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Chapter 1:
Introduction to Assessment center:
An assessment centre is a place at which a person, such as a member of staff, is assessed
to determine their suitability for particular roles, especiallymanagementor military
command. The candidates'personalityandaptitudesare determined by a variety of
techniques including interviews, group exercises,examinationsandpsychometric testing.
History
Assessment centres were first created in World War IIto select officers. xamples
include the Admiralty Interview !oardof the "oyal #avyand the War $ffice %election
!oardof the !ritish Army
AT&Tcreated a building for recruitment of staff in the ()*s. This was called The
Assessment +entre and this was influential on subsequentpersonnelmethods in other
businesses
$ther companies use this method to recruit for their graduate programmes by assessing
the personality and intellect of potential employees who are fresh out of university and
have no wor history. Thebig four accountancy firmsconduct assessment centre days to
recruit their trainees. -/ of employers in the 01 and 0%A now use some form of
assessment centre as part of their recruitment2promotion process.In recent years
companies have been set up to support assessment centre coaching
3ro4ect on assessment5
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chapter 2
HRM :
Definition :
Theprocessof hiring and developingemployeesso that they become more valuable to
the organi6ation.
7uman "esource 8anagementincludes
conducting4obanalyses,planningpersonnelneeds,recruitingtherightpeople for the 4ob,
orienting and training, managingwagesand salaries,providingbenefitsand incentives,
evaluatingperformance, resolving disputes, and communicating with all employees at all
levels. xamplesof core qualitiesof 7" management are extensivenowledgeof
the industry, leadership,and effectivenegotiationsills. 9ormerlycalledpersonnel
management
Human resource management:HRM, or simply HR; is the managementof
anorgani6ation's worforce, orhuman resources. It is responsible for
the attraction, selection,training, assessment,andrewarding of employees, while also
overseeing organi6ationalleadershipand cultureand ensuring compliance
withemployment and labor laws.In circumstances where employees desire and are
legally authori6ed to hold a collective bargaining agreement,7" will also serve as the
company's primary liaison with the employees' representatives :usually a labor union;.
2
http://www.businessdictionary.com/definition/process.htmlhttp://www.businessdictionary.com/definition/developer.htmlhttp://www.businessdictionary.com/definition/employee.htmlhttp://www.businessdictionary.com/definition/employee.htmlhttp://www.businessdictionary.com/definition/organization.htmlhttp://www.businessdictionary.com/definition/management.htmlhttp://www.businessdictionary.com/definition/job.htmlhttp://www.businessdictionary.com/definition/planning.htmlhttp://www.businessdictionary.com/definition/planning.htmlhttp://www.businessdictionary.com/definition/personnel.htmlhttp://www.businessdictionary.com/definition/need.htmlhttp://www.businessdictionary.com/definition/need.htmlhttp://www.businessdictionary.com/definition/recruiter.htmlhttp://www.businessdictionary.com/definition/right.htmlhttp://www.businessdictionary.com/definition/right.htmlhttp://www.businessdictionary.com/definition/right.htmlhttp://www.businessdictionary.com/definition/training.htmlhttp://www.businessdictionary.com/definition/manager.htmlhttp://www.businessdictionary.com/definition/manager.htmlhttp://www.businessdictionary.com/definition/wages.htmlhttp://www.businessdictionary.com/definition/wages.htmlhttp://www.businessdictionary.com/definition/salary.htmlhttp://www.businessdictionary.com/definition/provider.htmlhttp://www.businessdictionary.com/definition/provider.htmlhttp://www.businessdictionary.com/definition/benefit.htmlhttp://www.businessdictionary.com/definition/benefit.htmlhttp://www.businessdictionary.com/definition/incentive.htmlhttp://www.businessdictionary.com/definition/incentive.htmlhttp://www.businessdictionary.com/definition/performance.htmlhttp://www.businessdictionary.com/definition/dispute.htmlhttp://www.businessdictionary.com/definition/examples.htmlhttp://www.businessdictionary.com/definition/examples.htmlhttp://www.businessdictionary.com/definition/quality.htmlhttp://www.businessdictionary.com/definition/knowledge.htmlhttp://www.businessdictionary.com/definition/knowledge.htmlhttp://www.businessdictionary.com/definition/knowledge.htmlhttp://www.businessdictionary.com/definition/industry.htmlhttp://www.businessdictionary.com/definition/leadership.htmlhttp://www.businessdictionary.com/definition/leadership.htmlhttp://www.businessdictionary.com/definition/effective.htmlhttp://www.businessdictionary.com/definition/negotiation.htmlhttp://www.businessdictionary.com/definition/negotiation.htmlhttp://www.businessdictionary.com/definition/skill.htmlhttp://www.businessdictionary.com/definition/skill.htmlhttp://www.businessdictionary.com/definition/call.htmlhttp://www.businessdictionary.com/definition/call.htmlhttp://www.businessdictionary.com/definition/call.htmlhttp://www.businessdictionary.com/definition/personnel-management.htmlhttp://www.businessdictionary.com/definition/personnel-management.htmlhttp://en.wikipedia.org/wiki/Managementhttp://en.wikipedia.org/wiki/Organizationhttp://en.wikipedia.org/wiki/Workforcehttp://en.wikipedia.org/wiki/Human_resourceshttp://en.wikipedia.org/wiki/Employer_brandinghttp://en.wikipedia.org/wiki/Recruitmenthttp://en.wikipedia.org/wiki/Training_and_developmenthttp://en.wikipedia.org/wiki/Performance_appraisalhttp://en.wikipedia.org/wiki/Remunerationhttp://en.wikipedia.org/wiki/Leadershiphttp://en.wikipedia.org/wiki/Organizational_culturehttp://en.wikipedia.org/wiki/Labour_lawhttp://en.wikipedia.org/wiki/Collective_agreementhttp://en.wikipedia.org/wiki/Trade_unionhttp://www.businessdictionary.com/definition/process.htmlhttp://www.businessdictionary.com/definition/developer.htmlhttp://www.businessdictionary.com/definition/employee.htmlhttp://www.businessdictionary.com/definition/organization.htmlhttp://www.businessdictionary.com/definition/management.htmlhttp://www.businessdictionary.com/definition/job.htmlhttp://www.businessdictionary.com/definition/planning.htmlhttp://www.businessdictionary.com/definition/personnel.htmlhttp://www.businessdictionary.com/definition/need.htmlhttp://www.businessdictionary.com/definition/recruiter.htmlhttp://www.businessdictionary.com/definition/right.htmlhttp://www.businessdictionary.com/definition/training.htmlhttp://www.businessdictionary.com/definition/manager.htmlhttp://www.businessdictionary.com/definition/wages.htmlhttp://www.businessdictionary.com/definition/salary.htmlhttp://www.businessdictionary.com/definition/provider.htmlhttp://www.businessdictionary.com/definition/benefit.htmlhttp://www.businessdictionary.com/definition/incentive.htmlhttp://www.businessdictionary.com/definition/performance.htmlhttp://www.businessdictionary.com/definition/dispute.htmlhttp://www.businessdictionary.com/definition/examples.htmlhttp://www.businessdictionary.com/definition/quality.htmlhttp://www.businessdictionary.com/definition/knowledge.htmlhttp://www.businessdictionary.com/definition/industry.htmlhttp://www.businessdictionary.com/definition/leadership.htmlhttp://www.businessdictionary.com/definition/effective.htmlhttp://www.businessdictionary.com/definition/negotiation.htmlhttp://www.businessdictionary.com/definition/skill.htmlhttp://www.businessdictionary.com/definition/call.htmlhttp://www.businessdictionary.com/definition/personnel-management.htmlhttp://www.businessdictionary.com/definition/personnel-management.htmlhttp://en.wikipedia.org/wiki/Managementhttp://en.wikipedia.org/wiki/Organizationhttp://en.wikipedia.org/wiki/Workforcehttp://en.wikipedia.org/wiki/Human_resourceshttp://en.wikipedia.org/wiki/Employer_brandinghttp://en.wikipedia.org/wiki/Recruitmenthttp://en.wikipedia.org/wiki/Training_and_developmenthttp://en.wikipedia.org/wiki/Performance_appraisalhttp://en.wikipedia.org/wiki/Remunerationhttp://en.wikipedia.org/wiki/Leadershiphttp://en.wikipedia.org/wiki/Organizational_culturehttp://en.wikipedia.org/wiki/Labour_lawhttp://en.wikipedia.org/wiki/Collective_agreementhttp://en.wikipedia.org/wiki/Trade_union8/12/2019 Assessment Final Shashank
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7" is a product of the human relations movementof the early
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information from different applications into one universal database. The linage of its
financial and human resource modules through one database is the most important
distinction to the individually and proprietary developed predecessors, which maes this
software application both rigid and flexible.
