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Presentation Outline
Introduction:
Succession Planning and Building our Future Workforce What is an Assessment Center When to use an Assessment Center Advantages and Disadvantages of an Assessment Center What Kinds of Competencies can be Measured?
Presentation Outline
are Competencies Measured? Cost and other Administrative Considerations State Programs and Resources Questions?
How
Age: need to replace an abundance of workers in the coming years Diversity: need to recruit increasingly diverse replacement workers Competencies: replacement workers need the skills required for future jobs
What is a Competency?
A
cluster of knowledge, skills, abilities and other work behaviors that share a common theme May apply to many types and levels of jobs; however, how the competency is used on the job and how it is assessed is tailored for every job or job family
future Develop strategies to recruit future employees with these competencies Measure the competencies possessed by the current work force Identify the competencies gap Develop strategies to bridge this gap
is possible to determine whether an individual currently possesses competencies and at what level
to determine the amount and quality of competencies at a certain point in time Can an individual effect significant competency improvement?
Administrative/Interpersonal Competencies
Lend
themselves to development Example: communication skills, willingness to delegate, risk taking, initiative
Personal Qualities
Probably
do not lend themselves as well to development Examples: flexibility, willingness to tolerate uncertainty, cognitive competencies (problem analysis, judgment, planning and organization)
variety of testing techniques designed to enable participants to DEMONSTRATE, under standardized conditions, the competencies that are most essential in a given job.
a place! Participants are put through a series of individual and group exercises, interviews, and tests designed to simulate the most essential conditions of the job, and to provide an opportunity for observation of key competencies.
used by the Germans in WWII Used by large companies in the 1950s to identify management potential 1975 Federal IPA grant to adapt AC methods for use in the public sector Today, widely used in the private, federal, and local government sectors
AC for Selection
Objective:
provide an opportunity for participants to demonstrate competencies relevant to successful performance on the job.
provide an opportunity for participants to identify competencies requiring further development that are then addressed through a carefully prepared career development plan
evaluation Valid; better predictor Less adverse impact Training effect for raters Training effect for candidates Multiple uses More information for decision-making decision Participants like it!
expertise to develop Developmental time can be lengthy Requires high ratio of raters to participants Requires multiple rooms for administration
consuming Costs more (time and dollars) Involves more people Still somewhat removed from the job Difficult to administer for large groups Hard to reschedule (appeals)
www.assessmentcenters.org/pdf/00guidelines.pdf
Standardized evaluation of behavior Multiple inputs Multiple trained observers (raters) Must include some simulations Judgments are pooled
interviews or a series of sequential interviews A single assessment technique Paper and pencil measures only Single rater assessments Process without pooling of data
important Simple, not complex traits Definable Observable Stable over time
Examples of Competencies
Decisiveness Leadership Productivity Flexibility Organizational skill Judgment Problem analysis Planning
Written
Exercises
Oral
Exercises
Written Exercises
Letter
Oral Exercises
Oral
Presentation Leaderless Group Discussion with assigned roles (competitive) Leaderless Group Discussion without assigned roles (cooperative) Interview Role Play Command Problem
model: 3-6 raters observe 36-12 candidates over three days Public Sector Model: 6 raters observe 12 candidates over one day Retains validity but reduces administrative costs
Cost
Cost
more than other measurement methods Take more time to develop and administer A superior process An Assessment Center costs far less than one bad hire
QUESTIONS?