Todd Robinson, president of Robinson Insurance Agency, couldn’t behappier. The company that Todd’s father, Edger, started thirty years agois prospering and poised for future growth. Over the past three years,Robinson Insurance has successfully purchased two regional insuranceagencies whose owners were ready for retirement. The acquisitions wentsmoothly, and the firms merged under Todd’s capable leadership. Thecompany now has 13 branch offices, in five different cities, in thegreater Portland metropolitan area. The headquarters office—the site ofthe original Robinson Insurance Agency office—is located in the bustlingdowntown district in Portland, Oregon.

At 56 years old, ToddRobinson has earned a reputation for being a savvy businessman and asuccessful entrepreneur. He hopes to acquire at least one other smallagency in the next year—a move that will expand the company by twoadditional branch offices in suburban Portland neighborhoods. However,managing the company is beginning to consume more and more of Todd’stime and energy—time he would like to spend with his family. Toddrealizes that he needs to identify potential middle and seniormanagement leaders within the company who can be trained to play alarger role in both day-to-day and strategic decisions.

Toddknows that selecting individuals to fill future leadership positionswill be extremely critical to the long-term success of the company. Hewants to ensure that the individuals who are identified for growthopportunities have the knowledge, skills and abilities to move into newmiddle and senior leadership positions as these positions are created.He also wants to ensure that the new leaders will possess and exemplifythe “Client First” philosophy that characterizes the company. Frankly,he has concerns that some current managers—especially those from theagencies purchased by Robinson Insurance—may not fully share thecompany’s values and may only give “lip service” to the company’scustomer-oriented values and practices. However, with 13 branch offices,Todd isn’t as familiar with each manger’s potential as he would like tobe.

Thus, Todd has retained your services to help plan anassessment-based professional development program. The goal of theprogram is to identify people within the company who have the potentialfor greater levels of responsibility and authority, and then to investin these individuals by providing training and other professional growthopportunities. Todd also wants help creating a succession plan toposition the company for long-term success, even after he retires infive to eight years.

In a paper of at least 1600 – 1750 words(or 6-7 pages) in length (excluding title, abstract and referencepages), describe a comprehensive assessment plan for the company,including a sound defense of the feasibility of the plan, to meet thecompany’s leadership development objectives. In your paper, address thefollowing:

1. Discuss the key factors for identifying leadership potential.
2. Identify an assessment-based approach for identifying potentialamong the managers at Robinson Insurance Agency. Describe how assessmentprocesses and assessment instruments can be used to identify potentialleaders and their leadership development needs.
3. Include in your assessment approach at least three specific assessment instruments to evaluate leadership potential, justifying the use of each assessment instrument for its intended purpose.
4. Identify the outcomes, data or information produced by eachassessment you propose in your plan, and review the considerations forfacilitating feedback from each type of assessment.
5. Provide details of practical considerations of your plan, such aswho will implement which parts of the assessment plan (an insider, anoutsider, or a combination of both), what type of certification may benecessary to administer each assessment, and how the managers withinRobinson Insurance will be consulted and involved in the assessmentprocess.
6. Identify the potential legal ramifications that may arise ifRobinson Insurance Agency implements an assessment-based approach toidentifying potential. Discuss ways of ensuring that the approach yourecommend for the company is legal and justifiable.

You do NOT have to create a training and development plan for theidentified future leaders; you only need to detail the assessmentcomponent of the plan and describe how the assessment information mightbe used to design the development activities.

In addition toyour Scott and Reynolds (2010) textbook, the assigned articles for thecourse, and any Internet sources you reference to gather informationabout the assessments you have chosen, reference at least five additional scholarly sources (academic journal articles) to support your plan.

Please use the APA template format.