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Multiple Assessment

Portfolio (MAP)
“The business simulation
exercise was designed to help
differentiate between high
performers and high potential
employees to ensure full sight
of all our top talent, current
and future.”
Cath Bailey, HR Director European
Organisation Effectiveness, Kellogg’s
Table of Contents

Introduction 4

Training Courses 5

Assessment Exercises

Exercise Types 6
Exercise Levels 7
Overview of Exercises 8
Exercise/Competency Matrix 10

Analysis Exercises 16

In-tray Exercises 20

Coaching Exercises 22

Fact Find Exercises 24

Negotiation Exercises 25

Group Exercises 27

Universal Competency Framework Definitions 30

Index 32

Why Use CEB Talent Assessment Services? 34

3
Introduction

Our Multiple Assessment Portfolio contains a range of well-proven “Identifying the right
assessment exercises to help assess people’s performance for both selection
and development purposes.
talent is our primary
aim in adopting this
The exercises are set in a variety of business contexts and at all levels,
ranging from administrative to executive. They have been researched, assessment strategy.”
developed and tested by experienced assessment practitioners. Vanessa Flynn, Head of Global
Each exercise comes in a pack which contains everything needed to use the Talent Acquisition, Hertz
exercise, including detailed instructions for participants and guidance on
assessment.

The Assessor Rating Form for each exercise are written around criteria taken
from CEB’s SHL Universal Competency Framework (UCF). The guidelines can
be adapted for use with other competency frameworks.

If you would like to order an exercise or would like further information,


please call us on 0330 100 3435.

CEB Talent Assessment Services Consulting


Our consulting team can deliver a fully outsourced assessment centre service
or provide ad-hoc support where organisations need it.

Our experienced psychologists and HR professionals are able to offer a high


degree of expertise to support organisations to deliver their assessment
solutions. We have a global network of professional consultants, so have the
flexibility to meet your assessment needs consistently wherever you are.

Working closely with your organisation, our team can design and deliver a
complete assessment centre service.

We can also provide the following ad-hoc assessment centre services in any
combinations:

§§ Design and delivery of assessment centres, materials and process, including


a competency framework, assessment matrix, timetables, rating criteria,
bespoke assessment exercises
§§ Bespoke assessor training to up skill assessors in objective assessment
techniques, specifically designed to your centre
§§ Provision of an experienced assessor team and assessment centre co-
ordinators
§§ Chairing the wash-up and integration centre
§§ Macro analysis on key themes and trends from your assessment centre(s)
§§ Provision of verbal and written feedback to candidates, incorporating
psychometric and behavioural data
§§ Ongoing feedback, coaching and development planning

4
Training Courses

In order to access our portfolio of exercises its important that you have
been trained, or acquired experience in assessing, design and delivery
of assessment or development centres. The following two courses are
specifically designed to help you run best practice centres and feel confident
in using our Multiple Assessment Portfolio.

Assessor Training, 1 day


Assessment and development centres are only as good as the evidence
gathered. This course provides practical and comprehensive training in
assessment of a range of simulation exercises – including role plays, group
exercises, analysis presentations and in-tray exercises.

A one day highly practical course suitable for HR professionals and


line managers who are to act as assessors/observers at assessment or
development centres.

Assessment & Development Centre Design, 2 days


This course is designed for those who wish to become self-sufficient in
the design and implementation of assessment and development centres.
Delivered by experienced consultants, this hands-on programme provides a
comprehensive overview of the key issues involved in managing the design
and implementation of assessment and development centres.

This course will help you:

§§ Design an assessment or a development centre


§§ Understand how to overcome the challenges associated with design
§§ Understand the key issues in designing exercises for an assessment centre
§§ Implement a centre for selection, assessment or development
§§ Appreciate the importance of issues around fair selection and diversity in
the context of assessment and development centres
§§ Consider medium term implications of the value and outcomes of a centre
§§ Action plan your own development for designing and implementing
assessment or development centres back in your organisation

5
Exercise Types

The exercises reflect the variety of situations that people find themselves in at work, such as working individually
(analysing information, dealing with paperwork), one-to-one (interacting with colleagues, subordinates or customers)
or in larger groups (working with others in a team). The exercise bank contains the following types of exercise:

Analysis – This type of exercise requires participants to Internal Negotiation – Similar to the exercise
analyse a large amount of information (often numerical described above except that the participant meets with
as well as textual) usually written in the form of a case a colleague in his/her organisation and negotiates an
study about an organisation. The participant has to come agreement with them. This simulates situations where
up with a series of actions or recommendations, which managers may need to influence colleagues but have no
can be delivered either as a written report or direct authority over them.
oral presentation.
Fact Find – A short brief is given to the participant
In-tray – As the name suggests this type of exercise is together with information about a decision he/she needs
intended to simulate the contents of a typical in-tray. to make. To enable him/her to do this, the participant
Participants are presented with a variety of items in the has time to question a resource person (played by a
form of letters, e-mails, memos, reports etc. Each of the role player) to gather information about the decision
items has differing degrees of urgency and several will that needs to be made. Once the decision is made, the
be linked. The participant is required to make decisions resource person challenges the participant to test the
on what action to take on each of the items. This may robustness of the decision.
involve him/her writing responses, communicating
decisions or delegating items. It is an excellent Group – Here are two types of group exercise. Each is
exercise for looking at skills in planning and written designed to assess people’s performance in a group or
communication. team based setting and involves up to eight people.

Coaching – This simulates a situation where the Unassigned Role – Each person is given an identical
participant has to meet with another member of role brief and required to work with the others in the
staff (played by a role player) in order to achieve a group to achieve a common goal. This is sometimes
specific objective. The participant is given background referred to as a co-operative group.
information and a period of time to prepare for the
meeting. He/she is usually required to give feedback, Assigned Role – Each person is given a different role
conduct a performance review or counsel an employee. brief that only he/she has access to. This is sometimes
called a competitive group.
External Negotiation – The participant meets with a
person external to the organisation to discuss and reach
agreement on a specific issue. The participant is given
background information about the situation that has
necessitated the meeting – perhaps a complaint from a
customer or requirement to renegotiate a contract.
He/she then holds a meeting with the person (played
by a role player) and attempts to come to a satisfactory
agreement.

6
Exercise Levels

Each exercise is assigned a level, but could also be used for one level above or below. For example, if you were looking
to assess future potential you might choose to use an exercise at a higher level in order to stretch candidates.

Administrative – Suitable for a wide range of roles including


Level 1 secretarial and clerical staff, call centre staff, frontline customer
service roles

Graduate – Ideal for roles where there is no requirement for


Level 2 significant organisational experience

First line manager – Primarily for new or junior managers, or


Level 3 managers with little experience of people management

Middle manager – For experienced managers, including familiarity


Level 4 with people management

Executive – Targeted at senior managers with significant


Level 5 experience

7
Overview of Exercises

Exercises by Level

Level 1 Level 2 Level 3 Level 4 Level 5


Administrative Graduate First line manager Middle manager Executive

Analysis Goodwell Systems A&H Tissue Alvsen Hakkanda Glebel Analysis


Hexagon Alvsen Concise Analysis Alvsen Improvement Vorlinden
Project
Ransdorf Bank Analysis Legacy Analysis Wayside
ASC
Screenplex Analysis Papillon Drinks Drachen Airways
Banco Damasco
Steeds Analysis
Analysis
Click
Curaco
Look & Learn

In-tray Clockwork Events Aniko Gold Coast Rail


Smartclothing Manzi-Portland Passel In-Tray
Manzi-Westbarton
Passel Beech Valley In-Tray

Coaching Legacy Coaching Balcon Bank Glebel Coaching


Manzi-Hadden Let Us Help Teletravel
Manzi-Marleigh Passel Coaching
Passel Beech Valley Safe and Sound
Coaching

