ASSESSMENT CENTRES

to measure the competencies, skills, characteristics of a person

to evaluate their capability to carry out a specific function within the organisation and against a pre-determined standard

In detail
also called as Management Progress Study,

to investigate changes in personal characteristics using variety of different techniques to select a potential managers. Consists of a standardized evaluation of behaviour based on multiple inputs
Using this variety of techniques a company can observe and objectively rate a promising candidate into senior manager potential.

History of AC
German and Japanese military during the II World War. To train the untrained spies. Germans used observation techniques to identify the skills and potential under pressure situation. Introducing to industry was by American telephones and telegram (AT&T)

Assessment Centre Design

Assessors - Industry experts - Trained behavioural sciences facilitators - Other HR experts Assesses - Senior Management Executives

Assessment Multiple assessors Multiple assessment methods Competency based assessment strategically aligned to requirements - Objective, consensual assessment and evaluation - Feedback communication with supporting rationale - Created and administered under test conditions -

Process of AC
Involves identification of job Selection and design of the instrument of measurement Observation The report including evaluation and feedback Core management capabilities

Characteristics of AC
Candidates participate for days Used for promotion, transfer or training evaluation Participants are assessed by work samples or interviews Assessee is evaluated in groups Performance is evaluated in exercises Assessors are managers, psychologists or peers Participants are usually assessed for higher level jobs/responsibilities Evaluation of participants occurs at the end of AC (rating on several dimensions of managerial jobs) Based on these evaluations, summary report is prepared and sent for personnel action.

Assessment centre Objective To evaluate capability for a specific function To evaluate against standard Typical methods In-basket exercise Group and team discussion Case study Presentations Paper pencil test Aptitude test Psychometric tests Role-plays Interviews Typical output Competency gaps Methodology Run like a selection process Evaluation emphasized Highly rigorous method

Development centre Objective To identify training needs To identify the potential to be nurtured Typical methods Case study Psychometric tests Group discussion Typical output Individual development plans Methodology Runs like a training programme Evaluation underplayed Flexible methodology

Tools and Techniques

In-basket Group discussion Interview simulation Presentation and report writing Management problems Qualification screens Structured interviews Job simulations Knowledge and Skill test Talent measures Culture fit and value inventories
Cont

Background investigations Integrity tests Physical ability tests Fact-finding and Analysis exercise Business Games Role play

Role of Assessor
Understand the purpose/ conduct as planned Assess the candidate on the competencies identified for each tool Observe the candidate as an individual and in a group Provide a summary (SWPAI) for each candidate interviewed

Role of Assessee
Participate actively in exercise Follow and maintain the ground rules of the Assessment Centre Ensure completion of activities Stick to schedule time bound

Role of facilitator
Maintain seriousness of the process Manage time efficiently Ensure efficient group and assessor rotation Ensure adherence to rules Collate and tabulate scores Make sure that groups are available for every activity Distribute and collate all requisite handouts

Role of senior management

Pre work on competency dictionary Be present at the inauguration to provide context Participate in all out-of-centre activities

Proficiency levels
Zero = No One = Novice/Limited basis Two = Development Three = Proficient Four = Mastery Five = Expert

Competency level and stages of growth

LEVEL STAGES

1-awareness and acquisition 2-application 3-reflections on actions & outcomes 4-Individual and collective transformation 5-Asking for more learning

Develop an idea, concept, insight Investigate the idea, collect data Figure, analyze & decide Plan for action Act upon the idea plan Transfer the learning to others

Assessment centre schedule

Decision making Conflict management Presentation Report writing Self assessment

Role-plays and psychometric instruments

Strategic thinking Communication effectiveness Group behaviour Leadership

Strategic mindset

Individual Competency maps Leadership and influence

Managerial skills

Dialogue and communication

Creativity

Group workings

Personal & interpersonal skills

Rating

benchmark

Self-assessment

Assessment results must provide meaningful information

Can the data be used to improve performance Are they factually gathered and interpreted Is there a plan of development action scheduled here in after? Do the measures reflect priorities?