Executive Assessment & Developmental Planning

Executive-Assessment-lExecutive TransforMetrics’ Assessment and Developmental Planning Process can be used as a process for selection of external participants or for career placement and developmental planning of internal participants. The assessment process has three dimensions:

  • Understanding the individual’s unique history via a comprehensive personal and career history,
  • Profiling how the individual compares on various managerial factors compared to large, normative samples of other executives and,
  • Optionally, a 360° assessment that allows for an anonymous but detailed analysis of how the Participant’s executive performance is perceived by various stakeholder
  1. Consultant is contacted by Human Resources Representative or Line Manager about the Participant in question. Some discussion typically ensues about how the assessment process should be presented to the
  1. The Participant is contacted by the Consultant and the key elements of the process are described. The Participant is sent appropriate management assessment instruments to be taken as part of the process (See assessment instrument descriptions below).
  1. Optional: A preliminary list of interviewees for a 360° assessment is also drawn up, subject to final approval by the Line Manager
  1. The Consultant schedules a meeting with the Participant to conduct a comprehensive interview regarding the individual’s personal history, career history, career interests, significant achievements, management development history and future career aspirations. This “deep dive” allows us to develop a historical picture of how the individual has developed. E.g., Why did he or she go into this profession? Who were their early influences regarding management style or leadership style? What kinds of experiences have helped them the most in their development? What kinds of themes emerge when you review the individual’s past performance appraisals or 360 assessments?
  1. The Participant contacts members of the 360 sample to alert them to the fact that s/he would like them to participate in the process and to stress that their comments will be kept confidential by the consultant.
  1. While the Participant completes the instruments, the Consultant contacts the 360 sample and interviews them using ETM’s time tested proprietary 360 interview process.  The interview usually covers:
  • Strengths
  • Developmental Needs
  • Key relationships that need to be managed
  • Management style issues
  • Leadership style issues
  • Speculation about future responsibilities for which the participant might be particularly well suited
  • Critical activities that the participant should do more of, less of, stop doing, start doing or do differently
  1. Upon completion of all assessment items, the Consultant prepares a comprehensive report for feedback to the Participant.  A meeting is scheduled where the Participant and Consultant go over all the relevant data and, most importantly, discuss its implications. Strengths that can be leveraged are discussed as well as developmental issues that need to be corrected. This is a collaborative effort between the individual and the consultant. At the end of the meeting a list of developmental follow-up actions is prepared that focuses on the critical few factors that are most likely to result in maximum impact for the individual.
  1. Optional/Recommended: A four-way meeting is scheduled which includes the Participant, Consultant, HR Representative and Line Manager. Insights from the process, developmental recommendations and organizational support issues are discussed. This is yet another opportunity for collaboration between key stakeholders who will have ongoing opportunities to support, advise, guide or evaluate the ongoing progress of the Participant.
  1. The Consultant schedules a follow-up discussion with the Participant approximately one month later to review any remaining issues or obstacles to implementation of developmental recommendations. The Consultant  also remains available to the HR Representative and/or Line Manager for further discussion if needed.

Key Instruments Used in the Executive Assessment Process:

Depending on the organization’s needs, Executive TransforMetrics has a wide array of psychometrically validated instruments to call upon. A representative sampling includes:

Hogan Leadership Potential Forecast An instrument that compares the Participant on seven different dimensions that have been demonstrated to be highly predictive of executive success. The norm group for comparison is an international sample of executives. The Participant will be able to compare him or herself  to this group.

Hogan Development Survey An instrument that compares the Participant on eleven different dimensions that have been demonstrated to be highly predictive of executive failure or career derailment. The norm group for comparison is an international sample of  executives. The Participant will be able to compare him or herself  to this group.

Hogan Motives, Values, Preferences Inventory™ An instrument that evaluates the fit between the Participant and the organizational culture in which he or she works. The ten scales on this instrument allow for direct comparison of what an individual’s primary motivations will be with regard to work. Values are extremely important in determining the “fit” factor, i.e, the degree to which an individual’s personal preferences are compatible or not with the work environment. Values are also an important determinant of how an individual will lead or manage. Our values affect who we select to work with, what behaviors we reward and how we run our organizations.

Hogan Business Reasoning Inventory The Hogan Business Reasoning Inventory (HBRI) describes reasoning style – the ability to evaluate sets of data, make decisions, solve problems, and avoid repeating past mistakes. By assessing reasoning style, you can identify candidates’ problem-solving style, understand their capacity, and identify areas for development. The instrument allows for examination of the Participant’s problem solving style and their ability to reason both tactically and strategically.

Life Styles Inventory This instrument profiles the Participant’s motivational pattern along 12 different dimensions. Extensive research has shown that particular patterns are more often associated with executive success. In addition, the pattern of scores is predictive of how the individual will most likely deploy his or her energies on any given day. Percentile scores and their interrelationships are provided.

Conflict Style Inventory Based on over thirty years of research, the CSI profiles preferences for five primary strategies for dealing with conflict (Avoiding, Smoothing, Bargaining, Forcing, Problem-Solving). It profiles how the individual deals with conflict in one-on-one situations and also in group situations

Leadership Practices Inventory This instrument is based on several decades of research about what are the most common activities associated with extraordinary achievements in organizations (Challenging the process, Inspiring Vision, Enabling others, Modeling and Recognizing contributions). The normative sample for this instrument consists of several thousand international managers who have been assessed against these dimensions since 1989. An “observer” version of this instrument is also available and can be incorporated into the 360 process.

Watson-Glaser Critical Thinking Appraisal This instrument measures intellectual functioning in five areas: ability to make valid inferences, ability to recognize assumptions, ability to make valid deductions, ability to evaluate complex arguments and ability to recognize assumptions that are inherent in arguments. The total score has a statistically significant correlation with I.Q., but more importantly provides insights into the Participant’s style of thinking through complex problems. Normative comparisons are available for various groups including senior executive populations.

Workplace Big Five A well validated instrument which can compare an individual’s personality factors along thirty different dimensions that are predictive of future behavior as both a worker and manager of people. The WPB5 is one of the most well researched instruments in the world and is generally acknowledged to be the most sophisticated assessment instrument available today. Percentiles are obtained and can be explained to the Participant both in terms of their specific implications and the interrelationships between the scores.

Each of the instruments plus the comprehensive career interview provides important information to the executive about his or her strengths and developmental needs as a manager and leader. The full power of the assessment comes from full feedback and developmental discussion with the assessor as to how the various factors interact and what their implications are for behavior in an executive position.