Fact Find Relocation Request Legacy Fact Find


Screenplex Fact Find

Negotiation Puzzled Customer Ransdorf Bank Negotiation Curaco – Doctor Curaco – Pharmacist Glebel Negotiation
Guardeno Industries Daydream Holidays Webster and Gill
Alvsen Stakeholder
Meeting

Group Factory Production Halbon Factory Design Banco Damasco


(Unassigned) Schedule Group
Ransdorf Bank Group Legacy Group
Screenplex Group The Launch
Steeds Group

Group Product Review Glebel Group


(Assigned)

8
“All the candidates also
felt comfortable with the
exercises. They all thought
it was very professionally
handled and actually enjoyed
the experience.”
Peter O’Riley, Global Development Manager,
P&O Nedlloyd
Exercise/Competency Matrix

Please note that the table below shows the competencies included in the assessor guidelines that are sold with each
exercise. In general we would suggest that you assess no more than 4-5 competencies in any exercise.

principles and values


initiating action

Persuading and

communicating
Presenting and
Working with
Deciding and

Relating and
Leading and

Writing and
information
supervising

Adhering to

networking

influencing

reporting
people
Level

Page Exercise name


Analysis
16 Goodwell Systems 2 • • • •
Hexagon 2 • • • • •
Ransdorf Bank Analysis 2 • • • •
Screenplex Analysis 2 • • • •
Steeds Analysis 2 • • • •
A&H Tissue 3 • • • •
17 Alvsen Concise Analysis 3 • • •
Legacy Analysis 3 • • • •
Papillon Drinks 3 • • • •
Alvsen Hakkanda 4 • • • •
Alvsen Improvement Project 4 • • • •
ASC 4 • • • •
18 Banco Damasco Analysis 4 • • •
Click 4 • • • •
Curaco 4 • • • • •
Look and Learn 4 • • • •
Drachen Airways 5 • • • • •
Glebel Analysis 5 • • • • •
19 Vorlinden 5 • • • • •
Wayside 5 • • • •
In-tray
20 Clockwork Events 1 • •
Smartclothing 1 • •
Aniko 3 • • •
Manzi-Portland 3 • • •
Manzi-Westbarton 3 • • •
Passel Beech Valley In-Tray 3 • • •
21 Gold Coast Rail 4 • • • •
Passel In-Tray 4 • • •

Level 1: Administrative – suitable for a wide range of roles including secretarial and clerical staff, call centre staff, frontline customer service roles
Level 2: Graduate – ideal for roles where there is no requirement for significant organisational experience
Level 3: First line manager – primarily for new or junior managers, or managers with little experience of people management
Level 4: Middle manager – for experienced managers, including familiarity with people management
Level 5: Executive – targeted at senior managers with significant experience

10
Applying expertise
and technology



























Analysing

Learning and
researching

Creating and

















innovating

Formulating














strategies and
concepts

Planning and









organising

Delivering results and























meeting customer
expectations

Following
instructions and
procedures

Adapting and
responding to
change

Coping with






pressures and
setbacks

Achieving personal



work goals and
objectives

Entrepreneurial and
















commercial thinking

11
Exercise/Competency Matrix

Please note that the table below shows the competencies included in the assessor guidelines that are sold with each
exercise. In general we would suggest that you assess no more than 4-5 competencies in any exercise.

principles and values


initiating action

Persuading and

communicating
Presenting and
Working with
Deciding and

Relating and
Leading and

Writing and
information
supervising

Adhering to

networking

influencing

reporting
people
Level

Page Exercise name

Coaching
22 Legacy Coaching 3 • • • • • •
Manzi-Hadden 3 • • • • • •
Manzi-Marleigh 3 • • • • • •
Passel Beech Valley Coaching 3 • • • • • •
Balcon Bank 4 • • • • • •
Let Us Help 4 • • • • • •
23 Passel Coaching 4 • • • • • •
Safe and Sound 4 • • • • • •
Glebel Coaching 5 • • • • • •
Teletravel 5 • • • • • •
Fact Find
24 Relocation Request 2 • • •
Screenplex Fact Find 2 • • •
Legacy Fact Find 3 • • •
Negotiation
25 Puzzled Customer 1 • • • •
Ransdorf Bank Negotiation 2 • • • •
Curaco – Doctor 3 • • • • •
Guardeno Industries 3 • • • •
Alvsen Stakeholder Meeting 4 • • • •
Curaco – Pharmacist 4 • • • •
26 Daydream Holidays 4 • • • •
Glebel Negotiation 5 • • • •
Webster and Gill 5 • • • •

Level 1: Administrative – suitable for a wide range of roles including secretarial and clerical staff, call centre staff, frontline customer service roles
Level 2: Graduate – ideal for roles where there is no requirement for significant organisational experience
Level 3: First line manager – primarily for new or junior managers, or managers with little experience of people management
Level 4: Middle manager – for experienced managers, including familiarity with people management
Level 5: Executive – targeted at senior managers with significant experience

12
Applying expertise
and technology







Analysing

Learning and






researching

Creating and


innovating

Formulating
strategies and
concepts

Planning and
organising

Delivering results and
















meeting customer
expectations

Following


instructions and
procedures

Adapting and



responding to
change

Coping with






















pressures and
setbacks

Achieving personal
work goals and
objectives

Entrepreneurial and




commercial thinking

13
Exercise/Competency Matrix
Please note that the table below shows the competencies included in the assessor guidelines that are sold with each
exercise. In general we would suggest that you assess no more than 4-5 competencies in any exercise.

initiating action

Persuading and

communicating
Presenting and
principles and
Working with
Deciding and

Relating and
Leading and

Adhering to

Writing and
information
supervising

networking

influencing

reporting
people

values
Level

Page Exercise name

Group (Unassigned)
27 Factory Production Schedule 1 • • • • •
Halbon 2 • • • • •
Ransdorf Bank Group 2 • • • • •
Screenplex Group 2 • • • • •
Steeds Group 2 • • • • •
Factory Design 3 • • • • •
28 Legacy Group 3 • • • • •
The Launch 3 • • • • •
Banco Damasco Group 4 • • • • •
Group (Assigned)
29 Product Review 3 • • • • •
Glebel Group 5 • • • • • •

Level 1: Administrative – suitable for a wide range of roles including secretarial and clerical staff, call centre staff, frontline customer service roles
Level 2: Graduate – ideal for roles where there is no requirement for significant organisational experience
Level 3: First line manager – primarily for new or junior managers, or managers with little experience of people management
Level 4: Middle manager – for experienced managers, including familiarity with people management
Level 5: Executive – targeted at senior managers with significant experience

14
Applying expertise
and technology


Analysing

Learning and
researching

Creating and




innovating

Formulating
strategies and
concepts

Planning and












organising

Delivering results and



meeting customer
expectations

Following

instructions and
procedures

Adapting and




responding to
change

Coping with
• pressures and
setbacks

Achieving personal
work goals and
objectives

Entrepreneurial and





commercial thinking

15
Analysis Exercises

Goodwell Systems Hexagon Ransdorf Bank Analysis


Scenario: Working for an IT consultancy, Scenario: The participant takes on the Scenario: In this exercise the participant
the participant is asked to devise a role of a business analyst working for takes the role of a management trainee
resourcing plan to ensure that the needs Hexagon, a pharmaceutical company, who is undertaking a placement in the
of each of the two new big contracts are and is asked to help a medical Sales and Service department in the
met. Options include using contractors representative prepare a mini-business bank’s flagship Customer Service Centre.
or training internal staff using quick, plan. The plan needs to include a They have been tasked with a special
but expensive, training or longer-term summary of the representative’s project investigating the recent decline
study on the job with skilled personnel. business performance, an overview in customer satisfaction performance
The options has varied cost, timescale of the current influences (internal and measures. The key issues this project is
and sustainability implications. There is external) on this business area and to tackle are the decrease in customer
additional material for the participant to recommendations to ensure that the satisfaction and the increase in customer
consider a commentary on the market representative builds business in his complaints and customer attrition.
and technology trends; information territory. In order to do this, information The participant is given information
about the customers and projected is available about the organisation, about customer service advisor issues
resourcing needs; the merits of different the products, the competition and the including call quality and call volumes,
people who could take on project team medical representative’s performance resourcing challenges and training
leadership roles; costs of contractor over the last 12 months. issues. There is also some information
and training and development options. provided about the bank’s recent roll-
The participant is required to do a out of a new system and its impact on
presentation or write a report to the service.
Operations Director.