The function of human resources :7"; departments is generally administrative and
common to all organi6ations. $rgani6ations may have formali6ed selection, evaluation,
and payroll processes. fficient and effective management of >human capital> progressed
to an increasingly imperative and complex process. The 7" function consists of tracing
existing employee data which traditionally includes personal histories, sills, capabilities,
accomplishments and salary. To reduce the manual worload of these administrative
activities, organi6ations began to electronically automate many of these processes by
introducing speciali6ed human resource management systems. 7" executives rely on
internal or external IT professionals to develop and maintain an integrated 7"8%. !efore
the clientserverarchitecture evolved in the late (*s, many 7" automation processes
were relegated to mainframe computers that could handle large amounts of data
transactions. In consequence of the high capital investment necessary to buy or program
proprietary software, these internally developed 7"8% were limited to organi6ations that
possessed a large amount of capital. The advent of client?server,application service
provider, and software as a service:%aa%; or human resource management systems
enabled increasingly higher administrative control of such systems. +urrently human
resource management systems encompass@citation needed5
. 3ayroll
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3. 3erformance appraisal
B. !enefits administration
). 7" management information system
6. "ecruiting2Cearning management
D. 3erformance record
8. mployee self=service
(. %cheduling
*.Absence management
.Analytics
The payro modueautomates the pay process by gathering data on employee time and
attendance, calculating various deductions and taxes, and generating periodic pay
cheques and employee tax reports. Eata is generally fed from the human resources and
time eeping modules to calculate automatic deposit and manual cheque writing
capabilities. This module can encompass all employee=related transactions as well as
integrate with existing financial management systems.
The time and attendance moduegathers standardi6ed time and wor related efforts.
The most advanced modules provide broad flexibility in data collection methods, labor
distribution capabilities and data analysis features. +ost analysis and efficiency metrics
are the primary functions.
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The !enefits administration modueprovides a system for organi6ations to administer
and trac employee participation in benefits programs. These typically encompass
insurance, compensation, profit sharing and retirement.
The HR management modueis a component covering many other 7" aspects from
application to retirement. The system records basic demographic and address data,
selection, training and development, capabilities and sills management, compensation
planning records and other related activities. Ceading edge systems provide the ability to
>read> applications and enter relevant data to applicable database fields, notify employers
and provide position management and position control. 7uman resource management
function involves the recruitment, placement, evaluation, compensation and development
of the employees of an organi6ation. Initially, businesses used computer based
information systems to5
produce pay checs and payroll reportsF
maintain personnel recordsF
pursue talent management.
$nline recruitinghas become one of the primary methods employed by 7" departments
to garner potential candidates for available positions within an organi6ation. Talent
management systems typically encompass5
analy6ing personnel usage within an organi6ationF
identifying potential applicantsF
recruiting through company=facing listingsF
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recruiting through online recruiting sites or publications that maret to both
recruiters and applicants.
The significant cost incurred in maintaining an organi6ed recruitment effort, cross=
posting within and across general or industry=specific 4ob boards and maintaining a
competitive exposure of availabilities has given rise to the development of a
dedicated applicant tracing system, or 'AT%', module.
The training modueprovides a system for organi6ations to administer and trac
employee training and development efforts. The system, normally called a >learning
management system> :C8%; if a stand alone product, allows 7" to trac education,
qualifications and sills of the employees, as well as outlining what training courses,
boos, +Es, web based learning or materials are available to develop which sills.
