The Dynamic Duo of Assessment and Development: Laying the Foundation

The Dynamic Duo of Assessment and Development

Laying the Foundation

Jobs and Wozniak

Ben and Jerry

Simon and Garfunkel Sometimes two things, when brought

together, create a value beyond simple

addition.

When the combination is just

right, 1 + 1 can equal 3, or

maybe more!

So, how does this relate to

assessment and development?

We’re glad you asked.

Many organizations have separate

assessment and development

strategies that are led and

executed by different teams of

people.

This division

of labor isn’t

necessarily a

bad thing.

But when the two functions are

disconnected, or not aligned

with organizational strategy, neither

will meet the organization’s needs.

In other words, without alignment,

1 + 1 can equal less than 2.

Imperative Assessment and development must be tightly

aligned with your business drivers and talent

strategy—and with each other.

How We Got Here Let’s understand the disconnect by reviewing

how each function addresses leader/executive

development within an organization.

Assessment is: • Associated with selection, promotion, and

succession.

• Touted for technical qualities and measurement

accuracy.

• Used to diagnose strengths, gaps, and initiate

development efforts.

Assessments range from

inventories, to 360s, to simulations

and assessment centers.

For development, assessment should

provide focus and specificity about

skills, behavior, and capabilities that the individual or population

needs to improve.

Features

individualized development

planning or coaching as a

follow up strategy to the

assessment.

Assessment-driven

Executive Development

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.

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.

L&D-driven Executive Development Focus

Is on providing the best available resources to

drive the leadership capability necessary to

meet business challenges.

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.

L&D-driven Executive Development A Positive

Takes into account the need for high-quality

content, audience relevance, holistic learning,

and emphasis on application.

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.

Liabilities

The disconnect between assessment and

development can result in several

vulnerabilities and missed opportunities.

Leader skill gaps aren’t

optimally addressed.

Leader skill gaps aren’t optimally addressed. Accurate assessment of a leader population

results in data that clarifies where the

leadership skill gaps exist.

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.

Leader skill gaps aren’t optimally addressed. Result: Valuable development resources can

be spent building the wrong leadership

capabilities.

Individual development needs aren’t recognized or addressed.

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.

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.

Difficulty measuring effectiveness of development initiative.

Difficulty measuring effectiveness of development initiative. Assessment data is critical as a baseline to

gauge behavior change after development.

Result: The impact of development is very

difficult to determine.

3. Difficulty measuring effectiveness of development initiative.

Why are assessment and development disconnected

in so many organizations?

It could have to do with the

focus of the different disciplines,

or siloed structures.

Regardless, an opportunity is missed

to achieve a bigger payoff!

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.

What does a fully integrated

approach look like, and how

does it work?

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.

Avoid the Risks! When assessment and development

aren’t aligned, the organization can face

significant risks.

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!

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!

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.

The Dynamic Duo of Assessment and Development: Laying the Foundation

Business

PARDOT + SALESFORCE DYNAMIC DUO - DMNews.commedia.dmnews.com/documents/87/pardot_salesforce_guide_21691.pdf · PARDOT + SALESFORCE DYNAMIC DUO Everything you need to know about turning

Dynamic Duo MS SHRM District Directors

Dynamic Analysis of an Offshore Pipe Laying Operation Using the Reel Method

Dynamic Duo: Reference and Instruction Are Better Together

Provide the healthiest water possible with the dynamic duo ... · water possible with the dynamic duo of ozone and salt chlorine generation. 2737 24th Street North • St. Petersburg,

Dynamic Duo of Emulation and Prototyping - Cadence · 2020. 5. 5. · Dynamic Duo of Emulation and Prototyping How emulation and prototyping complement each other during the verification

Linkedin Dynamic Duo

Dynamic Duo

CABLE LAYING - shgroup.dk · CABLE LAYING Cable laying is a complex task, because of the low tolerances on cable elongation. Dynamic forces such as cable weight in water, bottom tension

INTRODUCING THE NEW DYNAMIC DUO GEMINI MERCURY · 2018. 12. 27. · Press Release INTRODUCING THE NEW DYNAMIC DUO – GEMINI3.0 & MERCURY3.0 With generic USB cables, the data and

Product Manager and Product Owner The Dynamic Duo....Product Manager and Product Owner The Dynamic Duo. Product Talks Sydney, 15th September 2015. ... Before there was Agile… (

Volume 1, No. 4 Portrait of “Dynamic Musical Duo” Unveiled ...valleyweeklyllc.com/ValleyWeekly09262014V1N4.pdf · Portrait of “Dynamic Musical Duo” Unveiled at AAMU DYNAMIC

The dynamic duo: Yoga & Pilates

Merging Pmbok & Babokv3 for the PM-BA dynamic duo

PARC Dynamic Duo final

The Dynamic Duo: ODS Layout and the ODS Destination for

Introducing Eric & Andy (The Dynamic Duo) Bitstrips

The Dynamic Duo - Appliances Online

The Dynamic Duo of Assessment and Development Dynamic Duo of Assessment and Development Building a Strategic Integrated Framework 1 ©Development Dimensions International, Inc., 2017

Meet the New Dynamic Duo: ITSM and PPM (262767656)