Level 2: Graduate Level 2: Graduate Level 2: Graduate


Role: Business trainee Role: Business analyst Role: Management trainee
Exercise administration: 10 minutes Exercise administration: 10 minutes Exercise administration: 10 minutes
Analysis: 90 minutes Analysis: 75 minutes Analysis: 60 minutes
Presentation: 15 minutes Presentation: 10 minutes Presentation: 10 minutes
Questioning: 10 minutes Questioning: 10 minutes Questioning: 10 minutes

Screenplex Analysis Steeds Analysis A&H Tissue


Scenario: In this exercise the participant Scenario: In this exercise the participant Scenario: The participant works for
is asked to assume the position of a assumes the role of a graduate trainee A&H Tissue, a company manufacturing
management trainee who has been working for Steeds Ltd, a retailer selling disposable tissue products that are
asked to review the operation of one bikes and cycling accessories. As distributed throughout Canada. The
cinema in the Screenplex UK-wide part of a graduate trainee programme company supplies toilet and facial
chain. He/she is given information on the participant is undertaking a tissues for a range of large retail
the audience profile, staffing, financial placement in head office working on customers who distribute the product
position and customer feedback and the retail performance team. The as their own shop brand. He/she takes
must come up with recommendations participant has been asked to review on the role of Account Manager with
to improve performance by way of a 10 the performance of the Quorton store. responsibility for a large customer
minute presentation or written report To do this he/she has been provided accounts – Fresh Store. Their task is to
(See also Screenplex Group and Fact with information about the store. This review the performance of the client
Find exercises). includes: details about the Quorton account, make recommendations
area; cycling opportunities in the area; for how to improve it, preparing a
a description of the store and what it presentation to give to the Sales &
sells; a staffing profile; details of any Marketing Director. Specific issues
competition; customer and quality need to be covered including customer
assurance feedback and a financial dissatisfaction, reduction in orders,
summary. The participant must analyse quality issues, staffing issues affecting
this information to summarise the production, delivery issues with logistics
store’s current performance and make partner, new product ideas, pricing
recommendations for improvement. schedule and profitability challenges.

Level 2: Graduate Level 2: Graduate Level 3: First line manager


Role: Management trainee Role: Graduate trainee Role: Account manager
Exercise administration: 10 minutes Exercise administration: 10 minutes Exercise administration: 10 minutes
Analysis: 60 minutes Analysis: 60 minutes Analysis: 60 minutes
Presentation: 10 minutes Presentation: 10 minutes Presentation: 10 minutes
Questioning: 10 minutes Questioning: 10 minutes Questioning: 10 minutes

16
Alvsen Concise Analysis Legacy Analysis Papillon Drinks
Scenario: The participant takes on the Scenario: The European based legacy Scenario: The participant takes on the
role of Business Development Manager corporation owns a number of historic role of a sales and marketing consultant
working in the Regional Office of Alvsen sites which are open to the public. who has been asked to give advice to
Pharmaceuticals. In one of its operating In this exercise the participant must Papillon (a UK wine distributor). Papillon
countries, Alvsen currently markets and conduct a review of one of these is planning to set up a Wine Club to sell
sells its products using a distributor, but sites – the Estil Estate. This Estate direct to consumers. The participant is
the management team is considering has been underperforming and is asked to come up with a strategy for
setting up an affiliate office there. The proposing to introduce a new initiative marketing and promoting the Papillon
participant is asked to choose between to increase the number of visitors. The Wine Club. The information given in the
the 2 options. In addition, the participant participant must conduct a thorough brief includes information about the
should also make recommendations for review of the initiative, devise a plan for company, the wine industry, consumer
increasing Alvsen’s market share and implementation, produce an estimate of trend data, wine clubs, products, costs,
profit in the country. The brief contains income and costs for the coming year etc. The exercise is suitable for use in
background information about the country, and recommend action on a number of a variety of sales and marketing roles,
such as the political situation and the other staffing, managerial and customer or in roles where there is a strong sales
healthcare market, and specific product service issues across the Estate (See and marketing focus.
information, including sales and growth also Legacy Fact Find, Coaching and
figures. Financial information is given for Group exercises).
both options, to enable the participant to
calculate approximate profit figures using
either a distributor or an affiliate office.
This is a concise analysis, so participants
are expected to add their own business
knowledge to the information in the brief.
Level 3: First line manager Level 3: First line manager
Level 3: First line manager Role: Consultant Role: Sales and marketing consultant
Role: Business development manager Exercise administration: 10 minutes Exercise administration: 10 minutes
Exercise administration: 10 minutes Analysis: 90 minutes Analysis: 90 minutes
Analysis: 45 minutes Presentation: 10 minutes Presentation: 15 minutes
Presentation: 10 minutes Questioning: 10 minutes Questioning: 10 minutes
Questioning: 15 minutes

Alvsen Hakkanda Alvsen Improvement Project ASC


Scenario: In the exercise the participant Scenario: The participant takes on the Scenario: The participant takes on the
assumes the role of a newly recruited role of a manager working for Alvsen role of acting country manager at ASC,
Head of Human Resources working for Pharmaceuticals. The participant has a global management consultancy
Alvsen Hakkanda, an affiliate company of been seconded to head up the Clinical, that provides specialist expertise to
the Alvsen Pharmaceuticals group. There Medical & Regulatory (CMR) function the engineering sector. Information
are a number of HR issues facing the of one of Alvsen’s affiliates and is asked provided includes financial performance
affiliate and the participant is provided to review the affiliate’s performance, data, an employee opinion survey,
with some papers to review, including: in particular the performance of the regional targets, project management
an organisational structure chart; a departments in the CMR function. progress, health and safety concerns
staff engagement survey; headcount Information available for review includes and a complex client request. The
and attrition data; correspondence economic and demographic information participant must analyse the current
about a recruitment issue; sales figures about the country, as well as an overview situation and make recommendations
and details of some specific people of the healthcare system and healthcare on the strategic direction of the branch
management issues around which advice market. Internal data given includes office. He/she must also make a choice
is needed. The participant has to analyse the company’s products and sales about which of two research projects
the information given to identify the figures, plus information about the to support. The participant is required
issues and generate recommendations different functions, employees, Sales & to present his/her findings as an oral
to address them. This exercise can be Marketing and departmental budget. presentation or written report.
completed in either presentation or The participant is also asked to make
report format and is suitable for use with suggestions for how the affiliate should
HR professionals. prepare for a new product launch in 2
years’ time.

