Assessment Center - How to assess, select and develop the right TALENT.
Assessment Center is considered as one the selection and development tools with the highest validity, esp. in predicting the leadership quality and career success.
“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.”
“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.”
Developing Assessment Development Center.pdfSeta Wicaksana
An assessment center is a tool to evaluate an individual’s suitability for specific job roles.
It includes several exercises like aptitude tests, personality evaluations, virtual assessment center case study simulators, and interviews.
It helps organizations better predict candidate performance and potential for a proposed position.
On the other hand, a development center in HRM is used for organizational initiatives such as training needs identification, high-potential identification, leadership development, and succession planning.
In today’s economic environment, identifying and attracting high-potential employees can give employers an edge on their competition and set up their organizations for future success. This white paper:
Provides background on high-potential talent.
Offers steps HR and talent management professionals can take to establish an effective high-potential talent identification program.
Identifies the competencies leading organizations are seeking in high-potential talent.
Discusses other factors HR and talent management professionals should consider when identifying high-potential talent.
Talent Development PowerPoint Presentation Slides SlideTeam
Having a strategic talent management gives organizations the opportunity to attract the most talented and skilled employees available. So, utilize our talent development PPT slideshow and attract top talent in your organization. Talent development and management is an organization's commitment to recruit, hire, retain, and develop the most talented and superior employees available in the job market. Our talent development Presentation slides helps you to motivate your employees and allowing them to work in the direction of the company’s business goals, which in turn, increases client satisfaction and business performance. Having a strategic talent management helps organizations keep their employees motivated which creates more reasons for them to stay in the company and do their tasks. Our talent development PPT deck does give managers a significant role and responsibility in the recruitment process and in the ongoing development of and retention of superior employees. Showcase your aspects with this ready-to-use talent development PowerPoint template. Fulfill customer aspirations with our Talent Development PowerPoint Presentation Slides. Cater for their growing demands.
This presentation gives you a better understanding of what top talent value, and how to use this information to attract and keep them at your organization. Topics covered include:
- How to determine if candidate is a cultural fit
- Hiring to your top competencies and company core values
- The difference between coaching and mentoring when developing your top talent
- Importance of listening and providing feedback to your top talent
- Best practices for rewarding and recognizing your top talent
Change the perception and reality of talent acquisition from a necessary cost of doing business to an ROI force to be reckoned with.
You will learn about the strategic importance of the four fundamental processes: competency management, pre-employment testing, interviewing and onboarding and how each plays a role in engaging candidates who’ll continue to enhance your business.
Developing Assessment Development Center.pdfSeta Wicaksana
An assessment center is a tool to evaluate an individual’s suitability for specific job roles.
It includes several exercises like aptitude tests, personality evaluations, virtual assessment center case study simulators, and interviews.
It helps organizations better predict candidate performance and potential for a proposed position.
On the other hand, a development center in HRM is used for organizational initiatives such as training needs identification, high-potential identification, leadership development, and succession planning.
In today’s economic environment, identifying and attracting high-potential employees can give employers an edge on their competition and set up their organizations for future success. This white paper:
Provides background on high-potential talent.
Offers steps HR and talent management professionals can take to establish an effective high-potential talent identification program.
Identifies the competencies leading organizations are seeking in high-potential talent.
Discusses other factors HR and talent management professionals should consider when identifying high-potential talent.
Talent Development PowerPoint Presentation Slides SlideTeam
Having a strategic talent management gives organizations the opportunity to attract the most talented and skilled employees available. So, utilize our talent development PPT slideshow and attract top talent in your organization. Talent development and management is an organization's commitment to recruit, hire, retain, and develop the most talented and superior employees available in the job market. Our talent development Presentation slides helps you to motivate your employees and allowing them to work in the direction of the company’s business goals, which in turn, increases client satisfaction and business performance. Having a strategic talent management helps organizations keep their employees motivated which creates more reasons for them to stay in the company and do their tasks. Our talent development PPT deck does give managers a significant role and responsibility in the recruitment process and in the ongoing development of and retention of superior employees. Showcase your aspects with this ready-to-use talent development PowerPoint template. Fulfill customer aspirations with our Talent Development PowerPoint Presentation Slides. Cater for their growing demands.
