Mehta on the Map - Tracing the Human Side of HR

We spend weeks, sometimes months, perfecting competency maps. We define "Analytical Thinking," "Stakeholder Management," and "Strategic Vision" with surgical precision. We build these frameworks to give us a sense of control—a way to measure a human being against a set of predetermined benchmarks. But there is a gap that no competency model has ever successfully mapped: The space between a skill and an intention. I was recently involved in a talent review where two candidates were being compared for a leadership role. On paper, they were identical. Both had the same years of experience, both had successfully led large teams, and both scored high on every technical assessment we threw at them. However, during the behavioral interviews, a subtle difference emerged. The first candidate spoke about "managing" people—using frameworks and processes to ensure compliance and output. The second candidate spoke about "holding" the team—creating a...

In the world of talent management and organizational development, we are often expected to be the architects of certainty. We are hired to provide the "Right" framework, the "Correct" competency model, and the "Perfect" succession plan. We walk into rooms with decks full of data and graphs, hoping that the sheer volume of our research will silence the inherent messiness of human behavior. But lately, I’ve been reflecting on the power of a phrase we rarely use in a boardroom: "I don’t know." I remember sitting in a high-stakes meeting recently where the leadership was discussing a significant drop in morale within a specific department. They looked at engagement scores, they analyzed exit interview word clouds, and they compared salary benchmarks. Everyone had a theory. Everyone had a "fix." When it was my turn to speak, I felt the familiar pressure to provide a polished, strategic answer. But as I looked at the data, I realized it didn...

 In my work at TVRLS, I spend a significant amount of time looking at data. We look at competency scores, 360-degree feedback trends, and psychometric profiles. Data is comforting; it provides a map in the often-foggy landscape of human behavior. But lately, I’ve been thinking about what happens in the margins of that data—the things people don't say in an assessment, but show in every other way. I recently observed a high-potential leader during a simulation. On paper, his scores were near perfect. He was decisive, strategic, and articulate. But throughout the day, I noticed how he held his breath before answering a difficult question, and how he checked his phone with a specific kind of urgency every time there was a two-minute break. When we finally sat down for the feedback session, I didn't start with the scores. I asked, "What’s been weighing on you lately?" There was a long silence—the kind of silence I’ve learned to respect in consulting. Then, he admitted th...