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How to Design an Effective System for Developing Managers and Executives by George Hollenbeck, Maxine Dalton

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STEP 6: Make the Program Accountable

Development-planning programs are supported because they make a difference in critical ways. It is up to you to demonstrate that difference by collecting the data and doing the evaluation that convinces senior management that the program is worth the cost. Program evaluation may indeed be the “slough of despond.” What is possible often falls far short of the desirable. There may be little interest in evaluation. The criteria may be difficult to agree on, much less measure.

Nonetheless, the long-term success of a development program (not to mention your own success) depends on demonstrating what value-added component the program brought. That value will be very organization specific—your criteria are not likely ...

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