Building a competent, effective workforce has never been more difficult. Leaders and executives have been asked to take on new roles that require an array of new—often-unfamiliar—management and interpersonal skills. Associates are expected to demonstrate “high-performance” skills that allow them to work more efficiently and effectively. And even as globalization and fierce competition are increasing the need for qualified people at all levels, the pool of available resources has dwindled. Wide-scale downsizing has eliminated many positions once used to groom executives, leaving fewer experienced leaders available to replace retiring leaders. Qualified professional and frontline workers are also scarce and in high demand. A Talent Leadership Process is meant to measure competencies of the participants to evaluate their readiness to take up leadership roles. Through the center, the Organization is able to identify gaps between existing and desired competency levels both at the individual and at the organization level. Leadership Assessment and Development Center s typically involve the participants completing a range of exercises that simulate the activities carried out in the target job. Various combinations of these exercises like role play, job suitability analysis, Group discussion, interviews, in-tray exercises, etc. and sometimes other assessment methods like psychometric testing and OD inventories (TORI, FIRO, Johari Window technique, psychometrics such as PABST, PSI, 16 PPST, (Psychometric Testing Canada) MBTI, Blockages Survey, 16 PF, MARS, SPEC, Complete Typology Profile, etc.) are used to assess particular competencies in individuals. The theory behind this is that if one wishes to predict future job performance, then the best ways of doing this is to get the individual to carry out a set of tasks, which accurately sample those required in the job, and are as similar to them as possible. The particular competencies used will depend upon the target job but one will often find competencies such as relating to people; resistance to stress; planning and organizing; motivation; adaptability and flexibility; problem-solving; leadership; communication; decision making and initiative. The competencies relevant to a particular job are determined through job analysis, appraisal records, industry best practices, experience, and feedback. In addition to the identification of competency, Leadership Assessment and Development Center s are used for developmental activities, training needs identification and group motivation as well.