Level 4: Middle manager


Level 4: Middle manager Level 4: Middle manager
Role: Head of HR
Role: Manager Role: Country manager
Exercise administration: 10 minutes
Exercise administration: 10 minutes Exercise administration: 10 minutes
Analysis: 90 minutes
Analysis: 90 minutes Analysis: 90 minutes
Presentation: 15 minutes
Presentation: 15 minutes Presentation: 15 minutes
Questioning: 15 minutes
Questioning: 15 minutes Questioning: 10 minutes
(Report format: 120 minutes)

17
Analysis Exercises

Banco Damasco Analysis Click Curaco


Scenario: The participant takes on the Scenario: The participant takes on Scenario: The participant takes on
role of a senior manager in an European the role of a newly recruited manager the role of a newly recruited manager
banking group, that recently acquired to Click, a company which designs to Curaco Pharmaceuticals. He/she is
a retail bank in Brazil. He/she has been software to run a number of back given information about a branch office
seconded to a branch the bank has office systems. The company has been in a fictional country which he/she has
chosen to become a ‘concept branch’ successful and the directors want to been asked to manage. This includes
due to its location. The board of the capitalise on this and ensure that Click information on customers, products,
banking group has asked for a review of maintains, and hopefully increases, staff, P & L, sales and local competition.
the branch, to ensure that the initiative its growth rate. There are, however, a The participant must examine this
is a success. Information provided number of problems including strong information and come up with a plan
includes a branch P&L, product/ competition, poor communication etc. for improving the performance of the
customer information, employee issues, The participant has to review the data branch office. The plan should cover:
an internal fraud allegation, bad credit available to him/her and come up with sales, financial performance and the
issues, local demographic data and a strategy to tackle the issues and overall management of the office. The
industry trends. The participant has to grow the business. participant is required to present his/her
analyse the information available and put findings and recommendations in the
forward recommendations to improve form of a 15 minute presentation.
the branch’s performance. Options for
the concept branch are suggested, with
associated costs, and the participant
has to choose between them. (See also
Banco Damasco Group exercise).

Level 4: Senior Manager Level 4: Middle manager Level 4: Middle manager


Role: Manager Role: Manager Role: Manager
Exercise administration: 10 minutes Exercise administration: 10 minutes Exercise administration: 10 minutes
Analysis: 60 minutes Analysis: 90 minutes Analysis: 90 minutes
Presentation: 15 minutes Presentation: 10 minutes Presentation: 15 minutes
Questioning: 15 minutes Questioning: 10 minutes Questioning: 15 minutes

Look and Learn Drachen Airways Glebel Analysis


Scenario: The participant takes on Scenario: The participant takes the
Scenario: The participant takes the
the role of an interim chief executive role of the newly appointed Head of
role of the newly appointed Managing
at an educational charity called Look External Communication and PR for
Director of a Division of Glebel Foods, a
and Learn. He/she is given information Drachen Airways, a low cost airline that
fast moving consumer goods company.
about the charity’s current operation: is trying to widen its appeal and attract
Two of the product Divisions (Biscuits
fund-raising, premises, staffing, finances, a broader range of customers. He/
and Snackfoods), are performing well,
users etc. The participant must make she is provided with a large amount of
but the third is not achieving its potential.
an assessment of the strengths and information including: revenue figures,
The participant has been appointed to
weaknesses of the charity and come up market research, external articles about
improve results and take steps to grow the
with a strategy and plan to deliver to the the airline industry, a blog and social
business in that Division. He/she is asked
charity’s Trustees. Participants may be media posting about Drachen, Drachen
to review a range of papers including:
asked to do this in the form or a written call centre data, an airline consumer
income statement and forecast; sales
report or oral presentation. survey, correspondence about the current
results; customer survey results; a proposal
loyalty scheme, proposal about airline
to relocate a factory; and a leadership
lounges, details of the business class
audit. The participant is required to analyse
service proposal etc. He/she is required
the information, summarise the strengths
to analyse the information provided,
and weaknesses of the Division and put
make an assessment of the strengths and
forward strategies and actions to maximise
weaknesses of Drachen’s current external
performance. The participant should
communication, suggest a strategy to
present his/her findings in the form of an
improve external communication, and
oral presentation or written report.
provide specific suggestions for how
the business class service should be
launched.
Level 4: Middle manager Level 5: Executive Level 5: Executive
Role: Chief executive Role: Head of External Role: Company Division Managing
Exercise administration: 10 minutes Communication Director
Analysis: 90 minutes Exercise administration: 10 minutes Exercise administration: 10 minutes
Presentation: 15 minutes Analysis: 75 minutes Analysis: 75 minutes
Questioning: 15 minutes Presentation: 15 minutes Presentation: 15 minutes
Questioning: 15 minutes Questioning: 15 minutes

18
Vorlinden Wayside
Scenario: As the newly appointed Scenario: As a senior sales manager,
strategy and performance director the participant is asked to take
for Vorlinden PLC, an insurance responsibility for devising a plan to
company offering general insurance increase the utilisation and revenue
products (i.e. non-life). Vorlinden is at of the Wayside Hotel health clubs.
a crossroads and the participant has Detailed information is supplied on
been recruited to develop a strategy the current operation of the health
to take the business forward. He/she clubs, including facilities, capacity,
is provided with information including: costs, revenue generation, marketing
the annual financial statement; policy and staffing. The exercise requires
sales/ renewal data; European insurance the participant to analyse the current
spend data; board member views; staff situation, evaluate possible revenue
turnover figures; staff and customer streams and their impact on the
survey; a proposal for combining call business, and make recommendations.
centre operations and details of two To be successful, the participant also
possible acquisitions. The participant is needs to consider internal sensitivities
required to analyse the data, summarise and possible opposition.
strengths and weaknesses, put forward
a strategy and the actions to implement
it and present the findings as an oral
presentation or written report.

Level 5: Executive Level 5: Executive


Role: Director Role: Senior sales manager
Exercise administration: 10 minutes Exercise administration: 10 minutes
Analysis: 75-90 minutes Analysis: 90-120 minutes
Presentation: 15 minutes Presentation: 15 minutes
Questioning: 15 minutes Questioning: 15 minutes

19
In-Tray Exercises

Clockwork Events Smartclothing Aniko


Scenario: The participant is about to Scenario: In this exercise the Scenario: Set in the UAE, the
start work as co-ordinator at Clockwork participant takes the role of a newly participant takes the role of a newly
Events. The company organises a appointed office assistant at a large appointed sales manager to Aniko
variety of events ranging from company online clothing retailer. The participant Business Systems, a company that
product launches to large-scale has to deal with his/her predecessor’s manufactures and sells a range of
exhibitions. The participant has to deal in-tray in the short period before business machines. The participant is
with his/her predecessor’s in-tray in attending an induction course. The asked to respond to a number of items
the 75 minutes before he/she has to in-tray contains a variety of items, including: a request for unpaid leave,
attend a company briefing. The in-tray including: a diary to schedule; several some customer feedback, a request
contains a variety of items, including a online queries from customers which for career advice, a customer survey, a
press release to proof read and correct, need answering; invoices to check; business opportunity, and the launch of
a quote to finalise (this involves some website copy to proof read; a customer a new product.
simple maths), meetings to arrange, complaint and social media postings
e-mail to draft etc. to respond to. The in-tray lends itself
to assessing participants for both
administrative and customer service
type roles.

