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Assessment Center - How to assess, select and develop the right TALENT

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Assessment Center - How to assess, select and develop the right TALENT. …

Assessment Center - How to assess, select and develop the right TALENT.

Assessment Center is considered as one the selection and development tools with the highest validity, esp. in predicting the leadership quality and career success.

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  • Dear Mr, Hora Tjitra,
    I'm very like your presentation & brought me new comprehension about AC..
    I work as Assessor in multinational company in Indonesia, still need to learn this. I'm sure that AC is still growing further more.
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  • 1. Assessment  CenterHow to assess, select and develop the right TALENT by Prof. Dr. Hora Tjitra & Daisy Zheng April 13, 2011
  • 2. Excellence through Culture, Talent and Change Assessment  Center What is Assessment Center? • Assessment Center is a process that involves several managerial selection techniques. It is widely used as means of staff selection, promotion, and development. Why organizations like to use Assessment Center? • Assessment Center has been found successful at predicting long-term career success. • Candidate perceptions of Assessment Center exercises are highly job related, which enhances legal defensibility and organizational attractiveness. Different types of Assessment CenterAssessment Center_April 2011 2
  • 3. Excellence through Culture, Talent and Change Assessment  Center What is Assessment Center? • Assessment Center is a process that involves several managerial selection techniques. It is widely used as means of staff selection, promotion, and development. Why organizations like to use Assessment Center? • Assessment Center has been found successful at predicting long-term career success. • Candidate perceptions of Assessment Center exercises are highly job related, which enhances legal defensibility and organizational attractiveness. Different types of Assessment Center • Objective: - Selection purpose - Development purpose • Participant: - Individual - single candidate for one specific position or development purpose - Group - a group of candidate together in one assessment event, often with the purpose of high potential talent poolAssessment Center_April 2011 2
  • 4. Excellence through Culture, Talent and Change Assessment  Center What is Assessment Center? • Assessment Center is a process that involves several managerial selection techniques. It is widely used as means of staff selection, promotion, and development. Why organizations like to use Assessment Center? • Assessment Center has been found successful at predicting long-term career success. • Candidate perceptions of Assessment Center exercises are highly job related, which enhances legal defensibility and organizational attractiveness. Different types of Assessment Center Selection Development • Objective: - Selection purpose Objective Discover talent Transform talent - Development purpose • Participant: Feedback Limited and often Individual feedback & & Follow-Up not include Development activity - Individual - single candidate for one specific position or development Ownership Organization Participant purpose of Result - Group - a group of candidate together Selection decision Feedback & Personal in one assessment event, often with Expected Result (pass/fail) development planning the purpose of high potential talent pool Phase / Stage End of a recruitment or Start of a learning process selection processAssessment Center_April 2011 2
  • 5. Excellence through Culture, Talent and Change Prof.  Dr.  Hora  Tjitra  -­  Cross-­cultural  and  Business  Psychology 14 years in Germany 7 years in China Dipl.-Psych., Technical University of Braunschweig Organizational Psychology and Human Resource Management Born and grew up in Indonesia Dr. Phil., University of Regensburg Intercultural Psychology and Strategic Management Executive Education, INSEAD HR Management in AsiaAssessment Center_April 2011 3
  • 6. Excellence through Culture, Talent and Change Agenda 1 Different approaches in talent assessment 5 2 Characteristics, processes, and elements of Assessment Center 9 3 Project best practices in Assessment Center 13 4 Contact us 18Assessment Center_April 2011 4
  • 7. Excellence through Culture, Talent and Change Different approaches in Talent Assessment • Assessment Center is considered as one the selection and development tools with the highest validity, esp. in predicting the leadership quality and career successAssessment Center_April 2011 5
  • 8. Excellence through Culture, Talent and Change Human  Resource  Hiring  Process Hiring Process Management Scheduling HR-Marketing Retrieval Assessment On-Boarding • Contract • Defining the staff • Building up an negotiations needs of the image of the • Advertising the job • Pre-assessment: company company via several position in target phone interview • Status report talent pool / market channels • Scheduling • Main assessment: • Contract • Administrating the Interview, signing and on- recruitment • Organizing events applicant data boarding resource incl. for company Assessment Center systematically budget, time, etc. marketing • Classifying the fields • Doing candidate • Checking online application of activity relationship questionnaire managementAssessment Center_April 2011 6
