Assessment	
  Center
How to assess, select and develop the right TALENT
by Prof. Dr. Hora Tjitra & Daisy Zheng
April 13, 2...
Excellence through Culture, Talent and Change
Assessment Center_April 2011
Assessment	
  Center
2
What is Assessment Cente...
Excellence through Culture, Talent and Change
Assessment Center_April 2011
Assessment	
  Center
2
What is Assessment Cente...
Excellence through Culture, Talent and Change
Assessment Center_April 2011
Assessment	
  Center
2
What is Assessment Cente...
Excellence through Culture, Talent and Change
Assessment Center_April 2011 3
14 years in Germany
7 years in China
Born and...
Excellence through Culture, Talent and Change
Assessment Center_April 2011
Agenda
1 Different approaches in talent assessm...
Excellence through Culture, Talent and Change
Assessment Center_April 2011
Different approaches in
Talent Assessment
5
• A...
Excellence through Culture, Talent and Change
Assessment Center_April 2011
Human	
  Resource	
  Hiring	
  Process
6
Hiring...
Excellence through Culture, Talent and Change
Assessment Center_April 2011
High	
  Potential	
  Talent	
  Development	
  P...
Excellence through Culture, Talent and Change
Assessment Center_April 2011
Application	
  of	
  Assessment	
  Methods
8
Pr...
Excellence through Culture, Talent and Change
Assessment Center_April 2011
Application	
  of	
  Assessment	
  Methods
8
Pr...
Excellence through Culture, Talent and Change
Assessment Center_April 2011
Application	
  of	
  Assessment	
  Methods
8
Pr...
Excellence through Culture, Talent and Change
Assessment Center_April 2011 9
Assessment Center:
Characteristics,Process,an...
Excellence through Culture, Talent and Change
Assessment Center_April 2011
Assessment	
  Center	
  process	
  starts	
  by...
Excellence through Culture, Talent and Change
Assessment Center_April 2011
The	
  application	
  of	
  multiple	
  methods...
Excellence through Culture, Talent and Change
Assessment Center_April 2011
Matrix	
  of	
  QualiCication	
  Requirements
1...
Excellence through Culture, Talent and Change
Assessment Center_April 2011 13
Project Best Practices:
Applying Assessment ...
Excellence through Culture, Talent and Change
Assessment Center_April 2011
Identifying	
  key	
  success	
  pro8ile,	
  an...
Excellence through Culture, Talent and Change
Assessment Center_April 2011
Identifying	
  key	
  success	
  pro8ile,	
  an...
Excellence through Culture, Talent and Change
Assessment Center_April 2011 15
• Identify corporate value
and competence
• ...
Excellence through Culture, Talent and Change
Assessment Center_April 2011
Two-­days	
  group	
  development	
  AC	
  
for...
Excellence through Culture, Talent and Change
Assessment Center_April 2011
Two-­days	
  group	
  development	
  AC	
  
for...
Excellence through Culture, Talent and Change
Assessment Center_April 2011 17
CASE II - 2The	
  agenda	
  which	
  we	
  a...
Excellence through Culture, Talent and Change
Assessment Center_April 2011 18
• Tjitra & associates is a management consul...
Thank You
Contact us via …
Mail: hora_t@mac.com
Follow: twitter@htjitra
Website: http://tjitra.com
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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 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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  • Can you send this PPT to me at Gautam.Srivastava@icloud.com
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  • Hello, could you please send me copy of this ppt to pmtuul@gmail.com
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  • Good presentation , can you please share it @ dineshwars@yahoo.com
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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.
    Can I have a copy of this presentation?
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  • Great presentation. Can you please share a soft copy on pritikhare15@gmail.com? Thank you.
