ASSESSMENT CENTRE

Sl No. 1 2 3 4 5
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Name Of Student Amrita Pratap Hitaishi Gupta Kanika Girdhar Sunny Behl Shirshendu Pandey
Avtar Singh

Roll No. 043009 043026 043029 191179 191113

191020

WHAT IS AN ASSESSMENT CENTRE?

It is a technique which is used for measuring certain dimensions of a persons competency. The technique consists of a mix of separate techniques for measuring psychological dimensions such as traits, qualities or competencies of people. The technique consists of a group of people undergoing a series of work related exercises and simulations along with some standard psychometric instruments. Their behaviour while undergoing the exercises and simulations is observed by a set of trained and experienced observers who record their observations and integrate these to arrive at a measurement of the competency of each of the participants.
Assessment centres are well-integrated sets of tests, exercises, simulations and instruments which are designed to cover all aspects of a group of dimensions (personality qualities or competencies) so as to provide as valid a picture of the participant as possible

WHO USES SUCH TECHNIQUES

40% of employers use ability tests* 34% of employers use assessment centres * 75% of FTSE use assessment/testing
*CIPD Recruitment and Retention Survey 2005

ASSESSMENT CENTRE APPROACH

Assess competencies determined by job analysis Uses multiple assessment techniques Uses multiple trained assessors Assessors pool information to arrive at a consensus decision

PREDICTIVE ACCURACY OF DIFFERENT SELECTION METHODS

1.0

0.8 Assessment centres Work samples Ability tests

0.6

0.4 0.3 (threshold)

0.2

Unstructured interviews Graphology 0.0

COMPETENCY MATRIX

Competency/ Exercise Communication Customer Focus Problem Solving Team-working Leadership Developing Others

Interview

Role-play

Written Exercise

Group Exercise

WHAT IS NOT AN ASSESSMENT CENTRE?

Any set of Psychometric tests or instruments used together do not constitute and qualify as an assessment centre. Assessment Centres are not :
Multiple- interview processes. Psychometric test batteries (paperpencil tests). Individual assessments of all sorts. Work Sample Tests. Multiple assessment techniques without integration of the data. A building labeled Assessment Centre.

It must measure multiple factors (qualities or competencies). It must use multiple techniques. It must have multiple observers or assessors.

Types of Assessment Centres

Evaluative: Measuring competency levels of an organization. Used to identify the strong contenders for key positions. i.e. Succession planning, Potential Appraisal Developmental: Finding areas of individual development and providing feedback that would enable developmental plan. Monitoring developmental plan. Diagnostic: Finding roots of un competitive behavior of organizations. Linking competitiveness to competencies of managers and rolling out a plan to enhance them.

Pre-requisites Before Initiating An Assessment Centre ?

1. Clear and Stated Objectives. 2. Total Commitment on the part of the top management. 3. Open Channels of Communication in the organisation. 4. Employee trust and faith in the organisation. 5. Management clarity about the objectives of the programme.

Decision to set up an assessment centre

Identification of Competencies

Data Collection

Assessors Training

Exercise validation pilot assessment centre

Exercise and Assessment Centre Design

Design Assessment / Development Centres

Review of Design

Follow-up Action Plan

Review Followup Action Plan

Commonly Occurring Competencies in Organisations

INTELLECTUAL - Comprehension - Analytical Ability - Innovation - Decision Making - Planning & Organising - Strategic Perspective INTERPERSONAL - Communication - Adaptability - Ability to Influence Others DYNAMIC - Initiative - Drive - Resilience - Stress Resistance - Result Orientation

BUSSINESS RELATED - Business Understanding - Customer Focus

Essential Elements of an Assessment Centre:

Assessment centres must meet the following given criteria: 1. Job Analysis To understand job challenges and the competencies required for successful execution of the job. 2. Predefine competencies - Modeling the competencies, which will be tested during the process. 3. Behavioral classification - Behaviors displayed by participants must be classified into meaningful and relevant categories such as dimensions, attributes, characteristics, aptitudes, qualities, skills, abilities, competencies, and knowledge. 4. Assessment techniques These include a number of exercises to test the assessees of their potentials. Each competency is tested through atleast 2 exercises for gathering adequate evidence for the presence of particular competence.

Simulations The exercises should simulate the job responsibilities as closely as possible to eliminate potential errors in selection. 6. Observations Accurate and unbiased observation is the most critical aspect of an AC. 7. Observers Multiple observers are used to eliminate subjectivity and biases from the process. They are given thorough training in the process prior to participating in the AC. 8. Recording Behavior A systematic procedure of recording must be used by the assessors for future reference. The recording could be in the form of hand written note, behavioral checklist, audio-video recording etc. 9. Reports Each observer must make a detailed report of his observation before going for the discussion of integration of scores. 10. Data Integration The pooling of information from different assessors is done through statistical techniques

Stages in Assessment Centre

Excercises in Assessment Centre

Assessors Training
Assessor Attributes Desire to be an assessor. Knowledge of target organisation and job.

