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)
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