Almost 70% of an individual's development happens by taking personal learning initiatives. This starts with measuring one's competencies in relation to the existing job role or a future job position. The very behaviour exhibited in context to different tools such as Team Activities, Case Study, In basket and Behavioural Event Interview exercises in the program, form the basis of an Assessment & Development Centre. The levels displayed by the incumbent are observed by the assessors in consonance with the decided competencies.

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For Development Intervention
Of Manager’s name @
Submitted on
Date: March 06, 2017
Submitted to
Mr. _____________
President Department Head- Human Resources
Lead Assesor
Bomi Manekshaw

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Content
1. Executive Summary … Page 3
2. The Purpose … Page 4
3. The Methodology … Page 5
4. Some of the tools used … Page 6
a. Team Activity
b. Case Study
c. In tray / In basket
d. Behavioural Event Interview (BEI)
5. The Competencies measured … Page 8
6. Participants Individual Report … Page 9

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1. Executive Summary
 Purpose (Need)
It is said that 70% of an individual's development happens by taking
personal learning initiatives. This development starts with measuring one's
competencies in relation to the existing job role or a future job position.
 Process (How)
The very behaviour exhibited in context to different tools such as Team
Activities, Case Study, In basket and Behavioural Event Interview
exercises in the program, form the basis of an Assessment Centre. The
levels displayed by the incumbent are observed by the assessors in
consonance with the decided competencies. The outcome of this is a
report on the individual's specific position vis a vis these competencies for
further development.
 Payoff (Outcome / ROI)
Individual’s current status vis a vis specific competence are mapped for
sharing as part of their (IDP) Individual Development Plan. It is expected to
trigger signing up on the developmental next steps that the organization,
mentor and individual desire to accomplish.

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2. The Purpose
In today's incredibly volatile, uncertain, complex and ambiguous world,
organizations are hurtling forward to catch the right candidates in the war for
talent. There is lesser and lesser time and resource available with the
organization to train and develop their existing talent to deliver greater results.
Most organizations expect their managers to contribute 20% via direct
involvement in their subordinates' development and mentoring key talent. On
an average, many good organizations themselves invest 10% time on every
manager's development. The balance 70% has to come from the Executive
and Manager him/herself as a large part of self-development.
Assessment Centres are best suited for Talent Acquisition to evaluate
suitability to fill a job position, Talent Development to assess gaps in
competencies required vs. available for current job position and Succession
Planning to identify the potential suitability for a future ready leadership
pipeline. The last Client Company for which this Assessment Centre was
conducted, views it's human resources development very seriously and this
was best demonstrated by walking the talk using Aon Hewitt for their Senior
Management. In continuation to this the Company planned to extensively put
in resources and efforts for development of it's important segment of Middle
Management, partnering with the ShawMacons team as part of Talent
Development and Culture Change.
The Client Company’s President - Human Resources and Assistant General
Manager - Human Resources had a detail conversation at this Company’s
HQ with team ShawMacons (Bomi, Ankit & Ritika) describing in detail the
intervention for the top management. Taking these HR initiatives forward, to
the people who are back bone of the organization, in keeping with strategy
and direction of the company, ShawMacons team was commissioned with
running the Assessment Center for 1 day each into 4 batches for their Middle
Management within a 15 day time frame.

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3. Methodology
The methodology applied in arriving at the 12 competencies assessed for
each individual participant was a derivative, starting with the competencies
given in the client company appraisal form while discussing with the client
company team during our meeting.
This team confirmed the final competencies to be incorporated for the
exercise in alignment with it’s 2020 Global Guidelines and the Assessment
Centre report’s out the levels displayed by them, the incumbent, as observed
by the assessors in consonance with the same.
In fact, the very behaviour exhibited in context to the four tools mentioned
below, Team Activity, Case Study, In tray / In basket and Behavioural Event
Interview exercises in the program, form the basis of this assessment against
the 12 competencies defined and described later in the report.
The outcome of this report is expected to trigger signing up on the
developmental next steps that the organization, mentor and the incumbent
will need to follow through on in order to enhance their effectiveness in the
current role and future growth for better performance through this
assessment. Remember, 70% of your development will have to come from
their own efforts as a large part of self-development.

