situational test

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situational test

  1. 1. Situational Test & Behavioral Event Interview<br />www.humanikaconsulting.com<br />
  2. 2. Objective<br />Memahamikonsepdanjenis-jenisTesSituasionaldan BEI<br />MemahamipelaksanaanTesSituasionaldan BEI<br />MemahamipenyusunanTesSituasionaldan BEI<br />Memahamiprosesskoringdanpengolahan data, sertakesimpulandariTesSituasionaldan BEI<br />TrampildalammembuatdanmenyelenggarakanTes Situational dan BEI<br />
  3. 3. Situational Test<br />Assessment Centers<br />Case Study<br />In Basket / In Tray<br />Group Discussion<br />Presentation<br />Role Play<br />Situational/Simulation Test<br />
  4. 4. Definition<br />Berupaberbagaiproblem yang dapatmenstimulasimunculnyaperilaku-perilaku yang berkaitandengankompetensisuatupekerjaan<br />Kandidatditempatkanpadasituasi yang serupa/samadenganpekerjaan/posisitertentu (se-natural mungkin)<br />DisebutjugaSimulasi<br />PentingdalamAssessment Center<br />
  5. 5. Kasus yang diujikandalamSimulasi<br />Krisis<br />kandidatharusmemecahkan problem dalam deadline ketat, jikatindakantidaktepatakanmemperparah problem (CS, IB, PS, LGD, RP)<br />2. Eksploitasi<br />kandidatmengembangkan/memperbaikisuatu problem (CS, IB, PS, LGD, RP)<br />3. Kreatif<br />kandidatmendesain, merencanakansesuatu yang baru(CS, LGD, RP)<br />
  6. 6. IN BASKET<br />
  7. 7. In-Basket Exercise<br />Kandidatdiberikan1 set berkas-berkasatauarsip yang mencerminkantugas-tugaspadaposisi/job tertentu. Kandidatdimintauntukmembuatperencanaan, pengambilankeputusan, dankomunikasisecaratertulisberkaitandenganproblem yang ada.<br />Waktu: 1-2 jam (sesuaitingkatkesulitan In-Basket)<br />Kompetensiyang diukur: Problem Solving, Decision Making, Analytical Thinking, Sensitivity, dll.<br />
  8. 8. In-Basket Exercise<br />Work Efficiently <br />Identify key issues<br />Set Priorities<br />Anticipate Problems<br />Explore issues<br />Suggest Options<br />In Basket / In Tray <br />Make Recommendation<br />Give Reasons<br />
  9. 9. Kelebihan<br />(+) Validitaslebihbaik<br />(+) Praktis, dikerjakansendiriolehkandidat<br />(+) Prosespenyusunan yang rumitdanpanjang<br />Kelemahan<br />(-) Kejenuhanpeserta<br />(-) Memerlukanwaktulebihbanyakuntukmengerjakantes (1-3 jam)<br />In-Basket Exercise<br />
  10. 10. Leaderless Group Discussion<br />
  11. 11. Leaderless Group Discussion<br />Kandidatdilibatkandalamkelompok 4-6 orang, diberikanCase Study atau problem dandimintauntukmendiskusikandanmembuatkesimpulanberuparekomendasi/solusiatas problem tersebut. <br />Waktu: maksimal 45 menit<br />Assesor: 2 orang / kandidat (observasisilang)<br />Kompetensi yang dinilai: Communication, Influencing Others, Persuasiveness, Developing & Maintaining Relationship, Business Orientation, Negotiating, Leadership, dll.<br />
  12. 12. Leaderless Group Discussion<br />Contribute Idea <br />Actively listening<br />Define Objective<br />Plan Solutions<br />Group Discussion<br />Create discussion<br />Draw Conclusions<br />
  13. 13. Developing Case/Project study<br />Purpose This simulation will measure?<br />Scenario<br />Materials Provided<br />Required Performance<br />Time Limit<br />Method of Rating<br />
  14. 14. Leaderless Group Discussion<br />Kelebihan<br />(+) menonjolkankemunculankompetensikomunkasi, orientasi team, interpersonal relationship, negosiasi, persuasif.<br />Kelemahan<br />(-) Kejenuhanpeserta<br />(-) Memerlukanwaktulebihbanyakuntukmengerjakantes (1-3 jam)<br />
  15. 15. Leaderless Group Discussion<br />6 Kandidat<br />6 Assesor<br />Utama<br />Pendukung<br />
  16. 16. Leaderless Group Discussion<br />5 Kandidat<br />5 Assesor<br />Utama<br />Pendukung<br />
  17. 17. Leaderless Group Discussion<br />4 Kandidat<br />4 Assesor<br />Utama<br />Pendukung<br />
  18. 18. Presentation Analysis<br />
  19. 19. Presentation Analysis<br />Kandidatdiberikan Case Study atau problem dandimintauntukmemberikanrekomendasi/solusiatas problem tersebut. Kemudiankandidatharusmempresentasikandanmenjawabpertanyaan-pertanyaantentangrekomendasi yang iausulkan.<br />Waktu: Persiapan (45-60 menit), Presentasi (15 menit), Tanya Jawab (15-20 menit)<br />Assesor: minimal 2 orang / kandidat<br />Kompetensi yang dinilai: Analytical Thingking, Problem Solving, Dec. Making, Communication, Persuasiveness, Influencing Others, Business Orientation, Job-Spec Knowledge, dll.<br />
