TM - January 2008 - (Page 25)

of activities paints a complete picture of the leader’s strengths and weaknesses, and allows the assessors to provide specific feedback for additional development as necessary. Traditional Boss Nominations and Performance Reviews Flawed executives to review and vet nominations. But too often this becomes a political process, and the executives involved are unwilling to challenge each other on ratings. Minneapolis-based global human resources consulting firm Personnel Decisions International (PDI) looked at 6,000 employees who reported to two or more managers. PDI found when one boss rated a person as “outstanding,” another manager disagreed 62 percent of the time. And, when one manager rated an individual as having the potential to reach senior executive ranks, another one disagreed 53 percent of the time. Manager evaluations do have value, but they should be used as just one component of an individual’s overall assessment. Assessment Centers: A Year in a Day Traditionally, companies have not sought a full, experiential view of potential successors for given positions. Instead, they have relied on manager nominations and performance reviews. While managers usually can evaluate a person’s business results objectively, they also can be unintentionally biased. They may confuse performance with potential and mistake potential for readiness to handle the next job. For example, the traits that make an individual successful in one role, such as attention to detail, can be detrimental in a more senior role, where too much focus on detail and micromanaging may hinder performance. Knowing different bosses can have different standards and expectations, many companies have instituted talent review sessions with their senior To get the most information about how employees will perform in senior roles, it is best to see them in action. This is the basic concept behind a simulation-based assessment center. Rather than risking failure by placing executives in senior positions not talent management magazine www.TalentMgt.com 25 January 2008 http://www.TalentMgt.com

Table of Contents Feed for the Digital Edition of TM - January 2008

TM - January 2008 Editor's Letter Contents Learning Connections: Working With Those People Leading Edge: Hub Caps for a Buggy Human Performance: Hawthorne Effect Revisited Beyond Affirmative Action: The Changing Face of Recruitment Assessment Centers in Talent Management: Strategies, Use and Value Nontraditional Benefits- How to Hook the Best Talent Intersection of Web 2.0 and Talent Management Cross-Training for Workforce Agility Mapping Talent Among Younger Workers Dashboard: Using Personality Data to Identify and Develop High-Potential Leaders Application: Shaffer Title Uses Myers-Briggs to Develop Common Corporate Language, Jump-Start Growth Insight: Dreier, Stein & Kahan LLP: Using Strategy to Bring Back the Law Profession Advertisers' Index Editorial Resources Full Potential: Stop in the Name of Leadership

TM - January 2008

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