This presentation gives you a better understanding of what top talent value, and how to use this information to attract and keep them at your organization. Topics covered include:
- How to determine if candidate is a cultural fit
- Hiring to your top competencies and company core values
- The difference between coaching and mentoring when developing your top talent
- Importance of listening and providing feedback to your top talent
- Best practices for rewarding and recognizing your top talent
Change the perception and reality of talent acquisition from a necessary cost of doing business to an ROI force to be reckoned with.
You will learn about the strategic importance of the four fundamental processes: competency management, pre-employment testing, interviewing and onboarding and how each plays a role in engaging candidates who’ll continue to enhance your business.
Guidance and Counselling: Assessment and InterventionAri Sudan Tiwari
The document explains various methods of assessment used in the process of guidance and counselling. The methods discussed in detail are: Intake interview, case study, mental status examination, psychological assessment tools; such as, cognitive and personality assessment. The document further elaborates some intervention techniques; such as, relaxation training, assertion training, bio-feedback, systematic desensitisation, A-B-C model of cognitive behaviour approach, rational-emotive therapy, etc. employed in guidance and counselling.
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4. 왜 내가?
5. 모국어에서 벗어나라!
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Learn How To Practice HR Management Different Functions to Hire, Retain & Develop Best Talents in the Market.
Components:
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- Recruitment & Selection
- Training & Development
- Performance Management
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Assessment Center - How to assess, select and develop the right TALENT
1. Assessment
Center
How to assess, select and develop the right TALENT
by Prof. Dr. Hora Tjitra & Daisy Zheng
April 13, 2011
2. Excellence through Culture, Talent and Change
Assessment Center_April 2011
Assessment
Center
2
What is Assessment Center?
• Assessment Center is a process that involves several managerial selection techniques.It is widely used as means of staff
selection,promotion,and development.
Why organizations like to use Assessment Center?
• Assessment Center has been found successful at predicting long-term career success.
• Candidate perceptions of Assessment Center exercises are highly job related,which enhances legal defensibility and
organizational attractiveness.
Different types of Assessment Center
3. Excellence through Culture, Talent and Change
Assessment Center_April 2011
Assessment
Center
2
What is Assessment Center?
• Assessment Center is a process that involves several managerial selection techniques.It is widely used as means of staff
selection,promotion,and development.
Why organizations like to use Assessment Center?
• Assessment Center has been found successful at predicting long-term career success.
• Candidate perceptions of Assessment Center exercises are highly job related,which enhances legal defensibility and
organizational attractiveness.
Different types of Assessment Center
• Objective:
- Selection purpose
- Development purpose
• Participant:
- Individual - single candidate for one
specific position or development
purpose
- Group - a group of candidate together
in one assessment event,often with
the purpose of high potential talent
pool
4. Excellence through Culture, Talent and Change
Assessment Center_April 2011
Assessment
Center
2
What is Assessment Center?
• Assessment Center is a process that involves several managerial selection techniques.It is widely used as means of staff
selection,promotion,and development.
Why organizations like to use Assessment Center?
• Assessment Center has been found successful at predicting long-term career success.
• Candidate perceptions of Assessment Center exercises are highly job related,which enhances legal defensibility and
organizational attractiveness.
Different types of Assessment Center
Selection Development
Objective Discover talent Transform talent
Feedback
& Follow-Up
Limited and often
not include
Individual feedback &
Development activity
Ownership
of Result
Organization Participant
Expected Result
Selection decision
(pass/fail)
Feedback & Personal
development planning
Phase / Stage
End of a recruitment or
selection process
Start of a learning process
• Objective:
- Selection purpose
- Development purpose
• Participant:
- Individual - single candidate for one
specific position or development
purpose
- Group - a group of candidate together
in one assessment event,often with
the purpose of high potential talent
pool
5. Excellence through Culture, Talent and Change
Assessment Center_April 2011 3
14 years in Germany
7 years in China
Born and grew up
in Indonesia
Prof.
Dr.
