
(as published in the Harvard Business Review)
Ram Charan's enlightening article on CEO Succession Planning in the Harvard Business Review portrayed GE's acclaimed Tandem Assessment process. This approach is similar to the process deployed by ISHR Group. Many of us on the ISHR Group team were initially trained at GE and employed as human resource leaders and Six Sigma Black Belts, and we have completed assessments for numerous other companies throughout the world.
As the article reveals, "Every year, GE selects a different set of 20-25 leaders who might grow into CEO's or top functional leaders and sits each one down for a three to four hour session with two human resource heads from outside the person's own business unit. The HR executives trace the budding leader's progression from early childhood (where he grew up, how his parents influenced his style of thinking, what his early values were) through recent accomplishments. They then conduct an exhaustive, fact-finding mission both inside and outside the organization, including 360-degree reviews, massive reference checks, and interviews with bosses, direct reports, customers and peers. Largely eschewing psychology, tandem assessments concentrate on observed, measurable performance within the business."
Our iAdvance "by-product" is a comprehensive document that charts the high-potential's work and development over decades. The report itself is both praiseworthy, recognizing the most meaningful milestones and accomplishments of each candidate, while also being supportive of opportunities for improvement. Personalized and intense feedback sessions with each leader complete the process ensuring that key strengths continue to be leveraged, while development needs are properly addressed.
An eye-opener for both management and candidate alike, ISHR Group's "leadership biography" is a clear indicator of what the organization can expect from its leadership "potentials" while giving the professional a unique, third-party perspective on which skills and behaviors to focus on for future enhancement. It's like handing rising leaders "a mirror" while it also "broadens their support network," according to the Harvard Business Review.