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A Careers Service Guide to

Assessment Centres
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careers workshops
please log onto:
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Assessment
Centres
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CONTENTS


Introduction ................................................................................................. 1

What Will Happen at an Assessment Centre? ..........................................

A: Individual Exercises ...............................................................

B: Group Exercises ....................................................................

1

1

5

What Selection Criteria Are Used At Assessment Centres? ....................... 9

Appendix 1: Additional Information .............................................................

Graduate Assessment Form ..................................................

12

12

Further Information ...................................................................................... 13

Psychometric Test Practice ......................................................................... 13

Books on Psychometric Tests ..................................................................... 14

Further Help



1
INTRODUCTION

An assessment centre isnt really a place; rather it is a lengthy process for selecting
people for jobs.

The process of selection may involve:

Assessment on a number of dimensions for example: leadership ability,
team working, decision making.

A range of assessment techniques for example: interviews, psychometric
tests, individual and group exercises.

A number of assessors or observers this should in effect make the selection
process fairer. The decision to hire is made by consensus.

Several candidates being observed together this makes the selection
process more meaningful as you can be assessed both individually and as part of
a team.


WHAT WILL HAPPEN AT AN ASSESSMENT CENTRE?

Familiar things like interviews and tests will take place. In addition you may be
asked to take part in any of the following activities or exercises:

A. INDIVIDUAL EXERCISES

Psychometric Tests

There are two main types:

Aptitude Tests typically assessing your numerical, verbal and
diagrammatic or spatial reasoning skills.

Personality Questionnaire profiling your personality.

Aptitude Tests

Each test is presented under exam conditions with a strict time limit. There are
a specific number of multiple choice questions, and you must answer as many
as possible in the time allowed. Your score will be compared with those of a
norm group, usually made up of people already working in the industry to
which you are applying.

Employers use aptitude tests either as a small part of the interviewing process
or to determine who they will interview i.e. those who achieve a certain mark.
However, if the tests are presented to you as part of an assessment centre, it is
unlikely to be on a pass/fail basis.
2
Hints:

Obtain practice material from your university careers service.

Book a practice session at the Career Service.

You are not expected to answer all the questions aim for at least 70
80%, and be as accurate as possible as you may have marks deducted for
wrong answers.

You havent got time to check each of your answers thoroughly so resist the
temptation.

Personality Questionnaires

Usually untimed, this type of questionnaire is used to determine how you might
react in various situations. It looks at your personal characteristics, social skills,
preferred style of working etc. This tool should be used simply to provide the
employer with extra information about you.

Hints:

Go with your initial reactions rather than thinking about each question in
detail.

Dont try to guess what type of person they are looking for.

Employers are usually looking for several different profiles, and there may
be checks within the questionnaire to identify false answers.

ULCS & AGCAS 2001 University Researchers and J ob Market

In-Tray Exercises

The in-tray exercise is designed to simulate the administrative features of a job.
You will be asked to deal with a range of items. For example you may be given
a mass of material such as e-mails, faxes, memos, letters, telephone
messages, reports and computer printouts. You have to decide what needs
doing first and then actually do it. The exercise is often complicated by a
messenger, calling at your office every half hour or so, delivering more
material.

This kind of exercise measures your ability to prioritise as well as your
judgement and more general communication, planning and organisational skills.
There is seldom enough time to complete everything so it also acts as a
measure of performance under pressure.

3
Written Exercises

You will usually be given a limited time to read through various pieces of
information and produce a summary.

Drafting exercise you are presented with sensitive information and asked
to draft a letter clearly and tactfully e.g. write a letter to an important
customer explaining why you are unable to waive a bill they are querying.

Case study exercise you are given official reports, tables of figures,
newspaper cuttings, memos, etc. and a problem to solve. You must
produce a written report covering your interpretation of the problem and
possible solutions e.g. you must decide, using the information provided,
whether a particular company should relocate, expand or do both.

There is often not one clear cut correct answer in these exercises. Recruiters
are assessing your ability to analyse problems, prioritise tasks and put forward
effective arguments with clarity and tact.

N.B. Employers are increasingly asking candidates to complete some
exercises using a PC, and especially using e-mail.

Hints:

Make sure you spend enough time looking at the information before you
start writing.

Be aware that some of the information will be less relevant to your task and
spend less time on it.

Ensure that you make definite recommendations, dont be vague, and dont
be afraid of choosing the wrong answer.

As long as your arguments are clear and persuasive you will still obtain
marks.

ULCS & AGCAS 2001 University Researchers and the J ob Market

Presentations

These can be very short lasting 1-2 minutes, or more involved, lasting 10-15
minutes and requiring quite extensive preparation.

