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CENTRES
“No duty the Executive had
to perform was so trying as
to put the right man in the
right place.”
-Thomas Jefferson
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How did I do on the organizational wants?
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Assessment: Defining the Terms
Demonstrating your
Gathering information: potential:
about the organisation, tests and exercises
the job, and the working about your
culture competencies
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Assessment Center Defined
1990s 2000s
• Interviews 99% 99%
• References 96% 96%
• Personality tests 35% 64%
• Cognitive tests 30% 70%
• Assessment centres 21% 59%
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• Employer • Graduate
• Provide a comprehensive overview of an • An opportunity to share your working
individual’s strengths and weaknesses; style and strengths;
• Are standardised, every candidate has the • Success does not hinge on two
interviews;
same opportunity to demonstrate their
• If you are successful in securing the
skills; position the candidate can be more
• Are more objective then interviews alone, confident that it will suit you and that
which may be biased by the interviewers’ the employer feels you have potential
to advance;
interpretations;
• A fair and more equitable hiring
• Allows applicants to demonstrate many practice;
abilities in a variety of different situations; • Attendance at an assessment centre
• Can be tailored to suit the position and the gives you an opportunity to assess the
organisation and whether you’d like to
type of skills required; work for it;
• Provide information to place successful • You have gained valuable experience
candidate in the appropriate section of the for next time
organisation. 12
Brief Assessment Center
History
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AT&T Manager Progress Study
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From then to now…
• 1960s: AT&T shared…
– IBM, Sears, Standard Oil, GE, J.C. Penny
• 1966: Bray & Grant: Psych Monographs Paper
• 1969: Conferences being held on AC Method
• 1970: Byham article in Harvard Business Review
• 1973: 1st International Conference on Assessment Center Methods
(ICACM ) Meeting; DDI Established
• 1975: AC Guidelines Published
• Today: Hundreds of studies, Thousands of ACs conducted, Millions
Assessed!
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Who uses assessment centres?
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Why do employers use assessment centres?
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Why do ‘The assessment centre is an
integrated process of simulations
employers use designed to generate behaviour
Assessment similar to that required for success
Centres? in a target job or job level. It
enables candidates’ performance
to be measured objectively against
specific key criteria’ Association
of Graduate Recruiters (2008)
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Why do we use assessment centres?
Psychometric Assessment
• Numerical Reasoning
• Verbal Reasoning
• Comprehension
• Diagrammatic or abstract reasoning
• Analytical thinking
• Personality tests or profiles
Interviews
• One on one
• Panel
• Behavioural or Competency based
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What happens at an assessment centre?
Individual exercises:
• Written tasks
• In-tray exercises
• Psychometric tests
• Presentations
• Interviews
• Interview 97%
• Psychometric test 91%
• Group discussion 89%
• Personality test 79%
• Case study 71%
• Presentation 61%
• In-tray exercise 48% 23
Psychometric Tests
• Personality Questionnaires
– Look at personality style
– No right or wrong answers
– Be spontaneous, don’t try to second-guess
– Tests include built-in checks
– Employers may be looking for different personality profiles
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How will you be
assessed?
3. Management
Control X X X
4. Oral
Communication (X) X (X)
5. Planning and
Organization X (X) X
6. Problem
Analysis/Judgment (X) (X) (X) X
7. Resilience
(X) (X) X X
8. Sensitivity
(X) X X X
9. Written
Communication X X X X
(Reaction Forms)
• Discussions
• Practical tasks
• Role play
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Group Discussions
• Discussion of a general topic, e.g.
– Should tolls be introduced on all motorways?
– What can be done to improve the NHS?
– How can the problems associated with excessive alcohol
consumption be tackled?
• Discussion of a scenario:
– Assessment of bids for lottery funding
– Shipwreck/desert survival
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Group Exercises
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What are assessors looking for in group
activities?
• Interpersonal skills
• Persuasiveness
• Co-operation and teamwork
• Analysis, judgement and decision-making
• Initiative and creativity
• Time management
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Case Studies
• May be one of the group exercises and discussions, often
involving role-play ..
• … or an individual task
• Will need to study the information you are presented with,
pick out the key points and reach decisions …
• … which you may need to write up in a report or to present
verbally
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Presentations
• You may be given a topic in
advance or allocated one on the
day
• Keep visual aids simple and
relevant
• You will be allowed to use notes –
small cards are best
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In-Tray Exercises
• Simulates the work you will
be doing if selected
• You will be given a number
of messages – plus attached
documents – that you might
find in your inbox one
morning
• Need to sort, prioritise and
take or recommend action
• Time-limited: new emails
(and even phone
calls) may keep coming in!