An average or better manager in terms of normal managerial criteria. General high level of maturity. Interest in people A perspective observer who listens well. Ability to learn. Systematic and well organised.

Assessors Training
Assessor Attributes Articulate in group and individual situations able to take a position and defend it verbally. Independence the ability to take a position in opposition to others.

Generally free from biases. High personal work standards. Adaptability willingness to change position when appropriate and when the weight of evidence is such that a change should come about. Energy to work long days at a good speed. Has a track record of counseling and developing staff. Is able to spare himself for the time necessary.

Assessors Training Programme

Duration : Schedule : 3-5 days. Introduction, Course & History. Techniques, Competencies, Behaviour Classification & Generation Exercises, Instruments to be used,

Observation & Recording Methods Interviewing Skills, Integration Sessions, Report Writing, Feedback & Counseling Skills, Career Counseling, Management Feedback.

Process of Assessment Centre

1. Briefing 2. Observation 3. Recording 4. Classification 5. Writing of rating sheets

6. Rating 7. Integration

Assessment Centre Report

It is the most important outcome of the Assessment Centre. The report should contain the following elements :

1. Brief Personal Profile

2. Summary of General Performance & Behaviour 3. Description of Performance by each Competency

4. General Strengths and Weaknesses

5. Developmental Advice and Action Plan 6. Organisational Actions.

Assessment Feedback
Feedback is the process where the participants are made aware of their observed behaviour in controlled circumstances and how they measure up to a set of competencies, which are relevant to the organisation. Feedback is in two parts ; The organisation receives feedback about the competency of the people therein and the participant receives feedback on his performance in the assessment centre. 1. 2. 3. 4. 5. 6. 7. Covers Strengths and Development areas. Behavioural observations and change of behaviour Explain the effectiveness of the behaviours. Examples of behaviour to be highlighted. Participant can also comment or elaborate. Alternate or corrective behaviour to be suggested. The esteem and secrecy about the participant must be maintained.

Life after the Assessment Centre

Follow-up is also very essential.

The suggested changes in the participant should be maintained and therefore the Developmental Plan is necessary.
A developmental plan for the participant consists of :

Competency-based Workshops Job Rotation or Enrichment Project-based learning E-learning programmes Open university programmes Counseling for problem areas.

AREAS TO PROBE

Specific examples of when they have proactively and positively built relationships with others What tactics and techniques do they use to win people round? How do they ensure they take people with them? Specific examples of when they used a softer approach to reach their end objective What teams are they members of and what do they believe they contribute? What impact do they believe they have on those around them?

WHY COMPANIES USE ASSESSMENT

Can be cost effective and time efficient Provides a realistic job preview for candidates Involve line managers in decisions Positive candidate experience good PR exercise Strategic value Good predictive validity

GLOBAL PRACTICES

KPMG operates a one-day assessment centre as part of its graduate recruitment process. Candidate assessments include an in-tray exercise where candidates prioritize a large number of documents, a group exercise, a presentation, and a partner interview. Rolls-Royces graduate assessment centres use interviews, psychometric tests, a case study, and offer an opportunity to speak to current graduate trainees at the company. The company also tests applicants technical knowledge either at the assessment centre or in a final interview. Unilever operates a two-tiered graduate assessment centre recruitment process where candidates partake in the following tests and exercises: ) Case study interview b) Competency based interview c) Group discussion/exercise d) Work simulation/in-tray exercise

GLOBAL PRACTICES

BP invites graduate candidates to a 24-hour assessment programme held over two days. The programme consists of the following tests and exercises: a) Group exercises b) Informal discussions c) Interviews 6. U.S. aerospace and defense company Boeing operates a Pre-Management Assessment Process (PMAP) ,as a structured process for managerial candidate selection at twelve assessment centres across the U.S. Boeing uses four methods to measure candidates against the following competencies: a) Multi-tasking exercise-Interpretational skills, oral communication, planning and time management, positive work orientation, problem solving, teamwork b) Role-playing exercise-Interpretational skills, oral communication, positive work orientation, problem solving, teamwork c) Structured interview-Basic abilities, planning and time management, problem solving d) Written exercise-Basic abilities, planning and time management

GLOBAL PRACTICES

SmithKline Beecham Consumer Healthcare used assessment centres to determine the person-position match. They used structured interviews, case study, scenario discussion and portfolio presentation as a part of the process.

Thank You