Level 1: Administrative Level 1: Administrative Level 3: First line manager


Role: Events co-ordinator Role: Office assistant Role: Sales manager
Exercise administration: 10 minutes Exercise administration: 10 minutes Exercise administration: 10 minutes
In-tray: 75 minutes In-tray: 75 minutes In-tray: 70 minutes

Manzi-Portland Manzi-Westbarton Passel Beech Valley In-Tray


Scenario: In this exercise the Scenario: In this exercise the Scenario: The participant assumes the
participant is asked to take on the role participant is asked to take on the role role of a depot manager in a parcel
of a store manager for a branch of of a store manager for a branch of delivery company. His/her task is
a high street shoe shop. He/she has a high street shoe shop. He/she has to deal with all the in-tray items left
taken over the role at short notice and taken over the role at short notice and behind by his/her predecessor in the
is asked to work through the contents is asked to work through the contents role. These include items concerning a
of his/her predecessor’s in-tray and say of his/her predecessor’s in-tray and say missing consignment, staffing problems
what action he/she would take to deal what action he/she would take to deal and performance standards. This
with each item. The issues highlighted with each item. The issues highlighted exercise can be used on a standalone
by the in-tray include sickness absence, by the in-tray include declining basis or in conjunction with the Passel
launch of a new product line, staff performance on key performance Beech Valley coaching role play exercise
morale and declining sales figures. indicators and a report from a mystery (See also the Passel in-tray which has a
shopper. This exercise also contains a higher degree of difficulty and contains
staff scheduling task. more customer issues).

Level 3: First line manager Level 3: First line manager Level 3: First line manager
Role: Store manager Role: Store manager Role: Depot manager
Exercise administration: 10 minutes Exercise administration: 10 minutes Exercise administration: 10 minutes
In-tray: 45 minutes In-tray: 45 minutes In-tray: 90 minutes

20
Gold Coast Rail Passel In-Tray
Scenario: The participant works for a Scenario: The participant assumes the
rail service operator in Australia. Gold role of a regional manager in a parcel
Coast Rail delivers rail services on a delivery company, with responsibility
network stretching from Canberra for three depots. His/her task is to
in the South of Australia to Cairns deal with all the in-tray items left
in the North. He/she takes on the behind by his/her predecessor in the
role of Operations Manager and role. These include items concerning
has responsibility for the Sydney to staffing, customers and performance
Brisbane network. Their task is to standards. This exercise can be used
deputise for the Operations Director, on a standalone basis or in conjunction
analyse the information provided to with the Passel coaching role play
identify the key issues, make decisions, exercise (See also the Passel Beech
take action and prepare for a board Valley in-tray which is less demanding
meeting. A number of specific issues and focuses on the day-to-day
need to be covered including safety management of a single depot).
challenges, cost benefit analysis, poor
customer service, customer complaint,
poor employee engagement and
poor employee behaviour, resourcing
shortages, training needs, budgeting
challenges and impacts to rail fares.

Level 4: Middle Manager Level 4: Middle manager


Role: Operations Manager Role: Regional manager
Exercise administration: 10 minutes Exercise administration: 10 minutes
In-tray: 90 minutes In-tray: 100 minutes

21
Coaching Exercises

Legacy Coaching Manzi-Hadden Manzi-Marleigh


Scenario: Acting as the manager of Scenario: In this exercise the Scenario: In this exercise the
Burgen Castle, one of a number of participant is asked to take on the participant is asked to take on the role
historic sites owned by the legacy role of a store manager for a branch of a store manager for a branch of a
corporation, the participant is required of a high street shoe shop. He/she is high street shoe shop. He/she is asked
to hold a meeting with the assistant asked to meet with a sales consultant to meet with a sales consultant who
head gardener. He/she has recently who has exhibited some problems. he/she has some concerns about.
been turned down for the role of head Specifically: absenteeism, poor Issues include lack of attention
gardener and is having problems customer service and relationship to detail, not following company
relating to the newly appointed issues with another member of staff. procedures and not optimising sales
incumbent. In addition to the obvious The participant is asked to give performance. The participant is asked
disappointment and loss of motivation the sales consultant feedback and to give the sales consultant feedback
he/she is also being resistant to any motivate him/her to improve his/her and motivate him/her to improve
change initiatives that are currently performance. his/her performance.
being introduced by the company.
The participant needs to discuss the
assistant head gardener’s recent
performance with him/her and agree
a plan for improvement (see also
Legacy Analysis, Fact Find and Group
exercises).

Level 3: First line manager Level 3: First line manager Level 3: First line manager
Role: Manager Role: Store manager Role: Store manager
Exercise administration: 10 minutes Exercise administration: 10 minutes Exercise administration: 10 minutes
Role play preparation period: Role play preparation period: Role play preparation period:
30 minutes 30 minutes 30 minutes
Role play: 30 minutes Role play: 20 minutes Role play: 20 minutes

Passel Beech Valley Balcon Bank Let Us Help


Coaching Scenario: The participant assumes the Scenario: In this exercise the
Scenario: The participant assumes the role of Head of Corporate Banking for participant takes the part of a business
role of a depot manager in a parcel Balcon Bank. His/her task is to hold a manager working for an IT company
delivery company. He/she is asked to discussion with one of his/her direct called Let Us Help (LUH). He/she
hold a review meeting with a night shift reports, Jamie Stevenson, the Head of meets with a colleague, Jo, who is a
manager. Issues that require discussion Management Buy Outs, about his/her sales manager in the same company
include managing crisis situations, performance. The participant is given and is responsible for selling LUH’s
achieving targets, customer focus and information about Jamie’s performance services in a particular region. The
security. This exercise can be used on a which includes the results of a recent participant is not Jo’s boss but has
standalone basis or in conjunction with 360 degree feedback exercise; overall responsibility for the sales
the Passel Beech Valley in-tray exercise. customer feedback; a member of the success of one of the services Jo is
team’s exit interview report; some selling. The participant must coach Jo
information about the Bank’s strategic to enable him/her to improve his/her
priorities and a potential new revenue sales performance.
opportunity. He/she must then prepare
to hold a 30 minute meeting with
Jamie.

Level 3: First line manager Level 4: Middle manager Level 4: Middle manager
Role: Depot manager Role: Business manager Role: Business manager
Exercise administration: 10 minutes Exercise administration: 10 minutes Exercise administration: 10 minutes
Role play preparation period: Role play preparation period: Role play preparation period:
30 minutes 30 minutes 30 minutes
Role play: 30 minutes Role play: 30 minutes Role play: 30 minutes

22
Passel Coaching Safe and Sound Glebel Coaching
Scenario: The participant assumes the Scenario: The participant takes on the Scenario: In this exercise the participant
role of a regional manager in a parcel role of a manager in a large organisation takes on the role of Managing Director
delivery company, with responsibility who has been given responsibility for the Biscuit Division of Glebel
for three depots. He/she is asked to for implementing and running a Food, a fast moving consumer goods
hold a meeting with one of his/her staff briefing system to improve company. He/she is required to meet
employees, an account manager, to communication. One of the divisional with the recently appointed Marketing
discuss a particular customer issue communication representatives, Kit Director to review his/her performance
which has arisen and to review his/her Hudson, seems to be having some over the past 6 months. The exercise
performance. This exercise can be used problems with introducing the system in calls for the participant to assess the
on a standalone basis or in conjunction his area and the participant is concerned Director’s performance against a set
with the Passel in-tray exercise. about Kit’s lack of commitment. The of agreed objectives and to guide him/
participant’s task is to meet with Kit, her to improve his/her performance in
discuss any issues that have arisen from a number of key areas, e.g. adjustment
the introduction of the briefing system of management style to suit new
and to coach and support Kit to ensure team environment, delivery of short
that the briefing system is brought back term objectives versus the longer
on track. In this role play the participant term and the management of external
is not the direct line manager of relationships.
the participant and so has no direct
authority over him/her.

Level 5: Executive
Level 4: Middle manager Level 4: Middle manager Role: Company division managing
Role: Regional manager Role: Manager director
Exercise administration: 10 minutes Exercise administration: 10 minutes Exercise administration: 10 minutes
Role play preparation period: Role play preparation period: Role play preparation period:
30 minutes 30 minutes 30 minutes
Role play: 30 minutes Role play: 30 minutes Role play: 30 minutes

Teletravel
Scenario: In this exercise the participant
takes on the role of a national sales
manager working for a travel company.
He/she is required to meet with one of
his/her regional sales managers who has
been experiencing problems with several
members of his/her team and wants
some guidance on how to manage these.
The exercise calls for the participant
to guide the regional manager in how
best to coach and develop his/her
team. This role play simulates a meeting
where a senior manager has to coach
and develop a subordinate manager to
manage his/her team effectively.

