These are used to identify the extent to which participants are fully prepared to take on a specific role. The assessments are tailored to the demands of that role and are typically used in recruitment and promotion selection. Methods used include interviews, assessment centres, psychometric questionnaires and situational judgment tests.
These are used to identify participants’ leadership potential in the longer term. The assessments are based on those traits and measures, which are required by leaders in more senior leadership positions. The most effective tools for this are personality questionnaires, experience interviews and ability tests.
These are used to measure the level of leadership performance in a participant’s current role. The assessments are measured against the leadership criteria required for that role. Typically, methods include 360 feedback, which can be delivered either in an interview or questionnaire format, assessment centres and work sample tests.
A full report on every board member is presented and discussed during a two hour confidential one-to-one feedback session, based on individual assessment. A second, separate and complete report is then written to outline the strengths, weaknesses, efficiency, and suggestions for enhancing effectiveness of the board as a group.
This is used to measure the performance of the team as a whole. The assessment measures group traits such as the extent to which team members are aware of each others’ strengths and their understanding of the team’s role and purpose. This assessment is particularly useful for non-performing teams, as it identifies the specific areas which the team needs to address in order to enhance its effectiveness. A full report is given which outlines the team’s strengths and weaknesses as well as what can be done to improve team performance.
Development assessments are focused on the participants, their development circumstances and their development objectives. Once the assessment is complete, a report is issued and a two hour feedback session is undertaken with the participant, which identifies both their strengths and weaknesses as well as a detailed individual development plan.
This is a complete assessment process, typically ranging in duration from one to three days, where participants are put through a series of simulations and tests to identify leadership effectiveness in a given role. Assessment Centres are the most valid and thorough process for identifying leadership potential and capability in depth.
These are carefully designed questionnaires, which use self report to identify areas of strength and weakness. These are mainly used to identify leadership traits, allowing effective predictions of likely leadership performance to be made.
These are tests of maximum performance, which measure a participant’s level of cognitive capability in a specific area. Examples include tests of numerical reasoning, inductive reasoning and verbal reasoning. Many other tests also exist such as spatial awareness or mechanical aptitude. Tests can, therefore, be chosen which are directly related to the ability required for on the job top level performance.
These are tests that mirror the judgments found in senior job roles and assess the participant’s capability to take correct decisions when faced with a specific circumstance or problem. This method is particularly suitable for roles where decision making is critical to the performance of a role and where a wrong decision can potentially have serious negative consequences.
This methodology is used to assess current performance and is particularly useful for identifying development needs. Questionnaires to assess an individual’s performance are sent to the participant’s manager, peers, clients and subordinates (if applicable). As this method uses confidential feedback from the participant’s colleagues and managers, it allows for what is sometimes a tough message for the participant, who may be unaware of the consequences of their actions on their peers and subordinates.
This is a specific type of exercise, which can be used for leadership readiness, potential or current performance assessment. The exercise allows for a wide range of problems to be presented to the participant on any issue, enabling the organisation to measure the level of understanding and decision making as well as competence of response.
These exercises are particularly useful for measuring the participant’s capability in depth of analysis, particularly in situations involving complex financial and business data. The subject is given a length of time to review a business case and identify both the issues as well as their proposed strategy and actions for dealing with it. This method can also be used in conjunction with a presentation, where the participant presents their findings, allowing an assessment to be made also of their communication impact.
Simulations are particularly effective at measuring the capability of leaders to deal with their staff and/or clients. With these, the participant is given a scenario and instructed to prepare themselves for a meeting. Scenarios typically involve the participant taking on the role of the person managing the problem. In the meeting itself, the assessor typically takes on the other role, allowing them to manipulate the meeting to ensure that all areas required to be addressed by the simulation are covered.
Led the Talent Assessment and Coaching team for Saudi Aramco, the world’s richest company and oil company of Saudi Arabia. Developed the structure for assessment in the business and led a 15 strong team to implement the policy.
British House of Commons: Developed a competency framework for leaders and professionals in this major government department, helping to negotiate with unions concerning its implementation.
National Westminster Bank, Merrill Lynch, Legal & General: Used assessment to assist in major culture change for the IT department of Legal & General. Undertook workshops to develop skills for leaders in Merrill Lynch.
GlaxoSmithKlyne: Developed the leadership competency framework for all levels of leaders in the business, running validation workshops and testing the design with top management.
The opportunity to test participants on a wide range of exercises directly related to the ...