The document discusses the key elements of conducting assessment centers. It describes that assessment centers typically involve candidates completing a range of exercises that simulate job activities. These exercises can include psychometric testing, interviews, leaderless group discussions, in-basket exercises, management games, presentations, and role playing. These different tools are designed to assess candidates on various competencies required for the job. The document also discusses the roles and responsibilities of assessors in an assessment center process. Assessors observe candidate performance, document behaviors, rate candidates on indicators, and provide feedback. Their role is important to ensure the assessment process is fair, objective and valid.
Assessment centers typically involve candidates completing a range of exercises that simulate activities from the target job. They are considered an accurate selection method because multiple assessors can observe candidates over an extended period of time, seeing what they can do in various situations rather than just what they say they can do. Well-designed assessment centers involve structured tests, activities, and evaluations to assess factors like skills, aptitudes, and compatibility with the organizational structure.
The document provides an assessment of Nemours' current talent management processes and needs for improvement across key areas like talent acquisition, performance management, compensation management, talent development, and workforce planning analytics. It outlines Nemours' current state for each area, desired future state characteristics, and identified gaps. For areas like talent acquisition, it provides details on the current hiring process and systems used. The vendor is asked to demonstrate capabilities for each area and respond to specific questions to assess how well their solution meets Nemours' needs.
The document discusses performance appraisals, which [1] provide data to assess employee skill levels and performance, impact human resource planning and compensation, and require an effective appraisal system. [2] Performance appraisals are used to identify staffing deficiencies, detect inaccurate information, make placement and compensation decisions, and diagnose job design errors. [3] Effective performance appraisal systems are valid, reliable, involve employee input, have acceptable standards and goals, and use multiple raters.
This document discusses performance appraisals and how to conduct them effectively while avoiding bias. It outlines the benefits of appraisals in motivating employees and providing records for decisions. The appraisal process involves establishing expectations, observing performance, and providing feedback. Various appraisal methods are described, including rating scales, paired comparisons, forced-choice, and checklists. The document emphasizes establishing objective standards and avoiding biases from leniency, harshness, proximity, and personal preferences that could discriminate against employees.
This document is a presentation on modern performance appraisal methods submitted by Shruti Kak. It defines performance appraisal and discusses 5 modern methods: assessment centers, human resource accounting, behaviorally anchored rating scales, management by objectives, and 360-degree performance appraisal. Each method is described briefly, including what it is, key steps, and sometimes limitations. The conclusion states that performance appraisal can improve employee performance if done constructively. The bibliography lists a reference book on the topic.
The role of assessors in an assessment center is to observe candidates participating in exercises, take detailed non-evaluative notes on behaviors, classify the behaviors into dimensions being assessed, and assign ratings to candidates on each dimension. Assessors are trained to rate candidates consistently based on behaviors exhibited during exercises that relate to the job requirements. They discuss ratings with other assessors to reach consensus and provide objective feedback to candidates on their performance.
The document discusses performance appraisal. It begins with an introduction to performance appraisal, including defining performance as the gap between expectations and results. It then covers key aspects of performance appraisal like goal setting, key result areas (KRAs), key performance indicators (KPIs), designing KRAs and KPIs, the performance management system (PMS) process, techniques, forms, and common errors. It also discusses bell curves, 360-degree feedback, and integrating performance appraisal with talent management.
Assessment centers typically involve candidates completing a range of exercises that simulate activities from the target job. They are considered an accurate selection method because multiple assessors can observe candidates over an extended period of time, seeing what they can do in various situations rather than just what they say they can do. Well-designed assessment centers involve structured tests, activities, and evaluations to assess factors like skills, aptitudes, and compatibility with the organizational structure.
The document provides an assessment of Nemours' current talent management processes and needs for improvement across key areas like talent acquisition, performance management, compensation management, talent development, and workforce planning analytics. It outlines Nemours' current state for each area, desired future state characteristics, and identified gaps. For areas like talent acquisition, it provides details on the current hiring process and systems used. The vendor is asked to demonstrate capabilities for each area and respond to specific questions to assess how well their solution meets Nemours' needs.
The document discusses performance appraisals, which [1] provide data to assess employee skill levels and performance, impact human resource planning and compensation, and require an effective appraisal system. [2] Performance appraisals are used to identify staffing deficiencies, detect inaccurate information, make placement and compensation decisions, and diagnose job design errors. [3] Effective performance appraisal systems are valid, reliable, involve employee input, have acceptable standards and goals, and use multiple raters.
This document discusses performance appraisals and how to conduct them effectively while avoiding bias. It outlines the benefits of appraisals in motivating employees and providing records for decisions. The appraisal process involves establishing expectations, observing performance, and providing feedback. Various appraisal methods are described, including rating scales, paired comparisons, forced-choice, and checklists. The document emphasizes establishing objective standards and avoiding biases from leniency, harshness, proximity, and personal preferences that could discriminate against employees.
This document is a presentation on modern performance appraisal methods submitted by Shruti Kak. It defines performance appraisal and discusses 5 modern methods: assessment centers, human resource accounting, behaviorally anchored rating scales, management by objectives, and 360-degree performance appraisal. Each method is described briefly, including what it is, key steps, and sometimes limitations. The conclusion states that performance appraisal can improve employee performance if done constructively. The bibliography lists a reference book on the topic.
The role of assessors in an assessment center is to observe candidates participating in exercises, take detailed non-evaluative notes on behaviors, classify the behaviors into dimensions being assessed, and assign ratings to candidates on each dimension. Assessors are trained to rate candidates consistently based on behaviors exhibited during exercises that relate to the job requirements. They discuss ratings with other assessors to reach consensus and provide objective feedback to candidates on their performance.
The document discusses performance appraisal. It begins with an introduction to performance appraisal, including defining performance as the gap between expectations and results. It then covers key aspects of performance appraisal like goal setting, key result areas (KRAs), key performance indicators (KPIs), designing KRAs and KPIs, the performance management system (PMS) process, techniques, forms, and common errors. It also discusses bell curves, 360-degree feedback, and integrating performance appraisal with talent management.
This document provides various worksheets and surveys for organizational diagnosis, problem solving, decision making, and performance management. It includes surveys to assess an organization's mission and goals, SWOT analysis, needs analysis, process mapping, and gap analysis between actual and desired performance. It also includes tools for setting individual objectives and performance agreements. The overall aim is to help organizations diagnose issues, develop improvement plans, and manage performance across multiple levels.
