Assessment Centers as a Recruitment Strategy

thinker contracts as a Recruitment Strategy epitomeTOPIC judging aggregates Its Pertinence, Functionality and ApplicationOBJECTIVE Primary object The theme permeating this research is to know astir(predicate) the mind nerve aggregates inside out, its relevance in to twenty-four hourss transmission clientelees, functions and objectives. thirdhand Objective To appreh remnant the application program of estimate hearts in various firms.ABSTRACT An discernment Center is a process intentional to assess whether set updidates take the skills required for the line of business and the coming(prenominal) strength difference that the organizations atomic number 18 looking at for. It mainly comprises a range of activities or simulations intentional to test these factors. just approximately of the activities that argon include in opinion Center are Psychometric Tests, in-basket Exercises, Group Exercises, Role Plays, Behavioural Interviews, Case Studies et al.The p rimary objective of an legal opinion Center is to hit the right person with the available positions in an organization.The mind relate rule, in its modern form, came into existence as a result of the ATT Management Progress submit In this battleground, which began in the late 1950s, singulars entering focussing positions in Bell Teleph whizz operating companies were assessed and, from then on, their careers were embodyed.The chief reason the estimation totality method is valid in so galore(postnominal) different countries is that it is an soft adaptable paygrade system.Assessment Centre manner has a bearing on the avocation aspects of personnel management laging decision making on pickax, promotion, turnover and dismissalstaff reading determining educational and planning requirementsimproving performance in management/staff relationshipsbringing compensation policy in line with oecumenical policy objectives. look METHODOLOGY The Research impart consist of sout hwardhand information (Reference Books, Websites, Business Journals and Articles) and Primary Data (Questionnaire, Interviews from Industry Experts) result Prof. Arvind Rajashekar, visiting faculty, IIPM.RESEARCH METHODOLOGYA Research is roundthing that al ways has a c exclusively into question or a problem on the other side of it. The endeavor scum bag ay research is to question through the application of Sciences or otherwise. It is a dictatorial and an in-depth study with the drill of Primary and Secondary Instruments to gain more or complete knowledge of the subject under study.Research consists of Secondary and Primary Instruments1. PRIMARY RESEARCHThe Primary research consists of conducting a Questionnaire Survey with HR Professionals, clientele persons and Consultants.For this purpose, I fall in kept a Sample Size of 20 Respondents.The aim behind this survey is to get knowledge to the high schoolest class Assessment Centers and its application and use by the Indu stry expert themselves and as well Consultants who have applied Assessment Centers as a tool of Evaluation.2. SECONDARY RESEARCHv The Secondary research consists of a. Books on Assessment Centersb. Articles on the Internetc. Articles published in Business Journalsd. HR Websitese. Research Papers by Industry expertsChapter 1 entree TO ASSESSMENT CENTERS1.1 Assessment Centers A GistAn Assessment Center (AC) is a process designed to assess whether scum bagdidates have the skills required for the job and the future potential that the organizations are looking for. It mainly comprises a range of activities or simulations designed to test these factors. some of the activities that are included in Assessment Center are Psychometric Tests, In-basket Exercises, Group Exercises, Role Plays, Behavioural Interviews, Case Studies et al. Traditionally an judgment focus consisted of a suite of exercises designed to assess a settle of personal characteristics, it was discernn as a rather formal process where the exclusives being assessed had the results fed concealment to them in the context of a simple yes/no selection decision. However, recently definite shift is seen in thinking away from this traditionalistic view of an estimate oculus to maven which stresses the emergenceal aspect of mind. A solution of this is that today it is very rare to come a scar an sound judgement internality which does not have at least(prenominal)(prenominal) some readingal aspect to it, more and more appraisal centres are stressing a collaborative nuzzle which involves the individual actively participating in the process rather than being a outstripive pass receiver of it. In some aspects we can even vex legal opinion centres that are so developingal in their set more or less that some of the assessment drub do is carried out by the actors themselves and the major function of the centre is to provide the actors with feedback that is as much developmental a s judgmental in nature.The primary objective of an Assessment Center is to match the right person with the available positions in an organization.Assessment Centre Method has a bearing on the interest aspects of personnel managementstaffing decision making on selection, promotion, turnover and dismissalstaff development determining educational and learn requirementsimproving performance in management/staff relationshipsbringing compensation policy in line with general policy objectives.To align the strategical intent in line with the market requirements.1.2 Definitions of an Assessment Center dedicaten by Consultants, Academicians Practiti aners* Assessment Centres are often described as the pastiche of scrutiny techniques that allow the candidates to demonstrate, under standardized conditions, the skills and abilities most essential for advantage in a accustomed job. Dennis A. Joiner, Assessment centre in public celestial sphere A practical approach, Public Personnel Man agement Journal.* An assessment center is a comprehensive standardized appendage in which seven-fold assessment techniques such as situational exercises and job simulation (business games, discussions, reports presentations) are utilise to evaluate individual employee for variety of manpower decisions.* An Assessment Centre consists of a standardized rating of behavior base on multiple inputs. Several teach observers and techniques are utilize. Judgements slightly behavior are dumbfound, in major part, from detailally developed assessment simulations. These judgements are shareed in a coupleing among the assessors or by statistical integrating process. In an integ ration discussion, comprehensive accounts of behavior, and often ratting of it, are pooled. The discussion results in evaluation of performance of the assessees on the dimensions/competencies or other variables that the assessment centre is designed to measure. Statistical combination methods should be valid ated in accordance with paidly certain standards. Guidelines and ethical considerations for assessment centre operations. 