and post use of 360 degree “Pre As the data in Figure 1.17 the most feedback tools. Focus on leadership common method of evaluation (80%) behaviours 'ready now' replacements is to capture participant’s reaction to a for critical positions in quarterly talent particular program. The lack of emphasis reviews; % female leaders in critical on the measurement of learning, positions.” behaviour and results is by contrast tools, individual self surprising given the significant size of “Multi-rater assessment of performance against most respondent organisations executive KPIs.” development budgets (Figure 2.13.1, Appendix 2). In addition to planned approaches, respondents were to describe their Planned methods of assessing individual current and likely proposed methods of performance varied considerably with executive development assessment. respondent comments, illustrative examples of which are listed below, The range and diversity of comments demonstrating little commonality around suggest a breadth of approaches are particular assessment approaches: being and will in the future be employed to measure the impact of executive through development plans, “Track development on individual and/or followed by review of plan outcomes business (linked with performance) 360 performance. Illustrative responses included: feedback Peer review Outcomes - leader performance and team and scorecard tracking key “KPI satisfaction. Effectiveness in work business outcome indicators, key deliverables.” culture and leader satisfaction indicators.” Employee Pulse” “360 Learning Evaluation ratings of individuals “Corporate “Performance Framework to be developed in late and re-assessing individuals on 2006.” baseline diagnostics.” are to be set and measured. and qualitative feedback and “KPI's “Surveys Rewards link into performance for review from the managers of most senior managers.” participants. There is linkage of number of succession participants who gain Success Case Method.” “Brinkhoff's lateral or vertical moves in the organisation.” do not formally measure.” “We on one interviews has not been a focus of “One “This providing development feedback the organisation - (although it against actual performance.” is) in development.”
As the data in Figure 1.17 the most common method of evaluation (80%) is to capture participant’s reaction to a particular program. The lack of emphasis on the measurement of learning, behaviour and results is by contrast surprising given the significant size of most respondent organisations executive development budgets (Figure 2.13.1, Appendix 2). Planned methods of assessing individual performance varied considerably with respondent comments, illustrative examples of which are listed below, demonstrating little commonality around particular assessment approaches: “Track through development plans, followed by review of plan outcomes (linked with performance) 360 feedback Peer review Outcomes - leader performance and team satisfaction. Effectiveness in work deliverables.” “360 Employee Pulse” “Performance ratings of individuals and re-assessing individuals on baseline diagnostics.” “Surveys and qualitative feedback and review from the managers of participants. There is linkage of number of succession participants who gain lateral or vertical moves in the organisation.” “One on one interviews providing development feedback against actual performance.” “Pre and post use of 360 degree feedback tools. Focus on leadership behaviours 'ready now' replacements for critical positions in quarterly talent reviews; % female leaders in critical positions.” “Multi-rater tools, individual self assessment of performance against KPIs.” In addition to planned approaches, respondents were to describe their current and likely proposed methods of executive development assessment. The range and diversity of comments suggest a breadth of approaches are being and will in the future be employed to measure the impact of executive development on individual and/or business performance. Illustrative responses included: “KPI and scorecard tracking key business outcome indicators, key culture and leader satisfaction indicators.” “Corporate Learning Evaluation Framework to be developed in late 2006.” “KPI's are to be set and measured. Rewards link into performance for most senior managers.” “Brinkhoff's Success Case Method.” “We do not formally measure.” “This has not been a focus of the organisation - (although it is) in development.”
AusExecTrendsReport_2007_Final.docx