| ASSESSMENT
CENTRES FOR SELECTION
What
is an Assessment Centre?
This is a
multiple assessment approach used
in conjunction with a number of assessors
in recruitment. It would be used
for the final shortlist of senior
manager and director candidates,
after the screening and first interview
stages, in order to make a rigorous
selection process.
Benefits
The main
aim of a more rigorous selection
process is to increase the chance
of making a sound decision on the
right person for a critical role
and reduce the expense of getting
it wrong. Another advantage is
that the involvement of other senior
managers in the selection process
assists the bringing on board of
a new senior resource so s/he becomes
effective as soon as possible.
In addition the feedback discussion
is developmental for the candidate
and encourages their self-insight.
Timing
The length
of time for the assessment centre
being 1 day or 1/2 day will depend
on the number of candidates and
the number and type of assessment
activities. A separate assessment
centre would be held for each role
since the qualities required of
a person will differ across roles.
Assessment activities
The
assessment activities and methods
chosen depend on the roles for
which candidates are being recruited
and the qualities and behaviours
you are looking for in the person
who you believe will best perform
the role. These qualities and behaviours
are sometimes called competencies.
In planning the assessment we are
looking to define the activities
which will elicit these qualities/behaviours/competencies
so as to discern the difference
between the average and the excellent
performer. Our initial ideas are
that these activities may include
some or all of the following:
| 1. |
Psychometrics |
| |
a. |
a
personality indicator - eg.
16PF |
| |
b. |
an
ability test - eg. Watson-Glazer,
or Graduate Managerial Assessment
or MOST for clerical capacities |
| 2. |
An
interaction such as a simulated
performance discussion
- eg. the Production Director candidate with the ‘Production
Manager’ to assess how a discussion about a crucial
production issue is dealt with |
| 3. |
A
presentation:
to
guage, for example, the
candidate’s understanding
of and ideas on how they
would approach a ‘real
life’ case |
| 4. |
Running
a Board meeting
- useful for a Board
position candidate |
| 5. |
An
in-tray paper based assignment
- for eg preparing a marketing
budget based on the information
provided |
| 6. |
A
group task
- so as to observe roles chosen
and performed
|
Feedback discussion
Every
participant being assessed has
the right to a feedback session
to cover some or all of the activities.
It is imperative that a session
is conducted when personality questionnaires
are used for a substantial picture
of the candidate to be formed,
and this is a British Psychological
Society and equal opportunities
requirement. A psychometric qualified
person or a trained assessor must
do this.
Design of assessment
activities
This requires our researching
the role with the line manager
to whom the person will be reporting.
Together we will define the competencies
required of the person and what
these mean in behavioural terms.
Choosing and
preparing assessors
In addition
to one of us as an assessor it
could be useful to have at least
two others from the management
of your company. If necessary we
could run an assessors forum before
the assessment centre to work through
the planned activities and a common
approach to objective assessment.
Linking in to the recruitment
process
In order to facilitate our role
in preparing and running the assessment
centre we would require feedback
on the initial assessment of the
candidates from managers in your
company.
|