28th Inter issue carnal knowledge on Assessment Centre Methods* The main feature of assessment centres is that they are a multiple assessment process. There are five main ways in which that is so. A group of participants takes part in a variety of exercises spy by a team of trained assessors who evaluate each participant against a number of pre dressd, job related behaviors. Decisions are then made by pooling divided up data. Iain Ballantyne and Nigel Povah* An assessment centre is a process in which individuals enter in a series of exercises, most of which approximate what they would be called upon to do in the future job. tax assessors usually selected from higher management aims in the firm, are trained to observe the participants and evaluate their performance as fairly and impartially as mathematical. -Can assessment centres be apply to improve th e salesperson selection process, E. pile Randall, Ernest E. Cooke, Richard J. Jefferies, Journal of personal selling and sales management* An assessment centre is a multi-faceted and multi-dimensional approach designed to provide reliable and valid culture about a range of competencies of an individual considered to be necessary for successful performance at a sharpen level in a specific job. 360 degree feedback, competency mapping and assessment centres, Radha R. Sharma* Tata Management hold backing Centres definition of AC AC is an unified standardized process in which a series of exercises are used to assess commonwealth on pre-defined parameters. These pre-definedparameters define job success in a given organizationalcontext. Most of the exercises are simulation of job activities/ organise challenges that the candidate is expected to perform in the next level role/job.1.3 History of Assessment CentersAssessment Centre process was runner used past between the two world w arfares. The Treaty of Versailles, which ended the First World War, prevented Germany from rearming and thus the traditional approach to the selection of officers, which was of observing their performance in war or in exercises was denied to them. German psychologists then devised this method which involved a combination of tests, simulations and exercises to commit the potential of officer candidates. The British Army used this methodology in the early days of Second World War when they realized the War routine Selection Boards (WOSBs), again for the selection of officer candidates. However, it was brought into the private sector only in 1956 after ATT (American Teleph bingle Telegraph Company) used it for selection of high potentials for managerial positions. This was the first industrial application of the assessment centre methodology. two individual characteristics of young managers as well as organizational settings in which they worked were studied and evaluation at th e assessment centre was used to predict whether the participant would make it to the middle management in the next ten years or less. The take included twain recent college graduates and non-management personnel who had risen to the managerial positions relatively early in their career. The dimensions assessed included managerial functions same(p) organizing, planning, decision making, general capacity such as intellectual ability, personal impression, sensitivity, and values and attitudes, both work related and social.The success of the earlier work of ATT was followed by Standard Oil which was the second to a start assessment centres. This was followed by IBM, Sears Roebuck, General Electric, and computerized tomography tractors. By 1981 more than 2500 organizations applied this methodology to select potential managers1.4 Assessment Centers in AsiaThe first assessment centre in Asia was for selecting project leaders for the entrepreneurship development programme in Gujarat. S ubsequently, efforts were made to introduce it in Larsen and Toubro . LT did a lot of work on job profiling unless never got to the stage of developing an assessment centre for potential appraisal. Crompton Greaves attempted to use an assessment centre approach for selecting their general managers from within. It is only in the 1990s that interest in assessment centres was renewed. This was a natural response to the use up to ensure competent stack manning strategic positions.A large number of Asian companies have established assessment centres and many others are exploring. The companies that are trying out include RPG Group, Escorts, TISCO, Aditya Birla Group, Eicher, Cadburys, Castrol (India), Glaxo, Grindwell Norton, ONGC, Mahindra and Mahindra, SAIL, Siemens, Wipro, Wockhardt, and Johnson Johnson.Different organizations initiated assessment centres for recruitment, selection, placement, promotion, career development, performance appraisal, and succession planning and deve lopment purposes such as identification of training take, identification high potential managers, create a pool of managerial talent and multifunctional managers that would be available across the business group, employee recognition and fast growth. Philips, Dr. Reddys Laboratories, and Global Trust Bank are organizations that have been using assessment centres. Some of these organizations are, in the process of developing Indian managerial talent and measure it periodically.Generally the competencies that are to be measured are determined by each organization by using methods such as job analysis, managerial aptitude profile surveys, let outing competencies in star performers, etc. A variety of assessment techniques are used in Asian organizations like in-baskets, business simulations, questionnaires, group discussions, role plays, interviews, case study, individual presentations, etc. While the need is mat up by all organizations to test reliability and hardiness of the tools used, many of them are not testing them. Both internal and external assessors are used for evaluation. Assessor training is done either through in-house training programmes or with the aid of external institutions like Academy of HRD (Hyderabad), SHL (UK), etc. Some Asian organizations have also sought assistance from organizations abroad that are using assessment centres such as GE, and Motorola.1.5 Training and Developmental Needs AnalysisThe assessment centre methodology can be used to measure the abilities of individuals against certain hypercritical criteria and identify their training and developmental needs. Such assessment centres are more diagnostic than appraising(prenominal) and can be termed as development centres.In the case of use of assessment centre methodology for early identification, promotion, and selection, a last(a) yes-no decision is critical. that in diagnostic assessment centres or development centres, final overall decision is in probatory. Each dimensi on moldiness be measured with a high degree of reliability and validity because decisions are being made on each dimension. Therefore, the dimensions to be studied should be made as specific as possible.Quick, easy training methods dont change peoples skill levels. Skill achievement requires intensive, time-consuming classroom training and must be coupled with opportunities for on-the-job practice and feedback so new behaviors are set in the individuals repertoire. Because skill development takes a lot of time and effort, everyone cannot be trained in every skill. The assessment center method provides an effective means to determine training or developmental needs. Individuals then can be placed in the most appropriate program.The assessment center method is an excellent diagnostic tool because it separates an individuals abilities into specific areas (dimensions) and then seeks specific examples of good and poor behavior within each dimension. This helps the assessee and his/her b oss determine more precisely what training and developmental activities are required. close to all organizations using assessment centers for selection or promotion also use the instruction obtained to diagnose training needs. However, a major shift in focus is the large number of firms now using assessment centers solely to diagnose training needs.1.6 Relationship between an Assessment Center and Development CenterThe type of centre can vary between the traditional