield relatively good returns since
the employee has aptitude for the competencies in this quadrant. When adequate
stimuli are offered, a transition from this quadrant to the next should be relatively
easy and successful.
Quadrant: use and enhance
A competency can be situated in this quadrant if it is well developed and the candidate
has aptitude for it – based on his talents. If a position consists of many tasks
requiring such competencies this is an ideal situation. You should use the competencies in this
quadrant to the full: they yield most returns both for the organization
and the employee.
Make sure the employee’s personal development should further enhance these
competencies by means of room for reflection and study, extra training and (external)
coaching. Ideally, all employees are in positions in which they spend most
of their time performing tasks for which they use competencies in this quadrant.
That way, you have the best chance at well motivated employees performing excellently.