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From Evaluation to Development: The Role of Mentoring in 360-Degree Assessment
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| Presenter(s):
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| Ray Haynes,
Indiana University,
rkhaynes@indiana.edu
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| Rajashi Ghosh,
University of Louisville,
r0ghos01@gwise.louisville.edu
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| Abstract:
This presentation offers a contextual discussion of the organizational climate and culture necessary for the implementation of 360-degree assessment and feedback. It proposes that mentoring and coaching serve as the primary feedback processes for fostering developmental actions after the 360-degree assessment process. Additionally, it offers an evaluative framework for assessing the implementation of 360-degree assessment programs in organizational settings. The evaluative framework provides guidance in assessing the efficacy of the developmental feedback provided through the mentoring and coaching process. Finally, this presentation applies Kirkpatrick’s (1959) four stage evaluation model to evaluate the role of mentoring in transforming 360-degree feedback and assessment from an evaluative appraisal to a developmental intervention.
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Evaluating Training on Strategic Interviewing with Professional Skepticism: Levels I - V
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| Presenter(s):
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| John Mattox,
KPMG,
jmattox@kpmg.com
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| Darryl Jinkerson,
Abilene Christian University,
darryl.jinkerson@coba.acu.edu
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| Pete Sanacore,
KPMG,
psanacore@kpmg.com
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| Michele Graham,
JVA Consulting LLC,
magraham@kpmg.com
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| Abstract:
Statement of Auditing Standards No. 99 (SAS 99) requires auditors to consider fraud at various stages of an audit of financial statements. However, detecting fraud is a difficult task for auditors because most have not experienced fraud in their professional careers (Montgomery, Beasley, Menelaides, and Palmrose, 2002). SAS No. 99 stresses the magnitude of auditors maintaining professional skepticism throughout the course of an audit “regardless of past experience with the entity or prior beliefs about management’s honesty and integrity” (AICPA 2002, AU 316.13).
The current study presents a multi-level evaluation (levels 1 – 5) of an 8 hour local office program recently offered by a large international auditing firm focused specifically on strategic interviewing with professional skepticism. Objectives of the course included improving the quality of the audit by developing an attitude of professional skepticism in the context of an audit, applying the vendor’s tactical behavior assessment model in detecting deception, identifying and recognizing verbal and non-verbal deceptive behavior, and applying effective interviewing and questioning techniques.
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Chain of Impact: Building an Evaluation Framework for Business Results
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| Presenter(s):
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| Bruce Aaron,
Accenture,
bruce.aaron@accenture.com
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| Abstract:
A comprehensive measurement framework with logically defined evaluation levels can be designed for a wide range of programs using the “V-model”, a methodology adopted from the field of application and systems development. This session demonstrates how the V-model has been applied in evaluation of learning and knowledge management (KM) programs within Accenture, a large global company providing management consulting, outsourcing, and technology services. The model provides a roadmap for data collection across user-defined evaluation levels, including ROI (return on investment), and its application within Accenture has been recognized by best case study awards from ASTD and the ROI Institute. This session will introduce the V-model and illustrate how the framework has been used in evaluation of training and KM programs. The demonstrated advantages of developing this causal model will include isolation of program effects, identification of areas for improvement, and determination of ROI.
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