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The Dynamic Duo of Assessment and Development
Laying the Foundation
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Jobs and Wozniak
Ben and Jerry
Simon and Garfunkel Sometimes two things, when brought
together, create a value beyond simple
addition.
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When the combination is just
right, 1 + 1 can equal 3, or
maybe more!
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So, how does this relate to
assessment and development?
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We’re glad you asked.
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Many organizations have separate
assessment and development
strategies that are led and
executed by different teams of
people.
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This division
of labor isn’t
necessarily a
bad thing.
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But when the two functions are
disconnected, or not aligned
with organizational strategy, neither
will meet the organization’s needs.
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In other words, without alignment,
1 + 1 can equal less than 2.
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Imperative Assessment and development must be tightly
aligned with your business drivers and talent
strategy—and with each other.
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How We Got Here Let’s understand the disconnect by reviewing
how each function addresses leader/executive
development within an organization.
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Assessment is: • Associated with selection, promotion, and
succession.
• Touted for technical qualities and measurement
accuracy.
• Used to diagnose strengths, gaps, and initiate
development efforts.
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Assessments range from
inventories, to 360s, to simulations
and assessment centers.
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For development, assessment should
provide focus and specificity about
skills, behavior, and capabilities that the individual or population
needs to improve.
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Features
individualized development
planning or coaching as a
follow up strategy to the
assessment.
Assessment-driven
Executive Development
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Assessment-driven Executive Development A Positive
Assessment typically features in-depth tools,
diagnostic accuracy, and the opportunity for
deep personal insight—critical for true
leadership growth.
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Assessment-driven Executive Development A Negative
Run the risk of placing more emphasis on initial
assessment activities than on issues like
rigorous development planning, access to
learning resources/support, and development
accountabilities.
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L&D-driven Executive Development Focus
Is on providing the best available resources to
drive the leadership capability necessary to
meet business challenges.
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L&D-driven Executive Development May be viewed in terms of curricula, or in a
broader spectrum of learning resources,
including: action learning, special projects or
assignments, and coaching.
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L&D-driven Executive Development A Positive
Takes into account the need for high-quality
content, audience relevance, holistic learning,
and emphasis on application.
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L&D-driven Executive Development A Negative When assessment is excluded, liabilities include:
• Relying on underpowered assessment.
• Lack of breadth, depth, and specificity of insight.
This can lead to lack of personalization and individual ownership for participants.
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Liabilities
The disconnect between assessment and
development can result in several
vulnerabilities and missed opportunities.
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Leader skill gaps aren’t
optimally addressed.
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1.
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Leader skill gaps aren’t optimally addressed. Accurate assessment of a leader population
results in data that clarifies where the
leadership skill gaps exist.
1.
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Leader skill gaps aren’t optimally addressed. When assessment data isn’t the starting point
for development, identified skill gaps—and
gaps in the organization’s leadership
capability—aren’t addressed.
1.
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Leader skill gaps aren’t optimally addressed. Result: Valuable development resources can
be spent building the wrong leadership
capabilities.
1.
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Individual development needs aren’t recognized or addressed.
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2.
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Individual development needs aren’t recognized or addressed. When individual leaders or a large cadre of
leaders attend a development program not
connected to specific development needs,
some skill gaps get ignored, while strengths
are inefficiently reinforced.
2.
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Individual development needs aren’t recognized or addressed. Result: These learners will be less likely to buy
into, and personally engage in, development
when learning is a series of generic, one-size-
fits-all events.
2.
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Difficulty measuring effectiveness of development initiative.
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3.
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Difficulty measuring effectiveness of development initiative. Assessment data is critical as a baseline to
gauge behavior change after development.
3.
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Result: The impact of development is very
difficult to determine.
3. Difficulty measuring effectiveness of development initiative.
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Why are assessment and development disconnected
in so many organizations?
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It could have to do with the
focus of the different disciplines,
or siloed structures.
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Regardless, an opportunity is missed
to achieve a bigger payoff!
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What opportunity is missed when
assessment and development are
disconnected?
The golden opportunity to optimize leadership
capability and, ultimately, to help address business
priorities and meet critical goals.
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What does a fully integrated
approach look like, and how
does it work?
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When a business-focused architecture
guides both assessment and development:
1. There is clarity about WHY the individual or group is
being assessed.
2. There is clarity as to WHAT ACTION needs to be
taken on the assessment data.
3. The right amount of (HOW MUCH) assessment can be
employed for each purpose and level.
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Avoid the Risks! When assessment and development
aren’t aligned, the organization can face
significant risks.
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If assessment and development initiatives aren’t
aligned with the critical needs of the business,
the effort will struggle to have the leadership
capability to meet those specific needs.
Avoid the Risks!
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Assessment and development systems and
structures created separately, and/or at
different times, can cause disconnects that:
• Cause confusion
• Consume resources
• Require reverse engineering of some of the previous designs
Avoid the Risks!
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Make an integrated approach a reality in your organization. Here’s your “How To” guide.
Address your golden opportunity with an assessment that connects your leadership decisions to your business strategies.