+ourses can then be offered in date specific sessions, with delegates and training
resources being mapped and managed within the same system. %ophisticated C8% allow
managers to approve training, budgets and calendars alongside performance management
and appraisal metrics.
The empoyee sef"ser#ice modueallows employees to query 7" related data and
perform some 7" transactions over the system. mployees may query their attendance
record from the system without asing the information from 7" personnel. The module
also lets supervisors approve $.T. requests from their subordinates through the system
without overloading the tas on 7" department.
8any organi6ations have gone beyond the traditional functions and developed human
resource management information systems, which support recruitment, selection, hiring,
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4ob placement, performance appraisals, employee benefit analysis, health, safety and
security, while others integrate an outsourced applicant tracing system that encompasses
a subset of the above.
Assigning "esponsibilities +ommunication between the mployees.
The Anayticsmodule enables organi6ations to extend the value of an 7"8%
implementation by extracting 7" related data for use with other business intelligence
platforms. 9or example, organi6ations combine 7" metrics with other business data to
identify trends and anomalies in headcount in order to better predict the impact of
employee turnover on future output.
Recruitment :
"ecruitment refers to the process of attracting, screening, selecting, and onboarding a
qualified person for a4ob.At the strategic level it may involve the development of
anemployer brandwhich includes an 'employee offering'.
The stages of the recruitment process include5 4ob analysis and developing a person
specificationF the sourcing of candidates by networing, advertising,or other search
methodsF matching candidates to 4ob requirements and screening individuals using testing
:sills or personality assessment;F assessment of candidates' motivations and their fit with
organisational requirements by interviewing and other assessment techniques. The
recruitment process also includes the maing and finalising of 4ob offers and the
induction and onboarding of new employees.@
Eepending on the si6e and culture of the organisation recruitment may be undertaen in=
house by managers, human resource generalists and 2 or recruitment specialists.
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Alternatively parts of all of the process might be undertaen by either public sector
employment agencies, or commercial recruitment agencies, or specialist search
consultancies.
Recruitment methods:
1. Recruitment by Campus method
+ampus is the location of a university, college, or schoolGs main buildings. This method
is based on recruitment at university, collegesH
2.Recruitment by Job centers
ob centers often speciali6e in recruitment for specific sectors. They usually provide a
shortlist of candidates based on the people registered with the agency. They also supply
temporary or interim employees.
3. Head hunting.
7ead hunting are recruitment agents who provide a more speciali6ed approach to the
recruitment of ey employees and2or senior management.
4. Recruitment by Advertisements
They can be found in many places such as5
J #ewspaper
J ob posting on 4ob sites
J Ads on websites related to positions recruited.
5. Database search on ob sites.
+ompany can buy data from 4ob websites for a wee or a month to search candidates.
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!."mp#oyee re$erra#
This method often refer to as Kword of mouthG and can be a recommendation from a
colleague at wor.
%. Contract sta$$ing.
+ompany can buy staffing contract from 7" outsourcing.
&. 'ord(o$(mouth recruitment
). *ree on#ine ads
Lou can post your recruitment ads at free websites such as forums, blogsH
1+. ,nterna# recruitment
Internal recruitment can conduct by types of5
J 3resent permanent employees :based on programs of career development;.
J 3resent temporary 2 casual employees.
J "etired employees.
J Eependents of deceased disabled, retired and present employees.
Importance of recruitment :
Attract and encourage more and more candidates to apply in the organisation.
+reate a talent pool of candidates to enable the selection of best candidates for the
organisation.
Eetermine present and future requirements of the organi6ation in con4unction with
its personnel planning and 4ob analysis activities.
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"ecruitment is the process which lins the employers with the employees.
Increase the pool of 4ob candidates at minimum cost.
7elp increase the success rate of selection process by decreasing number of visibly
under qualified or overqualified 4ob applicants.
7elp reduce the probability that 4ob applicants once recruited and selected will leave
the organi6ation only after a short period of time.
8eet the organi6ations legal and social obligations regarding the composition of its
worforce.
!egin identifying and preparing potential 4ob applicants who will be appropriate
candidates.
