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Assessment for development

Assessment for development
A starting point for great manager development is to understand each individual’s knowledge and competence at the commencement of the process.

actionWe design top quality assessment initiatives for managers, these are professionally organised and executed, ethical, and transparent. Most importantly we can showcase each manager’s competences and development areas, guide individuals in their professional development and confirm their progress at the end of the process.

Our lead assessors are accredited by the British Psychological Society (BPS), and are RQTU-registered (Register of Qualification in Test Use) meaning clients receive accurate guidance in line with current best practice. We underpin the use of psychometrics with our specialist coaching know-how, and an in-depth understanding of management development. This means we can offer bespoke solutions, leading to both measurable outcomes and well-defined development goals.


Training to the gap

Ultimately assessment is about development and like anything else development can be efficient or inefficient.  Both can be effective it’s simply that inefficient development is slow, expensive and potentially demoralising.

An effective assessment exercise conducted at the beginning of a development initiative will help shape that development so that it hits the right targets, is recognised as relevant and important by the learner, and delivers the required improvement (assuming the learner has the capacity). A concluding assessment exercise at the end of the initiative will confirm either that the learner has achieved the sought after development or perhaps that the learner is suitable for another role. This ‘assessment sandwich’ helps the learner address three questions:

  1. What don’t I know?
  2. How do I close that gap?
  3. Do I know it now?
Why use personality profiling?

In many circumstances personality profiling can form a helpful part of the assessment process. Personality questionnaires report on behaviours associated with preferred ways of working. They are self-reporting, and show the individual’s own perceptions of themselves, rather than how others see them. Their main value lies in the fact that they help identify each person’s natural style of working across a range of critical work areas. Secondly, they can predict where that individual might be most successful, in behavioural terms. Ultimately, they increase the likelihood of matching someone accurately with role requirements.

Typically individual’s complete a profile online, as part of their assessment. Their responses are normed against those of a managerial and professional group in the UK, to show how the individual’s preferences compare. They then take part in a confidential validation session with a qualified user. The user receives the ‘raw’ report, and uses this as the basis for the coaching discussion. This validation conversation is a crucial part of the process; whilst the profile has strong predictive value, it is not ‘fact’, per se. In conjunction with the other assessment activities it enables the assessor-coach to probe for further clarification to help validate scores, and substantiate key messages about predicted performance in certain competency areas.

Our assessment team is qualified to use a range of personality profiling tools which measure:

  • People and Relationship (includes impact, communications, influencing, social confidence, supportiveness and consultativeness)
  • Tasks and Projects (including being analytical, conceptual, creative, innovative and methodical)
  • Drives and Emotions (including flexibility, working under pressure, decisiveness, action-orientation and resilience)

We also find Derailment Reporting helpful. This is a complementary profile that can be generated from the same questionnaire as above. Using two profiles helps to triangulate the information, and gives a clearer reading of key themes. A Derailment Report is particularly informative when appointing to management roles because it describes a person’s response to pressure, and the impact it can have on those around them. When this impact is problematic, it is called ‘derailment’. The assessment highlights aspects of management behaviour that, under normal circumstances, are seen as strengths. When faced with pressure, however, it explores how these behaviours might emerge in a less productive way, affecting productivity and relationships. Everyone has at least one or more risk areas – their so-called ‘dark side’. The tool identifies a range of suggestions on how these might manifest themselves in terms of observable behaviours.