- The document outlines an agenda for a presentation on performance management and performance appraisal processes, with a focus on distinguishing facts from beliefs.
- It discusses the key differences between performance management, which encompasses systems to evaluate employee performance against organizational objectives, and performance appraisal, which provides direct feedback to employees and measures performance.
- The presentation will cover elements of an effective performance appraisal process including job analysis, organizational requirements, goal setting, and methodology choice.
The document discusses performance appraisals and their purposes. It explains that performance appraisals aim to maintain organizational productivity by linking individual performance to goals. They provide regular feedback and opportunities to discuss strengths and weaknesses. Common purposes of performance appraisals include determining individual compensation and rewards, documenting performance issues, and setting future goals. The document outlines different methods for conducting performance appraisals, such as using rating scales, essays, or management by objectives. It also discusses potential issues like errors in ratings and challenges with the appraisal process.
This document discusses various methods for performance appraisal and management. It defines performance appraisal as evaluating an employee's past and current performance relative to standards, and performance management as the process of ensuring employees work towards organizational goals. Several appraisal methods are described, including graphic rating scales, forced distribution, and behaviorally anchored rating scales. Challenges with appraisals like unclear standards and halo effects are also mentioned. The role of appraisals in career planning, correcting deficiencies, and salary decisions is noted.
HR Recruiting methods, selection procedures & standards, along with performance appraisal implementation in an organization is shown,. Planning & its synchronization with the HR inventory, job description & specification application is outlined in the flow chart.
The document discusses performance appraisals, including their purposes and benefits, the appraisal process, types of appraisals, and conducting appraisal interviews. Specifically, it notes that performance appraisals provide formal feedback to employees, help motivate employees, and provide important records for organizations. The appraisal process involves establishing performance expectations and standards, observing and measuring performance against standards, and reinforcing good performance or providing remedies for poor performance. The document also discusses potential biases that can influence appraisals and guidelines for effective appraisal interviews.
This document discusses employee performance appraisals. It begins by outlining the benefits of conducting appraisals, such as providing feedback to improve performance and motivating employees. It then describes the systematic process for appraising performance, which involves establishing expectations, observing performance, and providing feedback. The document discusses potential biases in appraisals and different types of appraisal forms and methods. It emphasizes the importance of appraisals being fair, accurate, and free of discrimination.
This webinar discusses how to do individual performance evaluation in Agile team environment.
concludes with the introduction of 6 tangible techniques for performance evaluation of Agile teams and team members. Included in these techniques is the “annual agile performance review”. These techniques can be easily integrated into your existing environment in order to emphasize the expected behaviors of an Agile team based on the fundamental Agile principles.
Read more from the original copy at https://www.synerzip.com/webinar/performance-evaluation-in-agile/
This document provides guidelines for nominating government officials and employees for the 2013 Presidential Lingkod Bayan Awards and Civil Service Commission Pagasa Awards. It outlines the eligibility requirements, categories of awards, nomination process and required documents. Nominees must have outstanding work performance accomplishments or have demonstrated exemplary conduct and ethical behavior within the last three years. Nominations require detailed summaries of accomplishments, certifications, and clearances. Government agencies can nominate multiple candidates provided they meet all qualifications.
The document discusses performance appraisals and management. It outlines several purposes of performance appraisals including providing feedback, identifying strengths and weaknesses, and making compensation and promotion decisions. It also discusses different methods for conducting appraisals, such as using rating scales, essays, management by objectives, and checklists. Common errors in appraisals like leniency, central tendency, and recency are also examined. The document provides guidance on conducting effective appraisal interviews.
The document discusses the performance appraisal process adopted by GACL. It defines performance appraisal and outlines the key steps in the appraisal process, including establishing standards, measuring performance, comparing to standards, discussing results, and making decisions. It then describes several common performance appraisal methods used at GACL like management by objectives, graphic rating scales, and balanced scorecards. Finally, it provides details of GACL's performance appraisal format and review process for different employee levels.
Job evaluation and performance appraisalHR Tapader
This is my first presentation made on job evaluation. I think it will be quite helpful for the people who want to know about the difference between job evaluation and performance appraisal.
This document discusses the analysis phase of the instructional design process. It explains that the analysis phase involves conducting a training needs analysis through various types of analysis like context analysis, user analysis, work analysis, and content analysis. The purpose of needs analysis is to identify performance gaps, set training priorities, and inform training decisions. Needs assessment techniques may include observation, questionnaires, interviews, and focus groups. The output of the analysis phase is a job analysis report containing training recommendations and course content.
This document discusses job design and work measurement. It defines job design as specifying work activities for individuals or groups in an organization. Key decisions in job design include tasks, skills required, work environment, and time/location of work. Trends include multi-skilled jobs, employee involvement, and automation. Work measurement analyzes jobs to set time standards and is used for scheduling, motivation, and performance evaluation. Common methods are time study and work sampling. Basic compensation systems include hourly pay, salary, and piece rates while financial incentives include individual/group and organization-wide plans like profit-sharing.
This presentation discusses training needs analysis (TNA), which is a method for determining if training is needed and what type of training would fill any gaps. It identifies common indicators of a need for training, such as complaints, poor work quality, or high turnover. The presentation outlines a 7-step process for conducting a TNA: document the problem, investigate, plan the analysis, select techniques, conduct the analysis, analyze data, and report findings. It lists techniques for gathering data like interviews, surveys, job descriptions, and supervisor reports.
The document discusses training need analysis conducted by Group 2. It identifies reasons for conducting a training need analysis such as filling gaps in knowledge, skills, and abilities. The objectives of training include skill enhancement, career advancement, responding to new technology, and employee motivation. Techniques for need assessment include observation, questionnaires, interviews, and focus groups. An organizational analysis looks at training needs based on organizational effectiveness. A task analysis provides data on job requirements. An individual analysis determines which employees need training and what type based on their performance.
This document discusses performance appraisals and their benefits. It notes that performance appraisals provide information to improve employee performance, motivate employees, and provide important records for companies to make decisions. The document outlines the systematic steps for appraising performance, including establishing expectations, observing performance, and providing feedback. It also discusses potential biases in appraisals and different types of appraisal forms and methods.
The document discusses training need analysis, which is conducted to identify workplace issues and determine if training can help address them. It involves 5 steps: 1) assessing future organizational goals and challenges, 2) required employee performance, 3) required employee skills/knowledge/attitudes, 4) identifying training needs to bridge gaps, and 5) starting with future goals to assess needed changes. Various techniques are outlined to determine specific training needs, including observation, interviews, questionnaires, job descriptions, and problem solving conferences. The analysis helps establish how training can help reduce employee troubles and improve performance.