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Assessment Center - How to assess, select and develop the right TALENT

  1. 1. Assessment  Center How to assess, select and develop the right TALENT by Prof. Dr. Hora Tjitra & Daisy Zheng April 13, 2011
  2. 2. Excellence through Culture, Talent and Change Assessment Center_April 2011 Assessment  Center 2 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
  3. 3. Excellence through Culture, Talent and Change Assessment Center_April 2011 Assessment  Center 2 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 pool
  4. 4. Excellence through Culture, Talent and Change Assessment Center_April 2011 Assessment  Center 2 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 Discover talent Transform talent Feedback & Follow-Up Limited and often not include Individual feedback & Development activity Ownership of Result Organization Participant Expected Result Selection decision (pass/fail) Feedback & Personal development planning Phase / Stage End of a recruitment or selection process Start of a learning process • 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 pool
  5. 5. Excellence through Culture, Talent and Change Assessment Center_April 2011 3 14 years in Germany 7 years in China Born and grew up in Indonesia Prof.  Dr.  Hora  Tjitra  -­  Cross-­cultural  and  Business  Psychology Dipl.-Psych.,Technical University of Braunschweig Organizational Psychology and Human Resource Management Dr.Phil.,University of Regensburg Intercultural Psychology and Strategic Management Executive Education,INSEAD HR Management in Asia
  6. 6. Excellence through Culture, Talent and Change Assessment Center_April 2011 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 18 4
  7. 7. Excellence through Culture, Talent and Change Assessment Center_April 2011 Different approaches in Talent Assessment 5 • Assessment Center is considered as one the selection and development tools with the highest validity, esp. in predicting the leadership quality and career success
  8. 8. Excellence through Culture, Talent and Change Assessment Center_April 2011 Human  Resource  Hiring  Process 6 Hiring Process Management Scheduling HR-Marketing Retrieval Assessment On-Boarding • Defining the staff needs of the company • Scheduling recruitment resource incl. budget,time,etc. • Classifying the fields of activity • Building up an image of the company via several channels • Organizing events for company marketing • Doing candidate relationship management • Advertising the job position in target talent pool / market • Administrating the applicant data systematically • Checking online application questionnaire • Pre-assessment: phone interview • Main assessment: Interview, Assessment Center • Contract negotiations • Status report • Contract signing and on- boarding
  9. 9. Excellence through Culture, Talent and Change Assessment Center_April 2011 High  Potential  Talent  Development  Process 7 Management Development Program Pre-Screening & Invitation • Identifying key indicators for pre- screening • Reviewing candidates’ working performance and bio profile • Selecting qualified candidates and sending assessment invitation letter Assessment Development Program Evaluation • Development of assessment tools • Conducting Assessment Center • Identify key strengths and challenges; provide feedback • Identifying development roadmap including channels, resources,and methods • Implementing action plan and continuously reviewing • Evaluating the process and validity of each stage • Collecting feedback and behavior changes of the participants
  10. 10. Excellence through Culture, Talent and Change Assessment Center_April 2011 Application  of  Assessment  Methods 8 Predictive Validity Working Performance Training Performance Cognitive ability test + Structured interview 0.63 Cognitive ability test + Work sample 0.60 Work sample 0.54 Cognitive ability test 0.51 Structured interview 0.51 Personality assessment 0.40 Personal profile 0.35 Responsibility 0.31 Recommendation 0.26 Working experience 0.18 Education experience 0.10 Handwriting 0.02 Cognitive ability test 0.56 Interview 0.35 Responsibility 0.31 Education experience 0.20 (Average validity of selection tools,Schmidt & Hunter,1998) • Predictive validity of different selection tools:
