The perceived effectiveness of Assessment Centers for Indian IT and call center industries


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The perceived effectiveness of Assessment Centers for Indian IT and call center industries

Dr. Nidhi Dhanju
Senior consultant
Infosys Leadership Institute (ILI)

Published in: Technology, Business
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The perceived effectiveness of Assessment Centers for Indian IT and call center industries

  1. 1. Speaker Series Copyright NHRD Pune Chapter
  2. 2. The Perceived Effectiveness of Assessment Centers for Indian IT and Call Center Industries- A Case Study Nidhi Dhanju, PhD Senior consultant Infosys Leadership Institute (ILI) 6th February 2009 Copyright NHRD Pune Chapter
  3. 3. Indian Call Center and IT Industries • Largest growing industries in the world (Forbes, 2006) • Two million English speaking graduates every year (India Today, 2005) • Provides off shoring technology services to foreign companies. Software exports alone expanded by 53% in 2008 (Gupta, 2008). Copyright NHRD Pune Chapter
  4. 4. Indian Call Center Industry • Call center work characterized by routine, monotonous tasks • Attrition rate - approximately 75% Copyright NHRD Pune Chapter
  5. 5. AC defined… “Variety of testing techniques designed to allow candidates to demonstrate, under standardized conditions, the skills and abilities that are most essential for success in a given job.” (Casio & Silbey, 1979, p. 203) Copyright NHRD Pune Chapter
  6. 6. What is an Assessment Center? • Participants’ behavior is observed by trained raters, evaluated, categorized and scored • Raters pool individual observations to arrive at an overall estimate of potential, or score • Participants are provided with oral and/or written feedback regarding their performance and potential • Training and developmental plans can be formulated • Used for both development and selection Copyright NHRD Pune Chapter
  7. 7. Building Blocks of Effective Performance Skills Knowledge Experiences more easily developed difficult to Value develop Abilities Traits Interests Motivations Source, SRI, vol 2, 53, 1999 Copyright NHRD Pune Chapter
  8. 8. Assessment Centers (ACs) for Indian Call Center and IT Industry • ACs used for selection and development for team leaders in many Indian call centers and IT industries • Most research about ACs focused on selection for managerial purposes in the US and Europe Copyright NHRD Pune Chapter
  9. 9. Research Problem How effective are ACs perceived to be as a selection method by successful and unsuccessful team leader participants in Indian call center and IT industry? Copyright NHRD Pune Chapter
  10. 10. Purpose of Study • How do individuals in the case setting identify and describe AC experiences? • What are the strengths and weaknesses in the AC process? • How can ACs be improved? Copyright NHRD Pune Chapter
  11. 11. Significance of Study • Development of a systematic promotional process for team leaders • Identification of strengths and weaknesses of ACs from participants’ experiences • Provide database of information to develop models of evaluation, growth and development Copyright NHRD Pune Chapter
  12. 12. Limitations of Study • Findings may not be generalized due to nature of case study methodology • Interviews may include inherent bias • Feedback from assessors may influence participants’ self-ratings and subsequent responses Copyright NHRD Pune Chapter
  13. 13. Review of Literature • Introduction and characteristics of AC process • Organizational Justice Theories Distributive justice Procedural justice • Validity and Reliability of ACs Copyright NHRD Pune Chapter
  14. 14. Research Design • Embedded case study design • Data collection through interviews • 100 interviews with successful AC participants • 100 interviews with unsuccessful participants • IRB permission obtained before study • Email invitation sent to request participation Copyright NHRD Pune Chapter
  15. 15. Assessment Centers (ACs) for Indian Call Centers & IT Organizations • Medium-sized organization • Thirty ACs conducted since Sept 2004 • Exercises identified through job analysis • Eleven dimensions, six job-related activities Copyright NHRD Pune Chapter
  16. 16. Data Analysis • Transcription of interviews • Cross-case thematic analysis • Member checks for validation • Analysis of whole data set • Synthesis Copyright NHRD Pune Chapter
  17. 17. Frequently Occurring Constructs for Successful and Unsuccessful Participants • Lack of orientation regarding AC • Bias in AC selection process • AC and retention • AC provides growth opportunities • AC exercises realistically capture challenges on floor Copyright NHRD Pune Chapter
  18. 18. Frequently Occurring Constructs for Successful and Unsuccessful Participants • Final AC feedback • *Training needed after successful selection • **Credibility of the AC process • Should organizations conduct AC? * Successful AC participants only ** Unsuccessful AC participants only Copyright NHRD Pune Chapter
  19. 19. Recommendations for Practice • Provide orientation to AC participants • Provide adequate assessor training • Provide training to participants after AC • Provide fair assessment processes • Provide detailed feedback to participants • Provide clear AC exercises • Rotate exercises Copyright NHRD Pune Chapter
  20. 20. Recommendations for Future Research • International role of ACs • Multi-faceted Nature of AC Methods. • Model of AC- Industry-specific • ACs for non managerial positions Copyright NHRD Pune Chapter
  21. 21. Recommendations for Future Research • Utilization of ACs as an HRD intervention • Enhance generalizability of this case study Copyright NHRD Pune Chapter
  22. 22. Thank you Copyright NHRD Pune Chapter