assessment centre used arrant(a)ly for selection to the more modern development centre which involves self-assessment and whose primary purpose is development. One might ask the question Why group assessment and development centres together if they have different purposes? The answer to that question is trinefold. Firstly, they both involve assessment and it is only the end use of the instruction obtained which is different i.e. one for selection and one for development secondly, it is impossible to draw a line betw een assessment and development centres because all centres, be they for assessment or development naturally lie someplace on a continuum somewhere between the two extremes thirdly most assessment centres involve at least some development and most development centres involve at least some assessment. This means that it is very rare to find a centre devoted to pure assessment or pure development.. Also, it purely depends upon the Organizations requirements, its policies and procedures whether it wants to conduct an AC or a DC.It is easier to think about assessment centres as being equally to do with selection and development because a degree of assessment goes on in both. Development centres grew out a liberalisation of thinking about assessment centres and it is a historical quirk that while assessment centres were once used purely for selection and have evolved to have a more developmental flavour the verbiage used to describe them has not. Another problem with using the assessmen t development dichotomy is that at the very least it causes us to infer that comminuted or no assessment goes in development centres. While you testament hear centres being called assessment or development centres remember that assessment goes on in both and so to some extent at least they are both assessment centres. The end result of this is that it is not possible to talk about assessment or development centres in any but the most general terms. It is more useful to talk about the constituent parts and general processes involved in each. In these terms we can identify a number of differences between assessment and development centres that one might ordinaryly findAssessment centres usually * have a pass/ tell on criteria* are geared towards filing a job vacancy* engineer an immediate organisational need* have fewer assessors and more participants* involve line managers as assessors* have less emphasis placed on self-assessment* focus on what the candidate can do now* are gea red to meet the needs of the organisation* assign the role of judge to assessors* place emphasis on selection with little or no developmental feedback and follow up* give feedback at a later date* involve the organisation having control over the information obtained* have very little pre-centre briefing* tend to be used with external candidatesDevelopment centres usually * do not have a pass/fail criteria* are geared towards developing the individual* address a longer term need* have a 11 ratio of assessor to participant* do not have line managers as assessors* have a greater emphasis placed on self-assessment* focus on potential* are geared to meet needs of the individual as well as the organisation* assign the role of facilitator to assessors* place emphasis on developmental feedback and follow up with little or no selection function* give feedback immediately* involve the individual having control over the information obtained* have a substantial pre-centre briefing* tend to be u sed with internal candidatesChapter 2 ASSESSMENT CENTERS INSIDE OUT2.1 levels in a typical Assessment CenterA typical Assessment Center consists of the following stages. They are Pre AC StageDuring AC StagePost AC Stagea. PRE AC STAGE* Defining the objective of AC .* cross approval for AC from the concerned officials.* allot job analysis.* Define the competencies required for the target position.* mark the potential position holder and send them invitations.* Identify the observers.* Train the observers.* Design the AC exercises* Decide the rating methodology.* Make infrastructural arrangements.* Schedule the AC.* Informing the concerned people of the schedule.b. DURING AC STAGE* Explain participants the purpose of the AC, the procedure it would follow and its outcome.* Give instructions to the participants, before every exercise.* Distribute the competency-exercise matrix sheets among observers.* Conduct all exercises.* Conduct a discussion of all observers on every participa nts ratings, at the end of the session.* Make a report of the strengths and improvement areas of every participant.* Give feedback to participants.* Get feedback from participants and observers about the conduction of AC.c. POST AC STAGE* Compile reports of all participants and submit the list of selected participants to the concerned authorities.* Make improvements in the design according to the recommendations.* Evaluate the validity of results after a definite period.2.2 Sequence of Steps of an Assessment CenterSequence of Steps of an Assessment Center( Source Assessment Center for Identifying potential project managers , a Paper for the 6th European assemblage on Software Quality 1999 in Vienna )2.3 Factors for Evaluating Assessment Center Design basketball team Factors for evaluating the Center Design The COLAT Model(Source Research Paper Assessment of Assessment Centers by Dr. P. Sethu Madhavan)Center DesignThe following factors related to the centre design can be used to evaluate and compare the Assessment Centers s in the backdrop of beat practices and benchmarks.* Use of qualified resource persons, assessors and support staff* message validity of the centre and the competency profiles* Use of triangulation and corroboration of assessment resultsOrganizational PreparednessOrganizational preparedness refers to following macro level factors, that need to be addressed adequately and established in order to make an assessment or development centre to work effectively.* Policies and procedures* Structure* Clarity of organisational objectives* Buy in, trueness and change management* CommunicationLinkages, integration and alignmentIt has been observed that organizations vary considerably in ensuring the linkages, integration and alignment of ACs with the other organisational level factors and the individual level factors.ACs, therefore can be evaluated ground on the following best practice anchors falling under these dimensions.* continuative with co re values, vision, mission and strategy* Alignment and linkages with other key HR systems and processes* Alignment with external professional bodiesADCs should be purposively aligned with and derived from the strategy, vision, mission, values and culture of the organisation or the unit. The centre should be designed in such way as to ensure that it helps to meet the strategic objectives of the organisationQuality of Assessment tools and methodsIn many countries, professional associations and legal requirements enjoin that ACs follow some standard practices in the selection, use and court of assessment methods, especially the psychometric tests. India perhaps has been lagging behind in imposing national level professional standards and certifications to ensure competent and ethical use of psychometric tests. In the absence of any national level qualifications regarding the use of psychometric tests in India, many institutions have been doing a great service to submit this gap by o ffering, professional training and consultancy services. However, observations and experiences reveal that ACs still vary considerably on their eagerness to ensure quality of tools and methods.