Assessment Centre is a
traditional name given to a process that uses multiple
assessment techniques including simulation and multiple assessors for a variety
of manpower purposes and decisions. It also denotes
a place where the various assessment exercises are carried out.
Most frequently it is used
for : -
- o Selection for a particular
job or level
- o Future potential for
promotion / advancement
- o Suitable placement
decisions
- o Diagnosis of training and
development needs
- o Career planning and
guidance
- o Determine a cross function
or lateral career path
The basic assumption of an
assessment centre is that past performance on the job need not always be
predictive of future effectiveness. This is more true in a situation
where the future jobs demands high level competencies.
The Underlying Principles
of Assessment Centre are:
· Objectivity
: Decisions are based on what the candidate says and does i.e. 'facts' and not
'opinions'. The decisions are based on skills, knowledge and personal
attributes. For eg. the assessor cannot say that the candidate is
not a leader. The things he does and does not in a group situation decide
his leadership qualities.
· Consistency
: people within the same job family or functional level across a large multi
divisional company have the same standards of judgement and assessment level
· Fairness
: All candidates are treated in the same level since any bias is reduced
through the assessment instruments and selection of neutral assessors.
UNIQUE FEATURES OF AN
ASSESSMENT CENTRE
2. Breadth
of measurement : Each dimension is observed and evaluated in number of times /
in different ways by trained assessors.
i)
Depth of measurement o Duration - 2 to
7 dayso Number - 12 to 30
participantso Assessors - 3 to 6 assessors
ii. Dimensions
- 20 to 50 dimensions viz. knowledge, leadership, analytical skills,
organising mobility, motivational level, social role / objective, traits,
values, attitudes, self-image, career anchors, etc.
ADVANTAGES / BENEFITS OF
ASSESSMENT CENTRE
Benefits to the
Organisation :
· A
valid estimate of individual potential and not influenced by the job
environment, superiors evaluation, or functional differences.
· An
objective process using several exercise which measure different competencies,
strengths and weaknesses which can be used for career guidance and development.
· An
opportunity to learn about individual motivation (needs, aspirations, goals and
interests) using standard processes outside the work environment.
· A
pool of high potential people who, with appropriate development, will be ready
to fill up higher level slots with a high probability of success.
Benefits to the Individual
:
· Equal
opportunity to demonstrate potential for development independent of current
jobs functions and responsibilities.
· Better
understanding of competencies to be a successful in higher levels.
· An
opportunity to express career interests and goals
· An
opportunity to learn through feedback about individual strengths and weaknesses
and overall potential for such development.
· An
opportunity to make better informed decisions on personal career plans and life
goals.
Benefits to Assessors :
· Broadening
of observation skills
· Improving
Interviewing techniques
· Increased
appreciation of group dynamics and leadership styles.
· New
insights into human behaviour
· Establishment
/ Benchmarking of normative standards by which to evaluate performance.
· Development
of more precise vocabulary with which to describe behaviour.
PRE- REQUISITES TO
DEVELOP AN ASSESSMENT CENTRE
1. Top
Management commitment
2. Objectives
of the Centre to be clearly defined.
3. Job
or job levels to be assessed must be defined.
4. Dimensions
/ Competencies required to perform the job successfully must be clearly
defined.
5. Development
of appropriate exercises - even tailor-made to suit organisational needs.
6. Purchase
of psychometric and other standard test materials.
7. Training
of Executives / Managers to become reliable Assessors. Both in-house and
outside talents can be used.
8. Conducting
Assessment Centre exercises with proper infrastructure.
9. Evaluation
in-depth within the constraints of simulating reality and the time and cost
factor
10. Validation and
Benchmarking.
ASSESMENT CENTRES : THE METHOD
The validity and effectiveness of the assessment center method can be credited to six basic underlying methodological concepts. During the past years, many organizations have used these concepts to improve the effectiveness of personnel procedures outside the traditional assessment center. Assessment center methodology has been applied in interviewing, job observation, and obtaining third-party information (reference data.)
The six methodological concepts that give the assessment center method its validity are:
1. Let
the target dimensions determine the content and flow of the assessment centre.
One of the two keys to the job relatedness of assessment center methodology is the focus of assessment center observations
on dimensions that have been defined
as important to success (or failure) in the target job. Dimensions are defined through an analysis of the target job. This job analysis procedure usually involves interviewing incumbents and their supervisors to
identify common factors that have a direct bearing on success and failure.
2. Use behavior to predict behavior.
Assessors in assessment centers make decisions based on behavior; they don’t try to psychoanalyze the individuals they observe. They connect behavior in the assessment center exercises and behavior required on the job. If the assessee’s behavior is similar to that required in the target job, that assessee receives a high rating. If the candidate does not use behaviors required in the target job, he or she receives a low rating.
3. Create
objectivity and accurary of assessment through multiple assessors.
Observations made by two or more trained observers provide multiple perspectives on the meaning and importance of an assessee’s behavior. This reduces the chance that an assessee’s performance in one exercise will influence assessor evaluation in others.
4. Let
the dimensions be comprehensive and accurate:
Assessment centers are organized to force the evaluation of all target dimensions. Exercises are selected to provide the most complete coverage possible, with overlap built in for the most important dimensions. But simulations may not provide information on all dimensions. Very seldom is a job so uni-dimensional that a single source of data can predict future behavior. In reality, most jobs are extremely complicated in terms of the activities and dimensions necessary for success. For this reason, a variety of
assessment sources, such as interview data and reference checks, are needed.
5. Let
the assessor debate their insights so as to encrich and cross fertilize the
assessment.
Research evidence and practical experience clearly indicate that, in most situations, a group process where data are shared and the judgments of several knowledgeable individuals are polled enhances decision making. The assessment center really is an organized group decision-making process that allows assessors systematically to collect data, organize it, share observations, and come to a consensus.
The integration session in assessment centers forces individuals to substantiate their ratings with examples of actual assessee behavior, thus keeping subjective elements out of the discussion. The process also helps assessors focus on each key job dimension prior to reaching overall decisions.
6. Use simulations to stimulate behavior to be observed in future job roles and situations
Simulations are an important method
(but not the only method; see concept #4) of obtaining behavioral examples that can be used to predict future behavior. Simulations give organizations a chance to see how a person would perform in a particular job prior to giving him/her the position.
With best compliments
Dr Wilfred
Monteiro
www.synergymanager.net
