ASSESSMENT CENTRE

Introduction

The most important and precious resource in a company is its employees. results are achieved thanks to technology, capital, and also a well prepared, and trained team. We believe in the potential of every person, and the potential of the organisation.

We want to help managers and staff members work effectively on the market. We offer recruitment, selection, and assessment services designed to build, and maintain. stable, and flexible, and creative structures.

The most efficient and successful method of helping to assess human potential at work is the Assessment Centre Method.

Our approach is based on four major components of Human Resource Management: the recruitment and selection of personnel, assessment of employee potential, remuneration and development. The most strategic aspect is: long term criteria for selection, assessment of an employee’s potential, career planning, alternative remuneration systems.

Managing for Results

We offer a human resource management system incorporating various aspects of personnel management. At the heart of this system lies the Assessment Centre Method. It's a modern method for determining job requirements and evaluating human capacities in terms of objectively observable behaviour.

Assessment Centre Method has a bearing on the following aspects of personnel management:

• staffing: decision making on selection, promotion, turnover and dismissal;
• staff development: determining educational and training requirements
• improving performance in management/staff relationships;
• bringing compensation policy in line with general policy objectives.

Assessment Centre - what is it ?

The Assessment Centre Method enables us to assess effectively assess the potential of individual growth and development of an employee. Accordingly, the organisation has the possibility to allocate its resources in the most optimal way.

History

The origins of the Assessment Centre lie in the period before the Second World War, when it was used for the selection of British and German officers. There are also some, who believe Cesar Hadrian started it; recruiting officers for his army through role-play and simulations.

The method began to get off the ground in the forties, primarily in the United States, and by the late fifties was further developed by the business community, in particular by the American Telephone and Telegraph Company (AT&T). Since 1970, the Assessment Centre Method has grown into a force to be reckoned with in the United States and in Europe.

Definition

Criterion - based analysis

The aim of Assessment Centre is to define critical success factors for specific positions, and their systematical evaluation. The criteria are defined. Their choice is the result of job analysis.

Most important for job analysis are:

• the results gained by the position’s existence
• tasks and responsibilities;
• other activities involved with the position;
• environment of the position (eg.. market, clients);
• the internal environment of the position;
• critical success factors;
• skills and knowledge.

techniques

In order to assess a candidate, many methods are used: exercises, tests ,psychological tests, simulations, interviews, individually and in groups. The techniques are constructed to reflect real situations and therefore imitate the environment of the job.

More than one assessor

The word "Centre" means the way of assessing candidates. They are assessed during many simulations and exercises, by at least two assessors, each. The chosen criteria are assessed. Each assessor is trained to use the Assessment Centre Method.

Observing, recording, classifying, and assessing

Through the word assessment we mean passing judgement on the candidate, evaluating his/her behaviour. During the Assessment Centre Method the behaviour of candidate is observed and recorded by the assessors. Next, after the session is finished, the assessors meet together, and discuss their opinions. The final report is based on their discussion.

Characteristic of the method

The following elements are characteristic of the method

• behaviour is central: behaviour predicts behaviour,
• the qualities of the various candidates are determined with the aid of various techniques, such as interviews, psychological tests and exercises,
• most of the exercises take the form of simulations of tasks and situations which arise in the future job,
• the exercises can also be carried out in a group, so that the candidates` interaction and co-operation can be observed,
• the candidates are observed by a number of different appraisers, preferably senior managers from their own organisations,
• how the candidate responds is evaluated on the basis of previously defined criteria derived from job analysis,
• the final evaluation is based on the opinions of the different appraisers.

Many methods base the evaluation of an individual's aptitude for a new job primarily on performance in previous jobs. This is quite possible when the new job does not appreciably differ from the previous one. When it does differ, however, trying to predict future performance on the basis of the present can be a fairly risky business. The fact, that someone is an outstanding salesman, for example, does not guarantee that he will be a good sales manager. In such cases, the Assessment Centre method can be a real boon.

The Assessment Centre Programme and session

The average Assessment Centre Programme involves six to eight candidates over a one to two day period. The participant takes part in interviews, tests, and exercises designed to shed light on the particular behavioural criteria considered to be significant for a given position. During the assessment session, the candidates are observed, and interviewed by two to four appraisers who make notes concerning their responses. Appraisers swap candidates with each new exercise, or interview. When the participants depart at the end of the session, the appraisers meet to discuss their findings and come to a unanimous opinion. A final report is than drown up for each participant. The information contained in this report is made available to both the candidate and the company.

