It is, of course, obviously the case that the Judgment Index assessment has been used extensively and effectively for hiring, selection, and promotion insights. However, it should not be overlooked that a major emphasis for our use of the tool is development, and we are intent on being helpful with development on all levels of an organization. A great deal of our time is spent in leadership development, making sure that individuals are ready for upper levels of influence and impact; making sure that succession planning is augmented in the most important ways.
Our paradigm for developmental improvement has four critical elements which can be used individually or in coordination with each other. Our key point is that development is guided by analytical data compiled with the assessment over nearly 50 years. It is vital to us to be able to step beyond conceptual theories and anecdotal experiences. Here are our four steps:
1. Awareness—a powerful motivator for change. Once basic awareness is captured by the tool’s data, a person is more informed about areas where there is solid affirmation of strengths and areas where development is most needed. Studies about why people change rate awareness as the number one, most positive reason that people move in better directions and with higher motivation to do so. Simply, honest awareness can become a powerful catalyst.
2. Mentoring—using analytical data to put mentors with demonstrated strength alongside of mentees with growth and development needs. By using our data, mentoring is no longer a haphazard process with flimsy reasons for matches. Our data also demonstrates that an intentional and conscious mentor/mentee match can show 50% improvement in scoring areas of focus over a year’s time. The bonds that are established between people in the mentoring process will enhance all organizational communication.
3. Instruction—using more traditional teaching methods to address growth and development. In this instance, the instruction needed is guided by data. We have a Learning Management System available for seven of the areas where historically help is needed the most. By post-testing with the assessment, we can show precisely the degree of growth accomplished.
4. Counseling—one-on-one contact for the most demanding and important positions. We have highly trained coaches/counsellors who have years of expertise using the assessment to guide the right kinds of conversations. With both attention and trustworthy confidentiality, we are able to explore areas for growth that internal, organizational sources may be inadequate to understand in the detail required for highest achievement. For any, highly-placed, high-demand position in an organization, such one-on-one counseling, this kind of outlet for conversation, is indispensable. The value of a trusted advisor is beyond question, and is only enhanced over time.
Right Awareness > > > Right Conversations > > > Right Actions
Axiology 