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PRESENTATION ON ASSESSMENT AND BARS METHOD
• Presented By : Haripriya Sunita Kiresur Shruthi Jain Murudeshwar.M
Presented By : Haripriya Sunita Kiresur Shruthi Jain Murudeshwar.M
Assessment Center Defined
An assessment center consists of a standardized evaluation of behavior based on multiple inputs. Multiple trained observers and techniques are used. Judgments about behaviors are made, in major part, from specifically developed assessment simulations. These judgments are pooled in a meeting among the assessors or by a statistical integration process.
Assessment centers
In any placement decision (e.g.., promotion decision), some prediction of
future performance is necessary.
One widely used rule of thumb is that “What a man has done is the best
predictor of what he will do in the future”
Assessment centers are used to predict the future performance more
accurately.
An assessment center is a multiple assessment of several individuals
performed simultaneously by a group of trained evaluators using a variety
of group and individual exercises.
Individuals from different departments are brought together to spend
two or three days working on individual and group assignments similar
to the ones they will be handling if they are promoted.
The pooled judgment of observes sometimes derived by paired
comparison.
The center makes it possible for people who are working for
departments of low status or low visibility in an organization to become
visible and, in the competitive situation of an assessment centre, show
how they stack up against people from more well-known department.
This effects in equalizing opportunity, improving morale and enlarging
the pool of possible promotion condition.
Main tools of assessment center are;
1. Psychometric tests
Three types of tests or questionnaires such as aptitude tests,
ability test and personality test are employed.
These tests are selected keeping in view.
Measurement of objectives
Reliability and validity
Time required for administration
Cost involved.
2. Interviews
Structured interviews are used to probe background, critical
incidents and situational and behavioural event of the employees.
3. Leaderless group discussions
A small group of employees are given a problem to solve and
are instructed to arrive at a group decision within a specified time
frame.
4. In-Basket exercise
The In-Basket or In-Tray represents day to day decision making
situation which a manager is likely to face.
The In-tray consists of various written messages and communications
from customers, suppliers, government authorities, internal
department, senior management etc.
The objective is to assess an employees’ activity level, problem analysis
skills, planning and organizing skills, time management, delegation.
The in-tray materials are given keeping in view the job duties and
competencies requires.
5. Business games / simulation exercises
A real life situation such as running a manufacturing operation, stock
trading etc. is simulated to entire group of employees.
The complexity varies.
The common denominator is relatively is unstructured nature of
interaction among participants and variety of action taken by all
participants.
The interactive nature of the business game provides opportunities to
assess the planning, team work, leadership and analytical ability.
Types of simulation exercises
• In-basket• Analysis• Fact-finding• Interaction Subordinate Peer Customer• Oral presentation
• Leaderless group discussionAssigned roles or not Competitive vs. cooperative• Scheduling• Sales call• Production exercise
6. Role playing
It is a method of adopting roles from real life, other than those being
played by the person concerned and understanding the dynamics of the
role.
Role playing tends to evaluate the human relations processes and
personal attitude and behaviour in a particular role such as conflict
management, leadership skills, group problem solving, team skills,
communication etc.
7. Presentations
One organizational issues, case studies are extensively used for assessing
employees and participants.
Merits
Very comprehensive method
Uses multiple assessment devices
More objective and provides personal development.
Demerits
Costly and needs experts to carryout the processes
Suitable for senior and middle level management.
BARS method
• A Behaviorally anchored rating scale (BARS) is an appraisal tool that
anchors a numerical rating scale with specific behavioural example of
good or poor performance.
• It thus combines the benefits of narratives, critical incidents as scales.
Developing BARS requires five steps
1. General critical incidents
To ask persons who know the job (job holders or supervisors) to
describe specific illustrations (critical incidents) of effective and
ineffective performance.
2. Develop performance dimensions
Have these people cluster the incidents into a smaller set of (5 or 10)
performance dimensions and define each dimension, such as
“salesmanship skills”.
3. Reallocate incidents
To verify, have another group of people who also know the job reallocate
the original critical incident.
Here, they get the cluster definition (from step 2) and the critical incidents
and must reassign each incident to the cluster the think it fits best.
4. Scale of incidents
This second group then rates the behaviour described by the incident as to
how effectively or ineffectively it represents performance on the
dimensions (7 pt or 9 pt scale).
5. Develop a final statement
Choose about six to seven incidents as the dimensions behavioural
anchors.
Ex. Of dimensions for grocery checkout clerks.
Knowledge and judgment
Skill in human relations
Skill on operation of register
Skill in bagging
Organizational ability of check stand work
Skill in monetary transactions.
Observational ability
ADVANTAGES OF BARS
1. A more accurate gauge
People who know and do the job and it requirements better than
anyone develop the BARS.
2. Clear standards
The critical incidents along the scale make clear what to look for
interms of superior performance, average performance and so forth.
3. Feedback
The critical incidents make it easier to explain the ratings to appraisees.
4. Independent dimensions
• Systematically clustering the critical incidents into five or six
performance dimensions (such as “salesmanship skill”) should help
to make performance dimensions more independent of one another.
5. Consistency
• BARS based evaluations seem to be relatively reliable, in that
different rater’s appraisals of same person tend to be similar.
Disadvantages
• Behaviours are actively oriented rather than result oriented.
• Very time consuming for generation BARS.
Presented By : Haripriya Sunita Kiresur Shruthi Jain Murudeshwar.M