Level 5: Executive
Role: Sales manager
Exercise administration: 10 minutes
Role play preparation period:
30 minutes
Role play: 30 minutes

23
Fact Find Exercises

Relocation Request Screenplex Fact Find Legacy Fact Find


Scenario: The participant assumes Scenario: In this exercise the Scenario: The participant plays the
the role of a property consultant participant takes on the role of a role of the manager of the Laybrooke
working for Universal Business Moves management trainee working for Watermill – a historic site which is
(UBM), a company that specialises in Screenplex, a UK-wide cinema chain. owned by the Legacy Corporation.
the relocation of businesses to new Screenplex has decided to sponsor Laybrooke has decided to seek an
premises. One of UBM’s clients, a charity as part of its marketing outside company of caterers to run
PirlaSure Inc, has commissioned the strategy. The participant is asked to the Mill café, which is open to visitors
company to find new office premises decide which of two charities should throughout the year. Two companies
for their operation. The UBM search receive this corporate sponsorship, have been shortlisted and the
team has shortlisted 4 possible locations taking into account what Screenplex participant needs to decide which to
and the participant is required to make hopes to get out of the sponsorship choose and what needs to be done
a final decision on which location is and what each charity can offer (See to ensure a smooth transition to the
the most suitable for the client, taking also Screenplex Group and Analysis new caterer (See also Legacy Analysis,
into account the requirements of the exercises). Coaching and Group exercises).
organisation, the contractual lease
arrangements and the allocated budget.

Level 2: Graduate Level 2: Graduate Level 3: First line manager


Role: Relocation property consultant Role: Management trainee Role: Manager
Exercise administration: 5 minutes Exercise administration: 5 minutes Exercise administration: 5 minutes
Fact Finding: 20 minutes Fact Finding: 20 minutes Fact Finding: 20 minutes
Decision and justification: 15 minutes Decision and justification: 15 minutes Decision and justification: 15 minutes

24
Negotiation Exercises

Puzzled Customer Ransdorf Bank Negotiation Curaco – Doctor


Scenario: The participant plays the role Scenario: In this exercise the Scenario: The participant assumes
of a customer services representative participant takes the role of a the role of a newly appointed area
for OneWorld, an internet service graduate trainee who is undertaking sales representative for Curaco
provider. The company receives a call a placement as Assistant Customer Pharmaceuticals. His/her task is to
from a customer whose account has Relationship Manager at the Heppen meet with a doctor and persuade
been locked due to the late payment Branch of Ransdorf Bank. The him/her to start prescribing a new
of an invoice. The customer is very participant has to prepare for and drug for patients suffering from
unhappy about the situation because meet with a customer who wants to epilepsy.
OneWorld was informed that the talk about the level of service The participant is required to establish
payment was on its way. The aim is he/she is receiving from the bank. The a positive relationship with the doctor
to address the issues raised by the participant is given information about and to influence the doctor whilst
customer and ensure that a positive the customer’s history with the bank keeping within the company’s business
relationship is maintained. and some details of recent incidents. ethics guidelines.
There is also some information
provided about the bank’s online
banking service and current customer
offers.

Level 1: Administrative
Role: Customer services Level 2: Graduate Level 3: First line manager
representative Role: Graduate trainee Role: Sales representative
Exercise administration: 10 minutes Exercise administration: 10 minutes Exercise administration: 10 minutes
Role play Preparation period: Role play preparation period: Role play preparation period:
15 minutes 30 minutes 30 minutes
Role play: 15 minutes Role play: 30 minutes Role play: 30 minutes

Guardeno Industries Alvsen Stakeholder Meeting Curaco – Pharmacist


Scenario: The participant takes on Scenario: The participant works for Scenario: The participant assumes
the role of a Commercial Account Alvsen, a pharmaceutical company. the role of a newly appointed area
Manager for a Bank and meets a Alvsen currently has a number of drugs sales representative for Curaco
customer from Guardeno Industries, a on the market that are reimbursed by Pharmaceuticals. His/her task is to meet
global glass manufacturer. Following the government - and the government with an important retail customer and
an international glass fair, a series of is proposing a change in treatment persuade him/her to buy and stock a
fraudulent actions have been identified guidelines, which will have a negative new and revolutionary product. The
across various Guardeno employee impact on one of Alvsen’s products. participant is required to establish a
accounts which have caused security, The participant takes on the role of positive relationship with the customer
compliance and customer service Market Access Manager and is asked and to enter negotiations around the
concerns. The participant is required to meet with a representative from price of the product, the size of the
to gain an understanding of the key the government – with the objective initial order and the terms of payment.
facts and then meet the customer. The of convincing him/her to consider the
issues are complex and there is fault overall costs associated with diabetes and
on both sides. The aim of the meeting not just the drug costs. Ultimately, the
is to explore the situation from all aim is to persuade the government not to
perspectives, understand the concerns change the treatment guidelines. To help
of the customer and agree a plan to the participant do this, the brief contains
resolve the situation and maintain the information about the proposed change,
relationship. There is also opportunity the medical condition, treatment options,
to gain further business if the meeting is products (Alvsen and competitor),
handled well. product marketing, the local healthcare
environment and other stakeholders.

Level 3: First line manager Level 4: Middle manager Level 4: Middle manager
Role: Commercial Account Manager Role: Manager Role: Sales representative
Exercise administration: 10 minutes Exercise administration: 10 minutes Exercise administration: 10 minutes
Role play preparation period: Role play preparation period: Role play preparation period:
30 minutes 30 minutes 30 minutes
Role play: 30 minutes Role play: 30 minutes Role play: 30 minutes

25
Negotiation Exercises

Daydream Holidays Glebel Negotiation Webster and Gill


Scenario: Daydream is an international Scenario: The participant works Scenario: In this exercise the
travel agency with branches in the for Glebel Foods, a fast moving participant takes the role of head of
high streets of most cities and large consumer goods (FMCG) company change management at an software
towns. The participant plays the role that manufactures cakes, biscuits and company – Webster and Gill. His/her
of a manager with responsibility for snackfoods. The participant takes on role is to examine how it can enhance
selling holidays aimed at the over fifties the role of Customer Trading Director its performance and efficiency.
market. On joining the company he/ with overall responsibility for the trading He/she has held discussions with the
she was given specific responsibility strategy across all channels and products company department heads about
for revitalising this area of the business. in the Snackfoods Division. The task is possible improvements and is due
The participant has to meet with a to meet with the Group Procurement to present recommendations to the
regional head of sales to persuade Director of a supermarket chain to agree MD tomorrow. The participant’s task
him/her to give more emphasis to the how the two companies can work more in the exercise is to meet with the
over fifties market sector and gain his/ effectively and grow sales of snackfoods head of sales & accounts, to discuss
her support for a range of initiatives products. A number of specific issues the recommendations that he/she
that the participant would like to put in need to be covered, including a product has come up with as a result of the
place. This role play simulates a meeting pricing negotiation, concerns around meetings with the other managers and
between two colleagues at the same the supermarket’s promotion of its data from a customer survey. The aim is
level operating in a matrix structure. own-brand products and “copy-cat” to build the relationship with the head
packaging. The exercise can be used as of sales & accounts, get him/her to
a stand-alone exercise or with another buy into the recommendations and co-
exercise from the Glebel suite. operate in their implementation.

