How and when does your organization assess participants in an executive development program? Do you share individual assessment results with leadership? BACKGROUND: Our CEO wants HR to provide a talent assessment of each participant who recently completed an executive development program. While participants took pre and post-360s for development purposes, the survey was communicated as confidential, and we can only share aggregated results. Additionally, he is not interested in waiting 3 to 6 months for survey results from managers of participants. While he essentially seeking HR's assessment made from side-line observations, we are reluctant to do so as a valid form of talent evaluation. Any suggestions?
In a variety of organisations, I have conducted assessments of exec development participants - usually pre-program, as a baseline to consider strengths and development needs. These have included assessment centre and psychometric tool results. They have always been framed as developmental, so individual feedback was part of the offering. At the same time, privacy statements were clear that the data would be reviewed by leadership, so they could support developmental actions for the leaders. In the organisation I currently work for, we conduct talent assessments for leaders in succession plans. These are shared with leadership to help consolidate their own perspectives on 'talent' and, again, direct development activity.
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In a variety of organisations, I have conducted assessments of exec development participants - usually pre-program, as a baseline to consider strengths and development needs. These have included assessment centre and psychometric tool results. They have always been framed as developmental, so individual feedback was part of the offering. At the same time, privacy statements were clear that the data would be reviewed by leadership, so they could support developmental actions for the leaders. In the organisation I currently work for, we conduct talent assessments for leaders in succession plans. These are shared with leadership to help consolidate their own perspectives on 'talent' and, again, direct development activity.