* Quality of administration* reliableness* Validity* Utility* Reactivity* Relevance* Test fairness(Statistical)* Technology and use of computersTreatment of Participants and DataTreatment of participants and data in assessment centers is very heavy from ethical point ofview. Some variables and indicators related to this dimension are listed below.* Psychological fairness as perceived by the participants and stakeholders* Right to information, communicate consent and informed decisions* Confidentiality and data protection* Feedback policy* Post assessment follow-up and support2.4 Types of Assessment ExercisesSome of the widely used Assessment Center Exercises are as follows Assement Center ExerciseAn in-tray or in-basket exercise asks to assume a point role as an employee of a fictitious co rporation and work through the correspondence in your in-tray. This exercise is designed to measure candidates ability to organize and grade work.In a presentation exercise, candidate is given a topic or possibly a choice of topics and asked to make a presentation of slightly ten minutes with five minutes at the end for questions. This is designed to measure his presentation skills including the ability to organise and structure the information and to communicate his points clear and concisely.Group discussion exercises involve working with other candidates as part of a team to resolve a presented issue. These exercises are designed to measure interpersonal skills such as group leadership, teamwork, negotiation, and group problem firmness skills.Panel interviews are regarded as a more objective means of assessing the candidates suitability as he will be interviewed by between three and five people and therefore the decision is not reliant on just one persons opinion. In addition , they are usually more structured than a one-to-one interview as the panel need to assess all of the candidates against the same criteria.2.5 How Assessment Center Exercises are Conducted ?The assessment centre method is utilized in a variety of settings including industry and business, government, armed forces, educational institutions, and safety forces to select individuals for supervisory, technical, sales, or management positions. One recent trend is in the development of mass testing. This is done by video-taping candidates as they perform various exercises and by using objectively scored exercises. This permits the assessment of a much larger number of candidates per day as the scoring is done later and requires far less observation and administration.Assesment Centre useAssessment centres are usually used after the sign stages of the selection process, because of the large amount of time and expense in conducting them, and usually follow the initial job interview. Other measurements such as psychological tests whitethorn complement the selection process.They are commonly held either on employers premises or in a hotel and are considered by many organizations to be the fairest and most accurate method of selecting staff. This is because a number of different selectors get to see you over a longer period of time and have the chance to see what you can do, rather than what you say you can do, in a variety of situations. Assessment Centres whitethorn be conducted by HR personnel within the employer company or by outside consultants. They are highly structured in their design, application, and assessment procedure and are specifically adapted to assess factors such as your level of skills, aptitude and compatibility with the organizations culture. Each test measures a range of indicators within these factors.During each test, a group of observers will rate the candidate on a range of set indicators, using a prescribed performance scale. Results are then cross compared against the same indicators, which are measured in other tests. interest test completion, observers meet to discuss the test results and reach a group consensus about the ratings.At the beginning of the assessment, participant should receive an initial briefing about the timetable of tests, location of rooms etc. Prior to each test, he will be given instructions describing the exercise, his role, timeframes, equipment etc. He will not be told in detail about the individual indicators which will be measured. In addition, he is improbable to receive feedback on the results, unless he have been successfully selected.Assessment centers typically involve the participants completing a range of exercises which simulate the activities carried out in the target job. Various combinations of these exercises and sometimes other assessment methods like psychometric testing and interviews are used to assess particular competencies in individuals. The theory behind this is that i f one wishes to predict future job performance then the best way of doing this is to get the individual to carry out a set of tasks which accurately type those required in the job and are as like to them as possible. The particular competencies used will depend upon the target job but one will often find competencies such as relating to people resistance to stress planning and organising motivation adaptability and flexibility problem solving leadership communion decision making and initiative. There are numerous possible competencies and the ones which are relevant to a particular job are determined through job analysis.The fact that a set of exercises is used demonstrates one important characteristic of an assessment centre namely that it is behaviour that is being observed and measured. This represents a significant departure from many traditional selection approaches which rely on the observer or selector attempting to infer personal characteristics from behaviour based upo n subjective judgement and usually precious little evidence. This approach is rendered unfair and inaccurate by the subjective whims and biases of the selector and in many cases produces a selection decision based on a freewheeling social interaction after which a decision is made whether the individual is face fit with the organisation.2.6 Essential Elements of an Assessment CenterAssessment Centers must have the following criteria to be called so 1. Job Analysis To understand job challenges and the competencies required for successful execution of the job.2. Predefined competencies Modeling the competencies, which will be tested during the process.3. Behavioral classification Behaviors displayed by participants must be classified into meaningful and relevant categories such as dimensions, attributes, characteristics, aptitudes, qualities, skills, abilities, competencies, and knowledge.4. Assessment techniques These include a number of exercises to test the assessees of their p otentials. Each competency is tested through atleast 2 exercises for gathering adequate evidence for the presence of particular competence.5. Simulations The exercises should simulate the job responsibilities as closely as possible to eliminate potential errors in selection.6. Observations Accurate and unbiased observation is the most critical aspect of an AC.7. Observers Multiple observers are used to eliminate subjectivity and biases from the process. They are given thorough training in the process prior to participating in the AC.8. Recording Behavior A systematic procedure of arranging must be used by the assessors for future reference. The recording could be in the form of hand written note, behavioral checklist, audio-video recording etc.9. Reports Each observer must make a detailed report of his observation before going for the