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Interviews
• Likely to be more challenging and probing than
previous interviews …
• … but will be with a different interviewer so be
prepared for some of the same points to be covered
…
• … especially anything that has emerged as a weak
point at previous interviews
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The Social Side
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Data Integration Options
• Group Discussion
– Administrator role is critical
– Leads to higher-quality assessor evidence—peer pressure
– Beware of process losses!
• Statistical/Mechanical
– May be more or less acceptable to organizational decision makers,
depending on particular circumstances
– Can be more effective than “clinical” model
– Requires research base to develop formula
• Combination of both
– Example: consensus on dimension profile, statistical rule to determine
overall assessment rating 39
Participant:______________
(Name)
Assessor: ______________
(Name)
Date: ____________
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Assessor Discussion Form
Assessors:
_____________________________ Participant:_______________________
_____________________________ Date: ______________
_____________________________
Decisiveness:
Readiness to make decisions, render
judgments, take action or commit oneself.
Assessor Your
Business Game _____ _____
Interview Simulation _____ _____
Leaderless Group Discussion _____ _____
_____ _____
Overall _________
Initiative:
Actively influencing events rather than
passively accepting; self-starting. Takes
action beyond what is necessarily called
for. Originates actions rather than just
responding.
Assessor Your
Business Game _____ _____
Leaderless Group Discussion _____ _____
Overall _________
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Assessment Dimension Assessor #1 Assessor #2 Assessor #3 Final Rating
Sample
Final Rating Initiative
Form
Judgment
Leadership
Management
Control
Oral
Communication
Planning &
Organization
Problem
Analysis
Resilience
Sensitivity
Written
Communication
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Overall Score
Sources of Rater Bias
• Halo effect– rate high or low due to irrelevant feature or global impression
• Leniency error– tendency to give everyone higher ratings
• Severity error– tendency to give everyone lower ratings
• Central tendency– avoid extreme ratings for specific or on all dimensions
• Contrast effect– rating of one person is affected by rating of another
• Hawthorne effect– rating distortion (usually high) due to being attended to in a study
• Self-fulfilling prophecy (experimenter effect)– selective attention given to what is expected or
desired
• Misplaced precision error– faults in the rating, design, or treatment may invalidate the precision of
the other
• Law of the instrument– a favorite instrument will probably find only what it’s designed to find
• Number magic– the use of numbers carries the impression of greater precision than may be
present
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Key Steps to
Valid Assessments
IF NO
• Conduct a job analysis – A study of what job holders do on the job,
what competencies must be employed to do it, what resources are
used in doing it, and the conditions under which it is done
• Why do a job analysis
– It forms the basis for applicant assessment tools
– It helps provide legal defensibility
– It makes good business sense
– It enhances the validity and utility of human resource products
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Step 1: Identify Job-relevant Competencies
IF YES
Proceed to the next step
Step 2: Design the assessment strategy
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Step 2: Design the Assessment Strategy
• One or more assessment options can be used to
determine a person’s ability to successfully perform
a job
• Resources
Questions to Address
1) Is the assessment tool reliable and valid?
2) How are the assessments scored?
– Formula to combine assessment scores
– Setting of passing scores
– Veterans’ preference
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Step 2: Design the
Assessment Strategy
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Step 3: Identify Assessment Tools
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Training and Development
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54 © Development Dimensions Int’l, Inc., MMXI. All rights reserved.
Connect Assessment
Insights with
Development
Activities
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Interaction Essentials
Influencing Others Decision Making
B B
B
Coaching B B B Delegating
B B B
B B
B B B B B
B
B B B B
B B B
B = Behaviorally-defined Key Actions
B = Behaviorally-defined Key Actions
B= Behaviorally-defined Key Actions which are
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Interaction Essentials
How Development Components Are Linked
Determination of focus Key Action
development needs based on assessment report and discussion with
manager
Training to learn and practice focus needs
Deliberate Practice with manager or others
Follow-up development and reinforcement to assure training sticks
Adoption of Key Actions into ongoing personal skill set
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Ongoing Practice and Measurement of Key Actions
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Advantages of Linking Assessment
with Training and Development