This document discusses situational tests and behavioral event interviews (BEI) as assessment tools. It defines situational tests and BEI, describes common types like situational simulations, in-basket exercises, leaderless group discussions, presentations, and role plays. It provides tips for developing each type of assessment and outlines the scoring process. The goal is to help readers understand, develop, and evaluate situational tests and BEIs.

1. Situational Test & Behavioral Event Interview www.humanikaconsulting.com

2. Objective Memahamikonsepdanjenis-jenisTesSituasionaldan BEI MemahamipelaksanaanTesSituasionaldan BEI MemahamipenyusunanTesSituasionaldan BEI Memahamiprosesskoringdanpengolahan data, sertakesimpulandariTesSituasionaldan BEI TrampildalammembuatdanmenyelenggarakanTes Situational dan BEI

3. Situational Test Assessment Centers Case Study In Basket / In Tray Group Discussion Presentation Role Play Situational/Simulation Test

4. Definition Berupaberbagaiproblem yang dapatmenstimulasimunculnyaperilaku-perilaku yang berkaitandengankompetensisuatupekerjaan Kandidatditempatkanpadasituasi yang serupa/samadenganpekerjaan/posisitertentu (se-natural mungkin) DisebutjugaSimulasi PentingdalamAssessment Center

5. Kasus yang diujikandalamSimulasi Krisis kandidatharusmemecahkan problem dalam deadline ketat, jikatindakantidaktepatakanmemperparah problem (CS, IB, PS, LGD, RP) 2. Eksploitasi kandidatmengembangkan/memperbaikisuatu problem (CS, IB, PS, LGD, RP) 3. Kreatif kandidatmendesain, merencanakansesuatu yang baru(CS, LGD, RP)

6. IN BASKET

7. In-Basket Exercise Kandidatdiberikan1 set berkas-berkasatauarsip yang mencerminkantugas-tugaspadaposisi/job tertentu. Kandidatdimintauntukmembuatperencanaan, pengambilankeputusan, dankomunikasisecaratertulisberkaitandenganproblem yang ada. Waktu: 1-2 jam (sesuaitingkatkesulitan In-Basket) Kompetensiyang diukur: Problem Solving, Decision Making, Analytical Thinking, Sensitivity, dll.

8. In-Basket Exercise Work Efficiently Identify key issues Set Priorities Anticipate Problems Explore issues Suggest Options In Basket / In Tray Make Recommendation Give Reasons

9. Kelebihan (+) Validitaslebihbaik (+) Praktis, dikerjakansendiriolehkandidat (+) Prosespenyusunan yang rumitdanpanjang Kelemahan (-) Kejenuhanpeserta (-) Memerlukanwaktulebihbanyakuntukmengerjakantes (1-3 jam) In-Basket Exercise

10. Leaderless Group Discussion

11. Leaderless Group Discussion Kandidatdilibatkandalamkelompok 4-6 orang, diberikanCase Study atau problem dandimintauntukmendiskusikandanmembuatkesimpulanberuparekomendasi/solusiatas problem tersebut. Waktu: maksimal 45 menit Assesor: 2 orang / kandidat (observasisilang) Kompetensi yang dinilai: Communication, Influencing Others, Persuasiveness, Developing & Maintaining Relationship, Business Orientation, Negotiating, Leadership, dll.

12. Leaderless Group Discussion Contribute Idea Actively listening Define Objective Plan Solutions Group Discussion Create discussion Draw Conclusions

13. Developing Case/Project study Purpose This simulation will measure? Scenario Materials Provided Required Performance Time Limit Method of Rating

14. Leaderless Group Discussion Kelebihan (+) menonjolkankemunculankompetensikomunkasi, orientasi team, interpersonal relationship, negosiasi, persuasif. Kelemahan (-) Kejenuhanpeserta (-) Memerlukanwaktulebihbanyakuntukmengerjakantes (1-3 jam)

