|
| 
|
| |
|
|  |
| |
|
|  |
|
|
|
|
|
 |
 |
 |
 |
 |
|
 |
|
 |
|
 |
|
 |
|
||||||||||||
Ask Abeceder a question. 
|
|
AbstractWhile the use of assessment centres is on the increase (according to a recent CIPD survey, 34% of employers surveyed had used them), the importance of adopting good practices cannot be over-emphasised. Assessment centres aim to provide ‘accurate’ assessments but this can only be achieved through careful and effective design and implementation.In the third of several articles on competencies, Abeceder Associate Gayna Deacon takes a look at the purpose of assessment centres, as well as the ‘pros’ and ‘cons’ to using assessment centres for selection as part of a wider competency-based recruitment and selection process. ArticleWhat is an assessment centre?The assessment centre is a multiple assessment process that uses multiple candidates, multiple assessors, multiple exercises and multiple techniques (usually competencies). The process works by breaking down the assessment of candidates into various components and then re-building them to form a ‘whole’ picture on which decisions are based. Competencies underpin the entire assessment process, providing the ‘glue’ which holds everything together. You cannot implement the assessment centre without competencies, or something similar. This is what sets the assessment centre apart from other selection tools. The two purposes for assessment centres are:
Assessment for Development The purpose of the development centre is to assess candidates’ strengths and development needs and provide a springboard for helping candidates develop through targeted learning and development initiatives. The focus of the development centre is on the provision of information to candidates with considerable emphasis on developmental feedback. Assessment for Selection The purpose of a selection-based assessment centre is to identify candidates for current or future planned positions. The focus is on external selection (e.g. choosing candidates to join an organisation) or internal promotion (e.g. as part of an accelerated promotion initiative). The Selection Mix Selection-based assessment centres use a variety of assessment tools and while there is no standard ‘mix’, typical centres will include interviews (one-to-one or panel), role play and group exercises, written exercises (bespoke and off-the-shelf), and ability or personality tests (or both). The precise mix will depend largely on the critical competencies for the role, and will follow on from detailed job analysis. So how do assessment centres for selection work? Candidates’ performance in the exercises is recorded by assessors against the competencies needed for the job. For example an assessment centre for a Local Government Customer Service Officer would simulate the main elements of the Customer Service Officer’s job, and could incorporate a phone call with an angry customer, a staff meeting, and a written response to a customer enquiry. Candidates participating in the centre are observed taking part in the role simulations and measured against the essential competencies, including interpersonal skills and communication skills required for the Customer Service Officer’s job. To maximise objectivity, the assessment centre will be organised so that every candidate does every exercise and is assessed at least once by every assessor. As a rule of thumb, one assessor is needed for each pair of candidates. Assessors Assessors will be a mix of external assessment consultants and internal line managers. All assessors will participate fully within the centre process, usually administering and marking scripts, interviewing candidates, and observing candidates during group and role play exercises. Assessors will also be fully involved in final selection decisions, which usually take the form of a centre selection conference or ‘wash-up’. Training Training is essential to ensuring an accurate assessment process. Assessors should be trained to observe, record, classify and rate behaviour and seek evidence accurately and objectively against a predeterimined set of competencies. Behavioural indicators will be used to ensure classification of evidence at the appropriate level, and maximise consistency across assessment centres. Additional training in interviewing skills, equal opportunities, and diversity are essential. So what are the advantages and disadvantages to using assessment centres? Research has shown that well-designed assessment centres with a variety of simulations can reach 0.8 predictive validity in assessing future performance. They can also help sell the organisation and provide candidates with a useful introduction to the work involved in the job if successful. The variety of activities can also be more interesting for candidates. In addition to the opportunity to meet with other candidates, the involvement of organisation-supplied assessors provides the opportunity for candidates to meet with a larger number of managers from the organisation than is usually available in other selection processes. Cost This is the main disadvantage. Simulations are expensive to design, and time-consuming and resource-intensive to administer. Added to this is the time needed to train and update assessors, plus of course participation in decision-making and wider diversity training. The usual counters to this are:
Ultimately however using the right simulation exercises that are well matched to the job, and investing time and effort in training assessors is what matters. There is no point in designing an amazing centre if it cannot be properly resourced with trained assessors. Many organisations still opt for a 2 or 3 day assessment centre and one-day assessor training session. My advice is to run things the other way around – i.e. one or half day assessment centre, and 2 or 3 day training. Sharpen your feedback skills. Gayna Deacon will soon be looking at how information generated by the assessment centre can be used to follow up with candidates after selection decisions have been made.
|
|
|
||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
|
©Abeceder Ltd 2004 | Home | Shop | Training | Consultancy | Events | Sign In | Join | Privacy | Conditions of Use | Contact |
Visit the Abeceder shop for our collection of business related books, and audio-visual resources