A common example of the short presentation is the ice-breaker exercise, where
candidates stand up one at a time and introduce themselves to the group,
talking for one minute. This can seem like quite a long time when you are
unprepared! Hobbies or interests of your own choosing are other topics which
may form the basis of a short presentation.

4
Longer presentations usually involve fairly extensive preparation, either within
the Assessment Centre schedule (after an evening socialising in the bar!) or in
the time before you actually attend the Centre, in which case you will be sent a
brief, in advance.

Thorough preparation is needed, and you will need to give some thought to any
visual aids you wish to use e.g. overhead projector, flip charts, white board etc.
Make sure you know what resources are available to you at the Assessment
Centre. Plan your presentation carefully, and if possible rehearse it in front of
someone. It often takes much longer out loud than when you run through it in
your head, and timing will be assessed. Make it as interesting as possible.

On the actual day, try to talk from brief notes whilst making eye contact with
your audience, rather than reading aloud from a prepared script. This is
infinitely more terrifying, but far more professional! OHP transparencies can be
useful in this respect, in giving you an outline structure to talk to which is readily
visible, and in helping to impress upon your audience the logical structure of
your presentation.

In making a presentation, you will be judged on:-

- communication skills
- structure/planning of your talk
- content
- whether you speak at or to the audience
- delivery - is it lively or dull?
- timing

Hints:

Think about your audience dont use technical jargon if they are not
familiar with the terminology. On the other hand, dont talk down to them.

Make sure your presentation has a clear structure to it. Introduce it by
explaining what you will be covering, deliver the talk and then summarise
your main points.

Be careful about telling jokes not everyone may appreciate your sense of
humour.

Practise your talk in front of a mirror, or a friend.

Speak clearly and stick to the time limit.

ULCS & AGCAS 2001 University Researchers and the J ob Market.


5
Role Play Scenarios

These usually involve dealing with realistic situations. You may be confronted
by a dissatisfied customer and asked to deal with him/her in an appropriate
manner. Usually the other person/people are played by actors or some of the
assessors. The task itself might be one of fact finding, decision making or
negotiation.

These exercises, again, focus on communication and presence.

Hints:

Dont over act try to appear realistic.

Think about the skills you need to demonstrate e.g. negotiating,
communicating delivering good customer care etc.

ULCS & AGCAS 2001 University Researchers and the J ob Market.

B. GROUP EXERCISES

These exercises are usually concerned with leadership, team membership,
motivation and problem solving.

Leaderless Discussion Group

This involves candidates being placed in groups and each group discussing or
debating a particular topic. Each person in the group is monitored by an
assessor and once the task is started the group is left to organise itself. The
assessors are looking for the emergence of a leader and the sort of roles that
people adopt.

This sort of exercise is used to assess action, team membership and
communication skills.

Hints:

Try to join in early on, it gets harder the longer you leave it.

Contribute often but dont dominate.

Listen and respond to what the other candidates are saying.

If you are in a leaderless discussion and you are short of ideas, offer to be
the timekeeper, or summarise some of the points made so far.

ULCS & AGCAS 2001 University Researchers and the J ob Market


6
Assigned Role Groups

This follows the same idea as the leaderless discussion group, but each team
member is given a role to play. For example, each member might act the part
of manager from a different part of the organisation. You are usually asked to
negotiate with others in the group and argue a case for your own department.
In this sort of exercise there will always be winners and losers. However it
doesnt matter whether you win or lose because it is the quality and structure of
the argument that is important.

This sort of exercise is assessing communication skills, presence and action.

Practical Team Exercises

These can be undertaken both indoors and out. A typical indoor exercise is for
the group to be given various materials and be given a task of constructing a
bridge. The outdoor version may, for example, involve bridging a gap over an
actual river.

These exercises are aimed at identifying action competencies such as
leadership, motivation and drive and sometimes creativity.

Hints:

Within the framework of the group, you will need to approach the problem in a
logical way e.g.

1. Understand the task

What are you being asked to do? Are there any time limits or other
constraints?

2. Set goals

Decide and agree on the goals to be achieved. Consider allocating tasks
to different members so that the time is used effectively.

3. Establish priorities

Agree on the order in which you should complete parts of the task. Are
the skills of individual members being put to good use in getting the
exercise done?

ULCS & AGCAS 2001 University Researchers and the J ob Market


7
Social Events

From the moment that you report to reception until you leave, you will be under
scrutiny as part of the selection procedure - so the way you behave at all times
is important. You will be expected to cope with general socialising amongst
other candidates as well as with management and will be observed at meal
times and when relaxing in the bar. Dont let your hair down too much and go
steady on the food and drink!