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4. Tools used
The focal point of most Assessment Centers is the use of simulations. The
principle of their design is to replicate, so far as is possible, the key aspects of
situations that an individual would encounter on the job for which they are
incumbent to or being developed for. To gain a full understanding of a
person’s range of capabilities, it is usually the case that one simulation is
insufficient to develop a complete picture and therefore the use of multiple
tools with multiple assessors.
Assessment Centers have a number of key features, essentially multiple
processes, including case studies and role plays in which a group of
participants take part in a variety of exercises, observed by a team of trained
assessors, who evaluate each participant against a number of pre-
determined, job-related behaviors.
Decisions (for development) are then made by pooling shared data by the
assessors.
As an example, the Assessment Centre run by team ShawMacons for the
Client Company had the following tools.
4.a. Team Activity: The Participant were given the brief to discuss the
nomination for the quarterly
recognition award as a
member of the Executive
Committee at Auto Mode
Consulting Private Ltd. The
ShawMacons team
conducted the incumbent’s
Assessment through this
team activity with a focus on
(not in any particular order)
analytical skills, agility with
foresight, change

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management, collaborative skills, conflict management, decision
making, execution skills, influencing skills, managing feedback,
managing teams, planning skills and Proactiveness.
4.b. Case Study: The incumbent’s were given one of the finest Harvard
Business School brief case on Clayton Industries as a Case Study with
the incumbent in the role of Peter Arnell, the Country Manager for Italy.
It was to bring out in the participant (not in any particular order) their
analytical skills, decision making ability, planning skills and managing
feedback.
4.c. In tray / In basket: The same Harvard Business School brief case on
Clayton Industries was applied
again with the incumbent in the
role of Peter Arnell, the Country
Manager for Italy with various
communications in their “in tray”
from emails, voice mails, a fax,
“While you were out” notes to
even an invitation to lunch with
the Mayor … all to test their
competencies (not in any
particular order) on analytical skills, conflict management, decision
making, execution (skills) and planning skills.
4.d. Behavioural Event Interview: An interviewing
technique which asked the incumbent to
describe situations and experiences they had
previously, relevant to understand their
behavioural style or approach. Responses
cannot be rehearsed ahead of time and
therefore lend to a more credible understanding
of the incumbent’s behaviour.

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4.e. Psychometric test: (not used for this specific client) Many employers
use psychometric tests as part of an
overall selection process, whether at an
assessment centre or during the
preliminary screening stage.
Psychometric tests are used to assess
the abilities and personality traits of
incumbents and are often completed
online.
5. Competencies Measured
As mentioned earlier, proficiency levels on 12 competencies (ideally it should
be 7 to 10) were to be evaluated for assessment in each individual
participant. These competencies are a direct derivative of the Global
Competency Guidelines given in per their brief.
i. Planning Skills
ii. Execution Skills
iii. Agility (continuously adjust) with foresight
iv. Analytical Skills
v. Managing Teams
vi. Influencing Skills
vii. Collaborative Skills
viii. Conflict Management
ix. Decision Making
x. Change Management
xi. Proactiveness (Taking Initiative)
xii. Managing Feedback (eliciting and sharing)
The detailed definition (logically, components) of each of these competencies
as interpreted by the ShawMacons team is given along with the Client’s
individual Assessment Report that follows as a sample.
Please note ShawMacons has a separate offering on Competency Mapping
and developing Organizational Core Competencies using BARS as a part of
it’s suit which should precede the running of an Assessment Centre.

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6. Sample from an Individual Assessment Report
i. Planning Skills: Is the ability to …
a. Think and look beyond the present when addressing departmental
needs,
b. Identify the sequence of tasks to achieve the goal,
c. Set up and monitor ……
d. Identify the resources …..
e. Create realistic schedules ……
f. Ensure additional help ……
You are able to think beyond the present and exhibit effective prioritizing. For
example, with the In Basket exercise prioritizing the emails, voice mails and
invitation was handled proficiently. Your Behavioural Event Interview brought
out your detailed thinking beyond the present while addressing your
departmental needs. Overall you are proficient with a scope for excelling.
Your BEI brought out your blind spot in your thinking that you’d created a
realistic schedule but came up with bumps because of lack of team buy in.
The Team Activity and Case Study brought out the opportunity to improve in
creating realistic schedules by involving your team creating a buy in during
your decision making process.

