Head of HR of a major multinational “Our leadership competency model is too generic and not focused on what’s critical for our organization to succeed”..
In partnership with the CEO and his direct reports, identified competencies most critical for driving total shareholder return. Tested model globally to ensure relevance and identify change implications. Developed a change plan and integrated the new competencies into the succession planning process and performance management. Trained senior leadership teams on using the new competencies for assessing talent and identifying high potential employees.
- Enthusiastic acceptance of the new leadership competencies by the senior leadership teams
- Unprompted efforts by the leaders to cascade the new competencies in advance of the proposed timeline
- The increased line of site between employee actions and bottom line performance
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