Increase organi6ation and individual effectiveness of various recruiting techniques
and sources for all types of 4ob applicants
Chapter $:
%rocess of assessment center :
8TA% Assessment 3rocess5
Therefore, any 8TA% Assessment +enter should be accomplished using the
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guideline of the
Assessment +enter 8ethod. very assessment will begin with a 4ob analysis.
+ompetencies will be
developed for each position. 8ultiple instruments will be used to evaluate the
competencies.
8ultiple assessors from other cities will be used. Assessors for each 8TA%
Assessment +enter will
undergo thorough training and must be able to demonstrate an understanding of
competencies and
their relationship to evaluating an applicantGs performance on an assessment
instrument. 8TA% staff
will wor with assessors to integrate behavior information and prepare the final
reports. The
following contains a summary of the components of a MvalidN Assessment +enter to
be used in any
8TA% Assessment +enter.O
ob Analysis5
A 4ob analysis is a systematic collection and analysis of information about a 4ob. It
provides
the foundation for the development of a number of personnel instruments, including
the 4ob
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description. The focus of a 4ob analysis is on performance and the nowledge, sills,
abilities
:1%As;, and motivation needed to do the 4ob. The primary goal of the 4ob analysis is
to provide
enough information to create a model of performance and to determine causes of
good and bad
performance. Penerally, in building the model, one would collect information about5
:; the
organi6ational context of the 4ob = its purpose, ma4or responsibilities, and the
environmentF :
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+ompetencies are the elements the assessors will be evaluating during the
Assessment +enter.
In the development of competencies, information from the 4ob analysis and expert
interviews
is groups according to sills required to excellent performance. The intent of the
grouping is to
document that certain sills are 4udged to be necessary for the performance of the
more important
tass of the 4ob. The grouping is also useful in designing assessment center
simulation exercises.
8easurements5
$nce the 4ob analysis is completed, a determination must be made about the specific
instruments to use to measure the desired competency. The goal is to develop
exercises that simulate
the sill requirements of the 4ob. There are a number of different instruments that
may be used to
measure the competency of an individual. These range from pen and pencil tests to
group interviews
to simulations. A good practice is to chart the most important competencies and the
measurement
instrument that best evaluates the competency.
%imulations5
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A simulation is an imitation of a Mreal=lifeN experience. It can tae the form of a
group discussing a Mreal=lifeN problemF a role=playing setting where individuals Mact
outN
behaviors in response to stimuliF a presentation designed to represent a wor=related
speechF
an in=baset exercise to demonstrate how candidates mae decisions about wor
activities
or wor flowF or case studies where the candidate solve real wor=related problems.
7ere
are some examples5B
Ceaderless Proup xercise = Ceaderless Proup xercises are good tests of
leadership sills. They generally fall into two distinct areas5 :; assigned rolesF and
:
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an employee. They are instructed to interview and counsel the employee. +andidates
should be able to point out the seriousness and consequences of continued behaviors.
3resentations = +andidates are required to mae a speech lasting five to ten minutes
on a management topic or sub4ect area related to a particular 4ob. The candidates are
given the same topic. At the conclusion of each presentation, assessors as questions
of the candidates. Another example of the presentation might be displayed in a Mpress
conference.N The behaviors generated by a manager during a press conference are
strong indicators of the abilities of the candidate as a leader.
In=!aset = The in=baset exercise is by far the most popular exercise used in the
Assessment +enter process. +andidates are given a set of materials that might be
found in a managerGs in=baset. Typically, the instructions for the exercise tell the
candidate that he2she has 4ust been promoted to the new position and that his2her
predecessor has left a rather large amount of material in his2her in=baset. The
inbaset contains memos, letters, and reports of varying importance. The candidate
must write down every action he2she would tae, including notes, letters, conference
agenda, phone calls, etc. The in=baset scenario forces candidates to handle their
inbaset as best they can, demonstrating their approach to problem=solving,
decisionmaing, delegation, written communication sills, etc., rather than permitting
them
to avoid the in=baset problems by claiming they would handle them later.
