A Practical Guide to Assessment Centres and Selection by Ian Taylor

By Ian Taylor

This booklet offers recommendation and instruments to successfully introduce, layout, and carry review or improvement facilities in a company. A ''how to'' handbook, it runs via each point of working an review middle, from pre-briefing a company to the development, the suggestions, and the evaluate. It incorporates a pattern framework particularly designed to be used at evaluation facilities and assistance for sourcing and constructing person frameworks. It additionally examines the foremost critieria used to lead an organization's number of choice instruments and compares asessment facilities with different normal tools. The unfastened CD ROM comprises workouts corresponding to function play, in-tray prioritizing, analytical file writing, and team challenge fixing, and suggestion on which routines to exploit to evaluate every one competence.

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These revised indicators need to retain the essence of the particular competence but reflect the behaviours that will typically occur in the various activities. This will take some time initially, but more than pays dividends in the improved reliability of the assessment process, particularly if you carry out assessments regularly. Option 2. A publicly available framework Easily available but, as with option 1, usually written to cover a number of purposes, not just assessment centres. As with option 1, this may well require some tailoring.

You can, therefore, choose to start with a role play, group activity or report-writing activity. The key design criteria then should only be the efficient use of resources throughout the event. Communicating with participants Before the event In addition to the usual administrative arrangements (location, timings, purpose, arrangements for feedback, prior preparation, etc) it is probably good practice to confirm that it is not seen as appropriate to discuss the details of the centre beforehand and that the assessor team has been instructed not to talk about the process.

Rep grid analysis can be quite a complex process. To help you, use either a specialist book such as Fransella et al (2003), or an occupational psychologist, preferably chartered with the BPS in the UK or registered with one of the representative professional bodies for psychologists in other countries (see the Introduction for a full list). They might be working independently or for a larger consultancy. In essence, and taking the earlier example of a ‘good manager’, the technique requires each participant to write down the names of six managers they have worked with, two who they felt were excellent, two poor and two moderate or midway between the extremes.

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