The document discusses the key elements of conducting assessment centers, which are used to evaluate candidates for jobs in an accurate manner. It describes that assessment centers typically involve candidates completing exercises that simulate job activities, along with psychometric testing and interviews. Several tools used in assessment centers are discussed in detail, including interviews, leaderless group discussions, in-basket exercises, management games, presentations, and role-playing. The role of assessors is to observe candidate behavior during exercises and rate performance on various competencies. When designing assessment center tools, considerations include ensuring accuracy, fairness, reliability, and reflecting the skills required for the job.
Circadian rhythms are physical and behavioral changes that follow a 24-hour cycle in response to light and darkness. They influence various bodily functions like melatonin production, hormone release, and body temperature. Exposure to bright morning light can help treat insomnia, premenstrual syndrome, and seasonal affective disorder by advancing melatonin rhythms. Prolonged sitting has been linked to health risks like reduced metabolism and increased risk of diabetes and cardiovascular disease. Introducing sit-stand desks in the workplace can substantially reduce sitting time and may improve public health by countering sedentary behaviors.
This document provides various worksheets and surveys for organizational diagnosis, problem solving, decision making, and performance management. It includes surveys to assess an organization's mission and goals, SWOT analysis, needs analysis, process mapping, and gap analysis between actual and desired performance. It also includes tools for setting individual objectives and performance agreements. The overall aim is to help organizations diagnose issues, develop improvement plans, and manage performance across multiple levels.
- The document outlines an agenda for a presentation on performance management and performance appraisal processes, with a focus on distinguishing facts from beliefs.
- It discusses the key differences between performance management, which encompasses systems to evaluate employee performance against organizational objectives, and performance appraisal, which provides direct feedback to employees and measures performance.
- The presentation will cover elements of an effective performance appraisal process including job analysis, organizational requirements, goal setting, and methodology choice.
The document discusses performance appraisals and their purposes. It explains that performance appraisals aim to maintain organizational productivity by linking individual performance to goals. They provide regular feedback and opportunities to discuss strengths and weaknesses. Common purposes of performance appraisals include determining individual compensation and rewards, documenting performance issues, and setting future goals. The document outlines different methods for conducting performance appraisals, such as using rating scales, essays, or management by objectives. It also discusses potential issues like errors in ratings and challenges with the appraisal process.
This document discusses various methods for performance appraisal and management. It defines performance appraisal as evaluating an employee's past and current performance relative to standards, and performance management as the process of ensuring employees work towards organizational goals. Several appraisal methods are described, including graphic rating scales, forced distribution, and behaviorally anchored rating scales. Challenges with appraisals like unclear standards and halo effects are also mentioned. The role of appraisals in career planning, correcting deficiencies, and salary decisions is noted.
HR Recruiting methods, selection procedures & standards, along with performance appraisal implementation in an organization is shown,. Planning & its synchronization with the HR inventory, job description & specification application is outlined in the flow chart.
The document discusses performance appraisals, including their purposes and benefits, the appraisal process, types of appraisals, and conducting appraisal interviews. Specifically, it notes that performance appraisals provide formal feedback to employees, help motivate employees, and provide important records for organizations. The appraisal process involves establishing performance expectations and standards, observing and measuring performance against standards, and reinforcing good performance or providing remedies for poor performance. The document also discusses potential biases that can influence appraisals and guidelines for effective appraisal interviews.
This document discusses employee performance appraisals. It begins by outlining the benefits of conducting appraisals, such as providing feedback to improve performance and motivating employees. It then describes the systematic process for appraising performance, which involves establishing expectations, observing performance, and providing feedback. The document discusses potential biases in appraisals and different types of appraisal forms and methods. It emphasizes the importance of appraisals being fair, accurate, and free of discrimination.
This webinar discusses how to do individual performance evaluation in Agile team environment.
concludes with the introduction of 6 tangible techniques for performance evaluation of Agile teams and team members. Included in these techniques is the “annual agile performance review”. These techniques can be easily integrated into your existing environment in order to emphasize the expected behaviors of an Agile team based on the fundamental Agile principles.
Read more from the original copy at https://www.synerzip.com/webinar/performance-evaluation-in-agile/
This document provides guidelines for nominating government officials and employees for the 2013 Presidential Lingkod Bayan Awards and Civil Service Commission Pagasa Awards. It outlines the eligibility requirements, categories of awards, nomination process and required documents. Nominees must have outstanding work performance accomplishments or have demonstrated exemplary conduct and ethical behavior within the last three years. Nominations require detailed summaries of accomplishments, certifications, and clearances. Government agencies can nominate multiple candidates provided they meet all qualifications.
The document discusses performance appraisals and management. It outlines several purposes of performance appraisals including providing feedback, identifying strengths and weaknesses, and making compensation and promotion decisions. It also discusses different methods for conducting appraisals, such as using rating scales, essays, management by objectives, and checklists. Common errors in appraisals like leniency, central tendency, and recency are also examined. The document provides guidance on conducting effective appraisal interviews.
The document discusses the performance appraisal process adopted by GACL. It defines performance appraisal and outlines the key steps in the appraisal process, including establishing standards, measuring performance, comparing to standards, discussing results, and making decisions. It then describes several common performance appraisal methods used at GACL like management by objectives, graphic rating scales, and balanced scorecards. Finally, it provides details of GACL's performance appraisal format and review process for different employee levels.
Job evaluation and performance appraisalHR Tapader
This is my first presentation made on job evaluation. I think it will be quite helpful for the people who want to know about the difference between job evaluation and performance appraisal.
This document discusses the analysis phase of the instructional design process. It explains that the analysis phase involves conducting a training needs analysis through various types of analysis like context analysis, user analysis, work analysis, and content analysis. The purpose of needs analysis is to identify performance gaps, set training priorities, and inform training decisions. Needs assessment techniques may include observation, questionnaires, interviews, and focus groups. The output of the analysis phase is a job analysis report containing training recommendations and course content.
This document discusses job design and work measurement. It defines job design as specifying work activities for individuals or groups in an organization. Key decisions in job design include tasks, skills required, work environment, and time/location of work. Trends include multi-skilled jobs, employee involvement, and automation. Work measurement analyzes jobs to set time standards and is used for scheduling, motivation, and performance evaluation. Common methods are time study and work sampling. Basic compensation systems include hourly pay, salary, and piece rates while financial incentives include individual/group and organization-wide plans like profit-sharing.
