Assessment & Development Centres

Few programmes achieve the effectiveness of a tailored Development Centre, based on simulation activities, coupled with 360ยบ feedback, and anchored in well-defined, validated competencies.

Our tailored 'day in the life' Development Centre simulations provide a strong platform for aligning leadership development with corporate strategy. We have extensive experience relating to the design of Assessment and Development Centres. Coupled to this, the Pario online 360 is easily tailored to client competencies and statements. This enables organisations to undertake wide ranging assessments that include measures of current performanceand future potential. The Performance & Potential Matrix combines 360 Performance Ratings (vertical scale) and DC Potential Ratings (horizontal scale).

The Pario Competency Validation service can be used to support 360 degree feedback, assessment / development, competence management, and wider competency profiling. This straight-forward process enables organisations to quickly and easily update competency models. This may be appropriate because of changing role requirements, or form part of a 'pilot study' prior to 'signing off' competencies and full implementation of a new assessment or leadership programme.

Tailored Assessment and Development Centres are linked to performance improvement methods and can be viewed as part of a wider business performance improvement process. Research evidence collected over the last 50 years also demonstrates that bespoke Development Centres are the best predictor of leadership potential.


Most performance management processes fail because they are based on flawed underlying assumptions about people and performance. Find out what these are and how we can transform the way your organisation thinks about performance.

"The combination of the Development Centre & 360 degree feedback was excellent" Senior Manager (National Charity)

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Companies who scored highly on their ability to manage talent earned, on average, a 22% higher return to shareholders than their industry peers

Watson Wyatt Study

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