How to Maximize the ROI in Talent Development · Top Talents – Middle Management Level (10)...
Transcript of How to Maximize the ROI in Talent Development · Top Talents – Middle Management Level (10)...
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How to Maximize the ROI in Talent Development
A New Approach to Development Centers
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Progress Centers
Copyright @ Progress-U Ltd.
1. TradiHonal Approach to Assessment & Development
Centers
2. How Progress Centers are Different
3. Your QuesHons
Agenda
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Progress Centers
Copyright @ Progress-U Ltd.
About Assessment & Development Centers
DisHncHon
Assessment Centers
Development Centers
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Progress Centers
Copyright @ Progress-U Ltd.
TradiHonal Assessment/Development Centers
STEP 1: SelecHon of ParHcipants (5-15 per center)
STEP 3: Various Role-Plays & Exercises – short preparaHon Hme
STEP 4: Observers (External / Company) note observaHons
STEP 5: A\er compleHon of all exercises à Observer Conference
STEP 2: Briefing of ParHcipants on Process
STEP 6: External Observers provide extensive feedback & finalize the report (including development recommendaHons)
(STEP 7: ParHcipant has follow-up meeHng with line manager / HR to discuss implementaHon of development plan)
Assessment Center: SelecHon of best candidates Development Center:
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Progress Centers
Copyright @ Progress-U Ltd.
TradiHonal Assessment/Development Centers
STEP 1: SelecHon of ParHcipants (5-15 per center)
STEP 3: Various Role-Plays & Exercises – short preparaHon Hme
STEP 4: Observers (External / Company) note observaHons
STEP 5: A\er compleHon of all exercises à Observer Conference
STEP 2: Briefing of ParHcipants on Process
STEP 6: External Observers provide extensive feedback & finalize the report (including development recommendaHons)
(STEP 7: ParHcipant has follow-up meeHng with line manager / HR to discuss implementaHon of development plan)
Assessment Center: SelecHon of best candidates Development Center:
What’s Possibly Wrong with this Process?
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Progress Centers
Copyright @ Progress-U Ltd.
The Paradox Shadow Problem
INTERPERSONAL ACHIEVEMENT LEADERSHIP
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SoluHon 1: Paradox Pre-Assessment before Progress Center
SoluHon 2: Minimize ‘pressure’ through preparaHon day
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Progress Centers
Copyright @ Progress-U Ltd.
The Ownership Problem
TradiHonal Development Centers give no/lifle ownership over the development to
the parHcipant!
SoluHon 1: Ensure sufficient insight for parHcipants during the Center
SoluHon 2: ParHcipants write the Development Report (with assistance)
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Progress Centers
Copyright @ Progress-U Ltd.
The Learning Problem
TradiHonal Development Centers provide learning only through feedback and lifle /
no self-reflecHon.
SoluHon: Structured laser coaching session (1:1) including a\er feedback a\er each exercise
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Progress Centers
Copyright @ Progress-U Ltd.
The Competency Problem
TradiHonal Development/Assessment Centers o\en insufficiently assess the
behavioral tendencies underlying the key competencies.
SoluHon: Tailored Behavioral Competency Assessment
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Progress Centers
Copyright @ Progress-U Ltd.
Progress Center Structure
STEP 1: SelecHon of ParHcipants (5-10 per center)
STEP 3: Informal get-together of all observers and parHcipants
STEP 5: Short Coaching Session (approx. 10-15mins) per Exercise
STEP 4: Various Exercises (depending on purpose/competencies)
STEP 2: Pre-Assessment (Harrison Paradox & Behavioral Competency Report)
STEP 6: Extensive Coaching Session (1.5-2hrs) to consolidate learning and dra\ development plan
STEP 7: ParHcipant has follow-up meeHng with line manager / HR to discuss implementaHon of development plan
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Progress Centers
Copyright @ Progress-U Ltd.
Stakeholders (example of Progress Center)
Target ParHcipants: Top Talents – Middle Management Level (10)
Internal Observers: Senior HR ExecuHves (2)
External Observers: Progress-U Lead Coach (1) + ExecuHve Coaches (4)
Role-Players: From Client or Progress-U (2) [prof. actors]
Onsite Coordinator: From Client or Progress-U (1)
Project Manager: From Progress-U (1)
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Progress Centers
Copyright @ Progress-U Ltd.
Competency Framework
The Progress Center is typically oriented along the Client’s Core Competencies & Values Model
1. ….
2. ….
3. ….
4. ….
5. ….
6. ….
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Progress Centers
Copyright @ Progress-U Ltd.
Suggested Structure (Example Progress Center)
Day I (a\ernoon) ! Briefing of Observers & Role-Players
! Briefing of ParHcipants (for assessment centers: done on Day II morning)
! Opening Ceremony
! Networking Cocktail/Dinner
Day II (all day) ! One 1:1 Interview
! Two different 1:1 Role-Plays or one 1:1 and one 1:2 Matrix Role-Play
! One Group Discussion
! One PresentaHon
! Observer Conference
Day III (morning) ! 1:1 Coaching & Development Plan Sessions (2 hours / parHcipant)
Pre-Progress Center: Harrison Assessments (online)
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Progress Centers
Copyright @ Progress-U Ltd.
3. Any QuesHons?
Contact
www.progressu.com
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