Try to be natural and friendly but not over familiar. Use the opportunity to find
out as much informally about the organisation as you can. Remember,
however confident and poised the others look, they too are likely to feel a little
apprehensive and nervous.

Interviews

This will not be a rerun of your first interview! Expect to be interviewed a few
times, some may be technical, others in front of an individual or panel.

Making the Most of Group Exercises

There are two aspects to most types of group exercise what you contribute in
terms of completing the task set, and the way in which you contribute to the
group overall. Each of these is important, with the latter often being the most
critical part of the group selection process.

Play to your strengths

The selectors are not expecting you to be an expert on the subject under
discussion or the task to complete, but they do want to see evidence that you
can make an effective contribution to the group. It is important to get involved
but avoid the temptation to dominate the group. There are many valid ways to
make an effective contribution to a group - for example:

By including others in the discussions.

By making sure the group keeps to time and completes the task in hand.

By coming up with creative ideas.

By organising people.

By checking details.

It is often an ineffective use of resources in a group if you all try to do the same
things, wasting time and causing unnecessary duplication. Split up large tasks
and allocate different parts to those best suited to them. This does require that
you take care to co-ordinate the group and have regular review and check
points, so you dont find out at the last minute that you have all been working at
cross purposes.

8
However, using the diverse strengths of the group members and delegating
tasks can often achieve quicker, better results and is an important part of
effective teamwork.
University of Manchester & UMIST Careers Service : Reproduced with Permission

Make A Positive Impact

You can improve your chances of being selected by the impact you make in any
group activity. Think about the way you interact with others, how you can
influence them and how you can ensure the group achieves its goal, even if
your personal approach would have been different.

Keep your contributions short

Your point is more likely to be understood and to have impact if you keep it
reasonably short.

Avoid interrupting others to make your contribution and do not let
others interrupt you

In some discussions it is difficult to make your contribution. Once speaking
there is a temptation to make several points for fear of not getting in again!
This creates a vicious circle. Avoid it.

Keep your non-verbal behaviour assertive

Both the volume and tone of voice are important here. Speak too quietly and
you will lose impact and be open to interruptions.

Use eye contact to catch the Chairpersons eye to get your contribution in,
then distribute your eye contact amongst members. Direct it to members for
whom it is most relevant. This enables you to judge how your contribution is
being received.

Timing your contribution

If you want to influence a discussion it is not just what you say that counts
but also when you say it. Raise points at the relevant time for maximum
impact. Dont wait until the last minute before airing an opposing view if
others are on the verge of making a decision they will be irritated if you
suddenly come up with opposition.

Getting a reaction to your contribution

If you follow the first two suggestions you stand a good chance of getting a
reaction. If, however, no one reacts - then ask the group or an individual for
a reaction.


9
Changing your mind

This is a valid thing to do. Especially in light of new information or better
ideas. Be honest and open about it not apologetic.

Not falling in with an apparent majority

You have a responsibility to make your doubts and disagreements known. It
is important not to let the discussion be dominated by others whose point of
view may be less valid than your own.

Falling in with the majority

If, however, after exploring all the options you find yourself holding a
minority viewpoint and time is pressing it can be assertive to fall in with
the majority rather than prevent the meeting from progressing.

Deciding which issues to make a stand on

If in a discussion you find yourself out of line with the majority view being
expressed, there will be many issues on which you could take a stand. If
you do this on every issue it will become counter-productive and you will be
labelled awkward and negative. Make sure you know what you are talking
about if you decide to make an individual stand on an issue and remember
that there may be a time limit within which a decision has to be made.
Sometimes agreement has to be reached in order to meet a deadline!


WHAT SELECTION CRITERIA ARE USED AT ASSESSMENT
CENTRES?

Each employer will draw up their own list of areas of competence to select against.
Here are a couple of examples. (See the company brochure or website for the
company which you are applying to check on what they are looking for.)

EXAMPLE ONE

1. Adaptability:

Responds to various environments, people, tasks and responsibilities while
maintaining consistent level of effectiveness.

2. Judgement:

Makes decisions which are logical, rational and free from undue risk. Is
reflective rather than impulsive.


10
3. Energy:

Maintains a high level of alertness and activity.

4. Entrepreneurial Awareness:

Perceives opportunities for a new product or business to be created or for an
existing business to expand in a new direction.

5. Environmental Awareness:

In making decision, takes into account external factors which may create
problems or provide opportunities for the organisation. (For example, industrial
relations, economic conditions or public sentiment).

6. Impact:

Presents a positive first impression, and then sustains others attention and
respect. Is able to quickly build rapport with others.

