Assessment centres are typically 1-2 day selection processes used by employers to evaluate candidates on a variety of personal qualities and predict their future work performance. Candidates participate in various exercises that aim to simulate real work environments, such as group exercises, role plays, presentations, and aptitude tests. These exercises assess skills and attributes important for the role like teamwork, leadership, problem-solving, and ability to work under pressure. Candidates are observed and evaluated on criteria such as their communication, networking abilities, and how they perform individually and as part of a group. The goal of assessment centres is to see if candidates demonstrate the competencies required for the position and fit within the company culture.

1. Assessment
Centres

2. Why do Employers Use
Assessment Centres
• Used to assess if a candidate has the personal
qualities needed
• Used to predict future work performance
• Used to see if you fit in the organisational
culture

3. What is an Assessment Centre
• Usually a 1 or 2 day selection process
• Attended by a group in the company premises
or a neutral venue
• Includes: Group exercises, In tray exercises,
Role plays, presentations, aptitude test &
interview

4. What is an Assessment Centre?
• Usually a 1 or 2 day selection process
• Company premises or neutral venue
• Includes social or informal events
• Meeting with recent graduates or
managers
• Simulates real work environment
• Varied activities to assess different attributes

5. Typical Asssessment Criteria
• Teamwork
• Ledership
• Interpersonal skills – Communication, Networking
• Problem-solving/logical reasoning
• Ability to work under pressure
• Ability to think quickly on your feet
• Ability to cope with uncertainty
• Ability to see the big picture

6. Diary of an Assessment Centre
• 9.30 Meet other candidates over coffee
• 10.00 Group discussion
• 10.30 Fact-finding exercise
• 11.30 Interview
• 12.00 Aptitude test
• 12.30 Lunch
• 1.30 Case study exercise
• 2.30 Case study presentation
• 2.45 Group exercise
• 4.45 Company presentation by senior managers
• 5.15 Depart

7. Assessment Exercises
• Group
– Group Discussion/Chaired Discussion Group
– Case Studies/Business Games/Outdoor exercises
– Informal Discussion with Employees
• Individual
– Personality and Aptitude Tests
– In-tray Exercises/Written Exercises
– Presentation skills
– In-depth Interviews

8. Informal Discussion with
Employees
• Network with other candidates and employers
• Ask intelligent questions
• Show interest in their work
• Don’t drink too much
• Don’t boast about what you can do for them

9. In-tray Exercises
• Measures competencies such as Organisational
Skills, Planning, Communication Skills, Problem
Solving, Client Focus
• Based on typical day to day issues that may arise
• The contents of your “in-tray” might include faxes,
meeting minutes, emails, letters etc.
• Your task is to prioritise the tasks, take action and
give reasons

10. In – tray exercise
Do
• Try to be clear about the instructions.
• Keep a sense of proportion - balance the urgency against how important
something actually is.
• Aim to focus on the essential points about the tasks not every minor detail
involved.
• Be specific when giving your reasons.
Don't
• Get distracted by irrelevant information or 'errors'.
• Spend too much time analysing the information.
• Over scrutinize the details.
• Try to do everything yourself - use other people in the organisation!
• DON'T PANIC!

11. Group Discussions
• Given a topic to discuss – may be the
company, the industry, current affairs, recent
news headlines, university life etc.
• Usually a time period is given e.g. 30 minutes
• Observed by 2 or more staff members

12. Group Discussion Exercise
• Working in groups of 6, you have two hours to
decide how to spend €1m for the benefit of the
business. Your company has acquired this through
selling off one of its chains of Italian-style
restaurants and you have to decide which parts of the
remaining business could benefit. You have a chain
of hotels, a small chain of up-market pubs, a chain of
travel agencies and five new leisure complexes. (You
will be given data about the performance of each of these
groups and you may be allocated a role as representing one of
these sections.)

13. Case Study
• As an individual, you have 15 minutes to study the
following example of a problem which may face a
manager in our company. You may make notes if you
wish.
• As a group you will be asked to discuss the problem
and reach conclusions on it. These conclusions should
be unanimous and not decided by voting.
(45 minutes allowed for discussion)

14. Group Discussions
• Be prepared – research the company, use websites,
brochures, trade journals etc.
• Be prepared – be up to date with any relevant
developments in the news – read the ‘quality’
newspapers
• Be prepared - Get some practices speaking up in
tutorials, clubs, societies etc.

15. Chaired Group Discussions
• Candidates are chosen in turn to lead a group discussion
on a given topic
• Usually about 10 minutes each
Your role:
 Introduce the topic – manage the time
 Encourage contribution from participants
 Help to maintain the flow of discussion
 Summarise when necessary

16. Group Exercises
• How do you perform in a group setting?
• Are you a regular team player, a natural leader
or a maverick?
• Do you tend to be the ice-breaker, the
protagonist or the ideas generator in the
group?
• Employers are interested in the right balance
of characteristics

17. Group Discussion Exercise
• Working in groups of 6, you have two hours to
decide how to spend €1m for the benefit of the
business. Your company has acquired this through
selling off one of its chains of Italian-style
restaurants and you have to decide which parts of the
remaining business could benefit. You have a chain
of hotels, a small chain of up-market pubs, a chain of
travel agencies and five new leisure complexes. (You
will be given data about the performance of each of these
groups and you may be allocated a role as representing one of
these sections.)

18. Group Discussion
– Who talks the most
– Who strays from the
subject
– Whose arguments are
ignored
– Who insists on being
dominant, interrupts or
squashes other contributors
– Who doesn’t talk at all
+ Whose points are accepted
+ Who encourages others to
join in
+ Who introduces new ideas
+ Who listens before
contributing
+ Who builds on the ideas of
others
• Notice:

19. Psychometric Tests
• Aptitude Tests - measure skills relevant to position
– Verbal comprehension - evaluate logic of text
– Numerical reasoning - interpret statistical data
– Diagrammatic reasoning - recognize patterns
– Watch timing – complete as many as possible
• Personality Questionnaires
– Look at personality style
– No right or wrong answers
– Be spontaneous, don’t try to second-guess
– Tests include built-in checks
– Employers may be looking for different personality profiles

20. Before the test
• Practice, Practice, Practice!
• Get a good nights sleep
• Do some basic maths revision
• Listen to/Read the instructions carefully
• Avoid spending too long on a question

21. Presentations
• Prepare and practise
• Have a structure
• Think about the audience
• Use some visuals
• Have 4-5 main points
• Don’t overload with information
• Give an outline and summarize at the end
• Watch the time
• Finish on a strong note

22. In-Depth Interviews
• Prepare
• Review CV, company information, job description
• Review skills checklist and think about evidence
• Prepare questions to ask
• Interview more related to work you will be doing
• Interviewers much more technical in their questions
• Interviewer might refer to some of the exercises
• Person you might be working for will probably be
highly influential