Hora
Tjitra
-
Cross-cultural
and
Business
Psychology
Dipl.-Psych.,Technical University of Braunschweig
Organizational Psychology and Human Resource Management
Dr.Phil.,University of Regensburg
Intercultural Psychology and Strategic Management
Executive Education,INSEAD
HR Management in Asia
6. Excellence through Culture, Talent and Change
Assessment Center_April 2011
Agenda
1 Different approaches in talent assessment 5
2 Characteristics,processes,and elements of Assessment Center 9
3 Project best practices in Assessment Center 13
4 Contact us 18
4
7. Excellence through Culture, Talent and Change
Assessment Center_April 2011
Different approaches in
Talent Assessment
5
• Assessment Center is considered as one the selection and development tools
with the highest validity, esp. in predicting the leadership quality and
career success
8. Excellence through Culture, Talent and Change
Assessment Center_April 2011
Human
Resource
Hiring
Process
6
Hiring Process Management
Scheduling HR-Marketing Retrieval Assessment On-Boarding
• Defining the staff
needs of the
company
• Scheduling
recruitment
resource incl.
budget,time,etc.
• Classifying the fields
of activity
• Building up an
image of the
company via several
channels
• Organizing events
for company
marketing
• Doing candidate
relationship
management
• Advertising the job
position in target
talent pool / market
• Administrating the
applicant data
systematically
• Checking online
application
questionnaire
• Pre-assessment:
phone interview
• Main assessment:
Interview,
Assessment Center
• Contract
negotiations
• Status report
• Contract
signing and on-
boarding
9. Excellence through Culture, Talent and Change
Assessment Center_April 2011
High
Potential
Talent
Development
Process
7
Management Development Program
Pre-Screening
& Invitation
• Identifying key
indicators for pre-
screening
• Reviewing candidates’
working performance
and bio profile
• Selecting qualified
candidates and
sending assessment
invitation letter
Assessment
Development
Program Evaluation
• Development of
assessment tools
• Conducting
Assessment Center
• Identify key strengths
and challenges;
provide feedback
• Identifying
development roadmap
including channels,
resources,and
methods
• Implementing action
plan and continuously
reviewing
• Evaluating the process
and validity of each
stage
• Collecting feedback
and behavior changes
of the participants
10. Excellence through Culture, Talent and Change
Assessment Center_April 2011
Application
of
Assessment
Methods
8
Predictive
Validity
Working
Performance
Training
Performance
Cognitive ability test
+ Structured interview 0.63
Cognitive ability test
+ Work sample 0.60
Work sample 0.54
Cognitive ability test 0.51
Structured interview 0.51
Personality assessment 0.40
Personal profile 0.35
Responsibility 0.31
Recommendation 0.26
Working experience 0.18
Education experience 0.10
Handwriting 0.02
Cognitive ability test 0.56
Interview 0.35
Responsibility 0.31
Education experience 0.20
(Average validity of selection tools,Schmidt & Hunter,1998)
• Predictive validity of different selection tools:
11. Excellence through Culture, Talent and Change
Assessment Center_April 2011
Application
of
Assessment
Methods
8
Predictive
Validity
Working
Performance
Training
Performance
Cognitive ability test
+ Structured interview 0.63
Cognitive ability test
+ Work sample 0.60
Work sample 0.54
Cognitive ability test 0.51
Structured interview 0.51
Personality assessment 0.40
Personal profile 0.35
Responsibility 0.31
Recommendation 0.26
Working experience 0.18
Education experience 0.10
Handwriting 0.02
Cognitive ability test 0.56
Interview 0.35
Responsibility 0.31
Education experience 0.20
(Average validity of selection tools,Schmidt & Hunter,1998)
• Predictive validity of different selection tools: • Application of different methods:
Method China UK
(N=1255) (N=843)
Resume 86% 92%
Work sample 50% 80%
Unstructured
interview
49% -
Telephone
interview
38% 61%
Structured
interview
37% 86%
Cognitive ability
tests
36% 72%
Personality
assessment
24% 56%
(Recruitment,retention and turnover.Annual survey report,CIPD, 2007)
12. Excellence through Culture, Talent and Change
Assessment Center_April 2011
Application
of
Assessment
Methods
8
Predictive
Validity
Working
Performance
Training
Performance
Cognitive ability test
+ Structured interview 0.63
Cognitive ability test
+ Work sample 0.60
Work sample 0.54
Cognitive ability test 0.51
Structured interview 0.51
Personality assessment 0.40
Personal profile 0.35
Responsibility 0.31
Recommendation 0.26
Working experience 0.18
Education experience 0.10
Handwriting 0.02
Cognitive ability test 0.56
Interview 0.35
Responsibility 0.31
Education experience 0.20
(Average validity of selection tools,Schmidt & Hunter,1998)
• Predictive validity of different selection tools: • Application of different methods:
Method China UK
(N=1255) (N=843)
Resume 86% 92%
Work sample 50% 80%
Unstructured
interview
49% -
Telephone
interview
38% 61%
Structured
interview
37% 86%
Cognitive ability
tests
36% 72%
Personality
assessment
24% 56%
(Recruitment,retention and turnover.Annual survey report,CIPD, 2007)
• No single method of selection is perfect.