  • 9. Excellence through Culture, Talent and Change High  Potential  Talent  Development  Process • Identifying key • Development of • Identifying • Evaluating the process indicators for pre- assessment tools development roadmap and validity of each screening including channels, stage • Conducting resources, and • Reviewing candidates’ Assessment Center methods • Collecting feedback working performance and behavior changes • Identify key strengths • Implementing action of the participants and bio profile plan and continuously and challenges; provide feedback reviewing • Selecting qualified candidates and sending assessment invitation letter Pre-Screening Development & Invitation Assessment Program Evaluation Management Development ProgramAssessment Center_April 2011 7
  • 10. Excellence through Culture, Talent and Change Application  of  Assessment  Methods • Predictive validity of different selection tools: Training Predictive Working Performance Validity Performance Cognitive ability test + Structured interview 0.63 Cognitive ability test Cognitive ability test 0.56 + Work sample 0.60 Work sample 0.54 Cognitive ability test 0.51 Structured interview 0.51 Personality assessment 0.40 Interview 0.35 Personal profile 0.35 Responsibility 0.31 Responsibility 0.31 Recommendation 0.26 Education experience 0.20 Working experience 0.18 Education experience 0.10 Handwriting 0.02 (Average validity of selection tools, Schmidt & Hunter, 1998)Assessment Center_April 2011 8
  • 11. Excellence through Culture, Talent and Change Application  of  Assessment  Methods • Predictive validity of different selection tools: • Application of different methods: Training Predictive Working Performance Validity Performance Method China UK Cognitive ability test + Structured interview 0.63 (N=1255) (N=843) Cognitive ability test Cognitive ability test 0.56 + Work sample 0.60 Resume 86% 92% Work sample 0.54 Cognitive ability test 0.51 Work sample 50% 80% Structured interview 0.51 Unstructured Personality assessment 0.40 49% - interview Interview 0.35 Personal profile 0.35 Telephone 38% 61% Responsibility 0.31 interview Responsibility 0.31 Recommendation 0.26 Structured 37% 86% interview Education experience 0.20 Working experience 0.18 Cognitive ability 36% 72% tests Education experience 0.10 Personality 24% 56% assessment Handwriting 0.02 (Recruitment, retention and turnover. Annual survey report,CIPD, 2007) (Average validity of selection tools, Schmidt & Hunter, 1998)Assessment Center_April 2011 8
  • 12. Excellence through Culture, Talent and Change Application  of  Assessment  Methods • Predictive validity of different selection tools: • Application of different methods: Training Predictive Working Performance Validity Performance Method China UK Cognitive ability test + Structured interview 0.63 (N=1255) (N=843) Cognitive ability test Cognitive ability test 0.56 + Work sample 0.60 Resume 86% 92% Work sample 0.54 Cognitive ability test 0.51 Work sample 50% 80% Structured interview 0.51 Unstructured Personality assessment 0.40 49% - interview Interview 0.35 Personal profile 0.35 Telephone 38% 61% Responsibility 0.31 interview Responsibility 0.31 Recommendation 0.26 Structured 37% 86% interview Education experience 0.20 Working experience 0.18 Cognitive ability 36% 72% tests Education experience 0.10 Personality 24% 56% assessment Handwriting 0.02 (Recruitment, retention and turnover. Annual survey report,CIPD, 2007) (Average validity of selection tools, Schmidt & Hunter, 1998) • No single method of selection is perfect. • More than one ability or competence is needed to achieve success. Assessment CenterAssessment Center_April 2011 8
  • 13. Excellence through Culture, Talent and Change Assessment Center: Characteristics, Process, and ToolsAssessment Center_April 2011 9
  • 14. Excellence through Culture, Talent and Change Assessment  Center  process  starts  by  having  the  right  understanding   of  the  critical  success  and  8it  factors   • Understanding corporate culture • Analyzing job’s roles and responsibilities 1 • Identifying the right competence model • Exploring job success profile • Specifying assessment tools (develop eligible tools and materials if necessary) 2 • Identifying assessors (1 chairman + 1 psychologist + 1 administrator + * assessors) • Training for the assessors, role players, (and observers) • Conducting assessment center 3 • Assessor (+ observer) conference • The assessment center for selection - Deliver selection report 4 • The assessment center for development: - Deliver development report and feedback - Facilitate development action planningAssessment Center_April 2011 10
  • 15. Excellence through Culture, Talent and Change The  application  of  multiple  methods  and  different  tools   gives  a  better  picture  of  the  candidate   • Teamwork, problem solving and • Use “live” case with the focus on candidate’s executive thought and action, which is decision making in the complex and independent of the cognitive ability/ dynamic situation complexity Computer Based Simulation Business Simulation • Observe candidate’s behaviors • Attempt to analyze a relevant to work performance person/group in terms of Psychometric fundamental • Have an in-depth Interview Candidate(s) psychological understanding of candidate’s Test characteristics, such as motivation profile ability or personality Role Play Group Exercises • Candidate play the assigned role • Candidates work together (in usually in the one-to-one situation, different forms) to make decisions which reflects more interpersonal about work-related situations and skills scenariosAssessment Center_April 2011 11
  • 16. Excellence through Culture, Talent and Change Matrix  of  QualiCication  Requirements w ric ie te l In ca rv et th gi ie r n at s m n rv io ep lo ay ul es io w io st ho -d ho te av cu p m n Pl ss D i ou Si usi Te syc In syc In eh le Gr P B B Ro P s Integrity Individual traits Stress Tolerance Leadership Managerial skills People Development Problem Analysis Decision making skills Strategic Perspective Interpersonal Sensitivity Interpersonal skills Teamwork Work Motivation Motivational behaviors Commitment This type of activity is particularly well-suited to generating this behavior This type of activity normally elicits behavioral evidence of this criterionAssessment Center_April 2011 12