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Wor %ample5
:case study; = The wor sample is one of the most involved of the
Assessment +enter exercises. 8ost wor samples require two :
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3erformance = 3erformance tests require the candidate to perform a tas rather than
answer questions. They are usually administered individually so that the examiner
can count the number of errors committed by the student and can mae assumptions
about future performance of the candidate.
3ersonality = 3ersonality tests attempt to measure a number of different MtraitsN or
characteristics that individuals might possess. In principle this does not differ from
testing achievement, intelligence, attitude, or any other attributes since tests are
samples of behavior and are necessarily limited in content.
Interviews5
The Assessment +enter interview is a structured interview, meaning that all
candidates are ased the same questions. Assessors, however, are free to followup on
candidate responses and see out additional information pertaining to the interview
questions.
The interview questions should be related to the specific competencies being
measured. The questions should be designed to illicit information about how the
candidate
handles certain 4ob=related situations and to determine past behaviors in dealing with
certain
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4ob=related situations. Questions should follow the following format5 :; %etupF :
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understanding of the inds
of behaviors that pertain to the assessment competencies. Assessors need to be
sillful in recording
and classifying behavior into assessment competencies. In effect, assessors need to
be able to
quicly identify which behaviors are relevant to the assessment process and now
which
competencies they pertain to.
The amount of assessor training required is not rigid but depends on issues, such as
whether
the trainees have had any prior similar training in assessment techniques, the
bacground of the
trainees :e.g., whether they are professionals;, and their nowledge of and2or
experience with the
organi6ation and the position being assessed. The precise minimum number of hours
needed for
adequate assessor training cannot be setF however, when training individuals with no
prior assessor
experience, it is desirable :not required; to have two days of training for each day of
assessment.
After an individual is trained as an assessor, the individual should serve as an
assessor in an
Assessment +enter within six monthsF otherwise, a refresher course should be
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attended before
actually serving. If an individual serves as an assessor fewer than two times over two
consecutive
years, the individual should attend a refresher course before serving again as an
assessor.
$bserving and "ecording !ehavior5
Assessors will observe candidates in a variety of assessment exercises. The assessor
must be trained to observe candidate=behavior actively rather than passively. The
behavior
that assessors observe must be recorded. Assessors must write what are referred to as
Mbehavior observation statements.N These statements should include specific,
observable
behaviors demonstrated by the candidate in the assessment exercise. It is crucial to
train
assessors to avoid maing evaluations during the stage of observing and recording
behavior.
Thus, instead of simply sitting bac and observing candidates without taing notes,
assessors
should be actively engaged in documenting the behavior of the candidates.
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+lassifying !ehavior
The basis for rating candidates in an Assessment +enter is the behavior that they
demonstrate with regard to the critical assessment competency being evaluated. Thus,
it is
necessary to identify which behaviors are relevant to which assessment
competencies. 9or
each recorded behavior, assessor training should classify the behavior into the
assessment
competencies represented by the behavior.
"ating !ehavior5
After behavior has been observed and classified, it must be evaluated. Assessors must
mae 4udgements about the degree of the competency demonstrated through the
behaviorFD
that is, they must rate the effectiveness of the behavior in terms of the competencies.
It is
essential that assessor ratings be consistent and reliable. Therefore, it is advisable to
require
that all assessor ratings be within one point where a five=point rating scale is used.
In the actual Assessment +enter, assessors will evaluate all of the behaviors
demonstrated with regard to each of the assessment competencies and mae one
single rating
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for the competency. The underlying basis for maing such ratings, however, is an
understanding of each specific behavior. Assessors must develop a common
understanding
about what types of behavior should be rated MO> or M)> on a rating scale.
Implementation5
In a one=day assessment, it is generally feasible to administer four :B; exercises for
up to
twelve :
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R %tructured Interview = The structured interview should tae approximately O*=B)
minutes.
Assessors5
There should be one assessor for every two candidates. Euring group discussion
exercises, it is important that assessors have frontal views of the candidates they are
assigned
to observe. Assessors should seat themselves a comfortable distance from the
candidates, yet
close enough to hear the conversation with ease. +andidates should be specifically
instructed
to avoid informal discussion with assessors on breas or in other unplanned
encounters.