This presentation discusses training needs analysis (TNA), which is a method for determining if training is needed and what type of training would fill any gaps. It identifies common indicators of a need for training, such as complaints, poor work quality, or high turnover. The presentation outlines a 7-step process for conducting a TNA: document the problem, investigate, plan the analysis, select techniques, conduct the analysis, analyze data, and report findings. It lists techniques for gathering data like interviews, surveys, job descriptions, and supervisor reports.
The document discusses training need analysis conducted by Group 2. It identifies reasons for conducting a training need analysis such as filling gaps in knowledge, skills, and abilities. The objectives of training include skill enhancement, career advancement, responding to new technology, and employee motivation. Techniques for need assessment include observation, questionnaires, interviews, and focus groups. An organizational analysis looks at training needs based on organizational effectiveness. A task analysis provides data on job requirements. An individual analysis determines which employees need training and what type based on their performance.
This document discusses performance appraisals and their benefits. It notes that performance appraisals provide information to improve employee performance, motivate employees, and provide important records for companies to make decisions. The document outlines the systematic steps for appraising performance, including establishing expectations, observing performance, and providing feedback. It also discusses potential biases in appraisals and different types of appraisal forms and methods.
The document discusses training need analysis, which is conducted to identify workplace issues and determine if training can help address them. It involves 5 steps: 1) assessing future organizational goals and challenges, 2) required employee performance, 3) required employee skills/knowledge/attitudes, 4) identifying training needs to bridge gaps, and 5) starting with future goals to assess needed changes. Various techniques are outlined to determine specific training needs, including observation, interviews, questionnaires, job descriptions, and problem solving conferences. The analysis helps establish how training can help reduce employee troubles and improve performance.
The document discusses the key elements of conducting assessment centers, which are used to evaluate candidates for jobs in an accurate manner. It describes that assessment centers typically involve candidates completing exercises that simulate job activities, along with psychometric testing and interviews. Several tools used in assessment centers are discussed in detail, including interviews, leaderless group discussions, in-basket exercises, management games, presentations, and role-playing. The role of assessors is to observe candidate behavior during exercises and rate performance on various competencies. When designing assessment center tools, considerations include ensuring accuracy, fairness, reliability, and reflecting the skills required for the job.
Circadian rhythms are physical and behavioral changes that follow a 24-hour cycle in response to light and darkness. They influence various bodily functions like melatonin production, hormone release, and body temperature. Exposure to bright morning light can help treat insomnia, premenstrual syndrome, and seasonal affective disorder by advancing melatonin rhythms. Prolonged sitting has been linked to health risks like reduced metabolism and increased risk of diabetes and cardiovascular disease. Introducing sit-stand desks in the workplace can substantially reduce sitting time and may improve public health by countering sedentary behaviors.
The document provides prompts to help brainstorm ideas on various topics. It instructs the reader to come up with at least one idea per page in response to each prompt. Some of the prompts include activities the reader enjoys, things they are interested in or knowledgeable about, places they have traveled, and skills or hobbies they wish to develop. The reader is then asked to review their ideas, select their top three topics of interest, and develop a guiding question for each topic that focuses their research without being too broad or specific.
American Realism and Social Naturalism emerged in the late 19th century as artistic styles that depicted everyday life and the experiences of ordinary people in a realistic or naturalistic manner. Realism sought to represent reality objectively while Naturalism applied scientific principles to the study of human behavior. These styles reflected the social realities of their time, including racial segregation and discrimination that Martin Luther King Jr. was fighting in 1957 as described in the document.
Concept mapping is a visual tool to show relationships between topics and ideas. It structures concepts around a central topic with connected keywords or phrases in different layers based on importance. Different shapes or colors denote the layers, with the main topic in the center connected to the first layer of key concepts, which are then connected to more specific concepts in the second layer. To create a concept map, a main topic is placed in the center and surrounded by the most important keywords or concepts in the first layer, with those connected to more detailed concepts in subsequent layers using consistent shapes or colors to distinguish the levels.
Assessment tools in an assessment centre typically include psychometric tests, interviews, leaderless group discussions, in-basket exercises, management games, presentations, and role plays to evaluate candidates on various competencies like leadership, problem-solving, communication, and decision-making skills. These tools are designed to simulate real workplace activities and situations to accurately predict job performance. Multiple tools and assessments are used to obtain comprehensive evaluations of candidates from different perspectives.
The student received three documents from the school committee of EIT recognizing their academic achievement. A recognition letter was received on December 15, 2015 for obtaining an A grade average in the Postgraduate Diploma in Information Technology program. Transcripts were also received on December 15, 2015 and July 14, 2015 showing the student received mostly A+ and A- grades respectively for the 1st and 2nd semesters of the Postgraduate Diploma in Information Technology program.
This document provides information about the class Aves (birds). It discusses the key characteristics of birds like feathers, warm-bloodedness, and modified forelimbs as wings. It outlines the two subclasses of birds - Archaeornithes and Neornithes. It also describes several orders of birds like Anseriformes (waterfowl), Apodiformes (swifts and hummingbirds), Charadriiformes (shorebirds), Columbiformes (doves and pigeons), Falconiformes (birds of prey), Galliformes (chicken-like birds), Passeriformes (perching birds), Piciformes (woodpeckers and toucans), Procellariifor
The document discusses assessment centers, which involve evaluating job candidates over multiple exercises that simulate real work tasks. Assessment centers are valuable for organizations as they help identify competencies, build talent pools, and provide feedback to employees. They involve a series of exercises observed by managers to evaluate dimensions like teamwork, leadership, and problem-solving. Both formal assessments involving in-tray exercises and role plays, as well informal discussions can be used. Assessment centers must be tailored to specific jobs and competencies, use standardized evaluations, and integrate data for purposes like selection, development, and succession planning. While costly, assessment centers provide valid evaluations and help both organizations and participants.
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.
Performance Appraisal.pptxfinal.pptx FINAL HRMOB.pptx2024.pptxjhemykamanas
The document discusses performance appraisals, which are regular reviews of an employee's job performance that are conducted in a systematic way. Performance appraisals are important for encouraging positive performance, satisfying employee curiosity, employee development, and justifying pay raises and promotions. When designing a performance appraisal system, considerations include the frequency of reviews, associated costs, linking pay to reviews, setting goals, developing evaluation forms, and selecting evaluators such as managers, peers, customers. Legal issues and potential errors in appraisal systems are also discussed.
