GO Magazine Vol. 12 No. 1

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DDI | Development Dimensions International

Featured in GO Magazine Vol. 12 No. 1: how Whirlpool Corporation drew on a reality TV show to innovate on-boarding, why leadership transitions are so hard, how Wipro is using assessment to link its talent to its business, Vopak’s approach to multinational leadership development, and advice for taking your talent initiative global.

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Every decision we make affects the way real people experience our products. We’ve all heard the rallying cry for user-centered design, but even those of us who ascribe to that ideal often fall back on our own biases and instincts when it comes to making decisions about how people experience our content and our services. Sadly, this often means we make decisions we think will be good for our "users"—that anonymous, faceless crowd—rather than actually trying to understand the perspectives, surroundings, capabilities, and disadvantages of the actual people who we are here to serve. In this session, Aaron Gustafson will explore why empathy is a good thing, how empathy empowers creativity, and how we, as a community, can inject more empathy into our work.

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AIRCA will bring an integrated and holistic approach to solving development problems at a landscape scale through the mobilisation of nine agricultural R&D centres with a wealth of expertise across a range of ecosystem types and crops. AIRCA’s members have a demonstrated ability to respond rapidly and efficiently to agricultural problems, and it is AIRCA’s intention to work in close partnership with the CGIAR Consortium, bringing in expertise which is complementary to that of the FAO and the CGIAR. Visit the conference site for more information: http://www.egfar.org/gcard-2012

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The decision to nominate individuals as “top talent” or “high potential” is no easy task. Unfortunately, these important decisions are often undermined by a lack of due diligence, vague criteria, and questionable accuracy. Use our complimentary guidebook to learn how to avoid the most common issues and challenges involved in the high-potential evaluation and nomination processes. You’ll learn about the 5 best practices for making the right talent investments in your organization, and as a bonus, get key takeaways to help you start identifying your future leaders.

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When it comes to leadership development, coaching is an essential component of any blended learning strategy. But the approach seems to be stagnant—not evolving with the nature of how people work. How can you keep up and make sure coaching within your organization improves over time? Read our guidebook, Coaching: Optimizing for Today’s World of Work, for tips on how to strengthen coaching in your organization.

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Almost all companies have some sort of leadership competency model and spend handsomely to maintain it. We wanted to know, is there a payoff? We explored the effect on engagement and organizational outcomes of having clear information on competencies, skills, and behaviors needed to succeed as a leader. No surprise, there is a payoff, but only if the necessary level of behavioral detail is built into the model. Find out why this is so important.

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In the current VUCA environment, if organisations are to outdo their competition and grow market share, they need the right senior talent in the right roles. Why is it then that so many organisations don’t apply the necessary discipline and rigour when making senior level appointments? Learn what can be done to minimise the risks within the recruitment process and maximise the chance of getting the right senior leaders on board. Read trends in the current state of recruitment and selection and learn three best practices for re-focusing your senior leader selection process.

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Assessment and development are better together. But it’s not an easy task, especially when the two functions are disconnected. The combination of assessment and development isn’t about bolting the two functions together, but rather making sure that both are tightly aligned with your organizations business drivers and talent strategy, AND with each other. This “How To” guide will help you build a strategic, integrated assessment and development architecture. What’s Inside? • DDI’s integrated assessment and development framework • Four recommendations for obtaining strategic alignment and governance • Guidance and tips to consider when forming assessment, individual development, and cadre-based development strategies

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