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ii. Analytical Skills:
a. Asking the "right" questions to size up or evaluate situations,
b. Dividing complex problems or tasks into components/parts for
further analysis,
c. Analyzes issues and reduces ……
d. Identifies patterns in conflicting ……
e. Effectively interpret and analyze data …..
f. Evaluates the integrity and …..
g. Determines important parameters or …..
h. Prioritizes various actions to be …..
You are effective at dividing the components of a complex problem as
indicated several times in your Team Activity, In Basket and Behavioural
Event Interview exercises. Overall you are effective with a scope for being
efficient and thereby excelling. The Case Study Analysis was limited to
“Union & Politics”, “Absorption chillers “and cost cutting and In Basket brought
out your opportunity to improve by being open to new suggestions. You must
build effectiveness in interpretation and analysis of information from several
sources to arrive at logical conclusions.

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iii. Decision Making:
a. Exercises good judgment by making sound and informed
decisions.
b. Does not lose sight of the big …..
c. Asks for additional information when …..
d. Shows insight into the root cause of …..
e. Remains calm when making …..
f. Prepares for potential problems and …..
g. Determines where actual results differ from …..
h. Generates probable solutions with ……
During the Case Study you demonstrated Good possible decision on
“Absorption Chillers” but did not see through the implementation. In the BEI
you did not loose sight of the big picture while negotiating with the S&S
agency for recovery. And, you showed insight in getting to the root cause
while preparing potential opportunities to get to the desired results. In the In
Basket you needed to be open to suggestions though you actually showed
you were getting quite flustered with the exercise. Overall you are proficient in
decision making with an opportunity to build openness to inputs from others.

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iv. Collaborative Skills:
a. Enhancing the knowledge and skills of others,
b. Providing constructive …..
c. Creates a work environment that …..
d. Use all planned and unplanned meetings ……
You tend to be prompt and decisive. Delegate effectively and show
willingness to give constructive feedback as well as create the environment to
foster positive feedback. Yet you provide feedback only when you are
absolutely certain and therefore miss opportunities to improve the feed
forward process. Your explanation and acknowledgement during the BEI
conversation on goal setting with your team is one such example. Overall you
are effective in collaborating with a scope for improvement with taking in the
opinion of your subordinates and peers for you to excel.

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v. Agility (continuously adjust) with foresight: Your ability to …
a. Quickly learn new ways of performing his/her job,
b. Work effectively with new people and new teams,
c. Flexibility and openness to work …..
d. Adaptability to novel, dynamic, and …..
e. Adjusting priorities to changing …..
f. Foresight to see ahead clearly, being …..
g. Anticipating the future trends and …..
h. Anticipating the consequences …..
i. With a broad knowledge and …..
You demonstrated in the BEI your flexibility to shift in to a new role from QM
to Service with your plan to change the shape of Sales & Service
performance. The foresight to adapt novel, dynamic and changing situation
requiring creative solutions. Overall you show considerable expertise in
managing with agility including anticipation of the consequences of your
actions.

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vi. Execution Skills: In which you …
a. Set high standards on performance,
b. Implement plans with …..
c. Accomplishes goals on schedule …..
d. Demonstrate a well-organized and timely …..
e. Follows-up and do course …..
You demonstrated in the BEI setting your own performance standards with a
well-organized and timely approach to deliver results. You’ve also shown the
ability to be well organized and demonstrate a timely approach to achieve
desired results with optimum resources … but the opportunity to follow
through and do course corrections are areas for improvement. In the In
Basket exercise your overall execution was found to be quite good. Yet you
need to focus on positivity. Overall you have proficiency bordering on the
potential to be an expert once you master the art of follow up with due course
corrections.

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vii. Influencing Skills: In which you …
a. Communicate ideas persuasively,
b. Keep the attention of …..
c. Put your points across clearly …..
d. Develop a line of reasoned …..
e. Explain effectively the benefits of …..
This is your most vulnerable area that overall needs development. You show
clarity in your thought process but need to build assertiveness to
communicate your ideas persuasively while holding attention of your
colleagues to explain the advantages and benefits more effectively. Must get
coaching and mentoring learn to overcome your hesitation to put your point
across concisely and clearly.
With this first step in identifying your opportunities for development, we look
forward to your active development with The Client Company.
Thank You,
Bomi Manekshaw
Executive Board Member
Shaw Macons
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0
2.5
2.50
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Team Activity
In-basket
Case Study
BEI
CONSENSUS
Influencing Skills