Assessiwent Centre < ba | Probiem in aban: Stapf, 11 a Who should be Promoted? , A Collaboration between: ; MIHRM Malaysia Institute of Human Resource Management 12 Upper Grd Flr, Bangunan Khas, Lorong 8/1E, off Jalan Barat 46050 P.Jaya, Selangor, hem Yale Consultancy Sdn. Bhd.aA «>» CONTENTS ay 1. Introduction 2. Tests 3. Activities 4. Target 5. Needs Fulfilment 1 6. Skill evaluation. 1 7. Evaluation Stage K \ 7 7" 1 ‘i 8. Conclusion 1 e Disclaimer i ‘This document is intended for your general information only. It does not contain exhaustive advice or information relating to the subject matter nor should ir be used as # substitute for legal advice.| INTRODUCTION In business, reeruiting the right people can mean the difference between suecess and failure. Most organisations spend thousands of ringgit filling a position, yet the results vary widely. A properly designed assessment centres can help to achieve outstanding returns from investment in recruitment - delivering effective and motivated people to solve the problem an organization has. Assessment centres are widely recognised as a powerful means of assessing candidates in competencies vital to organisational success. It can form part of a reliable and objective route for allowing you to assess whether the candidate can demonstrate skills and experience. It can also provide an accurate profile of an individual's skills, abilities and style of working. Specifically, an assessment center can perform three functions: Selection/Promotion, Diagnosis and Development. An assessment center can consists of a standardized evaluation of behavior based on multiple imputs through multiple trained observers and techniques. These judgments about behaviors can be made from specifically developed assessment simulations. These judgments are then assessed in an assessors meeting by a statistical integration process. MIHRM ASSESSMENT CENTRE © @®