discussion of integration of scores.10. Data integration The pooling of information from different assessors is done through statistical techni ques.2.7 Assessment Centers UsageVarious Organizations use the data providedAssessment Centers as a Recruitment StrategyAssessment Centers as a Recruitment StrategySYNOPSISTOPIC Assessment Centers Its Pertinence, Functionality and ApplicationOBJECTIVE Primary Objective The theme permeating this research is to know about the Assessment Centers inside out, its relevance in todays businesses, functions and objectives.Secondary Objective To apprehend the application of Assessment Centers in various firms.ABSTRACT An Assessment Center is a process designed to assess whether candidates have the skills required for the job and the future potential that the organizations are looking for. It mainly comprises a range of activities or simulations designed to test these factors. Some of the activities that are included in Assessment Center are Psychometric Tests, In-basket Exercises, Group Exercises, Role Plays, Behavioural Interviews, Case Studies et al.The primary objective of an Assessme nt Center is to match the right person with the available positions in an organization.The assessment center method, in its modern form, came into existence as a result of the ATT Management Progress Study In this study, which began in the late 1950s, individuals entering management positions in Bell Telephone operating companies were assessed and, from then on, their careers were followed.The chief reason the assessment center method is valid in so many different countries is that it is an easily adaptable evaluation system.Assessment Centre Method has a bearing on the following aspects of personnel managementstaffing decision making on selection, promotion, turnover and dismissalstaff development determining educational and training requirementsimproving performance in management/staff relationshipsbringing compensation policy in line with general policy objectives.RESEARCH METHODOLOGY The Research will consist of Secondary Data (Reference Books, Websites, Business Journals and Ar ticles) and Primary Data (Questionnaire, Interviews from Industry Experts)GUIDE Prof. Arvind Rajashekar, visiting faculty, IIPM.RESEARCH METHODOLOGYA Research is something that always has a question or a problem on the other side of it. The purpose behind ay research is to question through the application of Sciences or otherwise. It is a systematic and an in-depth study with the use of Primary and Secondary Instruments to gain more or complete knowledge of the subject under study.Research consists of Secondary and Primary Instruments1. PRIMARY RESEARCHThe Primary research consists of conducting a Questionnaire Survey with HR Professionals, business persons and Consultants.For this purpose, I have kept a Sample Size of 20 Respondents.The aim behind this survey is to get knowledge about Assessment Centers and its application and use by the Industry expert themselves and also Consultants who have applied Assessment Centers as a tool of Evaluation.2. SECONDARY RESEARCHv The Secondary r esearch consists of a. Books on Assessment Centersb. Articles on the Internetc. Articles published in Business Journalsd. HR Websitese. Research Papers by Industry expertsChapter 1 INTRODUCTION TO ASSESSMENT CENTERS1.1 Assessment Centers A GistAn Assessment Center (AC) is a process designed to assess whether candidates have the skills required for the job and the future potential that the organizations are looking for. It mainly comprises a range of activities or simulations designed to test these factors. Some of the activities that are included in Assessment Center are Psychometric Tests, In-basket Exercises, Group Exercises, Role Plays, Behavioural Interviews, Case Studies et al. Traditionally an assessment centre consisted of a suite of exercises designed to assess a set of personal characteristics, it was seen as a rather formal process where the individuals being assessed had the results fed back to them in the context of a simple yes/no selection decision. However, recently definite shift is seen in thinking away from this traditional view of an assessment centre to one which stresses the developmental aspect of assessment. A consequence of this is that today it is very rare to come across an assessment centre which does not have at least some developmental aspect to it, increasingly assessment centres are stressing a collaborative approach which involves the individual actively participating in the process rather than being a passive recipient of it. In some cases we can even find assessment centres that are so developmental in their approach that most of the assessment work done is carried out by the participants themselves and the major function of the centre is to provide the participants with feedback that is as much developmental as judgmental in nature.The primary objective of an Assessment Center is to match the right person with the available positions in an organization.Assessment Centre Method has a bearing on the following aspects of perso nnel managementstaffing decision making on selection, promotion, turnover and dismissalstaff development determining educational and training requirementsimproving performance in management/staff relationshipsbringing compensation policy in line with general policy objectives.To align the strategic intent in line with the market requirements.1.2 Definitions of an Assessment Center given by Consultants, Academicians Practitioners* Assessment Centres are often described as the variety of testing techniques that allow the candidates to demonstrate, under standardized conditions, the skills and abilities most essential for success in a given job. Dennis A. Joiner, Assessment centre in public sector A practical approach, Public Personnel Management Journal.* An assessment center is a comprehensive standardized procedure in which multiple assessment techniques such as situational exercises and job simulation (business games, discussions, reports presentations) are used to evaluate indi vidual employee for variety of manpower decisions.* An Assessment Centre consists of a standardized evaluation of behavior based on multiple inputs. Several trained observers and techniques are used. Judgements about behavior are made, in major part, from specifically developed assessment simulations. These judgements are pooled in a meeting among the assessors or by statistical integration process. In an integration discussion, comprehensive accounts of behavior, and often ratting of it, are pooled. The discussion results in evaluation of performance of the assessees on the dimensions/competencies or other variables that the assessment centre is designed to measure. Statistical combination methods should be validated in accordance with professionally accepted standards. Guidelines and ethical considerations for assessment centre operations. 