C1.1
Tracks
Stream C
| Thursday, October 29, 2026 |
| 1:45 PM - 2:15 PM |
Overview
From Tools to Systems: A Talent Assessment Maturity Framework and Pilot Evidence from Global Organizations | 30 mins
Presenter
Emma Berry
From Tools to Systems: A Talent Assessment Maturity Framework and Pilot Evidence from Global Organizations
1:45 PM - 2:15 PMAbstract
Organisations increasingly rely on psychometric assessments to inform hiring and development decisions, yet the strategic value of these tools varies widely across contexts. While research has focused extensively on the validity of individual assessment methods, less attention has been paid to how assessment practices mature as integrated organisational systems. This presentation introduces a Talent Assessment Maturity Framework, a multi-dimensional model designed to evaluate how organisations adopt, govern, integrate, and derive value from psychometric assessments over time.
The framework comprises six dimensions: Awareness and Purpose, Integration with Business Strategy, Scope of Application, Assessment Capability and Quality, Standardisation and Governance, and ROI Measurement. Using data from a pilot study involving 60 organizations across multiple industries and regions, we examined current maturity patterns and identified key drivers of overall assessment maturity.
Results indicate that most organisations continue to view assessments as tactical tools rather than strategic enablers, with limited executive sponsorship and minimal ROI tracking. Lifecycle integration (use of assessments across hiring, development, and succession) is the strongest predictor of overall maturity, followed closely by governance and standardisation practices. Contrary to common assumptions, internal assessment expertise alone was a weaker predictor of maturity than the presence of clear policies, standardised tools, and governance structures. Organisations using a multi-method assessment stack (e.g., personality, cognitive ability, and multi-rater feedback) demonstrated significantly higher maturity than those relying on single-method approaches.
These findings suggest that organisations seeking to maximize the impact of talent assessments should prioritize structural foundations, such as governance and lifecycle integration, before pursuing advanced analytics or ROI modeling. The presentation concludes with practical implications for I/O psychologists, consultants, and HR leaders, positioning assessment maturity as a systems-level capability rather than a function of individual tools.
The framework comprises six dimensions: Awareness and Purpose, Integration with Business Strategy, Scope of Application, Assessment Capability and Quality, Standardisation and Governance, and ROI Measurement. Using data from a pilot study involving 60 organizations across multiple industries and regions, we examined current maturity patterns and identified key drivers of overall assessment maturity.
Results indicate that most organisations continue to view assessments as tactical tools rather than strategic enablers, with limited executive sponsorship and minimal ROI tracking. Lifecycle integration (use of assessments across hiring, development, and succession) is the strongest predictor of overall maturity, followed closely by governance and standardisation practices. Contrary to common assumptions, internal assessment expertise alone was a weaker predictor of maturity than the presence of clear policies, standardised tools, and governance structures. Organisations using a multi-method assessment stack (e.g., personality, cognitive ability, and multi-rater feedback) demonstrated significantly higher maturity than those relying on single-method approaches.
These findings suggest that organisations seeking to maximize the impact of talent assessments should prioritize structural foundations, such as governance and lifecycle integration, before pursuing advanced analytics or ROI modeling. The presentation concludes with practical implications for I/O psychologists, consultants, and HR leaders, positioning assessment maturity as a systems-level capability rather than a function of individual tools.
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Emma Berry is a Director at Peter Berry Consultancy (PBC), a leadership advisory firm grounded in the science of personality and organisational psychology. She works with organisations across the public and private sectors to strengthen leadership capability, improve organisational effectiveness and navigate workforce transformation, drawing on evidence-based assessment insights, including Hogan personality and Hogan 360 assessments, alongside pragmatic consulting expertise.
Emma brings more than 15 years of experience spanning human capital consulting and corporate HR. Prior to joining PBC, she spent over a decade with Deloitte’s Human Capital practice and held Human Resources roles with PepsiCo. Her experience includes leadership and talent strategy, organisational design, workforce transformation, operating model design, mergers and acquisitions, and large-scale change initiatives.
Having lived and worked in Australia, Switzerland and the United Kingdom, Emma brings a global perspective to leadership and organisational challenges. She is passionate about helping organisations translate assessment and behavioural insights into better talent decisions, stronger leaders and high-performing teams.
Emma holds a Bachelor of International Studies from the University of Sydney, a Master of Commerce from the University of New South Wales, and an MBA from the University of Oxford.