Level 4: Middle manager Level 5: Executive Level 5: Executive


Role: Manager Role: Customer trading director Role: Head of change management
Exercise administration: 10 minutes Exercise administration: 10 minutes Exercise administration: 10 minutes
Role play preparation period: Role play preparation period: Role play preparation period:
30 minutes 30 minutes 30 minutes
Role play: 30 minutes Role play: 30 minutes Role play: 30 minutes

26
Group Exercises (Unassigned)

Factory Production Halbon Ransdorf Bank Group


Schedule (Unassigned) (Unassigned)
Scenario: Participants assume the roles Scenario: The participant assumes the Scenario: In this exercise the
of supervisors working in a furniture role of a management trainee working participants represent a group of
factory, and are asked to work together for an ethical lifestyle retailer called management trainees who have been
to agree a production schedule and Halbon. He/she must work with a selected to work as part of the Bank’s
staffing rota for a 5-day period. To group of other management trainees newly formed sponsorship team. As
enable them to do this, participants to analyse the results of a recent part of the Bank’s CSR strategy, and in
are given information about the customer survey and decide how to support of a global charity, the Bank
production process and capacity and spend the budget which has been set is due to sponsor a programme of
staff available. The brief also includes aside to respond to themes arising running events. The participants are
emails such as an order sheet and staff from the survey. Some proposals for required to pull together a proposal
training schedule. Participants need to customer satisfaction initiatives have for one of the ‘Ransdorf Races’ with
put together a schedule that will meet been shortlisted but the budget will the aim of all profits being donated
the order requirements for the period, not fund all of them. In addition to the to charity. Participants are asked
while at the same time working within information about the survey, each to make a number of decisions
constraints such as legal working hours participant in the group is given some concerning the event including, the
and minimising storage space needed. further information for him/her to race format, entry fees and prize
An update is given after 30 minutes’ share with the group. This includes money, the Expo arrangements
discussion time – this will require information about the Halbon brand, and selection of sponsors, as well
participants to revisit their schedule ethical retailing, a consumer poll, focus as providing a high level financial
so far. group results etc. statement.

Level 1: Administrative Level 2: Graduate Level 2: Graduate


Role: Supervisor Role: Management trainee Role: Management trainee
Exercise administration: 10 minutes Exercise administration: 10 minutes Exercise administration: 5 minutes
Individual preparation: 15 minutes Individual preparation: 15 minutes Individual preparation: 15 minutes
Group discussion: 45 minutes Group discussion: 40 minutes Group discussion: 45 minutes

Screenplex Group Steeds Group Factory Design (Unassigned)


(Unassigned) Scenario: The participants assume Scenario: Participants assume the
Scenario: The participants represent the roles of management trainees roles of team leaders who are working
a group of management trainees who working for Steeds Ltd, a retailer selling on the design of a new factory that
are required to plan and organise a bikes and cycling accessories. The will produce garden furniture. The
film preview evening to celebrate the group is required to form a ‘task force’ group is given a plan of the factory site
company’s 25 year anniversary. All with responsibility for addressing and empty building and needs to put
funds raised during the evening will a number of issues and problems together a detailed design of the layout
be donated to charity. Working within that have been referred to the head of the future factory. Participants are
a budget, and to tight timescales, the office Retail Operations Unit. The given information about the production
team must agree upon the programme issues include decisions concerning: process, likely number of deliveries,
of events, methods of advertising, customer compensation following an employees, budget available, space
price of tickets and the target guests. in-store accident, the withdrawal of constraints and legal and Health &
Participants are required to produce a a supplier contract due to unethical Safety requirements. The group’s design
project plan, an outline of anticipated practice, a possible product recall, should include a plan of the location and
costs and likely charitable donation. the introduction of a customer loyalty space needed for production machinery,
(See also Screenplex Analysis and Fact scheme, marketing sponsorship and the storage, goods in/out, employee facilities
Find exercises). tackling of internal loss/shrinkage. All and office space. The group also needs
members of the group must agree on to consider quality and efficiency within
the recommendations made. the factory, as well as how to maintain
the company’s principles of being an
ethical retailer. Participants will be asked
to present their findings using a map of
the factory floor.
Level 2: Graduate Level 2: Graduate
Level 3: First line manager
Role: Management trainee Role: Management trainee
Role: Team Leader
Exercise administration: 10 minutes Exercise administration: 10 minutes
Exercise administration: 10 minutes
Individual preparation: 15 minutes Individual preparation: 15 minutes
Individual reading: 15 minutes
Group discussion: 45 minutes Group discussion: 45 minutes
Group discussion: 45 minutes

27
Group Exercises (Unassigned)

Legacy Group The Launch Banco Damasco Group


(Unassigned) (Unassigned) (Unassigned)
Scenario: Participants assume the Scenario: Participants represent the Scenario: Participants assume the
roles of a group of managers working UK marketing team for an international roles of senior managers working for a
for the legacy corporation, an pharmaceutical company. The task European banking group, which recently
organisation which owns a large is to draw up a business case and acquired a retail bank in Brazil (Banco
number of historical sites. The group marketing plan for the launch of a Damasco). Banco Damasco has been
are given a number of problems and new product into Europe. Participants under-performing, but due to the severe
issues that they need to discuss and are given information relating to the shortage of potential acquisitions in Brazil,
make recommendations to address. new product and its position within the European bank decided to go ahead
All members of the group must both the company’s existing product with the deal. The participants’ task is to
agree on the recommendations put portfolio and the external market. develop a strategy for growing the bank’s
forward. Issues include: the lack of The marketing plan should include business. They are given background
visitor diversity, problems with the a financial assessment, covering information about Brazil, the industry,
local community and whether or not projected sales, profitability and the banking group, Banco Damasco
to sell some land to a retail chain anticipated A & P spend. The exercise and options available for expansion.
for development. At the end of the also includes an optional ‘update’ Participants are asked to consider how to
discussion period the group is (given to participants part way improve the bank’s current performance,
required to present their findings through the discussion, and aiming to and to make recommendations for future
and the rationale behind their thinking assess how the team adapts to new market positioning, customer segments,
(See also Legacy Analysis, Coaching information) that provides information channels, profitability and geographic
and Fact Find exercises). concerning a competitor’s imminent expansion.
rival launch.

Level 3: First line manager Level 3: First line manager Level 4: Middle manager
Role: Manager Role: Marketing manager Role: Senior Manager
Exercise administration: 10 minutes Exercise administration: 10 minutes Exercise administration: 10 minutes
Individual preparation: 5 minutes Individual preparation: 20 minutes Individual preparation: 20 minutes
Group discussion: 40 minutes Group discussion: 45 minutes Group discussion: 45 minutes
Presentation: 10 minutes Presentation (optional): 5 minutes

28
Group Exercises (Assigned)

Product Review (Assigned) Glebel Group (Assigned)


Scenario: Participants assume the Scenario: The participant takes the
roles of sales & marketing managers role of a board member for Glebel,
working for an international FMCG a fast moving consumer goods
company. They are asked to present company. An investment board
a sales & marketing strategy for 6 meeting has been convened to assess
underperforming products and are future strategies for improved business
given a limited budget to do this. Each performance. Each participant is
participant is in charge of a different championing a specific proposal to
product range and needs to balance bring to the investment board. The
promoting their own product with group must decide which strategies
making the best decision for the to invest in, aligned to the company
company as a whole. Participants are mission and values. Proposals
given information on their individual include acquisition of a drinks brand,
products, such as sales figures and diversification in the cakes division, a
market share, previous advertising cost reduction initiative, a restructure
spend, market information, reasons and an international marketing
for underperformance and options for campaign. The exercise is suitable
rescuing the product. They are also for up to eight participants and can
given a list of options for advertising, be used stand alone or with another
marketing and sales promotion, along exercise in the Glebel suite.
with the associated costs and potential
ROI on each.