28th International Congress on Assessment Centre Methods* The main feature of assessment centres is that they are a multiple assessment proce ss. There are five main ways in which that is so. A group of participants takes part in a variety of exercises observed by a team of trained assessors who evaluate each participant against a number of predetermined, job related behaviors. Decisions are then made by pooling shared data. Iain Ballantyne and Nigel Povah* An assessment centre is a process in which individuals participate in a series of exercises, most of which approximate what they would be called upon to do in the future job. Assessors usually selected from higher management levels in the firm, are trained to observe the participants and evaluate their performance as fairly and impartially as possible. -Can assessment centres be used to improve the salesperson selection process, E. James Randall, Ernest E. Cooke, Richard J. Jefferies, Journal of personal selling and sales management* An assessment centre is a multi-faceted and multi-dimensional approach designed to provide reliable and valid information about a range of competencies of an individual considered to be necessary for successful performance at a target level in a specific job. 360 degree feedback, competency mapping and assessment centres, Radha R. Sharma* Tata Management Training Centres definition of AC AC is an integrated standardized process in which a series of exercises are used to assess people on pre-defined parameters. These pre-definedparameters define job success in a given organizationalcontext. Most of the exercises are simulation of job activities/work challenges that the candidate is expected to perform in the next level role/job.1.3 History of Assessment CentersAssessment Centre process was first used sometime between the two world wars. The Treaty of Versailles, which ended the First World War, prevented Germany from rearming and thus the traditional approach to the selection of officers, which was of observing their performance in war or in exercises was denied to them. German psychologists then devised this method which involved a combination of tests, simulations and exercises to identify the potential of officer candidates. The British Army used this methodology in the early days of Second World War when they established the War Office Selection Boards (WOSBs), again for the selection of officer candidates. However, it was brought into the private sector only in 1956 after ATT (American Telephone Telegraph Company) used it for selection of high potentials for managerial positions. This was the first industrial application of the assessment centre methodology. Both individual characteristics of young managers as well as organizational settings in which they worked were studied and evaluation at the assessment centre was used to predict whether the participant would make it to the middle management in the next ten years or less. The sample included both recent college graduates and non-management personnel who had risen to the managerial positions relatively early in their career. The dimen sions assessed included managerial functions like organizing, planning, decision making, general ability such as intellectual ability, personal impression, sensitivity, and values and attitudes, both work related and social.The success of the earlier work of ATT was followed by Standard Oil which was the second to a start assessment centres. This was followed by IBM, Sears Roebuck, General Electric, and Caterpillar tractors. By 1981 more than 2500 organizations applied this methodology to select potential managers1.4 Assessment Centers in AsiaThe first assessment centre in Asia was for selecting project leaders for the entrepreneurship development programme in Gujarat. Subsequently, efforts were made to introduce it in Larsen and Toubro . LT did a lot of work on job profiling but never got to the stage of developing an assessment centre for potential appraisal. Crompton Greaves attempted to use an assessment centre approach for selecting their general managers from within. It is onl y in the 1990s that interest in assessment centres was renewed. This was a natural response to the need to ensure competent people manning strategic positions.A large number of Asian companies have established assessment centres and many others are exploring. The companies that are trying out include RPG Group, Escorts, TISCO, Aditya Birla Group, Eicher, Cadburys, Castrol (India), Glaxo, Grindwell Norton, ONGC, Mahindra and Mahindra, SAIL, Siemens, Wipro, Wockhardt, and Johnson Johnson.Different organizations initiated assessment centres for recruitment, selection, placement, promotion, career development, performance appraisal, and succession planning and development purposes such as identification of training needs, identification high potential managers, create a pool of managerial talent and multifunctional managers that would be available across the business group, employee recognition and fast growth. Philips, Dr. Reddys Laboratories, and Global Trust Bank are organizations that have been using assessment centres. Some of these organizations are, in the process of developing Indian managerial talent and measure it periodically.Generally the competencies that are to be measured are determined by each organization by using methods such as job analysis, managerial aptitude profile surveys, identifying competencies in star performers, etc. A variety of assessment techniques are used in Asian organizations like in-baskets, business simulations, questionnaires, group discussions, role plays, interviews, case study, individual presentations, etc. While the need is felt by all organizations to test reliability and validity of the tools used, many of them are not testing them. Both internal and external assessors are used for evaluation. Assessor training is done either through in-house training programmes or with the aid of external institutions like Academy of HRD (Hyderabad), SHL (UK), etc. Some Asian organizations have also sought assistance from organizati ons abroad that are using assessment centres such as GE, and Motorola.1.5 Training and Developmental Needs AnalysisThe assessment centre methodology can be used to measure the abilities of individuals against certain critical criteria and identify their training and developmental needs. Such assessment centres are more diagnostic than evaluative and can be termed as development centres.In the case of use of assessment centre methodology for early identification, promotion, and selection, a final yes-no decision is critical. But in diagnostic assessment centres or development centres, final overall decision is insignificant. Each dimension must be measured with a high degree of reliability and validity because decisions are being made on each dimension. Therefore, the dimensions to be studied should be made as specific as possible.Quick, easy training methods dont change peoples skill levels. Skill acquisition requires intensive, time-consuming classroom training and must be coupled with opportunities for on-the-job practice and feedback so new behaviors are set in the individuals repertoire. Because skill development takes a lot of time and effort, everyone cannot be trained in every skill. The assessment center method provides an effective means to determine training or developmental needs. Individuals then can be placed in the most appropriate program.The assessment center method is an excellent diagnostic tool because it separates an individuals abilities into specific areas (dimensions) and then seeks specific examples of good and poor behavior within each dimension. This helps the assessee and his/her boss determine more precisely what training and developmental activities are required. Almost all organizations using assessment centers for selection or promotion also use the information obtained to diagnose training needs. However, a major shift in focus is the large number of firms now using assessment centers solely to diagnose training needs.1.6 Relati onship between an Assessment Center and Development CenterThe type of centre can vary between the traditional assessment centre used purely for selection to the more modern development centre which involves