How do you develop your work force to meet the demands of leadership roles in your company? How do you ensure that they are prepared with the skills to lead your workforce and your company effectively?
This Assessment Center and CAP 360 are tools to identify the strengths and areas for development for your high potential workers. Participants experience a compressed workday simulation in the Assessment Center, to gauge their skill level within a series of dimensions including Leadership Initiative, Teamwork, Decision-Making, Communication and Organization. Video-taped, the recordings are rated by independent I.O. Psychologists. A report providing feedback and an outline to create a development plan is provided during the debrief session. In the CAP 360, an online 360 Assessment is performed and the feedback of peers, supervisors and subordinates may be used to help direct training and development for high potentials on your succession charts. Company talent managers can use this information to select training that excels the readiness of your high potentials!
The Assessment Center is a 3 hour management simulation which uses “live action” presentations, meetings, and written activities to evaluate a manager’s skills. The skills directly assessed include
- Decision Making
- Leadership Initiative
- Planning and Organizing
- Communication (both written and oral)
Rather than having a manager self-assess his or her current managerial skill levels, Iliad uses trained assessors to objectively quantify the display of relevant managerial skills and to then provide the results against a database of over 10,000 people who have gone through exactly the same simulation under exactly the same conditions. As a result, the Iliad Assessment Center is able to provide objective, actionable, feedback to managers for greater developmental leverage than self-assessment or typical performance evaluations can possibly provide.
The Assessment Center is designed for mid to upper level managers who must interact with others to accomplish organizational objectives. Smaller organizations typically assess managers at all levels in their organization whereas larger firms will usually focus on a few managerial levels to evaluate at any one time. Up to 60 managers can easily be accommodated during a single assessment session. Minimum group size to run the assessment center is 12 people.
The Assessment Center is a relatively intense, maximum performance, situation. The assessed managers are put under time pressure and need to organize themselves quickly to show their abilities when it comes to presentations, meeting participation, and written requests from other organizational members. Most managers describe the Iliad simulation as a “fairly stressful day” in their normal positions. To prepare for the simulation, managers are expected to spend about 30 minutes before the assessment familiarizing themselves with the background information for Iliad Assessment. No other advance preparation is required.
Each manager will receive an 8 page report detailing over 150 individual assessments of their behavior. These individual behavioral observations are then grouped into specific skill areas where the manager will be compared against our normative database. The specific skills contained in this report are leadership initiative, decision-making, organizing, communication, and teamwork. Further feedback is given concerning attention to detail, prioritization, writing quality, ethical sensitivity, and leadership emergence. These areas provide an excellent basis for follow-up coaching or other forms of management development.
In addition to the reports to the individual managers, a group report is prepared which allows an organization to see the patterns of skill exhibition across their management members (for organizational groups). This is a particularly useful tool for internal or external management development practitioners as it can be instrumental in providing guidance regarding relevant strengths and weaknesses of the current managers.
Whether an internal or external coach (or other management member) provides feedback, follow-up coaching usually includes a monthly session where goals are set, action plans are developed, deliverables are agreed upon, and progress is charted. This process can last anywhere from 3 months to multiple years. Our research has shown that at least 6 months of contact tends to build adequate rapport, and show significant process in terms of providing managers the support and tools needed for their individual and ultimately organizational improvement
The CAPS 360 FEEDBACK ASSESSMENT is a customizable multi-rater feedback program where bosses, peers, direct reports, and other related persons can provide behavioral ratings and comments of “select” or “subject” manager. These assessments are different from traditional performance appraisals due to the multiple sources of “feedback” or “data” as well as the developmental, versus evaluative, focus of the assessment. While any managerial competencies can be accessed via the CAPs 360, the standard dimensions include:
- Strategic Thinking
- Change Management
- Personal Growth and Perspective
- Results Orientation
- Interpersonal Relations
THE CAPs 360 FEEDBACK ASSESSMENT PARTICIPANT
The CAPs 360 FEEDBACK ASSESSMENT can be used with any level of manager. In addition, an unlimited number of managers can be assessed during the same period. (It normally takes a few weeks to provide adequate time for raters to complete their assessments, etc.).
The CAPS 360 FEEDBACK ASSESSMENT encourages open and honest feedback and the collection of actionable data from organizational members. It requires about 30 minutes of a manger’s time and approximately 10-15 minutes for each of the evaluators to complete the instrument. The instruments are administered on-line with follow-up email reminders to increase response rates. There is no advance preparation for the managers being assessed.
Each manager will receive a report of approximately 20 pages in length detailing their numerical results and verbatim open ended comments. The competencies assessed can be customized to match the organization’s competency model or the common dimensions of strategic thinking, change management, leadership, decision-making, personal growth and perspective, results orientation, and interpersonal relations can be utilized.
In addition to the reports to the individual managers, a group report is prepared which allows the organization to see the patterns of skill exhibition across their management members. This is a particularly useful tool for internal or external management development practitioners as it can be instrumental in providing guidance regarding relevant strengths and weaknesses of the current managers. Participant reports are provided within 5-7 business days in most cases.
Whether an internal or external coach (or other management member) is used, follow-up coaching usually includes a monthly session where goals are set, action plans are developed, deliverables are agreed upon, and progress is charted. This process can last anywhere from 3 months to multiple years, but we tend to find that at least 6 months of contact tends to provide enough time to build adequate rapport, and see significant process in terms of providing managers the support and tools needed for their individual and ultimately organizational improvement.
"Since 2004, we have been relying on the Iliad assessment center as one of the key compulsory experiences of all of our MBA candidates. Students complete Iliad in their first quarter as an embedded element of a required course on Organizational Behavior since the feedback maps nicely to major skill-oriented topics like decision-making and teamwork. For us, Iliad provides students the opportunity to kick-off their educational experience with an objective look at their own managerial interpersonal capabilities that cannot be achieved through self-assessment such as the MBTI, DiSC or Strengths Finder. It sends a strong signal to students that their MBA experience will not simply be a repeat of their undergraduate business degree, but rather, that they will be provided opportunities to truly improve their capabilities for the future."
~Dr. Robert S. Rubin
Driehaus College of Business, DePaul University
“We have used the CAPS 360 on multiple occasions and have found it to be an important tool for developing our managers. I credit the CAPs 360 and the subsequent coaching for making substantial improvements in some of our key personnel. It has allowed us to take people who had technical skills but faced interpersonal challenges, and turn them into successful leaders who have made important contributions."
~Bill Carpenter III, Roger’s Group, Nashville TN
“Both the Assessment Center and the CAPS 360 have been used in our management development program at CDC for more than 10 years. They are integral parts of raising self- awareness and providing feedback to our scientists and field specialists. We have not found any other tools are processes that provide the type of objective and actionable feedback that these provide. They help form the foundation of multiple development programs at the CDC.”
~Li-lien Yang, Centers for Disease Control, Atlanta, GA
Executive Education Office