  11. 11. Excellence through Culture, Talent and Change Assessment Center_April 2011 Application  of  Assessment  Methods 8 Predictive Validity Working Performance Training Performance Cognitive ability test + Structured interview 0.63 Cognitive ability test + Work sample 0.60 Work sample 0.54 Cognitive ability test 0.51 Structured interview 0.51 Personality assessment 0.40 Personal profile 0.35 Responsibility 0.31 Recommendation 0.26 Working experience 0.18 Education experience 0.10 Handwriting 0.02 Cognitive ability test 0.56 Interview 0.35 Responsibility 0.31 Education experience 0.20 (Average validity of selection tools,Schmidt & Hunter,1998) • Predictive validity of different selection tools: • Application of different methods: Method China UK (N=1255) (N=843) Resume 86% 92% Work sample 50% 80% Unstructured interview 49% - Telephone interview 38% 61% Structured interview 37% 86% Cognitive ability tests 36% 72% Personality assessment 24% 56% (Recruitment,retention and turnover.Annual survey report,CIPD, 2007)
  12. 12. Excellence through Culture, Talent and Change Assessment Center_April 2011 Application  of  Assessment  Methods 8 Predictive Validity Working Performance Training Performance Cognitive ability test + Structured interview 0.63 Cognitive ability test + Work sample 0.60 Work sample 0.54 Cognitive ability test 0.51 Structured interview 0.51 Personality assessment 0.40 Personal profile 0.35 Responsibility 0.31 Recommendation 0.26 Working experience 0.18 Education experience 0.10 Handwriting 0.02 Cognitive ability test 0.56 Interview 0.35 Responsibility 0.31 Education experience 0.20 (Average validity of selection tools,Schmidt & Hunter,1998) • Predictive validity of different selection tools: • Application of different methods: Method China UK (N=1255) (N=843) Resume 86% 92% Work sample 50% 80% Unstructured interview 49% - Telephone interview 38% 61% Structured interview 37% 86% Cognitive ability tests 36% 72% Personality assessment 24% 56% (Recruitment,retention and turnover.Annual survey report,CIPD, 2007) • No single method of selection is perfect. • More than one ability or competence is needed to achieve success. Assessment Center
  13. 13. Excellence through Culture, Talent and Change Assessment Center_April 2011 9 Assessment Center: Characteristics,Process,and Tools
  14. 14. Excellence through Culture, Talent and Change Assessment Center_April 2011 Assessment  Center  process  starts  by  having  the  right  understanding   of  the  critical  success  and  8it  factors   10 1 • Understanding corporate culture • Analyzing job’s roles and responsibilities • Identifying the right competence model • Exploring job success profile 2 • Specifying assessment tools (develop eligible tools and materials if necessary) • Identifying assessors (1 chairman + 1 psychologist + 1 administrator + * assessors) • Training for the assessors,role players,(and observers) 3 • Conducting assessment center • Assessor (+ observer) conference 4 • The assessment center for selection - Deliver selection report • The assessment center for development: - Deliver development report and feedback - Facilitate development action planning
  15. 15. Excellence through Culture, Talent and Change Assessment Center_April 2011 The  application  of  multiple  methods  and  different  tools   gives  a  better  picture  of  the  candidate   11 Candidate(s)Interview Role Play Group Exercises Psychometric Test Business SimulationComputer Based Simulation • Observe candidate’s behaviors relevant to work performance • Have an in-depth understanding of candidate’s motivation profile • Candidates work together (in different forms) to make decisions about work-related situations and scenarios • Use“live”case with the focus on candidate’s executive thought and action,which is independent of the cognitive ability/ complexity • Attempt to analyze a person/group in terms of fundamental psychological characteristics,such as ability or personality • Candidate play the assigned role usually in the one-to-one situation, which reflects more interpersonal skills • Teamwork,problem solving and decision making in the complex and dynamic situation
  16. 16. Excellence through Culture, Talent and Change Assessment Center_April 2011 Matrix  of  QualiCication  Requirements 12 Integrity Stress Tolerance Leadership People Development Problem Analysis Strategic Perspective Interpersonal Sensitivity Teamwork Work Motivation Commitment Individual traits Managerial skills Decision making skills Interpersonal skills Motivational behaviors Behavior Interview Psychological In-depth Interview Group DiscussionRole Play Business Sim ulationPsychom etric Test This type of activity is particularly well-suited to generating this behavior This type of activity normally elicits behavioral evidence of this criterion
