H R management

2. An assessment center is a process where
candidates are assessed to determine their suitability for
specific types of employment, especially management or
military command.
 An Assessment Centre is a process that allows participants to demonstrate
skills, attributes and behaviors specifically related to the role for which they
are applying.
 This done through engaging a group of candidates in a variety of structured
individual and group related exercises that have been designed to identify
specifically identified job-related skills, attributes and behaviors.
 Trained assessors observe and evaluate performance in these tailored
activities. An objective of a candidate’s predicted success in the role is
made based on their combined results.
 The final stage in the selection process.

3. Used by Germans in 1st world war to select
officers.
Used by U.S to select spies (OSS).
In private Industry, 1st used by AT&T to predict
performance of managers (Management
Progress Sturdy).

4.  Assessment center has been found successful at predicting
long-term career success.
 Accuracy- right person, right job.
 Ability to observe ‘on the job’ performance.
 Equity- fair for everyone.
 Buy- in – for assessors and candidates.
 Cost of poor selection- morale, retention, impact on work.

7. Job analysis of relevant behaviors
Measurement techniques selected based on job analysis
Multiple measurement techniques used, including simulation
exercises
Assessors’ behavioral observations classified into meaningful and
relevant categories
Multiple observations made for each dimension
Multiple assessors used for each candidate
Assessors trained to a performance standard

8. Assessment Center
Design
&
Operation

9.  Selection and Promotion
• Supervisors & managers
• Self-directed team members
• Sales
 Diagnosis
• Training & development needs
• Placement
 Development
• Skill enhancement through simulations
DEVELOPMENTDIAGNOSISSELECTION

10. *
Candidates participate in a series of exercises that simulate
on-the-job situations
Trained assessors carefully observe and document the behaviors
displayed by the participants. Each assessor observes each
participant at least once
Assessors individually write evaluation reports,
documenting their observations of each participant's
performance
Assessors integrate the data through a consensus
discussion process, led by the center administrator, who
documents the ratings and decisions
Each participant receives objective performance
information from the administrator or one of the
assessors

11. Observe participant behavior in simulation exercises
Record observed behavior on prepared forms
Classify observed behaviors into appropriate dimensions
Rate dimensions based upon behavioral evidence
Share ratings and behavioral evidence in the consensus
meeting

12. What a person actually says or does
Observable and verifiable by others
Behavior is not:
Judgmental conclusions
Feelings, opinions, or inferences
Vague generalizations
Statements of future actions

13. Definition: A category of behavior associated with
success or failure in a job, under which specific
examples of behavior can be logically grouped and
reliably classified (does it differentiate???)
Identified through job analysis
The level of specificity must fit assessment purpose

14. Hiring decisions have long-term consequences for
an organization’s productivity and performance .
Therefore, quality-not speed-should be the primary
measure of the success of hiring decisions and the
underlying hiring process.