The document discusses manager selection and job design. It provides an inventory chart to track managerial positions. It discusses determining managerial requirements, selecting candidates by matching qualifications to position needs, and designing jobs to motivate employees. Selection techniques include interviews, tests, and assessment centers. Desired manager characteristics include communication skills, integrity, and problem-solving abilities. The goal is to place the right managers in the right jobs.
Mba ii hrm u-3.3 performance appraisal & job evaluationRai University
This document provides an overview of performance appraisal and job evaluation in human resource management. It defines performance appraisal as an objective assessment of an individual's performance against benchmarks. The objectives of performance appraisal include effecting promotions, assessing training needs, determining pay raises, and improving communication. Methods of performance appraisal include rating scales, critical incidents, 360-degree feedback, and management by objectives. The document also discusses job evaluation as assessing the relative worth of jobs to determine salary differentials, and compares key differences between performance appraisal and job evaluation.
This document discusses performance appraisals and managing employee performance. It outlines several key purposes of performance appraisals including providing feedback to employees, documenting performance, making compensation and promotion decisions, and setting goals. It also discusses different methods for conducting performance appraisals such as rating scales, essays, management by objectives, and critical incidents. Common errors in performance ratings like leniency, central tendency, and recency are also examined. The document provides guidance on conducting effective performance appraisal interviews.
The document discusses performance appraisals and managing employee performance. It outlines several purposes of performance appraisals including providing feedback to employees, documenting performance, making compensation and promotion decisions, and setting goals. It also discusses different methods for conducting performance appraisals such as rating scales, essays, management by objectives, and critical incidents. Key aspects of managing the performance appraisal process include training managers to conduct appraisals, setting clear performance standards, minimizing rating errors, and using different interview techniques.
The document discusses performance appraisals, including their purposes, methods, and best practices. It outlines that performance appraisals aim to maintain organizational productivity by providing feedback to subordinates, documenting performance, and informing compensation and promotion decisions. Common methods discussed include rating scales, essays, management by objectives, and checklists. The document also covers reducing rating errors, preparing for and conducting effective appraisal interviews, and establishing performance standards.
A Sales Force Effectiveness Analysis is used to support the decision making process by providing a detailed overview of the variety of forces that may be acting on an organisational change issue. It allows the user to assess the source and strength of these forces and is particularly useful in the planning and implementation stages of change management.
This document provides an executive summary and objectives of a study on the performance appraisal system of Jindal Brothers Pvt. Ltd. It outlines the history, purposes, types, and process of performance appraisal systems. The report examines Jindal Brothers' specific appraisal system through primary and secondary research. Key findings include recommendations for improving attendance, team building, training, setting performance standards, and addressing employee stress. The conclusion is that developing performance metrics is challenging but appraisals provide feedback and validate organizational actions like selection and training.
This document provides an executive summary and objectives of a study on the performance appraisal system of Jindal Brothers Pvt. Ltd. It outlines the history, purposes, types, and process of performance appraisal systems. The report examines Jindal Brothers' specific appraisal system through primary and secondary research. Key findings include recommendations for improving attendance, team building, training, setting performance standards, and addressing employee stress. The conclusion is that developing performance metrics is challenging but appraisals provide feedback and validate organizational actions like selection and training.
This document provides an executive summary and objectives of a study on the performance appraisal system of Jindal Brothers Pvt. Ltd. It outlines the history, purposes, types, and process of performance appraisal systems. The report examines Jindal Brothers' specific appraisal system through primary and secondary research. Key findings include recommendations for improving attendance, team building, training, setting performance standards, and addressing employee stress. The conclusion is that developing performance metrics is challenging but appraisals provide feedback and validate organizational actions like selection and training.
This document provides an executive summary and objectives of a study on the performance appraisal system of Jindal Brothers Pvt. Ltd. It outlines the history, purposes, types, and process of performance appraisal systems. The report examines Jindal Brothers' specific appraisal system through primary and secondary research. Key findings include recommendations for improving attendance, team building, training, setting performance standards, and addressing employee stress. The conclusion is that developing performance metrics is challenging but appraisals provide feedback and validate organizational actions like selection and training.
This document provides an executive summary and objectives of a study on the performance appraisal system of Jindal Brothers Pvt. Ltd. It outlines the history, purposes, types, and process of performance appraisal systems. The report examines Jindal Brothers' appraisal system through primary and secondary research. Key findings include recommendations for improving attendance, team building, training, setting performance standards, and addressing employee stress. The conclusion is that developing performance metrics is challenging but appraisals provide feedback to employees and validate organizational actions.
The document discusses various aspects of performance evaluation and control processes in organizations. It begins by defining performance evaluation as a systematic process to examine how well employees are performing their jobs. It then describes different methods used for performance evaluation like management by objectives, 360-degree feedback, and behavioral anchored rating scales. The document also discusses the purpose of performance evaluation from the perspectives of employers, superiors, and employees. It highlights key aspects of performance evaluation including promotion, demotion, transfer, and separation processes in organizations.
The document discusses performance appraisals and management. It outlines several purposes of performance appraisals including providing feedback, identifying strengths and weaknesses, and being the basis for compensation and promotion decisions. It also discusses different methods for conducting appraisals, such as self-appraisals, peer appraisals, and using objectives and rating scales. Common errors in appraisals like leniency, central tendency, and recency bias are also examined.
This document discusses the design of performance appraisal forms. It begins by defining performance appraisal as a process of systematically evaluating employee performance and providing feedback to improve it. Some advantages of performance appraisal are increased motivation, self-esteem, communication, and fair rewards. The document then explains that a performance appraisal form is a predefined format for assessing an employee's actual performance against standards. It provides a 5-step model for designing appraisal forms: 1) Know the employee, 2) Study their job description, 3) Decide evaluation parameters, 4) Choose an appraisal method, and 5) Create the form. Common appraisal methods include ranking, rating, critical incidents, and behaviorally anchored scales. Issues to
This document outlines the key steps in the performance appraisal process and how it can be used to establish an effective employee evaluation system. It discusses identifying training needs, setting objectives, measuring performance, providing feedback, and evaluating results. When using performance appraisal for the construction industry specifically, the document recommends focusing on key performance indicators like project timelines, costs, and quality. It also emphasizes regular communication, training opportunities, and celebrating successes to boost employee motivation.
