Executive and managerial assessment is done in a variety of contexts, at multiple levels, and for multiple purposes – selection, promotion, development, career counseling. When it is technically feasible to do so, empirical data may be collected on the quality, quantity, and costs of assessment in order to conduct a utility analysis. However, even in situations characterized by small sample sizes, where it is not feasible to collect primary data, utility analyses still can be done by relying on meta-analyses of assessment procedures, along with proportional rules to estimate the variability of job performance (Sdy). In order to demonstrate the value of executive and managerial assessment, consider presenting a two-part framework of evidence to decision makers. First, present the results of utility analysis, using the very best parameter estimates available. Two, present a detailed linkage of essential job tasks to required knowledge, skills, abilities and other characteristics (KSAOs). Then link KSAOs to instruments of prediction (work samples, tests, interview items). Finally, link instruments of prediction back to essential job tasks. “Value” is therefore demonstrated in two ways: in financial terms as well as by presenting construct-oriented evidence of validity.