Reinventing the leader selection process : the U.S. army's new approach to managing talent / Everett Spain
Series: Harvard Business Review. 98 : 6, pages 78-85 Publication details: November-December 2020Content type:- text
- unmediated
- volume
Current library | Call number | Status | Date due | Barcode |
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Manila Tytana Colleges Library REFERENCE SECTION | Not for loan |
The U.S. Army has long struggled with toxic and inept leaders, and no wonder: It has historically chosen battalion commanders, a linchpin position, on the basis of 90-second file reviews. Last year it undertook an ambitious revamping of that selection process, which now involves four full days of physical, cognitive, and psychological assessments and interviews. The author, a lieutenant colonel who served as an adviser to the task force that designed and implemented the new process, describes it in granular detail, including a variety of rigorous measures for reducing interviewer bias and ensuring diversity and inclusion. Although specifically aimed at improving the validity, reliability, and developmental impact of the army's executive-leader selections, the redesigned process offers important lessons for any organization seeking to bolster its talent assessment and promotion practices.
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