 

Assessment Centre process

The Assessment Centre is a very systematic, step-by- step approach, which produces results at every phase and thus has a wide range of possible applications. The method consists of the following:

 

Stages of the Assessment process

Formulate goal

For which purpose is the Assessment Centre Method to be used? For selection? Management development? Evaluation? Schooling and training? Each purpose demands its own particular approach and methodology.

Target jobs

What is the target group? Sales personnel, trainees, specialists, managers?

Analyse jobs and establish criteria

How are the target jobs structured? What are their key characteristics? What does the appraiser need to know about: leadership, organisational ability, planning, communicating skills, stress tolerance?

Choose the methodology

Which tools to use and why? Which simulations, interview questions and /or psychological tests will be employed?

Draft scenario for the session

How is the Programme to be carried out in practice, how long will it last and where and when will the session be held?

Assessment Centre session

The session is underway, the assessors are recording the candidates’ responses, and the candidates are working on simulations.

Final report, evaluation and follow up

After the session the assessors give their final opinion about the candidates. They produce a report, intended as a guide for further development. The final decision is made: Who is promoted, who is accepted, what are the areas in which the candidates could develop? A follow up programme for the manager and candidate is designed.

 

The exercises

Many kinds of exercises are used in the assessment centre session. The examples are:

Biographical interview

The biographical interview helps to check the meritorical knowledge, experience and skills of the candidate. It lasts about 60 minutes.

Behavioural interview

The behavioural interview is based on behavioural criteria. The questions and the interview process is built on the critical behavioural criteria chosen during the job analysis. The interview lasts 90-120 minutes.

The simulation interview

During the simulation interview , the role play depends on the individual characteristic of the exercise. Together with preparation phase It takes 60 minutes. During this stage the candidate solves an interpersonal problem.

"In - basket" exercise

The candidate has to handle several written problems concerning some situation in a company. It takes 90-240 minutes.

Group exercise

The participants work in a group with roles to play. Together they must solve a problem. The situations are similar to their every- day responsibilities. The group exercises take 30-120 minutes.

Presentations

The participant obtains a description of a situation and problem. His job is to offer his opinion on the problem. The average time takes 120 minutes.

Fact-fanding

This kind of exercise is based on decision making. The candidate has to make a decision about a situation. He/she has to ask questions to obtain enough information to make the decision. This kind of exercise takes 60 minutes.

The Assessment Centre Method delivers reliable results

Studies carried by AT&T, IBM, Sears Roebuck, General Electric and Standard Oil all confirm the reliability of the Assessment Centre Method. Candidates selected by means of this method were shown to have two to three times more chance of success in higher management positions than those promoted on the basis of their boss` evaluations alone.

(Huck JR, McKinsey 1973)

Benefits

Reliable job analysis

We base our job analysis on the results the position should generate for the company, and the function it holds. The responsibilities require specific behavioural responses from an employee. On this basis, the critical success criteria are defined and chosen. The Job analysis is carried out systematically, starting form responsibilities, then to activities, and finally to behavioural criteria.

Exact and complete information on the potential of an employee

Thanks to Assessment Centre a company can obtain complete information about an employee’s possibilities, and potential., his strengths, and areas for development.

Clear report

All the information concerning the process and the opinion are gathered in the final report. The report is a tool for the candidate's development. The report is written in a clear and comprehensible way, containing the information about the criteria, their levels, and information concerning the development of an employee.

Wide scope of the Assessment Centre Method

The Assessment Centre Method is used on many occasions in personal policy management. Thanks to information gained by Assessment Centre one can plan careers for staff, promotions, trainings, remuneration systems, performance appraisal. As a result, Assessment 360° can also be designed.

Our experiences

The Assessment Centre Method, comes from the Netherlands. Invented by aHR consultancy - GITP company GITP was established over 50 years ago, and at present helps over 6 000 clients in Europe. The mayor clients of the company are: ING, Philips, Deloitte & Touche, Ericsson, Rabo Bank, KLM, IBM, Heineken (information about our partner can be found on the Internet, on their web side www.gitp.com). Solution owns the license for Assessment Centre Technology, adapted slightly for Polish conditions. We use assessment during the recruitment, assessment, and performance appraisal of employees. We also use the technology in projects aimed at the improvement of quality and consumer - care systems, as well as organisational changes in companies.