ABSTRACT
One might suppose that decision about employing assessment centres and development centres (AC/DCs) as a tool for talent management would be routine ones, given their substantial research bases and compelling evidence of validity and effectiveness. The panel members were unanimous in the view that transparent strategic alignment is a significant influence on organizational acceptance of an AC/DC programme. The rigorous design methodology used to develop AC/DCs was an attractive feature for the talent managers on the panel. Thornton and Birri point out that even a well designed AC/DC will achieve success only if it is fully integrated into the talent management system of the organization. Especially where an AC/DC programme is being produced from scratch, involving line managers in all phases of programme design is necessary to ensure that the programme meets their requirements and reflects organizational reality.
