Make sure you have the best talent for your organisation. This premise has become a priority for companies of all sectors and sizes anywhere in the world. Getting it right regarding talent is key to staying competitive in an increasingly changing and complex world, one in which the digital revolution brings new challenges almost every day. To achieve this, HR departments sometimes use sophisticated evaluation systems, many of them supported by technology, to identify potential, evaluate talent and measure the productivity of their current and potential employees. However, the need to have the right people in the right posts is not a new one. It has existed for thousands of years, and the systems that Human Resources managers throughout history have used do the same, whether it is to recruit a foreman on a plantation, a master artisan, a Roman general or an Egyptian pharaoh, identifying the work capabilities and skills of potential candidates.

Throughout history, different civilisations have sought talent indicators that help to decide whether a person is suitable for a particular post. Let us review some of the teachings that ancient civilisations have left us in terms of capturing talent.

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The training of elites in Ancient Egypt: scribes, priests, and their preparation from an early age

In their dual role as legal guardians of knowledge and administrators of the State, the Egyptian scribes and priests held a vital position in the Administration of the Pharaohs. They were an elite and, although, as such, they were not ‘selected’ in the strict sense, since they used to be the children of senior officials and other personalities, they were meticulously prepared from the cradle to perform this influential function. There were writing schools, where future officials received an extensive curriculum covering disciplines as diverse as hieratic and hieroglyphic writing, geography, geometry, astrology, mathematics, painting, drawing, or foreign languages. After that period, the writers completed their training in the Per Anj, centres of higher education linked to a palace or temple, where they specialized.

 

The Ten Thousand Immortals: Training, Values and Purpose in the Persian Empire

The Ten Thousand Immortals were the elite force of the Persian army during the Ashkenid Empire (c. 550-330 BC), as well as the personal guard of the king. Its members were recruited from among the children of the nobility of Persians and Medes, and their training began at around five years of age.

They learned combat skills such as archery, javelin throwing or horse riding, and were trained to withstand extreme weather conditions. They also studied Persian religion and history, were taught their duties to their god (Ahura Mazda), the people and the king, and were instructed always to tell the truth.

Being an ‘immortal’ was, therefore, much more than a question of physical dexterity or combat expertise; it required complete dedication to the king and identification with the homeland and its values and religion. Therein lies the strength of this military corps and the differential value that meant it was feared by its enemies. This level of commitment is not unlike what is seen nowadays in companies and employees who connect to the idea of carrying out their work with a sense of purpose.

 

Evaluation of political talent in Ancient Greece: rhetoric, assemblies and persuasion

As could be expected in the cradle of rhetoric, language skills played a critical role in the future career of anyone who aspired to play a prominent role in the community. Future political leaders had to pass what could be considered a forerunner to modern-day competitive interviews. To do this, they had to present their ideas to the citizens at public meetings, which allowed them to show their debating skills, eloquence, persuasiveness or capacity for critical analysis.

 

The Roman cursus honorum: career paths and merit assessment

The character of the ancient Romans, who were much more practical than the Greeks, led their great thinkers to not only reflect on philosophical, military or political issues, but also explore more mundane things such as the economy or work. Cicero had a low opinion of manual work where those who carried it out received remuneration for their efforts as traders and artisans, and not for their talents. Instead, he praised people who worked in agriculture and certain ‘liberal’ professions such as medicine, architecture, or teaching. Among other honours. Cicero was a member of the Senate of Rome, an institution that has left its imprint on human history as one of the first examples of a powerful political and legislative assembly, and whose influence has survived to this day.

But how could an ordinary citizen of Rome aspire to become a member of such a prestigious chamber? Basically, they needed to obtain a professional qualification, not unlike career paths that senior executives or civil servants follow nowadays. Through this honorum cursus, future senators had to first complete a structured sequence of public offices. In this way, they gained experience and wove a network of contacts that prepared them for their future responsibilities.

This path began with the vigintivirate, which consisted of the twenty minor magistracies in Ancient Rome, grouped into three areas: justice, currency and maintenance of public works, at the service of higher-ranking magistrates. Once this phase had been successfully completed, the potential senator spent at least two years acting as a tribune or a prefect. Then came a series of elected positions in which representatives of other assemblies voted. Quaestor (entry-level magistrate), councillor, tribune of the people, praetor (high-ranking magistrate), and finally consul were the steps along the way to being appointed to the Senate.

 

Imperial examinations in China: the first meritocratic system to enter the public administration

In the heyday of 7th and 8th century Imperial China, being part of the corps of mandarins, magistrates, and senior civil servants at the court was a privilege reserved for the most capable people. To be part of that elite, applicants had to pass tests known as the ‘Four Arts’ exams, also known as ‘imperial examinations’. This forerunner to modern-day competitive exams to enter the Public Administration evaluated the applicants’ knowledge of literature, philosophy or history, and also included a test of ‘attitude’ which assessed things like behaviour, appearance, or one’s manner of speaking. This system was established during the Sui Dynasty in 606, and although technically based on meritocracy, the examinations were open to everyone. However, passing them was very difficult and required an expensive and specialised education that, in practice, was only within the reach of society’s elites. A key feature is that merit and ability prevailed in the process. It is estimated that only one in every 300 applicants was able to pass these tests.

Ancient civilisations teach us that assessing talent goes beyond technical skills, and it is not only necessary for identifying competencies, but also values, commitment, and alignment with an organisation’s purpose.