Performance appraisal is a formal, systematic process to evaluate an employee's job performance and potential. It involves setting performance standards, measuring actual performance against the standards, and providing feedback. The purposes are to improve employee performance, determine training needs, make decisions about promotions and compensation, and measure the effectiveness of organizational objectives. Performance appraisal methods can be individual evaluations, multi-rater evaluations, or other techniques like assessment centers. An effective performance appraisal process establishes clear standards, trains appraisers, documents performance, and provides constructive feedback.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
Thinking of getting a dog? Be aware that breeds like Pit Bulls, Rottweilers, and German Shepherds can be loyal and dangerous. Proper training and socialization are crucial to preventing aggressive behaviors. Ensure safety by understanding their needs and always supervising interactions. Stay safe, and enjoy your furry friends!
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
Physiology and chemistry of skin and pigmentation, hairs, scalp, lips and nail, Cleansing cream, Lotions, Face powders, Face packs, Lipsticks, Bath products, soaps and baby product,
Preparation and standardization of the following : Tonic, Bleaches, Dentifrices and Mouth washes & Tooth Pastes, Cosmetics for Nails.
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Assessment and Planning in Educational technology.pptxKavitha Krishnan
In an education system, it is understood that assessment is only for the students, but on the other hand, the Assessment of teachers is also an important aspect of the education system that ensures teachers are providing high-quality instruction to students. The assessment process can be used to provide feedback and support for professional development, to inform decisions about teacher retention or promotion, or to evaluate teacher effectiveness for accountability purposes.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
2. • Assessment centers are usually used after the initial stages of the
selection process because :
• This involve large amount of time and expense in conducting
it.
• It usually follow the initial job interview.
Conducting and Operating Assessment Centre
2 Designed by MET-CET
3. Elements of Assessment Centers
For conducting and operating assessment involves various elements,
they are as follows:
1) Venue of assessment centre:
Designed by MET-CET3
Conducting and Operating Assessment Centre
Employers Premises Hotel
Assessment centers are commonly held on
This is considered as the fairest and most accurate method of
selecting staff.
or
4. Elements of Assessment Centers
1) Venue of assessment centre:
This method is considered as an accurate method for staff selection
because:
• Number of different selector gets to see the employer over
a long period of time.
• They have a chance to see what one can do, rather than
what one say he can do, in various situations.
• Participants performance in variety of situations.
Designed by MET-CET4
Conducting and Operating Assessment Centre
5. Designed by MET-CET5
Conducting and Operating Assessment Centre
Elements of Assessment Centers
• These may be conducted by HR personnel within the employer
company or by outside consultants.
• Assessment test are highly structured in their :
Design
Application
Assessment procedure
6. Designed by MET-CET6
Conducting and Operating Assessment Centre
Elements of Assessment Centers
These test are specifically adapted to assess factors like:
Level of skills
Aptitude
Compatibility with the organizational structure.
7. Elements of Assessment Centers
2) Nature of the assessment test:
• Each test measures a range of indicators within these factors.
• During each test, candidates will be rated on a range of set
indicators, using a prescribed performance scale.
Designed by MET-CET7
Conducting and Operating Assessment Centre
8. Elements of Assessment Centers
3) Evaluating candidates:
During each test:
• Candidates are rated on a range of set indicators, using a prescribed
performance scale.
• Results are cross checked against the same indicators of the other
tests.
Designed by MET-CET8
Conducting and Operating Assessment Centre
On test completion observers meet to discuss the test results and
reach a group consensus about the ratings.
9. Elements of Assessment Centers
4)
Prior to the assessment candidates should receive :
• Initial briefing about the time-table of tests, location of rooms, etc.
• Instructions describing the exercise, his role, timeframes, equipment,
etc.
• Given detail about the measured individual indicators.
• Receive feedback on the results.
Designed by MET-CET9
Conducting and Operating Assessment Centre
10. Elements of Assessment Centers
Assessment centers typically involve:
In assessment centers combinations of exercises and other assessment
like
Designed by MET-CET10
Conducting and Operating Assessment Centre
Participants completing a range of exercises which simulates
the activities carried out in the target job.
Psychometric testing Interviews
Are used to assess particular competencies in individuals.
11. Elements of Assessment Centers
The theory behind this is….
If one wish to predict future job performance , the best way of doing it
is to get the individual to carry out a set of tasks which accurately
sample those required in the job and are as similar to them as
possible.
Designed by MET-CET11
Conducting and Operating Assessment Centre
12. • They are people one level above the position that a person has
applied for.
• They will be ambitious and successful individuals within their own
departments.
• These people will have a very clear idea of the qualities they expect
to see in an individual performing the new role.
Designed by MET-CET12
Role of Assessors in an Assessment Centre
13. behaviors of the candidate.
Designed by MET-CET13
Role of Assessors in an Assessment Centre
Observe Record Classify Judge
14. Assessment is done through:
Designed by MET-CET14
Role of Assessors in an Assessment Centre
Examining written or recorded
material produced by the candidate.
QuestioningDirect Observation
Examination of work
15. • Agencies have a preferred list of assessors they like to use.
• Human resource department will have key people they call upon for
the assessment centre days.
• For senior roles assessors who are external to the organization may
be used to bring a broader , perspective to the assessment.
• Exercise are performed in the assessment centre,
• multiple assessors are there.
• the panel will be made-up of diverse individuals; some may be
external to the organization or department.
• So it is necessary for assessors to have different priorities and adapt
to the behaviors accordingly.
Designed by MET-CET15
Role of Assessors in an Assessment Centre
16. • Agencies have a preferred list of assessors they like to use.
• Human resource department will have key people they call upon for
the assessment centre days.
Designed by MET-CET16
Role of Assessors in an Assessment Centre
18. • Play a key role at an assessment centre.
• Their job is to
– observing the behavior during the exercises
– make decisions about the employees' performance.
They make sure that the process is fair and objective for each
candidate,
Assessors take formal training to make sure they are competent.
Designed by MET-CET18
Role of Assessors in an Assessment Centre
19. • Assessor needs to unbiased towards the candidate.
• For that they need to be :
– Non judgmental
– Minimum interaction with the candidates.
Designed by MET-CET19
Role of Assessors in an Assessment Centre
20. Assessors need to have a thorough understanding of
• The organization and job being assessed.
• The competencies being assessed and its relation with the job.
• How to evaluate a candidate's behavior based on performance
within the exercises.
• How to make decisions based on behavioral evidence.
• How to present accurate oral and written feedback about the
candidate's behavior and performance.
