(Solution) 5OS06 (AC3.2) Evaluate the extent and nature of the methods used by your own organisation

Solution

Leadership and Management Development Initiative

The Global Leadership Excellence Program (GLEP) is one of the key leadership and management development initiatives at Saudi Aramco (Aramco, 2024). The aim of this program is to help develop future leaders by offering comprehensive training in leadership skills, decision making and strategic thinking. Workshops, scenarios-based simulations, and mentoring by senior leaders form part of the initiative.

Indicators to Evaluate Impact

Key Performance Indicators (KPIs): These metrics measure factors like employee retention rates, number of people who are promoted post-program due to career growth, and quantifiable improvements in business outcomes such as cost savings and operational efficiency (Gifford, 2024).

Employee Satisfaction Surveys: These surveys help Aramco assess how relevant or useful participants find the programme, what content they think should be included, and whether or not they have improved as a result of the programme (Cassidy, 2022).

Evaluation of the Indicators

Key Performance Indicators

Performance KPIs are used as an indicator to clearly and quantitatively measure the GLEP’s impact on organisational outcomes. A major advantage is that KPIs like retention rate and promotion numbers provide a direct link between leadership development and measurable performance improvement by the company (CIPD, 2016). That helps Saudi Aramco ascertain how well or how poorly people are translating their leadership development to operating efficiency gains or cost reductions. However, though KPIs can be a great way to determine employee performance, they are not always the optimal way to measure intangible leadership traits such as emotional intelligence or collaboration within a team.

Employee Satisfaction Surveys

Employee satisfaction surveys would measure how participants view the effectiveness of the GLEP initiative. These surveys could be conducted through the Kirkpatrick’s model to assess the reaction of the employees (Kurt, 2018). They provide Saudi Aramco with the opportunity to weigh the program’s content and delivery against participants’ professional growth expectations. The advantage of this method is that it provides immediate feedback on how participants see the extent to which the program is relevant and useful, which can quickly be adjusted if needed. However, satisfaction surveys rely on self- reporting, and such reports can be influenced by short term enthusiasm or social desirability bias.

Area of Improvement

The effectiveness of the GLEP could be enhanced by the introduction of long-term evaluation mechanisms. A follow up assessment 6-12 months after program would make more accurate measurement of whether participants have retained and applied their leadership skills. That would be a good way to get a clearer view of this program’s lasting impact and to figure out where there may be additional development or support required for that program.

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