9ollowing group discussion exercises, assessors should complete the Assessor "ating
9orm. Assessors should ran the candidates based on5 :; the quality of the ideals
that they
demonstrated, and :
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assessment information, but the ey point is that simply MaveragingN assigned ratings
by
different assessors does not constitute a pooling of information. The pooling and
integration
of information by assessors is what separates Assessment +enters from other testing
procedures. Assessors share the information they have collected to develop an
overall,
comprehensive picture of each candidate.
The primary approach to the integration of information is based on the specific
exercise, with scores assigned to each competency in each exercise. :The total score
is some
mathematical combination of these ratings.; Assessors who were present during the
exercise
should pool their information and rate the candidate :in=baset;. It is important to
understand
that while the assessors who observed are important, the assessor who too notes on
a
particular candidate plays no greater role in determining that candidateGs rating than
the
other assessors. This ensures that the assessors wor as a team to review the available
information and mae fair and valid ratings.
While the assessors who observed a particular candidate read his2her behavioral data,
the other assessors tae notes of points on which they need clarification of the
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candidateGs
behavior. When the behavior data has been reported, the other assessors should as
questions
if necessary and share any additional observations they may have made. The goal is
to
achieve consensus with regard to the ratings of the competencies in each exercise,
which will
then lead to a final rating consensus on the competencies.
"atings
After all the reports have been read for a candidate and the ratings posted on a flip
chart or blacboard, assessors should consider all available information obtained
from the
assessment exercises. The same =O rating scale used in the exercises is used in
maing the
final ratings. Attaining consensus on the part of the assessors, or at least achieving a
set
rating that has no more than a one=point spread, is the real test in the integration
phase. 9inal
ratings for each competency should be entered on the bottom line of the 9inal "ating
9orm.
9rom the 9inal "ating 9orm, final overall scores must be assigned.
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Importance of assessment centers:
Assessment centers used for seection training and promotion of candidate &
'he candidate can find their strength and eaness&
'he candidate can impro#e their performance they can impro#e their performance
and remo#e their eaness&
It is more #aid !ecause candidate is e#auated*(+udged)!y many different e,pert &
Assessment centres
0sage5 What for 5
Sarious organi6ations have used the data provided by A+s for a variety of purpose why
are listed as below5
.
%election
? A+s help organi6ations in getting the right people in.
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+areer development
? The identification of the competencies possessed by the individual helps organi6ation
decide h
is career plans.
O.
3otential appraisal
? A+s help organi6ations identify if the person can handle the challenges offered in the
next higher
position.
B.
Identification of high potential managers? This creates a pool of managerial talents &
multifunctional manager
s that would be available across the business group etc.
).
%uccession planning
? Identifying the right individual for critical positions such as +$, +9$ etc is very
important for the success of the organi6ation. A+s reduces the ris of such wrong
identification.
-.
Allocations of challenging assignments
? A+s provide the organi6ation with the strengths and weanesses of every participant.
This helps the organi6ation in deciding the candidates who would have the necessary
abilities to undertae the proposed challenging assignments.
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D.
8anagement development
? A+s provide ample opportunity to its participants to reflect on oneGs capabilities and to
improve
by observing others perform in the A+.
Chapter -:
Company offer assessment center:
Saaahaar Consutants
'urning point hr
Adecco HR
%rocess in company:
Saaahaar Consutants:
'he Do#er . /ienna %sychomotor 'ests
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The aim of the psychomotor assessment is to determine whether a person can operate
safely and carefully and not to determine whether they can operate or not. This
assessment shows us whether our operators and drivers are most liely to mae errors and
display poor operating behaviour which leads to accidents. This tool is therefore of vital
importance as it involves vision, co=ordination and mental processing.
The Eover test system consists of numerous tests compiled into a battery to more
accurately assess necessary sills such as hand=eye=foot co=ordination, auditory
discrimination, and sustainability of concentration despite overwhelming environmental
factors as well as visual perception. %ub4ectGs performance level is tested against time
constraints as a stress factor. The candidate, who is unable to cope under stress, or ever
recover thereafter, often becomes a danger to himself as well as others. The cost
implications are also directly related.