  • 17. Excellence through Culture, Talent and Change Project Best Practices: Applying Assessment Center Method • Half-day individual AC for selection of client relationship manager and two-days group AC for development of international talent poolAssessment Center_April 2011 13
  • 18. Excellence through Culture, Talent and Change Identifying  key  success  pro8ile,  and  bring  them  into  practice CASE I - 1 A  Half-­day  individual  AC  for  the  selection  of  client  relationship  manager • Identify success profile through pre-research Success Profile for CRM Competence 1 2 3 4 5 Customer Orientation Relationship Building Problem Resolution Information & Communication Result Orientation Readiness for Action …… * CRM: Client Relationship ManagementAssessment Center_April 2011 14
  • 19. Excellence through Culture, Talent and Change Identifying  key  success  pro8ile,  and  bring  them  into  practice CASE I - 1 A  Half-­day  individual  AC  for  the  selection  of  client  relationship  manager • Identify success profile through pre-research • Choose assessment tools to reflect key factors in success profile Success Profile for CRM Time Content Assessor Competence 1 2 3 4 5 13:00 13:15 Orientation JYP Customer 13:15 14:45 In-depth Interview HT Orientation Interview 14:45 15:00 Break Relationship Strategic Presentation Building 15:00 15:30 JYP Business Preparation Simulation Problem 15:30 16:00 Strategic Presentation HT, HQ Resolution “Customer Meeting” 16:00 16:30 JYP Preparation Information & Role Play Communication 16:30 17:00 “Customer Meeting” WLL Result 17:00 17:15 Break Orientation Cognitive 17:15 18:00 GRT ZD Readiness for Ability Test Action Personality 18:00 18:30 15FQ+ ZJW Test …… 18:30 18:45 Wrap Up All * CRM: Client Relationship ManagementAssessment Center_April 2011 14
  • 20. Excellence through Culture, Talent and Change Overview  of  Assessment  Center  Process CASE I - 2 Objective & Analysis Design & Implementation Feedback • In-depth interview • Identify corporate value and competence • GRT: Cognitive ability test • Identify critical success • Evaluation system factors and job competence • Strategic presentation • 15FQ+ Personality • Invite candidate(s) test • Train assessorsAssessment Center_April 2011 15
  • 21. Excellence through Culture, Talent and Change Two-­days  group  development  AC   CASE II - 1 for  international  high-­potential  talent  pool Step 1: Identify basis of Assessment Center Stress Management Intercultural Context Decision Making Analytical Thinking Teamwork Conflict Management • Basis of the assessment process are defined competencies • Professional competence is already taken account in the pre-screening • The compilation of personal competence should be done through a personnel diagnostic procedure • The different competencies should be verified in an intercultural contextAssessment Center_April 2011 16
  • 22. Excellence through Culture, Talent and Change Two-­days  group  development  AC   CASE II - 1 for  international  high-­potential  talent  pool Step 1: Step 2: Identify basis of Assessment Center Demand analysis and construction of the IAC* tools Collection of Assessment of the Description of the person Stress Management Intercultural Context critical behavior in these characteristics which have incidents critical incidents been successful in the situations Decision Making Analytical Thinking Construction: Deduction of successful approaches and Teamwork • Case studies characteristics of a person • Role plays • Critical incidents Conflict Management • Video sequences • Basis of the assessment process are Step 3: Decision of IAC tools defined competencies Presentation in • Professional competence is already taken front foreign account in the pre-screening Audience Intercultural Group Discussion • The compilation of personal competence Case Study should be done through a personnel Intercultural diagnostic procedure Assessment Center Activities • The different competencies should be “Critical Incident” Intercultural verified in an intercultural context Questionnaire Role Play Computer Based Business SimulationAssessment Center_April 2011 16
  • 23. Excellence through Culture, Talent and Change The  agenda  which  we  applied  in  the  two-­days  Intercultural   CASE II - 2 Assessment  Center Day 1 15:00 17:00 19:00 21:00 Day 2 8:00 10:00 12:00 14:00 16:00 18:00 20:00 Feedback Single task incl. presentation 1: Team task 2: Team task Arrival Observer conference Welcome informal get together Introduction Case Study Interview Presentation QuestionnaireAssessment Center_April 2011 17
  • 24. Excellence through Culture, Talent and Change Companies and Organizations we have been working with ... * • Tjitra & associates is a management consultancy founded by Dr. Tjitra with offices in Hangzhou and Hong Kong. Our work focuses on the CULTURE, TALENT and CHANGE. • In the last twelve years, Dr. Tjitra and his team have collected International project experiences at the global, regional and national level in the US, Europe and Asia with senior leaders from over forty countries. • A team of multilingual psychologist are dedicated to strive for excellence and provide tailor-made service solutions. We devote ourselves in ensuring sustainable business results by understanding the exact needs and situation of our clients. * only selected list and not completeAssessment Center_April 2011 18
  • 25. Thank You Contact us via … Mail: hora_t@mac.com Follow: twitter@htjitra Website: http://tjitra.com