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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

It is a technique which is used for measuring certain dimensions of a person’s 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 .

6 0.8 Assessment centres Work samples Ability tests 0.4 0.0 0.3 (threshold) 0.PREDICTIVE ACCURACY OF DIFFERENT SELECTION METHODS 1.2 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.  It must use multiple techniques.  It must measure multiple factors (qualities or competencies).  It must have multiple observers or assessors. Psychometric test batteries (paperpencil tests). Multiple assessment techniques without integration of the data. . Work Sample Tests. Individual assessments of all sorts. Assessment Centres are not : Multiple.interview processes. A building labeled ‘Assessment Centre’.

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

4.Pre-requisites Before Initiating An Assessment Centre ? 1. Employee trust and faith in the organisation. Total Commitment on the part of the top management. Open Channels of Communication in the organisation. Clear and Stated Objectives. . Management clarity about the objectives of the programme. 3. 2. 5.

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 .

Customer Focus .Communication .Comprehension .Drive .Stress Resistance .Initiative .Decision Making .Analytical Ability .Strategic Perspective INTERPERSONAL .Resilience .Ability to Influence Others DYNAMIC .Commonly Occurring Competencies in Organisations INTELLECTUAL .Business Understanding .Result Orientation BUSSINESS RELATED .Planning & Organising .Adaptability .Innovation .

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

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

Stages in Assessment Centre .


Excercises in Assessment Centre .


Assessor’s Training Assessor Attributes • Desire to be an assessor. • An average or better manager in terms of normal managerial criteria. • Ability to learn. • Knowledge of target organisation and job. • General high level of maturity. • Interest in people • A perspective observer who listens well. • Systematic and well organised. .

• Energy to work long days at a good speed. • High personal work standards. • Independence – the ability to take a position in opposition to others. • Is able to spare himself for the time necessary. • Generally free from biases. . • Adaptability – willingness to change position when appropriate and when the weight of evidence is such that a change should come about.Assessor’s Training Assessor Attributes • Articulate in group and individual situations – able to take a position and defend it verbally. • Has a track record of counseling and developing staff.

Observation & Recording Methods Interviewing Skills. Introduction. Techniques. Competencies. Course & History.Assessor’s Training Programme Duration : Schedule : 3-5 days. Instruments to be used. Feedback & Counseling Skills. Report Writing. . Career Counseling. Integration Sessions. Behaviour Classification & Generation Exercises. Management Feedback.

Integration . Observation 3. Classification 5.Process of Assessment Centre 1. Briefing 2. Recording 4. Writing of rating sheets 6. Rating 7.

General Strengths and Weaknesses 5. The report should contain the following elements : 1. Developmental Advice and Action Plan 6.Assessment Centre Report It is the most important outcome of the Assessment Centre. Description of Performance by each Competency 4. Organisational Actions. Brief Personal Profile 2. . Summary of General Performance & Behaviour 3.

1. which are relevant to the organisation. Participant can also comment or elaborate. Behavioural observations and change of behaviour Explain the effectiveness of the behaviours. Examples of behaviour to be highlighted. Alternate or corrective behaviour to be suggested. Covers Strengths and Development areas. 5. 4. 6.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. The organisation receives feedback about the competency of the people therein and the participant receives feedback on his performance in the assessment centre. 2. . 7. 3. The esteem and secrecy about the participant must be maintained. Feedback is in two parts .

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. .Life after the Assessment Centre Follow-up is also very essential.

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 .

a group exercise. and offer an opportunity to speak to current graduate trainees at the company.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. and a partner 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 . The company also tests applicants’ technical knowledge either at the assessment centre or in a final interview. psychometric tests. Rolls-Royce’s graduate assessment centres use interviews. a presentation. a case study.

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

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 .

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