Why - Examples of the reasons why companies decide to invest in a dc approach

The needs of the individual players are not something that can be generalized. Here are 6 cases, and the motivation behind them that led to DC implementation.


1. The company put 30 people through a DC 2 years ago, and now needed a reliable system of assessing their development over this period. They needed to decide who would remain in technical positions, and who would move into people management positions.
2. The company came to the end of 5 years of “recession” and complete cut in training budget. They needed to send a message of strong development practices to the market. They needed a way to keep top sales people in the organisation for longer – retention was key
3. The company had a long history of DC practices, and DCs had become a development expectation of the employees
4. The company, which was overly process oriented, needed a realistic and personal way of managing succession planning, and the advancement expectations of employees
5. The company used DC to focus specifically on successful sales people who had done all training, to help them decide whether the move to sales management would be something they would be equally successful at.
6. The company decided to re-invent competency awareness – after 5 years of the official competency list being ignored or mis-understood. They linked the DC to succession planning and appraisals