1 © kaisen consulting ltd development centres how can you make them work for your firm? robert...
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1 © KAISEN CONSULTING LTD
Development CentresHow can you make them work for your firm?
Robert Myatt
Kaisen Consulting
2 © KAISEN CONSULTING LTD
Accountancy firm ran Management Development Centres for 170 high-potential managers:
Annual turnover 42% lower
2.7% increase in sales per attendee
(Naish & Birdi, 2001)
Partners in a management consultancy rated higher on EI competencies generated $1.2 million (139%) more profit (Boyatzis, 1999)
Development centres in an engineering consultancy resulted in 81% increase in retention of high potentials
Why do you want to run development centres?
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wKaisen Consulting
Improving the quality of leadership in organisations at all levels
Highly individualised assessment and development
Expert business psychologists
Leadership assessment
Leadership coaching
Leadership development
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Development centre outputs
Succession plans: who has potential for what?
Retention of talent
Target development support
Develop skills
Career support
Release potential: address performance ‘blocks’
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What can go wrong?
“They told us it was a development centre.
We walked into the room and there were eight people with clipboards sitting in the corners, making notes on what whatever we said or did.
All I got at the end was a report telling me things like “her performance on the case study exercise would have benefited from taking a wider perspective on the business problem.”
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Example development centreAssessment day:
Interview360 analysis
PsychometricsBusiness thinking assessment
Development planning
Assessment report
Development activities
After development centre
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Example development centre
Exercise
Assessor Feedback
Exercise
Development Input
Repeated for skill areas:
Client managementCommercial thinking
Coaching
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Development centre options
Assessment
Focus
Development
Internal
Facilitation
External
Short-term Long-term
Time frame
Confidential ‘On file’
Access to info
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Focus: Assessment vs Development
Assessment Development
Drives judgements Drives skills development
Robust, objective data ‘Observations’
Information used by organisation and individual
Information used by individual
Development support after the event
Development during the event
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Facilitation: Internal vs External
Internal External
Clear ‘business relevance’ Need to ensure ‘face validity’
Heavy involvement of internal stakeholders (e.g. Partners)
Need to manage stakeholder expectations
Input from experience Input from expertise
Time commitment Budget commitment
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Time frame: Short-term vs Long-term
Short-term External
Assesses readiness for ‘step up’ Assesses ‘headroom’
Drives promotion decisions Drives career planning
Can be exercise-based Need for psychological assessment
Rapid uplift of pre-identified skills
Identification of individual development needs
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Access to info: Confidential vs ‘On file’
Confidential ‘On file’
Line manager involvement ‘encouraged’
Line manager involvement ‘built in’
Helps the individual make decisions
Helps the organisation make decisions
Ensures openness Risk of ‘impression management’
Less need for reassurance on confidentiality
Need for clear communication about access to information
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Sharing best practice
Small group discussions
Which of the development centre options will work for your Firm?
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Measuring business impact
‘Happy sheet’
Skills uplift e.g. pre/post 360
Retention
Speed of promotion
Performance improvement:
Billing
Business development
Employee survey
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Conclusions
Development centres can be highly beneficial to individuals and organisations
Success depends on clarity of:
Outputs
Design
Communication