  17. 17. Excellence through Culture, Talent and Change Assessment Center_April 2011 13 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 pool
  18. 18. Excellence through Culture, Talent and Change Assessment Center_April 2011 Identifying  key  success  pro8ile,  and  bring  them  into  practice A  Half-­day  individual  AC  for  the  selection  of  client  relationship  manager 14 CASE I - 1 • Identify success profile through pre-research Success Profile for CRMSuccess Profile for CRMSuccess Profile for CRMSuccess Profile for CRMSuccess Profile for CRMSuccess 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 Management
  19. 19. Excellence through Culture, Talent and Change Assessment Center_April 2011 Identifying  key  success  pro8ile,  and  bring  them  into  practice A  Half-­day  individual  AC  for  the  selection  of  client  relationship  manager 14 CASE I - 1 • Identify success profile through pre-research Success Profile for CRMSuccess Profile for CRMSuccess Profile for CRMSuccess Profile for CRMSuccess Profile for CRMSuccess 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 Management Time Content Assessor 13:00 - 13:15 Orientation JYP 13:15 - 14:45 In-depth Interview HT 14:45 - 15:00 BreakBreak 15:00 - 15:30 Strategic Presentation Preparation JYP 15:30 -16:00 Strategic Presentation HT,HQ 16:00 -16:30 “Customer Meeting” Preparation JYP 16:30 - 17:00 “Customer Meeting” WLL 17:00 - 17:15 BreakBreak 17:15 - 18:00 GRT ZD 18:00 - 18:30 15FQ+ ZJW 18:30 - 18:45 Wrap Up All Interview Business Simulation Cognitive Ability Test Personality Test Role Play • Choose assessment tools to reflect key factors in success profile
  20. 20. Excellence through Culture, Talent and Change Assessment Center_April 2011 15 • Identify corporate value and competence • Identify critical success factors and job competence • Invite candidate(s) • Train assessors • In-depth interview • Strategic presentation • Evaluation system • GRT: Cognitive ability test • 15FQ+ Personality test Objective & Analysis Design & Implementation Feedback CASE I - 2 Overview  of  Assessment  Center  Process
  21. 21. Excellence through Culture, Talent and Change Assessment Center_April 2011 Two-­days  group  development  AC   for  international  high-­potential  talent  pool 16 CASE II - 1 • 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 context InterculturalContext Decision Making Analytical Thinking Teamwork Conflict Management Stress Management Step 1: Identify basis of Assessment Center
  22. 22. Excellence through Culture, Talent and Change Assessment Center_April 2011 Two-­days  group  development  AC   for  international  high-­potential  talent  pool 16 CASE II - 1 • 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 context InterculturalContext Decision Making Analytical Thinking Teamwork Conflict Management Stress Management Step 1: Identify basis of Assessment Center Step 2: Demand analysis and construction of the IAC* tools Collection of critical incidents Assessment of the behavior in these critical incidents Description of the person characteristics which have been successful in the situations Construction: •Case studies •Role plays •Critical incidents •Video sequences Deduction of successful approaches and characteristics of a person Step 3: Decision of IAC tools Computer Based Business Simulation Intercultural Case Study “Critical Incident” Questionnaire Intercultural Assessment Center Activities Presentation in front foreign Audience Intercultural Role Play Group Discussion
  23. 23. Excellence through Culture, Talent and Change Assessment Center_April 2011 17 CASE II - 2The  agenda  which  we  applied  in  the  two-­days  Intercultural   Assessment  Center 19:00Day 1 15:00 21:00 12:00 14:0017:00 18:008:00 10:00 16:00 20:00Day 2 informal get together Arrival Welcome 1:Team task Interview Introduction Case Study Single task incl. presentation Questionnaire 2:Team task Observer conference Presentation Feedback
  24. 24. Excellence through Culture, Talent and Change Assessment Center_April 2011 18 • 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. Companies and Organizations we have been working with ...* * only selected list and not complete
  25. 25. Thank You Contact us via … Mail: hora_t@mac.com Follow: twitter@htjitra Website: http://tjitra.com

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