Designed by MET-CET20
Role of Assessors in an Assessment Centre
21. For success of the centers:
• Assessors have to demonstrate the capability to observe and
record the behavior of candidates.
• They should be able to withhold judgments.
• Organize behavioral observations by job-related dimensions.
• Accurate rating of candidates on dimensions.
Designed by MET-CET21
Role of Assessors in an Assessment Centre
22. Role of assessors in an assessment centre
• Watch and scrutinize the performance actions of candidates during
the Process.
• Document the observed behavior traits demonstrated by the
candidate(s);
• Categorize the observed dimensional traits;
• Appraise the observed dimensional traits as measurable
performance actions:
• Communicate the observed performance behaviors to other
assessors when they meet to discuss the candidates' performances
in the various exercises and to rate each in various dimensional
areas
Designed by MET-CET22
Role of Assessors in an Assessment Centre
23. Role of assessors in an assessment centre
• Understand the purpose/intent of each tool to run/conduct as
planned;
• Assess the candidates on the competencies identified for each tool;
• Observe the candidates as an individual and in a group:
• Judge evidence of performance
• Provide a summary in terms of :
– strengths
– Weaknesses
– potential areas for improvement
• For each candidate interviewed.
Designed by MET-CET23
Role of Assessors in an Assessment Centre
24. You’re a member of the recruitment team. Your job is to assess
candidates for the various roles in the company.
Task:
• Suggest methods through which you would evaluate people for a
particular job.
• Discuss your answers in the class.
Designed by MET-CET24
Let’s Think
25. • Designing a potential assessment centre should follow basic
principles in term of :
• Accuracy
• Fairness
• Reliability
Designed by MET-CET25
Designing Tools in an Assessment Centre
• Multiple assessors
• Efficiency
• Multiple tests
• Optimal stress
• Legality
26. The design of the assessment centre should
– Reflect the ethos of the organization
– The actual skills required to carry out the job
– Potential sources of recruits
– The HR strategy
Designed by MET-CET26
Designing Tools in an Assessment Centre
27. Designed by MET-CET27
Designing Tools in an Assessment Centre
Psychometric Test Interview Leaderless GD
In-Basket Exercise Management Games
Presentations
Role Playing
28. Designed by MET-CET28
Designing Tools in an Assessment Centre
Psychometric Test
Interview
Leaderless GD
In-Basket Exercise
Management Games
Presentations
Role Playing
• These are personality tests.
• Personality test are selected keeping in view the
following:
– Measurement objectives
– Reliability and validity
– Time required for administration
– Cost involved
Three types of tests are used:
Aptitude test
Ability test
Personality test
29. Three types of tests are used:
Measures
awareness,
knowledge,
problem solving
etc.
Designed by MET-CET29
Designing Tools in an Assessment Centre
Ability test Personality test
Measures verbal
and numerical
reasoning ability
Measures
dimension of the
personality.
Chapter pencil
test
MBTI and 16PF
Aptitude testPsychometric Test
Interview
Leaderless GD
In-Basket Exercise
Management Games
Presentations
Role Playing
30. Designed by MET-CET30
Designing Tools in an Assessment Centre
Psychometric Test
Interview
Leaderless GD
In-Basket Exercise
Management Games
Presentations
Role Playing
Interviews are of three types
• Structured interviews are used for increasing
reliability.
• In this type :
Questions
decided
Sample
responses
formed
Good
Bad
Average
On these parameters participants responses are
rated.
Structured Background Situational
31. Designed by MET-CET31
Designing Tools in an Assessment Centre
Psychometric Test
Interview
Leaderless GD
In-Basket Exercise
Management Games
Presentations
Role Playing
Interviews are
When it is used?
• Candidates performance on his current and previous
jobs would be the indicator of his success for the role
for which he is being assessed.
• Candidates give specific examples of how he has
performed job duties or handled job problems in the
past.
Structured Background Situational
32. Designed by MET-CET32
Designing Tools in an Assessment Centre
Psychometric Test
Interview
Leaderless GD
In-Basket Exercise
Management Games
Presentations
Role Playing
Interviews are
Background interviews are used when
Structured Background Situational
Participants
Performance on
Current job
Performance on
previous job
Are the indicators for his/her success for the role
they are been assessed.
33. Designed by MET-CET33
Designing Tools in an Assessment Centre
Psychometric Test
Interview
Leaderless GD
In-Basket Exercise
Management Games
Presentations
Role Playing
Interviews are
Three types of questions are asked
Situational
Candidates are asked to
react on a given job
situation.
Job knowledge
• Defining a term
• Explaining a procedure
• Demonstrating a skill
Willingness to comply
with the job
requirements
BackgroundStructured Situational
34. Designed by MET-CET34
Designing Tools in an Assessment Centre
Psychometric Test
Interview
Leaderless GD
In-Basket Exercise
Management Games
Presentations
Role Playing
Interviews are
BackgroundStructured Situational
• Here situations are based on critical incidents arising
from job analysis.
• In case of Behavioral Event Interview (BEI)
Obtain detailed behavioral description of how
candidates performs work.
Purpose is to find out what people actually do.
35. Below are sample interview question given.
From the nature of the question identify in which type
of interview the following questions will be asked.
Designed by MET-CET35
Designing Tools in an Assessment Centre
Psychometric Test
Interview
Leaderless GD
In-Basket Exercise
Management Games
Presentations
Role Playing
• What would you do if the work of a subordinate or
team member was not up to expectations?
• A co-worker tells you in confidence that she plans to
call in sick while actually taking a week's vacation. What
would you do and why?
• A co-worker tells you in confidence that she plans to
call in sick while actually taking a week's vacation. What
would you do and why?
36. Below are sample interview question given.
From the nature of the question identify in which type
of interview the following questions will be asked.
Designed by MET-CET36
Designing Tools in an Assessment Centre
Psychometric Test
Interview
Leaderless GD
In-Basket Exercise
Management Games
Presentations
Role Playing
• Tell me about yourself
• What are your academic qualifications?
• Why are you interested in this job?
• What are your Strengths and Weaknesses?
37. Designed by MET-CET37
Designing Tools in an Assessment Centre
Psychometric Test
Interview
Leaderless GD
In-Basket Exercise
Management Games
Presentations
Role Playing
In leaderless group discussion:
Group of people
(4-6)
Problem
situation
Arrive at a group
discussion
Within specific
given time.
given
38. Designed by MET-CET38
Designing Tools in an Assessment Centre
Psychometric Test
Interview
Leaderless GD
In-Basket Exercise
Management Games
Presentations
Role Playing
In this:-
• Real life problems are given to the group to solve.