self-assessment and whose primary purpose is development. One might ask the question Why group assessment and development centres together if they have different purposes? The answer to that question is threefold. Firstly, they both involve assessment and it is only the end use of the information obtained which is different i.e. one for selection and one for development secondly, it is impossible to draw a line between assessment and development centres because all centres, be they for assessment or development naturally lie somewhere on a continuum somewhere between the two extremes thirdly most assessment centres involve at least some development and most development centres involve at least some assessment. This means that it is very rare to find a centre devoted to pure asses sment or pure development.. Also, it purely depends upon the Organizations requirements, its policies and procedures whether it wants to conduct an AC or a DC.It is easier to think about assessment centres as being equally to do with selection and development because a degree of assessment goes on in both. Development centres grew out a liberalisation of thinking about assessment centres and it is a historical quirk that while assessment centres were once used purely for selection and have evolved to have a more developmental flavour the language used to describe them has not. Another problem with using the assessment development dichotomy is that at the very least it causes us to infer that little or no assessment goes in development centres. While you will hear centres being called assessment or development centres remember that assessment goes on in both and so to some extent at least they are both assessment centres. The end result of this is that it is not possible to talk abo ut assessment or development centres in any but the most general terms. It is more useful to talk about the constituent parts and general processes involved in each. In these terms we can identify a number of differences between assessment and development centres that one might typically findAssessment centres usually * have a pass/fail criteria* are geared towards filing a job vacancy* address an immediate organisational need* have fewer assessors and more participants* involve line managers as assessors* have less emphasis placed on self-assessment* focus on what the candidate can do now* are geared to meet the needs of the organisation* assign the role of judge to assessors* place emphasis on selection with little or no developmental feedback and follow up* give feedback at a later date* involve the organisation having control over the information obtained* have very little pre-centre briefing* tend to be used with external candidatesDevelopment centres usually * do not have a pa ss/fail criteria* are geared towards developing the individual* address a longer term need* have a 11 ratio of assessor to participant* do not have line managers as assessors* have a greater emphasis placed on self-assessment* focus on potential* are geared to meet needs of the individual as well as the organisation* assign the role of facilitator to assessors* place emphasis on developmental feedback and follow up with little or no selection function* give feedback immediately* involve the individual having control over the information obtained* have a substantial pre-centre briefing* tend to be used with internal candidatesChapter 2 ASSESSMENT CENTERS INSIDE OUT2.1 Stages in a typical Assessment CenterA typical Assessment Center consists of the following stages. They are Pre AC StageDuring AC StagePost AC Stagea. PRE AC STAGE* Defining the objective of AC .* Get approval for AC from the concerned officials.* Conduct job analysis.* Define the competencies required for the target position.* Identify the potential position holder and send them invitations.* Identify the observers.* Train the observers.* Design the AC exercises* Decide the rating methodology.* Make infrastructural arrangements.* Schedule the AC.* Informing the concerned people of the schedule.b. DURING AC STAGE* Explain participants the purpose of the AC, the procedure it would follow and its outcome.* Give instructions to the participants, before every exercise.* Distribute the competency-exercise matrix sheets among observers.* Conduct all exercises.* Conduct a discussion of all observers on every participants ratings, at the end of the session.* Make a report of the strengths and improvement areas of every participant.* Give feedback to participants.* Get feedback from participants and observers about the conduction of AC.c. POST AC STAGE* Compile reports of all participants and submit the list of selected participants to the concerned authorities.* Make improvements in the design according to the recommendations.* Evaluate the validity of results after a definite period.2.2 Sequence of Steps of an Assessment CenterSequence of Steps of an Assessment Center( Source Assessment Center for Identifying potential project managers , a Paper for the 6th European Conference on Software Quality 1999 in Vienna )2.3 Factors for Evaluating Assessment Center DesignFive Factors for evaluating the Center Design The COLAT Model(Source Research Paper Assessment of Assessment Centers by Dr. P. Sethu Madhavan)Center DesignThe following factors related to the centre design can be used to evaluate and compare the Assessment Centers s in the backdrop of best practices and benchmarks.* Use of qualified resource persons, assessors and support staff* Content validity of the centre and the competency profiles* Use of triangulation and corroboration of assessment resultsOrganizational PreparednessOrganizational preparedness refers to following macro level factors, that need to be addressed ad equately and established in order to make an assessment or development centre to work effectively.* Policies and procedures* Structure* Clarity of organisational objectives* Buy in, commitment and change management* CommunicationLinkages, integration and alignmentIt has been observed that organizations vary considerably in ensuring the linkages, integration and alignment of ACs with the other organisational level factors and the individual level factors.ACs, therefore can be evaluated based on the following best practice anchors falling under these dimensions.* Alignment with core values, vision, mission and strategy* Alignment and linkages with other key HR systems and processes* Alignment with external professional bodiesADCs should be purposively aligned with and derived from the strategy, vision, mission, values and culture of the organisation or the unit. The centre should be designed in such way as to ensure that it helps to meet the strategic objectives of the organisationQua lity of Assessment tools and methodsIn many countries, professional associations and legal requirements dictate that ACs follow some standard practices in the selection, use and administration of assessment methods, especially the psychometric tests. India perhaps has been lagging behind in imposing national level professional standards and certifications to ensure competent and ethical use of psychometric tests. In the absence of any national level qualifications regarding the use of psychometric tests in India, many institutions have been doing a great service to fill this gap by offering, professional training and consultancy services. However, observations and experiences reveal that ACs still vary considerably on their eagerness to ensure quality of tools and methods.