7. Initiative:

Sees what needs to be done and takes action. Seizes opportunities and
actively influences events.

8. Intellectual Capacity:

Able to assimilate information quickly and to benefit from the training the
organisation will provide.

9. Oral Communication:

Communicates effectively in both individual and group situations.

10. Written Communication:

Clearly expresses facts and ideas in written form. Uses correct grammar and
effective layout with appropriate tone and level of language.


11
EXAMPLE TWO

The following final marking grid used at another Assessment Centre illustrates how
different elements are accorded different weightings. The divide by figure
underneath the total score shows the relative weightings of individual tasks.

See further examples in Appendix 1.

COMPETENCES FIRST
ROUND
INTERVIEW
GROUP
EXERCISE
INDIVIDUAL EXERCISES INTERVIEW COMPETENCY
AVERAGE
STOCKWOOD SHIPTON
INFORMATION
GATHERING

PROBLEMSOLVI
NG

DECISIVENESS
LEADERSHIP
TEAMSKILLS
PERSONAL
IMPACT

GIVING
INFORMATION

MOTIVATION
BREADTH OF
EXPERIENCE

COMMITMENT
TO A CAREER

TOTAL SCORE
DIVIDE BY 5 8 5 5 7 25
EXERCISE
AVERAGE

ASSESSOR

12
APPENDIX 1 - ADDITIONAL INFORMATION


GRADUATE ASSESSMENT FORM

Name: University: Interviewer Initials:

Key: 1. Exceptional 2. Good 3. Satisfactory 4. Unacceptable 5. Not Applicable/ No evidence

INFLUENTIAL LEADERSHIP 1 2 3 4 5 Evidence
Personal dynamism, impact and presence
Ability to persuade and influence
Ability to communicate effectively : verbal
: written
Able to delegate or direct
RELATIONSHIPS Evidence
Able to work well within teams : sport
: other
Interpersonal style: sensitivity/listening skills
Appreciation of verbal/non-verbal messages
Gregarious
Ability to building relationships/partnerships
PROBLEM ANALYSIS Evidence
Ability to analyse hard and soft data
Ability to think tactically / strategically
Ability to synthesise, simplify and interpret
data

Ability to think laterally
STRUCTURE Evidence
Able to plan, prioritise and monitor progress
Practical time management skills
Ability to organise others and follow-through
Attention to detail
IMAGINATION Evidence
Innovative approach to problem-solving
Ability to develop / adapt to new ideas
Relishes change and variety
DRIVE Evidence
Determination, persistence and tenacity
Not easily deflected from end-goal
Makes things happen Can-do attitude
Opportunistic
RESILIENCE / MATURITY Evidence
Physical and mental stamina, stress
tolerance

Ability to work under pressure, resilience
Copes with setbacks, learns from
experience

Realistic about personal strengths, humility

13
FURTHER INFORMATION

In the Careers Service

Going for Interviews An AGCAS Booklet containing a section on Assessment
Centres - free from the Careers Service Library.

Improve Your Numeracy - A booklet costing approx 1.25 from the Careers Service
Library.

Aptitude Tests and Successful Applications & Interviews Two Reference files
available in the Careers Service Library.

Assessment Centre Workshops - Half day workshops run by the Careers Service
at various times of year at which you practise the activities outlined in this booklet.

Making an Impact : The Graduate Job Interview DVD Shows real students and
graduates being interviewed by actual recruiters.

The Assessment Centre Video 20-minute video made by AGCAS showing what
you can expect, and what the assessors are looking for.

Why Ask Me That? 20-minute video made by AGCAS showing a typical interview
situation.

On-line Psychometric and Other Tests Links to on-line practice tests from
Cardiff University Careers Service ww.cardiff.ac.uk/carsv/forstudgrad/index/html

Civil Service - www.faststream.gov.uk./index.asp?txtNavID=97 - Guide to Civil
Service Fast Stream application process including example of an E-tray exercise.


PSYCHOMETRIC TEST PRACTICE

Psychometric (or aptitude) tests are an increasingly common part of the recruitment
process. Many students report that they find them difficult, and express concern
about their under-performance.

It is widely believed that practice of this type of test improves general performance
and this can go along way to boosting confidence levels. With this in mind, the
Careers Service is currently able to offer free, on-line practice examples of verbal
and numerical tests.

You can register to take the PSL/Kenexa Managerial and Graduate Practice Test
by e-mailing careers@cardiff.ac.uk putting Aptitude Tests in the subject header
and letting us know your surname, your first name and your gender. You will need to
use your Cardiff University e-mail address. In a short time, you will be e-mailed back
details of how to access the Universitys testing account.

