| Assessing Candidates for Promotion & Executive Development |
- Select a valid and reliable model of leadership that speaks to observable behaviors and has assessments attached (The Task Cycle Theory and the Clark Wilson Sureys are an excellent choice).
- Make sure assessments are role specific, since different levels of management have different behavioral skills and requirements.
- Make sure assessments areeasy to administer (using online technology).
- Do not use the assessments that are purely based on required functional skills and competencies; Do make sure the instruments are validated against broad leadership behaviors.
- Allow assessment results to be confidential, but make sure the feedback process includes an Individual Action Plan (IAP) that is shared and becomes part of the employee’s ongoing measures for review.
- Separate assessments from salary reviews, and keep them focused on development purposes (but do use the IAP for performance accountability and measurement).
- Conduct assessments feedback sessions with an objective organizational psychologist/OD consultant, knowlegable in Survey feedback, executive coaching, and leadership development.
- Design interventions as necessary and appropriate (combining classroom training, executive coaching, etc.).
- Make survey feedback a standard part of the promotion process.
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