• Various roles are assigned to the group members.
• No candidate is given the role of chair person.
• LGD’s stimulate decision making meetings in which
the resource have to be divided equitably.
39. Designed by MET-CET39
Designing Tools in an Assessment Centre
Psychometric Test
Interview
Leaderless GD
In-Basket Exercise
Management Games
Presentations
Role Playing
In-basket exercise represents day to day decision
making situation which a manager is likely to face
in the written form from various source.
40. Designed by MET-CET40
Designing Tools in an Assessment Centre
Psychometric Test
Interview
Leaderless GD
In-Basket Exercise
Management Games
Presentations
Role Playing
• Candidates are given variety of materials are given to
the participants such as memos, correspondence,
telephone message, notes, requests etc.
• Content is designed for the participants, on the basis
of job analysis done in terms of duties handled and
competencies required.
• The candidates are asked to deal with each of the
tasks in limited period of time. They have to write
their reactions in writing.
41. Designed by MET-CET41
Designing Tools in an Assessment Centre
Psychometric Test
Interview
Leaderless GD
In-Basket Exercise
Management Games
Presentations
Role Playing
Based on the candidates reactions, following can be
assessed:
• General activity level
• Problem analysis skills
• Planning and organizing
• Time management
• Delegation
• Concern for priorities
42. Designed by MET-CET42
Designing Tools in an Assessment Centre
Psychometric Test
Interview
Leaderless GD
In-Basket Exercise
Management Games
Presentations
Role Playing
In management games:
• Real life situation is simulated for an entire group.
• In this degree of complexity varies.
• The common denominator is unstructured nature of
the interaction among the participants and the
variety of actions that can be taken by all
participants.
• Often a computer program is used to generate
information and simulate the game.
• Candidates are not allowed direct access to the
computer.
• There is a mediator between the
candidates and the computer.
43. Designed by MET-CET43
Designing Tools in an Assessment Centre
Psychometric Test
Interview
Leaderless GD
In-Basket Exercise
Management Games
Presentations
Role Playing
Interactive nature of these game provides opportunity
to assess dimension like:
Strategic Planning Team work
Team skills
44. Designed by MET-CET44
Designing Tools in an Assessment Centre
Psychometric Test
Interview
Leaderless GD
In-Basket Exercise
Management Games
Presentations
Role Playing
Interactive nature of these game provides opportunity
to assess dimension like:
Analytical abilityLeadership
Assessor needs to undergo extensive training for this.
45. Designed by MET-CET45
Designing Tools in an Assessment Centre
Psychometric Test
Interview
Leaderless GD
In-Basket Exercise
Management Games
Presentations
Role Playing
Objective:
Time: 20 Min Type: Pair
Task:
Observe the act and think of the following questions.
– In brief explain the act
– What is this technique called?
– Do you think this technique be effective in
assessing the candidates? Explain
After the act, discuss these with the class.
Activity Handout
46. Designed by MET-CET46
Designing Tools in an Assessment Centre
Psychometric Test
Interview
Leaderless GD
In-Basket Exercise
Management Games
Presentations
Role Playing
Role playing is described as…
• It is a method of adopting roles from real life.
• It can be used as an evaluation technique for gaining
insight into
• various process of human relation
• person’s attitudes and behavior in a
particular role.
“Method of studying the nature of certain roles
by acting out its concrete details in a contrived
situation that permits better and more
objective observation.‘’
47. Designed by MET-CET47
Designing Tools in an Assessment Centre
Psychometric Test
Interview
Leaderless GD
In-Basket Exercise
Management Games
Presentations
Role Playing
It can be used as an evaluation technique for gaining
insight into
Various process of human relation
Person’s attitudes and behavior
in a particular role.
48. Designed by MET-CET48
Designing Tools in an Assessment Centre
Psychometric Test
Interview
Leaderless GD
In-Basket Exercise
Management Games
Presentations
Role Playing
Dimensions that can be evaluated with the help of role-
play are :-
Conflict management Leadership skills
49. Designed by MET-CET49
Designing Tools in an Assessment Centre
Psychometric Test
Interview
Leaderless GD
In-Basket Exercise
Management Games
Presentations
Role Playing
Dimensions that can be evaluated with the help of role-
play are :-
Group problem solving Team skills
50. Designed by MET-CET50
Designing Tools in an Assessment Centre
Psychometric Test
Interview
Leaderless GD
In-Basket Exercise
Management Games
Presentations
Role Playing
Dimensions that can be evaluated with the help of role-
play are :-
Verbal and non verbal communication
51. Designed by MET-CET51
Designing Tools in an Assessment Centre
Psychometric Test
Interview
Leaderless GD
In-Basket Exercise
Management Games
Presentations
Role Playing
Dimensions that can be evaluated with the help of role-
play are :-
Interpretation skills Flexibility
52. Designed by MET-CET52
Designing Tools in an Assessment Centre
Psychometric Test
Interview
Leaderless GD
In-Basket Exercise
Management Games
Presentations
Role Playing
Dimensions that can be evaluated with the help of role-
play are :-
Motivational styles
53. Designed by MET-CET53
Designing Tools in an Assessment Centre
Psychometric Test
Interview
Leaderless GD
In-Basket Exercise
Management Games
Presentations
Role Playing
Effective technique
• In this, giving feedback to the person is easy.
• This technique is effective in giving feedback without
posing any threat to the candidates ego.
Makes it possible to
minimize distortions of
real life situations.
Helps to magnify the
situation to focus on
certain aspects.
Effective Training
54. Designed by MET-CET54
Designing Tools in an Assessment Centre
Psychometric Test
Interview
Leaderless GD
In-Basket Exercise
Management Games
Presentations
Role Playing
• Individual presentations are extensively used in
assessment centers.
• Presentations on vision, organizational issues, case
studies, etc, are extensively used for assessing
employees / participants.
55. Designed by MET-CET55
Designing Tools in an Assessment Centre
Psychometric Test
Interview
Leaderless GD
In-Basket Exercise
Management Games
Presentations
Role Playing
Objective:
Time: 35 Min Type: Group
Task:
• Make groups of _____
• Read the activity handout given to your group.
• Perform the task mentioned in the handout.
• Read out the given scenario and task with your
class followed by your answers.
Editor's Notes
Identify two volunteers from the class.
Given them the activity handout.
Ask them to read the document carefully and perform the given task.