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Enemy at the Gates
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about subordinates who have the potential for higher levels of responsibility,
or more generally, the “right stuff.” The initial evaluations
are based on information gleaned from their performance
appraisals, record of accomplishments, and personal interactions
with the manager making the preliminary recommendation.
Subsequently, formal assessments are done, often including
psychological evaluations, a “360-degree” rating, and assessment center
performance. Psychological assessments usually involve in-depth
interviews with a psychologist as well as the administration of psychological
tests. A report is then given to the candidate during a
follow-up meeting with the psychologist, and the company often receives
a summary as well. A 360-degree rating involves the completion
of confidential surveys about the candidate by peers, current and
former bosses, and subordinates. These typically include questions
about the candidate’s performance, attitudes, and competencies considered
important by the company. Assessment centers are wellstructured
training events designed to evaluate many candidates
simultaneously during a simulated work setting. Participants are
asked to “run a company” or solve some business issue while they are
observed and rated by company personnel and business experts. At
the conclusion of the exercise, feedback on how well the participants
did and suggestions for improvement are then given to each candidate,
and a summary is given the company as well.
All of this assessment information is reviewed by a management
committee charged with running the succession plan. It is used to
determine each candidate’s potential: specifically, how far along a
management career path or how high up in the management ranks
the candidate is reasonably expected to progress. Readiness level—
how long before a candidate can be considered ready to assume
greater responsibility and authority—is also evaluated at this time.
Those with sufficient potential and acceptable readiness levels are
assigned a personal mentor who is responsible for overseeing the
company’s investment in this person. Together, they create an individual
development plan that outlines the growth and improvement