'urning point hr:
%$
The Erae 3O is an online talent management system that uses an assessment instrument
to help businesses hire and manage people who will perform well in their 4ob. The
assessment provides accurate, insightful and easy to understand reports to assist
companies in hiring, performance appraisals and team building. The Erae 3O reveals a
personGs natural tendencies, communication styles, emotional intelligence, motivational
needs, decision maing abilities, energy level and more.
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According to a benchmar study in the 7arvard !usiness "eview, when companies used
4ob analysis and behavioural assessment surveys as part of their hiring practice, employee
turnover was reduced by )*/. In companies that used that ind of assessment tool, -/
of the employees became top performers in B months on the 4ob, versus D/ by those
who did not use it.
Adecco HR:
IS/
Independent %ills Serification assists organisations in the assessment and selection of
candidates for roles. It is also increasingly used to inform succession planning.
The software portfolio includes5
Sis Assessments5
Why tae a ris on new hire when there is a way to be certain Pet the right people, in
the right 4obs while significantly reducing your spend and time on recruiting.
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0nine 'raining5
"efresh learning and up=sill your candidates or colleagues with our easily accessible and
user=friendly training materials. 8ore cost effective and efficient than classroom training.
Confirmation of earning5
7ave your colleagues retained everything they learned in training Test what you teach
with either our ready=to=use tests or your own customised material. nsure your
colleaguesG performance and messaging matches your expectations.
uid 3our 0n Custom"uit 'ests:
+reate your own sill assessments totally tailored for your product or industry sector.
%ave money and create assessments that as your companyGs iller questionsR
Heath 4 Safety 'raining:
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$nline training videos cover a variety of 7&% topics. This cost=effective and flexible
way of learning is perfect for staff inductions and ensuring compliance.
Management 'raining:
Eevelop yourself or your brightest stars into effective, inspiring leaders with our
specialist management training films. A cost=effective and flexible way to eep moving
up the career ladder.
enefit of assessment center:
There are certain reasons why assessment centres are preferred over other methods of
selection. %ome of them are highlighted below5
J
A+s map the next level challenges and simulate them in exercises. This raises the validity
of the assessment tool. The old way of evaluating the person based on past performance
does not wor many times, as the challenges of the next level are different from the
challenges in the existing position
J
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Assessment centres not only help the organi6ation in placing the right candidate for the
right 4ob2assignment but also helps in developing the participants. When participants see
others handling the same exercise differently, it gives them an insight into their own
performance thereby raises the credibility of the selection procedure.
J
It appeals to the lay personGs logic and therefore is regarded as a fair means of assessment
by the participants.
J
Assessment +entres can be customi6ed for different inds of 4obs, competencies
andorgani6ationalrequirements.
J
!y involving the line managers in the procedure, assessment centres naturally gain
support from them in the management decisions.
J
Assessment +entres, even when conducted with selection purpose, do provide training to
participants in the
process. Also the assessors undergo training in the process which proves helpful for the
organi6ation.
J
Their validity coefficient is higher than most other techniques used for predicting
performance. This is so because it simulates real 4ob challenges and evaluates the
candidate on the same
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Concusion:
The A+ method continues to be used in a variety of organi6ational settings and to
generate numerous research studies. In this chapter, the A+ approach was presented and
exemplified. "ecent developments in A+ practice in the past few years included the
increasing use of developmental A+s, cross=cultural applications, and innovations in
assessment methods employing computer and web=based technology. We also reviewed
empirical research on A+s. This state=of=the=art exemplified that A+s score well on
KhardG validity criteria such as consistent evidence of criterion=related validity, good
utility and inter=rater reliability. Additionally, reasons for A+ popularity include also
more KsoftG benefits such as inherent fairness and enthusiast candidate reactions.
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i!iography:
http:..assessmentcentresindia&com.
& 'i-ipedia
Thornton, G. C. III, & Byham, W. C. (1982). Assessment centers and manageria
!er"ormance.
International Task Force on Assessment Center Guielines !2000". Guielines #t$ical
Consierations %or Assessment Center &'erations. (u)lic (ersonnel *ana+ement, 29,
315-331.
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