* Quality of administration* Reliability* Validity* Utility* Reactivity* Relevance* Test fairness(Statistical)* Technology and use of computersTreatment of Participants and DataTreatment of participants and data in assessment centers is very important from ethical point ofview. Some variables and indicators related to this dimension are listed below.* Psychological fairness as perceived by the participants and stakeholders* Right to information, informed consent and informed decisions* Confidentiality and data protection* Feedback policy* Post assessment follow-up and support2.4 Types of Assessment ExercisesSome of the widely used Assessment Center Exercises are as follows Assement Center ExerciseAn in-tray or in-basket exercise asks to assume a particular role as an employee of a fictitious company and work through the correspondence in your in-tray. This exercise is designed to measure candidates ability to organize and prioritize work.In a presentation exercise, candidate is given a topic or possibly a choice of topics and asked to make a presentation of around ten minutes with five minutes at the end for questions. This is designed to measure his presentation skills including the ability to organise and structure the information and to communicate his points clearly and concisely.Group discussion exercises involve working with other candidates as part of a team to resolve a presented issue. These exercises are designed to measure interpersonal skills such as group leadership, teamwork, negotiation, and group problem solving skills.Panel interviews are regarded as a more objective means of assessing the candidates suitability as he will be interviewed by between three and five people and therefore the decision is not reliant on just one persons opinion. In addition, they are usually more structured than a one-to-one interview as the panel need to assess all of the candidates against the same criteria.2.5 How Assessment Center Exercises are Conducted ?The assessment centre method is utilized in a variety of settings including industry and business, government, armed forces, educational institutions, and safety forces to select individuals for supervisory, technical, s ales, or management positions. One recent trend is in the development of mass testing. This is done by video-taping candidates as they perform various exercises and by using objectively scored exercises. This permits the assessment of a much larger number of candidates per day as the scoring is done later and requires far less observation and administration.Assesment Centre ProcedureAssessment centres are usually used after the initial stages of the selection process, because of the large amount of time and expense in conducting them, and usually follow the initial job interview. Other measurements such as psychological tests may complement the selection process.They are commonly held either on employers premises or in a hotel and are considered by many organizations to be the fairest and most accurate method of selecting staff. This is because a number of different selectors get to see you over a longer period of time and have the chance to see what you can do, rather than what you say you can do, in a variety of situations. Assessment Centres may be conducted by HR personnel within the employer company or by outside consultants. They are highly structured in their design, application, and assessment procedure and are specifically adapted to assess factors such as your level of skills, aptitude and compatibility with the organizations culture. Each test measures a range of indicators within these factors.During each test, a group of observers will rate the candidate on a range of set indicators, using a prescribed performance scale. Results are then cross compared against the same indicators, which are measured in other tests. Following test completion, observers meet to discuss the test results and reach a group consensus about the ratings.At the beginning of the assessment, participant should receive an initial briefing about the timetable of tests, location of rooms etc. Prior to each test, he will be given instructions describing the exercise, his role, t imeframes, equipment etc. He will not be told in detail about the individual indicators which will be measured. In addition, he is unlikely to receive feedback on the results, unless he have been successfully selected.Assessment centers typically involve the participants completing a range of exercises which simulate the activities carried out in the target job. Various combinations of these exercises and sometimes other assessment methods like psychometric testing and interviews are used to assess particular competencies in individuals. The theory behind this is that if one wishes to predict future job performance then the best way of doing this 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. The particular competencies used will depend upon the target job but one will often find competencies such as relating to people resistance to stress planning and organising motivation adaptability a nd flexibility problem solving leadership communication decision making and initiative. There are numerous possible competencies and the ones which are relevant to a particular job are determined through job analysis.The fact that a set of exercises is used demonstrates one crucial characteristic of an assessment centre namely that it is behaviour that is being observed and measured. This represents a significant departure from many traditional selection approaches which rely on the observer or selector attempting to infer personal characteristics from behaviour based upon subjective judgement and usually precious little evidence. This approach is rendered unfair and inaccurate by the subjective whims and biases of the selector and in many cases produces a selection decision based on a freewheeling social interaction after which a decision is made whether the individual is face fit with the organisation.2.6 Essential Elements of an Assessment CenterAssessment Centers must have the following criteria to be called so 1. Job Analysis To understand job challenges and the competencies required for successful execution of the job.2. Predefined competencies Modeling the competencies, which will be tested during the process.3. Behavioral classification Behaviors displayed by participants must be classified into meaningful and relevant categories such as dimensions, attributes, characteristics, aptitudes, qualities, skills, abilities, competencies, and knowledge.4. Assessment techniques These include a number of exercises to test the assessees of their potentials. Each competency is tested through atleast 2 exercises for gathering adequate evidence for the presence of particular competence.5. Simulations The exercises should simulate the job responsibilities as closely as possible to eliminate potential errors in selection.6. Observations Accurate and unbiased observation is the most critical aspect of an AC.7. Observers Multiple observers are used to eliminate subjectivity and biases from the process. They are given thorough training in the process prior to participating in the AC.8. Recording Behavior A systematic procedure of recording must be used by the assessors for future reference. The recording could be in the form of hand written note, behavioral checklist, audio-video recording etc.9. Reports Each observer must make a detailed report of his observation before going for the discussion of integration of scores.10. Data Integration The pooling of information from different assessors is done through statistical techniques.2.7 Assessment Centers UsageVarious Organizations use the data provided