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How to Increase the Effectiveness of Assessment Centre Feedback

After receiving feedback from a developmental assessment center, most participants either anecdotally or formally suggest that “this was the most rewarding developmental experience I have ever participated in.”  The question is whether these insights into their own abilities are actually related to behavior change back on the job.  During the session we will share research on the Feedback Process Model (Byham, 2005) with steps that include Acceptance-Motivation-Development Plan Formality- Development Plan Quality – and – Completion.  Results from interviews and surveys one to three years after the assessment center experience focused on the final three steps of the model and will be shared as we compare and contrast the results from two global organizations (a US-headquartered large manufacturing organization and CREDIT SUISSE).  The session will close with a discussion around the importance of executive roles and accountabilities surrounding a developmental assessment center experience.  We will also share a process that HR can implement on the back-end of an assessment to dramatically increase the number and quality of development plans that are created and development activities that are carried out, thereby creating a return on investment for the assessment center process. 

PDF of Byham/Naef Presentation

 

Tacy Byham, Ph.D. is a senior consultant in DDI's Executive Solutions Group. She provides consulting support to clients in the planning, design, and implementation of assessment and development solutions across the leadership pipeline. Most recently she has focused on building and launching the leadership development system, Interaction Management: Exceptional Leadership...Extraordinary Results® (IM®: EXSM), winner of HR Executive's top training program award. Tacy has also extensively researched and applied methods to ensure that the corporate investments in behavioral diagnosis (multirater/360◦s or executive assessment centers) result in behavior change for the participants. Finally, Tacy is playing a key role in the current launch of DDI’s exciting new executive development capabilities that ensure action-oriented alignment of senior leaders relative to organizational business imperatives.

Tacy has had a variety of roles in the organization, including executive assessment, where she worked with Nortel, GM, and Microsoft. In the leadership arena she has been the architect of corporate leadership universities for sanofi-aventis, Bank of America, and BAE Systems, and a master trainer of leadership solutions for clients in Europe and the U.S. 

Benjamin Naef holds a Ph.D. in Work and Organizational Psychology and has extensively researched computer-assisted psychological diagnostics in personnel development and selection. Actually he works as an Assessment Specialist for Credit Suisse within the Assessment Team. He delivers Group and Individual Assessments for internal and external candidates, provides clients with feedback and supports them by identifying development activities. After his studies he worked for six years as a research scientist at the University of Zurich (Dept. of Psychology/Division of Psychological Methods) in the field of Work and Organizational Psychology. In this position he consulted numerous companies on personnel training and performance evaluation and also headed projects in personnel selection and assessment instruments. He has got 3 years experience in personnel development, working for a department store group and for an insurance company. He developed, organized and held seminars for different managing levels, guides the MbO- and other talent development processes before he came to Credit Suisse.