HUMAN RESOURCE MANAGEMENT

Many opinions are better than one, especially when a company decides whom to promote and how to develop his management potential William C. Byham

ASSESMENT CENTRES

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 for small groups of graduate level candidatesnormally between 6 and 20 people). Selection centres consist of a number of exercises designed to assess the full range of skills and personal attributes required for the job.

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 party venue, 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.

Why Have Assessment Centres? (2/2)

Selection centres are one of the most reliable methods of assessing candidates. Interviews may be as low as 15% in accuracy. They are generally accepted as a fair method of selection, providing equal opportunities for all candidates and selecting purely on merit. They are designed to provide selectors with as much information 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, feel that they have had a fair chance to show what they can do.

What can be called an assessment centre?

Assessment Centers consist of many multiples Multiple competencies to be evaluated for in a candidate. Multiple observers to eliminate the subjectivity & increase objectivity involved in the process. Multiple participants :18 21 in case of TMTC Multiple exercises : Exercises like role plays, case analysis, presentations, group discussions etc Multiple simulations: These could be creative, crisis or exploitative type simulations. Multiple observations: Each observation is observed at least twice.

What cannot be called an assessment centre?

1.Assessment procedures that do not require the participant to demonstrate overt behavioral responses are not behavioral simulations 2. Panel interviews or a series of sequential interviews as the sole technique. 3. Reliance on a single technique (regardless of whether it is a simulation) as the sole basis for evaluation. However, a single comprehensive assessment technique that includes distinct job-related segments (e.g., large, complex simulations or virtual assessment centers with several definable components and with multiple opportunities for observations in different situations) can be called as an assessment centre exercise. 4. Single-assessor evaluation

Accuracy of Various Selection Methods

Essential Elements of an AC
Assessment centres must meet the following given criteria: 1. Job Analysis To 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 techniques These 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. Simulations The 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.

Elements(continued)
7.
Observers Multiple observers are used to eliminate subjectivity and biases from the process. They are given thorough training in the process prior to participating in the AC.

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

assessors for future reference. The recording could be in the form of hand written note, behavioral checklist, audio-video recording etc. 9. Reports Each 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

Where do Assessement Centres Come in the Selection Process?

In many organizations, especially with commercial employers, selection centres are likely to be in the final selection process. Public sector employers may follow a different pattern for example, invitation to Civil Service Fast Stream assessment centres is dependent on reaching the required standard in the online reasoning tests and the supervised e-tray exercise, but no interviews are held before the assessment centre.

Stages in a typical AC:

Pre AC During AC Post AC

PRE AC 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.

DURING AC
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.

POST AC 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.

What is Assessed
The employer will have a checklist of competencies - the essential skills and personal attributes 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

Contents of Selection Centres

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

Diary of an Assessment Centre

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

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

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

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)

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

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
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

Personality Questionnaires

In-tray Exercises
Measures competencies such as Organisational Skills, Planning, Communication Skills, Problem Solving, Client Focus Based on typical day to day issues that may arise 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

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

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 their questions Interviewer might refer to some of the exercises Person you might be working for will probably be highly influential

Most Common Activities in Assessment Centres

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 technical knowledge either at the assessment centre or in a final interview.

3. Philips Semiconductors: Leadership Potential Assessment

Philips 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

Resources
www.ul.ie/careers - Destinations www.realworldmagazine.com

Thank You!
Group 4: 1011005 (Madhav) 1011015 (Pooja Sikaria) 1011025 (Deepti Srinivasan) 1011036 (Joel) 1011047 (Sanyam) 1011057 (Nida) 1011068 (Divya)