Note - Facilitators & Role-players are generally externally sourced. However, a learning organisation will also try to internalise these roles to 30-50%
| |
Outcome |
Benefit |
| Candidates |
- They receive a snapshot of current situation
|
- Career plan
- Personal development path
- Skill & training needs
- Change of behaviour
|
| Observers |
- Give feedback to people in their organisation
|
- Practice a subset of leadership abilities: coaching, giving and receiving feedback; making suggestions, active listening.
- Develop ability to advance organisational development, and take back learning’s into other people management situations.
- Be active in deciding the future of the company, based on helping shape the people who will eventually (potentially) run it.
|
| HR department |
|
- Create a development platform that is common to all the functions with people responsibility, and acts as a form of motivation for everyone else.
- Generate a development platform for potential leaders to be recognised.
|
| Organisation |
- Open organisation
- Sustainable personal development
|
- Ensure business continuity over time, succession planning, or simply having the confidence that top positions can be filled easily.
- Send a positive message to the employment market, and could certainly act as a retainer for some people in the organization.
- Create a platform to address and discuss corporate change initiatives.
- Live and breathe the competency set – use as a foundation for organisational development.
|
| Facilitators |
- Have an overall knowledge of candidates and observers
|
- Build results into an organisational succession plan
- Make recommendations for how to use resources best
|
| Role-players |
- In-depth knowledge of roleplays and exercises
|
- Are able to use this knowledge to improve future DCs
|
