HRM Group 4 Assessment Centres

8/4/2019 HRM Group 4 Assessment Centres

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HUMAN RESOURCE

MANAGEMENT

Many opinions are better than one, especiallywhen a company decides whom to promote

and how to develop his management potentialWilliam C. Byham


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ASSESMENT CENTRES


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Introduction

An assessment centre or assessment days or

selection centres is an extended period of

interviews, assessed tasks, and assessment

exercises organized and held by recruiters forsmall groups of graduate level candidates-

normally between 6 and 20 people).

Selection centres consist of a number of exercisesdesigned to assess the full range of skills and

personal attributes required for the job.


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Why Have Assessment Centres? (1/2)

The term "assessment centre" is used because

employers usually conduct these extended

assessments in a single centre, either in the office

of the employer themselves, or at a third partyvenue, such as a hotel or meeting/board rooms.

Assessment days can last anywhere between 24

hours and 3 days (in rare cases). This tests the full potential of a candidate and

their capacity to work in certain situations.


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Why Have Assessment Centres? (2/2)

Selection centres are one of the most reliable methods ofassessing candidates. Interviews may be as low as 15% inaccuracy.

They are generally accepted as a fair method of selection,

providing equal opportunities for all candidates andselecting purely on merit.

They are designed to provide selectors with as muchinformation as possible about candidates.

They assess what candidates will actually do if selected: not

just how good they are at the interviews. They offer a thorough, in-depth assessment as most

candidates, even if rejected after a selection centre, feelthat they have had a fair chance to show what they can do.


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What can be called anassessment centre?

Assessment Centers consist of

many multiples Multiple competencies to be

evaluated for in a candidate.

Multiple observers to eliminatethe subjectivity & increaseobjectivity involved in the process.

Multiple participants :18 21 incase of TMTC

Multiple exercises : Exerciseslike role plays, case analysis,presentations, group discussionsetc

Multiple simulations: These

could be creative, crisis orexploitative type simulations.

Multiple observations: Eachobservation is observed at leasttwice.

What cannot be called anassessment centre?

1.Assessment procedures that do notrequire the participant to demonstrateovert behavioral responses are notbehavioral simulations

2. Panel interviews or a series ofsequential interviews as the soletechnique.

3. Reliance on a single technique(regardless of whether it is a

simulation) as the sole basis forevaluation. However, a singlecomprehensive assessment techniquethat includes distinct job-relatedsegments (e.g., large, complexsimulations or virtual assessmentcenters with several definablecomponents and with multipleopportunities for observations indifferent situations) can be called as anassessment centre exercise.

4. Single-assessor evaluation


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Accuracy of Various Selection Methods


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Essential Elements

of an AC Assessment centres must meet the following given criteria:

1. Job AnalysisTo understand job challenges and the competencies required for

successful execution of the job.

2. Predefine competencies - Modeling the competencies, which will be tested during

the process.

3. Behavioral classification - Behaviors displayed by participants must be classified

into meaningful and relevant categories such as dimensions, attributes,

characteristics, aptitudes, qualities, skills, abilities, competencies, and knowledge.

4. Assessment techniquesThese include a number of exercises to test the assesses

of their potentials. Each competency is tested through at least 2 exercises for

gathering adequate evidence for the presence of particular competence.5. SimulationsThe exercises should simulate the job responsibilities as closely as

possible to eliminate potential errors in selection.

6. Observations Accurate and unbiased observation is the most critical aspect of an

AC.


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Elements(continued)

7. ObserversMultiple observers are used to eliminate subjectivity and biases fromthe process. They are given thorough training in the process prior to participating in

the AC.

8. Recording BehaviorA systematic procedure of recording must be used by the

assessors for future reference. The recording could be in the form of hand writtennote, behavioral checklist, audio-video recording etc.

9. ReportsEach observer must make a detailed report of his observation before

going for the discussion of integration of scores.

10. Data Integration The pooling of information from different assessors is done

through statistical techniques


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Where do Assessement Centres Come

in the Selection Process?

In many organizations, especially withcommercial employers, selection centres arelikely to be in the final selection process.

Public sector employers may follow a differentpattern for example, invitation to Civil ServiceFast Stream assessment centres is dependent onreaching the required standard in the online

reasoning tests and the supervised e-trayexercise, but no interviews are held before theassessment centre.


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Stages in a typical AC:

Pre AC

During AC

Post AC


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Defining the objective of

AC .

Get approval for AC from

the concerned officials.

Conduct job analysis.

Define the competencies

required for the target

position.

Identify the potential

position holder and send

them invitations.

Identify the observers.

Train the observers.

Design the AC exercises

Decide the rating

methodology.

Make infrastructural

arrangements.

Schedule the AC.

Inform the concerned

people of the schedule.

Explain participants the purpose of the AC, the

procedure it would follow and its outcome.

Give instructions to the participants, before every

exercise.

Distribute the competency-exercise matrix sheets

among observers.

Conduct all exercises.

Conduct a discussion of all observers on every

participants ratings, at the end of the session.

Make a report of the strengths and improvement

areas of every participant.

Give feedback to participants.

