In a traditional employee evaluation, the supervisor compiles and presents the employee’s strengths, contributions, growth, and shortcomings to the employee. The manager and employee then discuss improvements. Some organizations ask the employee to write a self-evaluation before the meeting.
Most organizations are ill-prepared to evaluate and provide executives feedback. The traditional process has many weaknesses:
- Compiling an assessment is difficult and time consuming and often gets put-off to be done at the last minute.
- Assessment content tends to be arbitrary based on ability, skills, and perspective of the reviewer and may not represent best thinking or interests of the team
- Reviewers tend to avoid raising and dealing with tough matters, that should be addressed aggressively, because it is uncomfortable and they are likely not properly trained or motivated to do otherwise.
- The process can be demoralizing, it is easy to dismiss or ignore important feedback that is judged to be misguided perception of the reviewer and not a reflection of reality or a point of view held by many, and reviewers may overly rely on self-evaluations.
In this presentation we addresses these issues head-on with a talent due diligence process that identifies development and/or hiring needs which, if addressed, increase the odds of success as the organization matures.
Objective: To uncover skill strengths and learning opportunities which drive the executive team’s success now and in future evolutionary stages.
Logic: Executives who provide each other with honest feedback on performance and growth increase their odds of individual and group success.
Specific senior executive skill profiles appropriate at one point in an organization’s growth must yield to others in later evolutionary stages. Assessment and alignment of executive talent to organization maturity stage offers a proven approach to promote organization success.