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ASSESSMENT DEVELOPMENT CENTRE

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ASSESSMENT DEVELOPMENT CENTRE

  1. 1. ASSESSMENT DEVELOPMENT CENTRE (ADC) IN MADHYA GUJARAT VIJ CO LTD (MGVCL) BY PRITI HEMANT NASHIKKAR TY BBA (HR)
  2. 2. OBJECTIVE , SIGNIFICANCE OF THE STUDY OBJECTIVE OF THE STUDY:  To know the effectiveness and impact of ADC as a technique / tool implemented in MGVCL  To know the effectiveness of applying ADC for various measuring competencies viz. Functional, Commercial and Behavioral  Findings of ADC in MGVCL  Significance of ADC in MGVCL SIGNIFICANCE OF THE STUDY:  This research work would be significantly useful in knowing the developmental issues of MGVCL  The research study will help me to know the practical application of ADC tool
  3. 3. MEANING ASSESSMENT CENTRE  An Assessment Center can be defined as ,a 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 DEVELOPMENT CENTRE  In Development Centre the participants are part of the learning process and all responses to situations are handled in a spirit of personal and professional improvement
  4. 4. WHAT IS COMPETENCY?  Competence (or competency) is the ability of an individual to do a job  A competency is a set of defined behaviors that provide a structured guide enabling the identification, evaluation and development of the behaviors in individual employees
  5. 5. COMPETENCY
  6. 6. COMPETENCY MAPPING  Competency mapping means bridging a gap between what is expected by the organization and what is prevailing in the candidates
  7. 7. COMPETENCY MAPPING IN GENERAL FOR MGVCL EMPLOYEES PREVAILING COMPETENCIES COMPETENCY GAP EXPECTED BY COMPETENCIES BY ORGANIZATION Analytical skills Customer management Decision making Business orientation Communication skill People management Ethical behavior Decision making Active listening skills Leadership skill Communication skill
  8. 8. PROCESS OF ADC PRE PLANNING  Identify need  Objectives: Establish clear objectives for the process DEVELOP  Competencies: Identify organization or job specific competencies to evaluate participants  ADC Techniques  Design ADC: Construct ADC by preparing formats for assessment, timetable & logistics  Training: Identify & provide training to assessors, facilitators for smooth implementation
  9. 9. IMPLEMENT  Run ADC with participants  Feedback & Reports  Facilitate in formulating Individual Development Plan
  10. 10. TOOLS/ TECHNIQUES  Case study interview  Competency Based Interview  Fact finding exercise  Group exercise  In- tray exercise  Problem solving exercise  Presentation  Role play  Written exercise  Aptitude test / personality / psychometric test  Presentation  Case study  Behavioral event interview  Debate  Psychological test  Group decision  Situational test  Written exercise TOOLS/ TECHNIQUES OF ADC TOOLS/ TECHNIQUES USED IN MGVCL
  11. 11. IMPORTANCE OF ADC  Selection  Training & Development  Performance Management  Career Paths  Succession Planning WHICH BUSINESS NEEDS ,CAN COMPETENCY MODELS ADDRESS  Clarifying job and work expectations  Hiring the best available people  Maximizing productivity  Enhancing the 360 degree feedback  Adapting to change  Aligning Behavior with Organizational Strategies and values
  12. 12. DATA ANALYSIS AND INTERPERTATION
  13. 13. DATA ANALYSIS AND INTERPERTATION COMMUNICATION ROLE CLARITY COMMUNICATION YES NO NO. OF RESPON DENTS PERCENT AGE(%) YES 10 50 NO 10 50 TOTAL 20 100 ROLE CLARITY YES NO NO. OF RESPON DENTS PERCEN TAGE(%) YES 17 85 NO 3 15 TOTAL 20 100
  14. 14. DATA ANALYSIS AND INTERPERTATION WORK EFFICIENCY INTERPERSONAL SKILLS WORK EFFICIENCY YES NO NO. OF RESPOND ENTS PERCENT AGE(%) YES 18 90 NO 2 10 TOTAL 20 100 INTERPERSONAL SKILLS YES NO NO. OF RESPOND ENTS PERCENT AGE(%) YES 16 80 NO 4 20 TOTAL 20 100
  15. 15. DATA ANALYSIS AND INTERPERTATION SIGNIFICANCE OF ADC TOOLS SIGNIFICANCE OF ADC YES NO TOOLS Presentation debate group decision case study psychological test behavioral event interview situational test NO. OF RESPON DENTS PERCENT AGE(%) YES 13 65 NO 07 35 TOTAL 20 100
