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Brief Assessment Center History
• Used by Germans in 1st World War to select officers
• Used by U.S. to select spies (OSS)
• In Private Industry, 1st used by AT&T to predict performance of managers (Management Progress Study)
AT&T Manager Progress Study
• 1st application of AC method in US industry (Douglas Bray)
• Longitudinal study of 400+ recently hired managers
• Inbasket, LGD, manufacturing game, interview, personal history, p&p tests (g & personality)
• Predicted progress over a 15 year period
• Implemented throughout the whole Bell system
From then to now…
• 1960s: AT&T shared…– IBM, Sears, Standard Oil, GE, J.C. Penny
• 1966: Bray & Grant: Psych Monographs Paper
• 1969: Conferences being held on AC Method
• 1970: Byham article in Harvard Business Review
• 1973: 1st International Conference on Assessment Center Methods (ICACM ) Meeting; DDI Established
• 1975: AC Guidelines Published
• Today: Hundreds of studies, Thousands of ACs conducted, Millions Assessed!
• Selection and PromotionSelection and Promotion
• Diagnosis– Identification of training &
developmental needs
• Development– Skill enhancement through simulations– Not the same as diagnosis (Carrick & Williams, 1999)
Uses of the Assessment Center Method
Assessment Center Defined
• An assessment center consists of a standardized evaluation of behavior based on multiple inputs. Multiple trained observers and techniques are used. Judgments about behaviors are made, in major part, from specifically developed assessment simulations. These judgments are pooled in a meeting among the assessors or by a statistical integration process.
- International Taskforce, 2009
The AC Big “10”…
1. Job analysis (behaviors)2. Behavioral classification (dimensions)3. Links: behaviors dimensions exercises
4. Multiple assessments5. Simulations6. Multiple assessors7. Assessor training8. Recording behavior9. Reports10.Data integration
Observation Rating Judgment
Assessor Training
• Orientation to the method
• Frame of reference training on the dimensions (Schleicher, 2002)
• Training on common rating errors (Thornton & Rupp, 2005)
• Role player training (International Taskforce, 2009)
• Familiarity with stimuli materials and rating process (Leivens, 2001)
• Practice! (International Taskforce, 2009)
S M T W TR F
Assessors and
Candidates Arrive; Review
AC Schedule
AC Day; Exercises Conducte
d
EveningAssessors
Review Notes and
Score Assigned Candidate
s
Group Discussion
of Assigned Candidate
s
EveningAssessors
Review Notes and
Score Assigned Candidate
s
Group Discussion
of Assigned Candidate
s
EveningAssessors
Review Notes and
Score Assigned Candidate
s
Group Discussion
of Assigned Candidate
s
EveningWrite
Summary Report on Assigned Candidate
s
SubmitFinal
Summary Reports
Sample of a “Full-Blown” Assessment Center
Sample Individual Exercises
• Interview Simulation
• Scheduling Exercise
• In-Basket
Assessment Center Exercises
Sample Group Exercises
• Leaderless Group Discussion
• Business Game
InterviewSimulation
SchedulingExercise
BusinessGame
LeaderlessGroup
Discussion
1. Decisiveness X (X) (X)
2. Leadership (X) (X) (X)
3. ManagementControl X X X
4. Oral Communication (X) X (X)
5. Planning and Organization X (X) X
6. Problem Analysis/Judgment (X) (X) (X) X
7. Resilience(X) (X) X X
8. Sensitivity(X) X X X
9. Written Communication(Reaction Forms)
X X X X
Dimensions By Exercise Grid
To be measured in four Participant Reaction FormsX Quality typically measurable in this particular exercise( ) Parentheses indicate an exercise that is a particularly strong measure of that quality
Assessor Report FormInterview Simulation
1 – Very little or none of the quality was shown.2 – A less than satisfactory degree was shown.3 – A satisfactory amount was shown.4 – A greater than satisfactory amount was shown.5 – A great deal of the quality was shown.
(1) Decisiveness: ______(Readiness to make decisions, render judgments, take action or commit oneself.)
(2) Judgment: ______(Ability to develop alternative solutions to problems, to evaluate courses of action andreach logical decisions.)
Participant:______________ (Name)Assessor: ______________ (Name)Date: ____________
Decisiveness:Readiness to make decisions, render judgments, take action or commit oneself.
Assessor YourBusiness Game _____ _____Interview Simulation _____ _____Leaderless Group Discussion _____ _____ _____ _____
Overall _________
Initiative:Actively influencing events rather than passively accepting; self-starting. Takes action beyond what is necessarily calledfor. Originates actions rather than just responding.
Assessor YourBusiness Game _____ _____Leaderless Group Discussion _____ _____
Overall _________
Assessors:_____________________________
Participant:____________________________________________________ Date: ___________________________________________
Assessor Discussion Form
Dimension Assessor #1 Assessor #2 Assessor #3 Final Rating
Decisiveness
Initiative
Judgment
Leadership
Management Control
Oral Communication
Planning & Organization
Problem Analysis
Resilience
Sensitivity
Written Communication
Overall Score
Assessment Center ---
Sample Final
Rating Form
Data Integration Options
• Group Discussion– Administrator role is critical– Leads to higher-quality assessor evidence—peer
pressure– Beware of process losses!
• Statistical/Mechanical– May be more or less acceptable to organizational
decision makers, depending on particular circumstances
– Can be more effective than “clinical” model– Requires research base to develop formula
• Combination of both– Example: consensus on dimension profile, statistical
rule to determine overall assessment rating
Assessment Center Pros and Cons
Male-Female Differences
Source: Dean, Bobko, & Roth (2008). JAP, 93, 685-91.
Pros Cons
Multiple exercises and raters
Behavioral Focus
Legal compliance
Less adverse impact than cognitive ability
Liked by candidates
Time and money involved (Cascio & Ramos, 1984, N > 600 managers = $688.00/person. Inflation adjusted = over $1,500.00/person)
Potential biases during group discussion
Better predictor of progression within organizations than specific performance scores (Policy Capturing Device?)
~ Assessment Center ~ International Application Issues
• Relevance and generalization of situational exercises
• Scoring of candidate behaviors
• Linkage between behaviors and a given construct (dimensions)
Example: Disagreeing with supervisor and defending one’s position in a meeting with others present (assertiveness vs. impolite)
• Criterion-related validity across cultures