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How and when does your organization assess participants in an executive development program? Do you share individual assessment results with leadership?  BACKGROUND: Our CEO wants HR to provide a talent assessment of each participant who recently completed an executive development program. While participants took pre and post-360s for development purposes, the survey was communicated as confidential, and we can only share aggregated results. Additionally, he is not interested in waiting 3 to 6 months for survey results from managers of participants. While he essentially seeking HR's assessment made from side-line observations, we are reluctant to do so as a valid form of talent evaluation. Any suggestions?

For those who have a performance rating for recent new hires, how long is your probationary period? I.e., what are the parameters used to exclude recent hires from the annual performance review process or give them a default rating of 'too new to rate'?

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My company is taking the next step in its HR shared services journey from decentralized HRSS to a centralized HRSS organization.  I'm curious what models other companies have used: - Completely decentralized (HR admin & transactional sits w/ local HR teams in region) - Regionally centralized (HR admin & transactional sits w/ regional HRSS teams) - Hybrid centralized (Central governance and authority, HR admin & transactional centralized globally, with regional hubs) - Completely centralized (Central governance, authority, and HR admin & transaction in one global hub)

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Amanda Kiefer, VP, Talent Management & Employee Experience at CommScope | Gartner Peer Community