A well-designed evaluation is the only way an organization can determine if a leadership development program is achieving its intended impact, as well as pinpoint factors that hinder the program’s success and identify how it can be improved. HumRRO’s evaluation work is guided by our Return on Learning Experience (ROLE) Model™ , which addresses the following questions:
Effective Leadership Development and Coaching
HumRRO’s leadership development work ranges from customized supervisory training to experience-based programs that involve coaching. A key focus of our work involves collaborative leadership—helping leaders work across organizational and cultural boundaries. In each project, we partner with our clients to design and implement programs that reflect their unique culture, mission, and values. Some examples include:
Effective Leadership Assessment
Effective assessment is the bedrock that supports a host of HumRRO’s leadership-related work. Our competency-based assessments:
Effective Leadership Competency Modeling
HumRRO understands that designing effective leadership development programs requires a deep understanding of what leadership means within an organization’s unique context—how leadership work is performed, and what competencies facilitate outstanding performance.
Despite their widespread use, many 360-degree feedback programs fail to live up to their potential. In an earlier post, I described how trained feedback facilitators can help participants interpret their results, identify hidden “blind spots,” and create development plans. Here, I focus on another way to increase a program’s ROI—encourage participants to share their results with others, particularly their direct reports.
359-degree feedback—where a leader receives performance feedback from subordinates, peers, supervisors, and customers—is a widely used development tool. Indeed, surveys routinely find that the vast majority of Fortune 500 companies employ 360-degree feedback, and it is also extensively deployed across the federal government. Despite spending considerable time, money, and effort developing and implementing 360-degree feedback programs, however, organizations may fail to maximize the learning and growth that 360s can trigger. For example, participants are sometimes left to their own devices when interpreting their feedback report and planning for their development—and frustration is often the result.