1. Trends in Assessment & Development
Konference Světová HR laboratoř 2015
Prague, 24 November 2015
Radmila Pinkavová – Jirkovská, TV Nova
Dorothee Pastoor, YSC

2. Contents…
External Trends in Assessment & Development – p.3
YSC’s themes of 21st Century Leadership – p.4
YSC’s themes of Assessment – p.5
YSC’s themes of Development – p.6
YSC Case Study of Assessment & Development – p.7–11 1. 2. 3. 4. 5.

3. 1. External Trends in Assessment & Development
Before exploring trends in YSC’s global clients, we have taken a look at the literature to explore general trends in assessment and development.
Trends in Assessment
Importance of growing talent internally: Focus on succession planning, analytics and career development
Globalisation: Increased focus on emerging talent in developing economies
Technology: Social media, with questionable validity
Trends in Development
Increasingly complex working environments: Horizontal / Vertical learning
Increased autonomy over self development
Sources: CEB (2014). Global Assessment Trends Report. CCL (2014). Future Trends in Leadership Development

4. 2. YSC’s themes of 21st Century Leadership
YSC has identified 4 areas that our clients are increasingly interested in:
Leadership under scrutiny Resilience Building
Ethical leadership Developing leaders' sense of ‘right’ and ‘wrong’
Leading in a digital age Developing capabilities to succeed in complex, connected environment
Building high performing teams Assessing performance against high performing team model

5. 3. YSC’s themes of Assessment
Individual assessments = basis of approach
Use the assessment data in different ways:
Used to predict future performance of individuals
Aggregated to provide a picture of overall leadership population
Feed into workshop
Differentiated approaches for C-level, senior and mid- level leaders
Consistency and integrity of data more important as companies develop talent across the globe
HR/LMs involved to help develop assessment criteria
Driving consistent understanding

6. 4. YSC’s themes of Development
Topics addressed in development programmes = specific to challenges each client is facing
However there are some trends in the methodology used:
Coaching sessions to embed learnings from workshops
Online working groups set up to share experiences
Action learning becoming more important
Upskilling line managers in coaching & development increasingly important.

7. 5. Assessment & Development Case Studies

8. Coaching and 360º feedback
Case Study: TV NOVA After many restructuring processes it was necessary for TOP management team to re-focus
Need State – During economic crisis, the results of TV NOVA declined and the company ended in loss It was necessary to boost the TOP management team, to give new energy to the people who influence most of company´s results. The team was required to refocus from own function and operating in silos to a strong and effective leadership team taking accountability for the broader agenda, collaboration and high company performance.
EDP
Workshop
Insights
Assessment
Coaching and 360º feedback
Insights
Development assessments were run for all senior leaders, including individual development plans.
1:1 coaching sessions to explore how to build on their strengths while focusing on development themes.
Coaching was facilitated by external consultants/psychologists.
Several brief anonymised feedback from internal stakeholders throughout the process
Regular progress review calls
TOP managers’ self-awareness is raised, they become more effective in managing themselves and others
TOP managers become also more effective in connecting with colleagues and in cooperating meaningfully
The more effective cooperation in the TOP management team improved economic results of the company
Solution
Impact – After 2 years of running the program, management team members became both more engaged and challenging - upwards and across; developing their own team more and having longer term strategic focus and broader reflection.

9. TV Nova (CET 21 spol. s r.o.) OIBDA and Revenues 2013 - 2015
var 2014/13
var 2015/14
9m/2013
9m/2014
9m/2015
@ACT
@LfL
Net Revenues
110,8
136,4
122,7
23,1%
27,8%
-10,0%
9,0%
OIBDA
-9,2
33,1
43,8 NM
32,3%
60,4%

10. Case Study: TV NOVA TOP management team appreciate the positive impact of this leadership program
They see significant progress in their areas directly related to the program
All of them see, that the program influenced their results and targets fulfilment in a positive way
They estimate that their results change in between 15-20% thanks to the program
They perceive a significant change of TOP management team: > more stability of the team > more team cooperation > friendlier atmosphere > more trust > strengthening individual responsibility

11. Case Study: TV NOVA Lessons learned
Key to success is the active support by CEO
Participation in the program means leaving a comfort zone
Other success factors: constant support by HR, open communication in the sessions, trust and confidentiality
The best role HR: a trusted advisor and secure base for the participants
Replace unhelpful mind-sets of doubts and fears into opportunities
First aid with insecurity
Constant and consistent information
Keep your word and keep the secret
Always demonstrate understanding and good will
Coaching was realized in English or Czech languages in cooperation with Koučink Centrum