  16. 16. DATA ANALYSIS AND INTERPERTATION MOTIVATION LEADERSHIP SKILLS MOTIVATION YES NO LEADERSHIP SKILL YES NO NO. OF RESPON DENTS PERCENT AGE(%) YES 12 60 NO 08 40 TOTAL 20 100 NO. OF RESPOND ENTS PERCENT AGE(%) YES 09 45 NO 11 55 TOTAL 20 100
  17. 17. COMPETITIVE ADVANTAGE YES NO NO. OF RESPONDENT S PERCENTAGE( %) YES 06 30 NO 14 70 TOTAL 20 100 COMPETITIVE ADVANTAGE
  18. 18. FINDINGS  ADC helps to study their skills required to perform their job  Before implementation of ADC Company took initiative to communicate its need  The candidates were positive to this approach of ADC  They got to know the strength and weakness were they can improve their performance in much better way .  For building competitive advantage more technical knowledge (like what are recent changes took place in electricity sector worldwide is taking place, what kind of innovation can be brought in this sector…) should be provided.  There is a need of ADC in MGVCL because being a public sector company it help them to enhance their capabilities, they will be motivated to work efficiently and effectively  The feedback report provided to them mentioning their strength and weakness was realistic.  It was been notice that employees found themselves fortunate to be the part of ADC  Moreover, the candidates were ready to pass their experience of ADC to their collogues and subordinates
  19. 19. CRITICISMS AND LIMITATIONS OF THE ASSESSMENT CENTRE METHOD  Complexity of the process  An effective centre requires a considerable investment in time and resources-the design process alone can take many months  Care should be taken when using high-validity selection methods to ensure that they operate fairly and are free of bias against any particular group of candidates  Accuracy of social judgments WHY ASSESSMENT CENTRE FAIL?  Poor planning  Shift in personnel  Results are misused / unused  Lack of projecting ability  Use of same assessors / exercise
  20. 20. RECOMMENDATIONS  The tools used in ADC for the organization are acceptable but according to me the following tools should have been included during ADC because of following reasons: In tray test: includes prioritizing documents, drafting , replies to letters, and delegation of important task  Outcome: decision making, analytical skills  Reason: being on top most post how the candidate manages his time and how he prioritizes his work. At the end it all depends on order of top management subordinates has to simply follow them. Problem solving task: includes building structure with limited period  Outcome: creative skills, resourcefulness, analytical skills  Reason: every time each and every resource is not able these will enhance their creativity to deal with various problems in different way and at least how to manage the situation  The employees should be made aware about the amendments made by the company
  21. 21.  Feedback should be taken from the employees who are participating in ADC at every level of ADC process  The Appraisal of all the candidates should be done Quarterly instead of annually  Areas like dependability, output, attitude, co operation, initiative, creativity, punctuality and discipline should be focused more during the appraisal
  22. 22. CONCLUSION  The research study on ADC in MGVCL , I found that ADC has been an important technique  Due to ADC roles and responsibilities have been made clear  The objective of ADC have been achieved to an extent like communication skills has been improved on the other hand there is more scope for improving in leadership skills  Candidates found that ADC will help them to deal in administrative kinds of activities, on this part they are satisfied but they are eagerly looking forward for more technical knowledge so, that they can enhance their knowledge and can bring certain changes and innovation in their company  From the inputs of employees have shown that other than ADC retire officers should be invited for conducting training program
  23. 23. THANK YOU

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