Get feedback from participants and observers

about the conduction of AC.

PRE AC DURING AC


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Compile reports of all participants and submit the list of selected participants to the

concerned authorities.

Make improvements in the design according to the recommendations.

Evaluate the validity of results after a definite period.

POST AC


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What is Assessed

The employer will have a checklist ofcompetencies - the essential skills and personalattributes required for the job, including:

Leadership skills

Analytical skills

Working under pressure

Teamwork

Co-operating with other people Verbal and written communication skills

Numerical Aptitude


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Contents of Selection Centres


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Assessment Exercises

Group

Group Discussion/Chaired Discussion Group

Case Studies/Business Games/Outdoor exercises

Informal Discussion with Employees

Individual

Personality and Aptitude Tests

In-tray Exercises/Written Exercises Presentation skills

In-depth Interviews


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9.30 Meet other candidates over coffee

10.00 Group discussion

10.30 Fact-finding exercise

11.30 Interview

12.00 Aptitude test 12.30 Lunch

1.30 Case study exercise

2.30 Case study presentation

2.45 Group exercise 4.45 Company presentation by senior managers

5.15 Depart

Diary of an Assessment Centre


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Group Discussions

Given a topic to discuss may be the

company, the industry, current affairs, recent

news headlines, university life etc.

Usually a time period is given e.g. 30 minutes

Observed by 2 or more staff members


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Chaired Group Discussions

Candidates are chosen in turn to lead a group

discussion on a given topic

Usually about 10 minutes each

Your role:

Introduce the topic manage the time

Encourage contribution from participants

Help to maintain the flow of discussion

Summarise when neccessary


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Case Study

As an individual, you have 15 minutes to study the

following example of a problem which may face a

manager in our company. You may make notes if

you wish.

As a group you will be asked to discuss the problem

and reach conclusions on it. These conclusions

should be unanimous and not decided by voting.

(45 minutes allowed for discussion)


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Informal Discussion with Employees

Network with other candidates and employers

Ask intelligent questions

Show interest in their work Dont drink too much

Dont boast about what you can do for them


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Psychometric Tests

Aptitude Tests- measure skills relevant to position Verbal comprehension - evaluate logic of text

Numerical reasoning - interpret statistical data

Diagrammatic reasoning - recognise patterns

Watch timing complete as many as possible

Personality Questionnaires Look at personality style

No right or wrong answers

Be spontaneous, dont try to second-guess Tests include built-in checks

Employers may be looking for different personality profiles


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In-tray Exercises

Measures competencies such as -Organisational Skills, Planning,Communication Skills, Problem Solving, ClientFocus

Based on typical day to day issues that mayarise

The contents of your in-tray might include

faxes, meeting minutes, emails, letters etc. Your task is to prioritise the tasks, take action

and give reasons


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Presentations

Prepare and practise

Have a structure

Think about the audience

Use some visuals Have 4-5 main points

Dont overload with information

Give an outline and summarize at the end Watch the time

Finish on a strong note


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In-Depth Interviews

Prepare Review CV, company information, job description

Review skills checklist and think about evidence

Prepare questions to ask

Interview more related to work you will be doing

Interviewers much more technical in theirquestions

Interviewer might refer to some of the exercises Person you might be working for will probably be

highly influential


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Most Common Activities in

Assessment Centres


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Global Practices in Assessment

Centres:

This section describes in brief the way few global organizations have used

ACs:

1.KPMG operates a one-day assessment centre as part of its graduate

recruitment process. Candidate assessments include an in-tray exercise

where candidates prioritize a large number of documents, a group

exercise, a presentation, and a partner interview.

2.Rolls-Royces graduate assessment centres use interviews, psychometric

tests, a case study, and offer an opportunity to speak to current graduate

trainees at the company. The company also tests applicants technicalknowledge either at the assessment centre or in a final interview.


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3. Philips Semiconductors:Leadership Potential AssessmentPhilips Semiconductors relies on explicit leadership competencies to provide a common

language for discussing the potential of individual employees by following the steps

below:a) Rank Individuals by Competencies: Individuals are scored, weighted, and ranked

on the following six core competencies:

b) Identify Strengths and Weaknesses: A core management team uses these

competencies to identify strengths and weaknesses of key individuals and to map out

a specific development plan.

c) Enroll in Assessment Centers: Once identified, top potential leaders may

participate in a two to three-day program at the assessment center. Participants

engage in exercise formats to provide a total picture of their skill sets. Participants are

assesses on the following parameters:

Ability to develop self and others

Solutions-oriented thinker

Determination to achieve excellent results Exemplifies strong market focus

Inspires commitment

Portrays a demand for top performance


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Resources

www.ul.ie/careers-Destinations

www.realworldmagazine.com
http://www.ul.ie/careershttp://www.realworldmagazine.com/http://www.realworldmagazine.com/http://www.ul.ie/careers


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Thank You!

Group 4:

1011005 (Madhav)1011015 (Pooja Sikaria)

1011025 (Deepti Srinivasan)

1011036 (Joel)

1011047 (Sanyam)

1011057 (Nida)1011068 (Divya)

Documents

HRM Group 4 Assessment Centres