Effective and well-received Development Centres

Development Centres

Strategic performance . . . business effectiveness . . . bottom line results . . . organisational sustainability . . . continual improvement . . . all demand the same input - motivated people with ability and a desire for self-development.

Investment in such people produces consistently reliable business returns and Development Centres are a powerful starting point for both the organisation and its people to understand where their strengths and developmental areas are.

Development Centres are designed to help participants learn more about themselves by receiving feedback in order to better focus on their development needs. When combined with an understanding of their organisation's business goals, and particularly when used in conjunction with 360 Degree Feedback, a powerful and positive driver for change is created in most people.

In general, effective and well-received Development Centres will:

Be designed to support an organisation's culture and business context
Demonstrate reliability, validity and variety of the techniques used to assess participants
Have a high ratio of observers (who are not participants' line managers) to participants to increase observations made and produce better objectivity, impartiality and accuracy
Individually brief all participants before the Development Centre to minimise potential anxiety and negativity
Provide transparency within the process - the information being used constructively and consistently
Make certain that every individual feels they have been handled with respect and in an objective manner, with feedback delivered sensitively and promptly
Always maintain an agreed level of confidentiality that has been explained clearly and honestly, and is never breached
Provide participants with objective and pertinent feedback against a defined and published set of criteria, helping them get more from the experience
Enable participants to produce informed and focused personal development plans
Encourage personal responsibility for development among participating staff

Benson Payne will work with you to design and facilitate Development Centres for your staff that demonstrate these characteristics and which:

Help staff understand how they can use their skills and maximise their contribution to business objectives
Focus on key priorities regarding the job role for which they are, or may become, responsible (see Talent Management)
Promote a more open culture where giving and receiving feedback is an accepted norm
Appraise staff strengths and development needs in the context of the change agenda in your organisation
Review and evaluate the process based upon information sought from stakeholders

To gain more information or discuss how DEVELOPMENT CENTRES will benefit your organisation, contact us

Training & Development

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