Interpool

... intercultural. skills. assessment.

Development Center and Individual Assessments

Development Center and Individual Assessments

Whether it is for your overall talent management or for a specific succession planning: The success of your international HR development schemes depends on the quality of your metrics and assessments.

Intercultural Development Centers and Individual Assessments, or Management Audits, as they are often called, are established tools for aligning the career development of individual employees. By assessing performance, potentials, and motivation of internal candidates outside of their daily work environment, existing images and evaluations can be reviewed with the external support of a professional, transparent and multi-faceted methodology. In general, they fulfill three purposes:

  • They are apt to uncover “blind spots” of existing employees, which include hidden strengths and resources, unknown skills and potentials, underestimated motivations and targets, or even previously overrated competencies and capacitities. In this function, they are especially valuable to employees, or to groups of employees, who find it difficult to market themselves and gain visibility in the organization.

  • They serve as platforms to test the potential of employees with regard to future vacancies and career paths beyond the current position in a fair and transparent evaluation process. In this function they facilitate a carefully designed individual career planning, and by doing so they prevent demotivation and employee attrition.

  • Not the least, international development centers are used to structure an internal recruitment process for a specific position, within an M&A process, or as an entry to a management development program. Due to their comprehensive nature, the external evaluation, and the thorough post-process feedback, they can be operated in such a way that not only the successful candidate, but everybody participating, will regard the process as fair, insightful, beneficial and rewarding.

However, just as a job interview, development centers and management audits are equally exposed to cultural bias and to subconscious preferences for familiar communicative patterns. We reduce these effects on four levels:

  • By designing concept and exercises in a culture-sensitive format, including the interview scripts and the operationalization of targeted competencies and behaviors

  • By preparing and training interviewers and observers with regard to cultural differences and how their own cultural and personal imprint affects their evaluation process

  • By operating and participating in development centers, individual assessments and management audits, and by facilitating the respective evaluation conferences

  • By documenting the results, and by preparing and participating in the follow-up feedback meeting with the participants