• More than one ability or competence is needed to achieve success.
Assessment Center
13. Excellence through Culture, Talent and Change
Assessment Center_April 2011 9
Assessment Center:
Characteristics,Process,and Tools
14. Excellence through Culture, Talent and Change
Assessment Center_April 2011
Assessment
Center
process
starts
by
having
the
right
understanding
of
the
critical
success
and
8it
factors
10
1
• Understanding corporate culture
• Analyzing job’s roles and responsibilities
• Identifying the right competence model
• Exploring job success profile
2
• Specifying assessment tools (develop eligible tools and materials if necessary)
• Identifying assessors (1 chairman + 1 psychologist + 1 administrator + * assessors)
• Training for the assessors,role players,(and observers)
3 • Conducting assessment center
• Assessor (+ observer) conference
4
• The assessment center for selection
- Deliver selection report
• The assessment center for development:
- Deliver development report and feedback
- Facilitate development action planning
15. Excellence through Culture, Talent and Change
Assessment Center_April 2011
The
application
of
multiple
methods
and
different
tools
gives
a
better
picture
of
the
candidate
11
Candidate(s)Interview
Role Play Group Exercises
Psychometric
Test
Business SimulationComputer Based Simulation
• Observe candidate’s behaviors
relevant to work performance
• Have an in-depth
understanding of candidate’s
motivation profile
• Candidates work together (in
different forms) to make decisions
about work-related situations and
scenarios
• Use“live”case with the focus on candidate’s
executive thought and action,which is
independent of the cognitive ability/
complexity
• Attempt to analyze a
person/group in terms of
fundamental
psychological
characteristics,such as
ability or personality
• Candidate play the assigned role
usually in the one-to-one situation,
which reflects more interpersonal
skills
• Teamwork,problem solving and
decision making in the complex and
dynamic situation
16. Excellence through Culture, Talent and Change
Assessment Center_April 2011
Matrix
of
QualiCication
Requirements
12
Integrity
Stress Tolerance
Leadership
People Development
Problem Analysis
Strategic Perspective
Interpersonal Sensitivity
Teamwork
Work Motivation
Commitment
Individual traits
Managerial skills
Decision making skills
Interpersonal skills
Motivational behaviors
Behavior
Interview
Psychological
In-depth
Interview
Group
DiscussionRole
Play
Business
Sim
ulationPsychom
etric
Test
This type of activity is particularly well-suited to generating this behavior
This type of activity normally elicits behavioral evidence of this criterion
17. Excellence through Culture, Talent and Change
Assessment Center_April 2011 13
Project Best Practices:
Applying Assessment Center Method
• Half-day individual AC for selection of client relationship manager
and two-days group AC for development of international talent pool
18. Excellence through Culture, Talent and Change
Assessment Center_April 2011
Identifying
key
success
pro8ile,
and
bring
them
into
practice
A
Half-day
individual
AC
for
the
selection
of
client
relationship
manager
14
CASE I - 1
• Identify success profile through pre-research
Success Profile for CRMSuccess Profile for CRMSuccess Profile for CRMSuccess Profile for CRMSuccess Profile for CRMSuccess Profile for CRM
Competence
1 2 3 4 5
Customer
Orientation
Relationship
Building
Problem
Resolution
Information &
Communication
Result
Orientation
Readiness for
Action
……
* CRM: Client Relationship Management
19. Excellence through Culture, Talent and Change
Assessment Center_April 2011
Identifying
key
success
pro8ile,
and
bring
them
into
practice
A
Half-day
individual
AC
for
the
selection
of
client
relationship
manager
14
CASE I - 1
• Identify success profile through pre-research
Success Profile for CRMSuccess Profile for CRMSuccess Profile for CRMSuccess Profile for CRMSuccess Profile for CRMSuccess Profile for CRM
Competence
1 2 3 4 5
Customer
Orientation
Relationship
Building
Problem
Resolution
Information &
Communication
Result
Orientation
Readiness for
Action
……
* CRM: Client Relationship Management