15. Leaderless Group Discussion 6 Kandidat 6 Assesor Utama Pendukung

16. Leaderless Group Discussion 5 Kandidat 5 Assesor Utama Pendukung

17. Leaderless Group Discussion 4 Kandidat 4 Assesor Utama Pendukung

18. Presentation Analysis

19. Presentation Analysis Kandidatdiberikan Case Study atau problem dandimintauntukmemberikanrekomendasi/solusiatas problem tersebut. Kemudiankandidatharusmempresentasikandanmenjawabpertanyaan-pertanyaantentangrekomendasi yang iausulkan. Waktu: Persiapan (45-60 menit), Presentasi (15 menit), Tanya Jawab (15-20 menit) Assesor: minimal 2 orang / kandidat Kompetensi yang dinilai: Analytical Thingking, Problem Solving, Dec. Making, Communication, Persuasiveness, Influencing Others, Business Orientation, Job-Spec Knowledge, dll.

20. Presentation Analysis Research Thoroughly Identify key points Priorities key points Add supporting facts Develop intro and summary Rehearse Presentation Edit if necessary Pre–empt questions

21. Presentation Analysis Suggested Format Factors Being Assessed Background Assignment Administrative Issues: (time limits, use of visual aides, handouts, contacts, location, etc.)

22. Presentation Analysis Kelebihan (+) Menonjolkankemunculankompetensianalisamasalah, imajinasi, orientasibisnis, strategi, perencanaan, danpresentasi/persuasi Kelemahan (-) Perlumempersiapkankasus (-) Pesertamembutuhkanwaktu yang cukup lama untukpersiapanpresentasi (1 jam) (-) Pesertamerasalelah/engganmenganalisakasussecaramenyeluruh

23. Presentation Analysis Flipchart Kandidat Meja Meja Assesor

24. Case Study

25. Case study or project files are appropriate assessment methods for jobs that use case or project file management as a primary tool.

26. Suitable themes for case or project files A project is behind schedule and over budget. A complaint has been filed and an investigation is either ongoing or has concluded. A decision denying an application has been appealed. An income assistance file needs to be reviewed and critical decisions made. A labour relations case involving many interwoven and underlying issues requires recommendations on action or preparation for arbitration. A technical engineering project file needs to be audited for adherence to regulations and standards.

27. Tips for Developing Effective Case / Project File Tests Base tests on typical job samples from real life Choose a complex example that happens on a fairly routine basis. Design rating scales in advance : can be used to measure one skill or many skills concurrently and Disguise real people and real fact. Provide all applicants with the same knowledge base.

28. Exercise

29. Role Play

30. Role Play Kandidatdihadapkanpada problem situasipekerjaandimanadiadimintaberinteraksidenganseseorang (role-player/assesor) yang berperansebagaibawahan, rekankerja, atasan, ataupelanggan Waktu: 45-60 menit Assesor: minimal 2 orang (role-player dan observer) Kompetensi yang dinilai: komunikasi, interpersonal relationship, leadership, persuasiveness, business orientation, dll.

31. Role Play Identify underlying problem Don’t over-act Remain Sensitive Suggest options Role Play Make recommendation Give reasons

32. Three Steps for Developing Role Plays Identify and Document Critical Incidents identifying a job-related (critical) incident that actually occurred Develop Rating Scales Create Test Instructions or "Scripts" for Actors and Applicants

33. Role Play Kelebihan (+) Menonjolkankemunculankompetensisosial, yaitukomunikasi, interpersonal relationship, persuasiveness, negosiasi, empati, leadership, dll. Kelemahan (-) Penampilankandidatdapatdipengaruhiolehpenampilan role-player yang kurangmemperhatikanskenario.

34. Matrix Matrix Methods (posisi: Manajer Admin & Logistik)

35. Scoring Observation – Mengamati, Mendengar Record – Mencatat / Merekam Categorized – Mengelompokkanhasilcatatandalamkompetensi Integration – Mengumpulkan data daribeberapaAssesor Rating – Mencocokkanhasilcatatandengan level kompetensi / key behavior. Dilihatkesesuaiannyaapakahdapatdiberi rating 1 – 5. Much less than acceptable / Very weak evidence Less than acceptable / Weak evidence Acceptable / Moderate evidence More than acceptable / Strong evidence Much more than acceptable / Very strong evidence 0. No opportunity to observe / No evidence

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