Level 5: Executive
Level 3: First line manager
Role: Board Member
Role: Sales & marketing manager
Exercise administration: 10 minutes
Exercise administration: 10 minutes
Preparation (linked exercise):
Individual preparation: 15 minutes
20 minutes
Group discussion: 45 minutes
Preparation (stand-alone): 30 minutes
Group discussion: 45 minutes

29
Universal Competency
Framework Definitions

1. Leading and deciding


1.1 Deciding and initiating action
Takes responsibility for actions, projects and people; takes initiative and works under own
direction; initiates and generates activity and introduces changes into work processes;
makes quick, clear decisions which may include tough choices or considered risks.

1.2 Leading and supervising


Provides others with a clear direction; motivates and empowers others; recruits staff of a
high calibre; provides staff with development opportunities and coaching; sets appropriate
standards of behaviour.

2. Supporting and co-operating


2.1 Working with people
Shows respect for the views and contributions of other team members; shows empathy;
listens, supports and cares for others; consults others and shares information and expertise
with them; builds team spirit and reconciles conflict; adapts to the team and fits in well.

2.2 Adhering to principles and values


Upholds ethics and values; demonstrates integrity; promotes and defends equal
opportunities, builds diverse teams; encourages organisational and individual
responsibility towards the community and the environment.

3. Interacting and presenting


3.1 Relating and networking
Easily establishes good relationships with customers and staff; relates well to people at all
levels; builds wide and effective networks of contacts; uses humour appropriately to bring
warmth to relationships with others.

3.2 Persuading and influencing


Gains clear agreement and commitment from others by persuading, convincing and
negotiating; makes effective use of political processes to influence and persuade others;
promotes ideas on behalf of oneself or others; makes a strong personal impact on others;
takes care to manage one’s impression on others.

3.3 Presenting and communicating information


Speaks fluently; expresses opinions, information and key points of an argument clearly;
makes presentations and undertakes public speaking with skill and confidence; responds
quickly to the needs of an audience and to their reactions and feedback; projects
credibility.

4. Analysing and interpreting


4.1 Writing and reporting
Writes convincingly; writes clearly, succinctly and correctly; avoids the unnecessary use
of jargon or complicated language; writes in a well structured and logical way; structures
information to meet the needs and understanding of the intended audience.

4.2 A
 pplying expertise and technology
Applies specialist and detailed technical expertise; uses technology to achieve work
objectives; develops job knowledge and expertise (theoretical and practical) through
continual professional development; demonstrates an understanding of different
organisational departments and functions.

4.3 Analysing
Analyses numerical data and all other sources of information, to break them into
component parts, patterns and relationships; probes for further information or greater
understanding of a problem; makes rational judgements from the available information and
analysis; demonstrates an understanding of how one issue may be a part of a much larger
system.

30
5.  Creating and conceptualising
5.1 Learning and researching
Rapidly learns new tasks and commits information to memory quickly; demonstrates
an immediate understanding of newly presented information; gathers comprehensive
information to support decision making; encourages an organisational learning approach
(i.e. learns from successes and failures and seeks staff and customer feedback).

5.2 Creating and innovating


Produces new ideas, approaches, or insights; creates innovative products or designs;
produces a range of solutions to problems.

5.3 Formulating strategies and concepts


Works strategically to realise organisational goals; sets and develops strategies; identifies,
develops positive and compelling visions of the organisation’s future potential; takes
account of a wide range of issues across, and related to, the organisation.

6.  Organising and executing


6.1 Planning and organising
Sets clearly defined objectives; plans activities and projects well in advance and takes
account of possible changing circumstances; identifies and organises resources needed to
accomplish tasks; manages time effectively; monitors performance against deadlines and
milestones.

6.2 Delivering results and meeting customer expectations


Focuses on customer needs and satisfaction; sets high standards for quality and quantity;
monitors and maintains quality and productivity; works in a systematic, methodical and
orderly way; consistently achieves project goals.

6.3 Following instructions and procedures


Challenging authority; follows procedures and policies; keeps to schedules; arrives
punctually for work and meetings; demonstrates commitment to the organisation;
complies with legal obligations and safety requirements of the role.

7. Adapting and coping


7.1 Adapting and responding to change
Adapts to changing circumstances; tolerates ambiguity; accepts new ideas and change
initiatives; adapts interpersonal style to suit different people or situations; shows an
interest in new experiences.

7.2 Coping with pressures and setbacks


Maintains a positive outlook at work; works productively in a pressurised environment;
keeps emotions under control during difficult situations; handles criticism well and learns
from it; balances the demands of a work life and a personal life.

8.  Enterprising and performing


8.1 Achieving personal work goals and objectives
Accepts and tackles demanding goals with enthusiasm; works hard and puts in longer
hours when it is necessary; seeks progression to roles of increased responsibility and
influence; identifies own development needs and makes use of developmental or training
opportunities.

8.2 Entrepreneurial and commercial thinking


Keeps up to date with competitor information and market trends; identifies business
opportunities for the organisation; maintains awareness of developments in the
organisational structure and politics; demonstrates financial awareness; controls costs and
thinks in terms of profit, loss and added value.

31
Index

Exercise name Type Page

Alvsen Concise Analysis Analysis 17


Alvesen Hakkanda Analysis 17
Alvsen Improvement Project Analysis 17
Alvsen Stakeholder Meeting Negotiation 25
A&H Tissue Analysis 16
ASC Analysis 17
Aniko In-tray 20
Balcon Bank Coaching 22
Banco Damasco Analysis Analysis 18
Banco Damasco Group Group (Unassigned) 28
Click Analysis 18
Clockwork Events In-tray 20
Curaco Analysis 18
Curaco – Doctor Negotiation 25
Curaco – Pharmacist Negotiation 25
Daydream Holidays Negotiation 26
Drachen Airways Analysis 18
Factory Design Group (Unassigned) 27
Factory Production Schedule Group (Unassigned) 27
Glebel Analysis Analysis 18
Glebel Coaching Coaching 23
Glebel Group Group (Assigned) 29
Glebel Negotiation Negotiation 26
Gold Coast Rail In-tray 21
Goodwell Systems Analysis 16
Guardeno Industries Negotiation 25
Halbon Group (Unassigned) 27
Hexagon Analysis 16
Legacy Analysis Analysis 17
Legacy Coaching Coaching 22
Legacy Fact Find Fact Find 24
Legacy Group Group (Unassigned) 28
Let Us Help Coaching 22

32
Look and Learn Analysis 18
Manzi-Hadden Coaching 22
Manzi-Marleigh Coaching 22
Manzi-Portland In-tray 20
Manzi-Westbarton In-tray 20
Papillon Drinks Analysis 17
Passel In-Tray In-tray 21
Passel Coaching Coaching 23
Passel Beech Valley In-Tray In-tray 20
Passel Beech Valley Coaching Coaching 22
Product Review Group (Assigned) 29
Puzzled Customer Negotiation 25
Ransdorf Bank Analysis Analysis 16
Ransdorf Bank Group Group (Unassigned) 27
Ransdorf Bank Negotiation Negotiation 25
Relocation Request Fact Find 24
Safe and Sound Coaching 23
Screenplex Analysis Analysis 16
Screenplex Fact Find Fact Find 24
Screenplex Group Group (Unassigned) 27
Smartclothing In-tray 20
Steeds Analysis Analysis 16
Steeds Group Group (Unassigned) 27
Teletravel Coaching 23
The Launch Group (Unassigned) 28
Vorlinden Analysis 19
Wayside Analysis 19
Webster and Gill Negotiation 26

33
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09 2016