Time Content Assessor
13:00 - 13:15 Orientation JYP
13:15 - 14:45 In-depth Interview HT
14:45 - 15:00 BreakBreak
15:00 - 15:30
Strategic Presentation
Preparation
JYP
15:30 -16:00 Strategic Presentation HT,HQ
16:00 -16:30
“Customer Meeting”
Preparation
JYP
16:30 - 17:00 “Customer Meeting” WLL
17:00 - 17:15 BreakBreak
17:15 - 18:00 GRT ZD
18:00 - 18:30 15FQ+ ZJW
18:30 - 18:45 Wrap Up All
Interview
Business
Simulation
Cognitive
Ability Test
Personality
Test
Role Play
• Choose assessment tools to reflect key factors in
success profile
20. Excellence through Culture, Talent and Change
Assessment Center_April 2011 15
• Identify corporate value
and competence
• Identify critical success
factors and job
competence
• Invite candidate(s)
• Train assessors
• In-depth interview
• Strategic presentation
• Evaluation system
• GRT:
Cognitive ability test
• 15FQ+ Personality
test
Objective & Analysis Design & Implementation Feedback
CASE I - 2
Overview
of
Assessment
Center
Process
21. Excellence through Culture, Talent and Change
Assessment Center_April 2011
Two-days
group
development
AC
for
international
high-potential
talent
pool
16
CASE II - 1
• Basis of the assessment process are
defined competencies
• Professional competence is already taken
account in the pre-screening
• The compilation of personal competence
should be done through a personnel
diagnostic procedure
• The different competencies should be
verified in an intercultural context
InterculturalContext
Decision Making
Analytical Thinking
Teamwork
Conflict Management
Stress Management
Step 1:
Identify basis of Assessment Center
22. Excellence through Culture, Talent and Change
Assessment Center_April 2011
Two-days
group
development
AC
for
international
high-potential
talent
pool
16
CASE II - 1
• Basis of the assessment process are
defined competencies
• Professional competence is already taken
account in the pre-screening
• The compilation of personal competence
should be done through a personnel
diagnostic procedure
• The different competencies should be
verified in an intercultural context
InterculturalContext
Decision Making
Analytical Thinking
Teamwork
Conflict Management
Stress Management
Step 1:
Identify basis of Assessment Center
Step 2:
Demand analysis and construction of the IAC* tools
Collection of
critical
incidents
Assessment of the
behavior in these
critical incidents
Description of the person
characteristics which have
been successful in the situations
Construction:
•Case studies
•Role plays
•Critical incidents
•Video sequences
Deduction of successful approaches and
characteristics of a person
Step 3: Decision of IAC tools
Computer Based
Business Simulation
Intercultural
Case Study
“Critical Incident”
Questionnaire
Intercultural
Assessment Center
Activities
Presentation in
front foreign
Audience
Intercultural
Role Play
Group Discussion
23. Excellence through Culture, Talent and Change
Assessment Center_April 2011 17
CASE II - 2The
agenda
which
we
applied
in
the
two-days
Intercultural
Assessment
Center
19:00Day 1 15:00 21:00 12:00 14:0017:00 18:008:00 10:00 16:00 20:00Day 2
informal get
together
Arrival
Welcome
1:Team task
Interview
Introduction
Case Study
Single task incl.
presentation
Questionnaire
2:Team task
Observer
conference
Presentation
Feedback
24. Excellence through Culture, Talent and Change
Assessment Center_April 2011 18
• Tjitra & associates is a management consultancy founded
by Dr.Tjitra with offices in Hangzhou and Hong Kong.
Our work focuses on the CULTURE,TALENT and CHANGE.
• In the last twelve years,Dr.Tjitra and his team have collected
International project experiences at the global,regional and national
level in the US,Europe and Asia with senior leaders
from over forty countries.
• A team of multilingual psychologist are dedicated to strive for
excellence and provide tailor-made service solutions.
We devote ourselves in ensuring sustainable business results
by understanding the exact needs and situation of our clients.
Companies and Organizations
we have been working with ...*
* only selected list and not complete
25. Thank You
Contact us via …
Mail: hora_t@mac.com
Follow: twitter@htjitra
Website: http://tjitra.com