Assessments for Development for a Fortune 100 Consumer Products Company

A multi-billion dollar Fortune 100 company with multiple operating divisions conducted a restructuring that reduced the company’s lines of business from three to two. The president mandated that the executive team employ a process that ensured the newly restructured company was staffed with the best talent in the organization.

The lines of business under the old company structure were not performing to Wall Street and market expectations. A decision was made to shift the lines of business form a product-orientation to a distribution channel-orientation. The company had grown largely by acquisition. The acquired companies with similar product lines were clustered into three lines of business. There was no universal standard for classifying talent across these lines of business, so there was no way to directly compare the quality of management talent enterprise-wide. After the executives reporting to the line-of-business leader was in place, all executives and managers were told to apply for positions in the two new lines of business.

The president said she needed a report that profiled each applicant for each new position. The report needs to indicate the candidate’s skills and capability for each competency of the company’s competency model. The report must also include a description of the applicant’s capabilities based on the professional opinion of qualified experts derived from objective, normed data and qualitative and contextual data obtained during the assessment process. In addition, she expected an opinion whether or not each candidate was recommended as a hire for each position.

CMA’s developmental assessment process provided the president with the report she needed on a very large group of personnel within two weeks.

As a result, the Vice President of Human Resources for the company stated that those functions and groups who closely followed CMA’s recommendations about a candidate’s fit with the new, desired culture performed better and had fewer issues than those who did not follow CMA’s recommendations.