  20. 20. Presentation Analysis<br />Research Thoroughly <br />Identify key points<br />Priorities key points<br />Add supporting facts<br />Develop intro and summary<br />Rehearse<br />Presentation <br />Edit if necessary<br />Pre–empt questions<br />
  21. 21. Presentation Analysis<br />Suggested Format<br />Factors Being Assessed<br />Background<br />Assignment<br />Administrative Issues: (time limits, use of visual aides, handouts, contacts, location, etc.) <br />
  22. 22. Presentation Analysis<br />Kelebihan<br />(+) Menonjolkankemunculankompetensianalisamasalah, imajinasi, orientasibisnis, strategi, perencanaan, danpresentasi/persuasi<br />Kelemahan<br />(-) Perlumempersiapkankasus<br />(-) Pesertamembutuhkanwaktu yang cukup lama untukpersiapanpresentasi (1 jam)<br />(-) Pesertamerasalelah/engganmenganalisakasussecaramenyeluruh<br />
  23. 23. Presentation Analysis<br />Flipchart<br />Kandidat<br />Meja<br />Meja<br />Assesor<br />
  24. 24. Case Study<br />
  25. 25. Case study or project files are appropriate assessment methods for jobs that use case or project file management as a primary tool.<br />
  26. 26. Suitable themes for case or project files<br />A project is behind schedule and over budget.<br />A complaint has been filed and an investigation is either ongoing or has concluded.<br />A decision denying an application has been appealed.<br />An income assistance file needs to be reviewed and critical decisions made.<br />A labour relations case involving many interwoven and underlying issues requires recommendations on action or preparation for arbitration.<br />A technical engineering project file needs to be audited for adherence to regulations and standards.<br />
  27. 27. Tips for Developing Effective Case / Project File Tests<br />Base tests on typical job samples from real life Choose a complex example that happens on a fairly routine basis.<br />Design rating scales in advance : can be used to measure one skill or many skills concurrently and <br />Disguise real people and real fact.<br />Provide all applicants with the same knowledge base.<br />
  28. 28. Exercise<br />
  29. 29. Role Play<br />
  30. 30. Role Play<br />Kandidatdihadapkanpada problem situasipekerjaandimanadiadimintaberinteraksidenganseseorang (role-player/assesor) yang berperansebagaibawahan, rekankerja, atasan, ataupelanggan<br />Waktu: 45-60 menit<br />Assesor: minimal 2 orang (role-player dan observer)<br />Kompetensi yang dinilai: komunikasi, interpersonal relationship, leadership, persuasiveness, business orientation, dll.<br />
  31. 31. Role Play<br />Identify underlying problem <br />Don’t over-act<br />Remain Sensitive<br />Suggest options <br />Role Play<br />Make recommendation<br />Give reasons<br />
  32. 32. Three Steps for Developing Role Plays<br />Identify and Document Critical Incidents identifying a job-related (critical) incident that actually occurred<br />Develop Rating Scales<br />Create Test Instructions or "Scripts" for Actors and Applicants<br />
  33. 33. Role Play<br />Kelebihan<br />(+) Menonjolkankemunculankompetensisosial, yaitukomunikasi, interpersonal relationship, persuasiveness, negosiasi, empati, leadership, dll.<br />Kelemahan<br />(-) Penampilankandidatdapatdipengaruhiolehpenampilan role-player yang kurangmemperhatikanskenario.<br />
  34. 34. Matrix<br />Matrix Methods (posisi: Manajer Admin & Logistik)<br />
  35. 35. Scoring<br />Observation – Mengamati, Mendengar<br />Record – Mencatat / Merekam<br />Categorized – Mengelompokkanhasilcatatandalamkompetensi<br />Integration – Mengumpulkan data daribeberapaAssesor<br />Rating – Mencocokkanhasilcatatandengan level kompetensi / key behavior. Dilihatkesesuaiannyaapakahdapatdiberi rating 1 – 5.<br />Much less than acceptable / Very weak evidence<br />Less than acceptable / Weak evidence<br />Acceptable / Moderate evidence<br />More than acceptable / Strong evidence<br />Much more than acceptable / Very strong evidence<br />0. No opportunity to observe / No evidence<br />
  36. 36. Questions<br />wicaksana@humanikaconsulting.com<br />
  37. 37. Untuk1NDONESIA<br />Yang TERBAIK…<br />

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