Full feedback will be sent to you, direct from the test provider.

14
Any concerns that you have regarding feedback you receive can be discussed, in
confidence, with a Career Consultant via the Quick Enquiry Desk.

The Careers Service holds an extensive range of reference titles, encompassing the
majority of aspects of the testing process.

Other Useful Psychometric Test Websites

www.psychtesting.org.uk/ - British Psychological Societys psychological Testing
Centre for all matters relating to psychological testing.

www.shldirect.com/ - SHL Director practice tests with feedback.

www.opp.com/ - OPP information about ABLE (Aptitude for Business Learning
Exercises).

www.aptitudeonline.com/ - AptitudeOnline.com over 500 practice questions and
answers for a moderate fee.


BOOKS ON PSYCHOMETRIC TESTS
(Available in the Careers Service Library)

How to Pass Graduate Psychometric Tests (2
nd
Edition)
Mike Bryon Pub Kogan Page

How to Pass Selection Tests
Mike Bryon and Sanjay Modha Pub Kogan Page

How to Succeed in Psychometric Tests
David Cohen Pub Sheldon Press

How to Pass Civil Service Qualifying Tests
Mike Bryon Pub Kogan Page

How to Pass Verbal Reasoning Tests (2
nd
Edition)
Harry Tolley and Ken Thomas Pub Kogan Page

How to Pass Numeracy Tests (2
nd
Edition)
Harry Tolley and Ken Thomas Pub Kogan Page

How to Master Psychometric Tests (2
nd
Edition)
Mark Parkinson Pub Kogan Page

Successful Presentation Skills
Andrew Bradbury Pub Kogan Page

How to Succeed at an Assessment Centre
Harry Tolley and Robert Wood Pub Kogan Page

15
How to Pass Professional Level Psychometric Tests
Sam Al-J ajjoka Pub Kogan Page

Test Yourself!
J im Barrett Pub Kogan Page

How to Pass the Police Initial Recruitment Test
Ken Thomas, Catherine Tolley and Harry Tolley Pub Kogan Page
Check website

Advanced Verbal Reasoning Test
Mike Bryon Pub Kogan Page








Fcl R:\General\literature\Assessment Centre booklet updated by HMc J une 09.doc





FURTHER HELP

If you have found this booklet useful, you may want to pick up or download our other
booklets, from:

www.cardiff.ac.uk/carsv

The Careers Service also runs a series of workshops in conjunction with these
booklets. You can find out more about these on our website.

We offer Career Management Skills (CMS) Workshops in many Departments. To
find out if your Department hosts these sessions, contact your Department or School
Office.



THIS BOOKLET IS AVAILABLE IN WELSH AND ON CD
on request at the Careers Library









The Careers Service aims to offer a fair and equal service to all its clients, regardless of their sex,
ethnic origin, age, sexuality, religion or disability. We are able to offer additional support to students
who may benefit from extra help. Please contact us for further details.



DISCLAIMER

The information and advice provided by the Careers Service is given in good faith and all reasonable
efforts have been made to ensure accuracy. Neither Cardiff University nor the individual members of
staff shall be liable to any person in contract, tort, statute or otherwise for any loss, distress or
damage of any kind howsoever caused (except for death or personal injury caused by the negligence
of Cardiff University or the individual members of staff). All information and advice is provided only on
the basis of this disclaimer.




5 Corbett Road, Cardiff CF10 3EB
Tel: (029) 2087 4828 Fax: (029) 2087 4229
e-mail: careers@cardiff.ac.uk web: www.cardiff.ac.uk/carsv/




What is the Careers Service?
The Careers Service is part of the Universitys Registry, Governance & Students
Directorate. The Service is designed to provide you with the professional careers-
related support you need during your studies and beyond.
.

The Careers Service is free for you to use and is open weekdays from 9am - 5pm
throughout the year. Whether you are just beginning to think about your future, have
made some plans or simply havent a clue what you want to do there is an array of help
available to you so please make use of it. Start today by reading this booklet and
utilising the events and services on offer.
Where is the Careers Service?
5 Corbett Road, Cathays Park, Cardiff

J ust down from Barclays Bank, Law and Music Buildings
and next door to Aberdare Hall.
Minutes from the Students Union.
A short walk from most Academic Schools.
Well worth a visit!

We also have our Centre for Work Experience and GO
Wales situated at 56 Park Place, Cardiff, as well as services
at the Student Support Centre, Cardigan House, Heath Park
Campus. Please see the Web for further details:
www.cardiff.ac.uk/carsv
Careers
Service
City Hall
Barclays Bank
Main
Building
Glamorgan
Building
Students
Union
56 Park Place