Description
This is a presentation describes about what is assessment centre, its need and benefits in an organization.
CENTRES
FLOW OF PRESENTATION
• • • • • • • • • • What is an Assessment Centre (AC) History Requirement Elements Types of Exercises Stages Advantages and Disadvantages Validity of Assessment centre Why Assessment Centre’s are Successful Assessment Centre at Crompton Greaves
What is an Assessment Centre?
Evaluation of
candidate Specially developed assessment simulations Series of exercises
Pooling of judgement
ASSESSMENT CENTRE
Designed to measure competenci es
Candidates Strength & abilities Standardize d procedure
HR
decisions
HISTORY
German Armed Forces
British Army
Public Sector
1929
1930
1942
1956
1970
German Psychologists
Private Sector
Requirement
• • • • • Globalization Increase in competition Increase in strategic importance of HR Achievement of organizational goals Identification of competent people
Essential elements of an Assessment Centre
• • • • • Job Analysis Predefine Competencies Behavioural classification Assessment techniques Simulations
Essential elements of an Assessment Centre
• • • • • Observations Observers Recording Behavior Reports Data Integration
Uses of Assessment Centre
• • • • • Selection Career Development Potential appraisal Identification of High Potential Managers Succession Planning
Assessment Centre Exercises
• Tool • Explanation • Competency
Exercises used for Assessment
Tool Case study interview Explanation Competency Requires candidates to read a large Analytical skills, assimilation of set of information and then information, prioritization of answer questions relating to the information, timesubject matter management, working under pressure Includes personal history questions Analytical skills, business and problem-solving tasks and acumen, communication, scenarios interpersonal skills, personal attributes, teamwork Includes research and retrieval of Communication, professional information on a given subject or interaction interaction with the interviewer to obtain further information from them Practiced by ZS Associates
Competencybased interview Fact-finding exercise
TCS
Britvic
Tool
Explanation
Competency Personal assertiveness, teamwork, Interpersonal effectiveness, drive for result
Group exercise Includes problem solving within a committee or team In-tray test
Practiced by KPMG
Problemsolving task Presentation
Includes prioritizing Time-management, analytical KPMG documents, drafting skills, business acumen replies to letters, and delegating important tasks Includes building a Analytical skills, creativity, lateral AT & T structure with limited thinking, resourcefulness materials Involves a 10 to 15 Assimilation of information, KPMG minute presentation on a presentation delivery, working pre-determined topic. under pressure
Tool Psychometric/Pers onality/ Aptitude Tests
Competency Practiced by: Agreeableness, Roll’s Royce behavioral interaction, conscientiousness, extroversion /introversion, personal assertiveness, teamwork Role-play exercise Involves acting-out a Approach to business Boeing business-related situations situation Written exercise Involves producing a concise written summary from a collection of documents. Analytical skills, summarization, written communication Boeing
Explanation Includes a personality questionnaire and/or numerical, verbal, and diagrammatic reasoning tests.
Stages in an Assessment Centre
Pre Assessment Centre
• Define the objective and get approval from Concerned Officer • Conduct job analysis • Define the competencies required for the target position • Identify the potential position holder and send them invitations
• Identify the observers and train them • Design the AC exercises • Decide the rating methodology • Schedule the AC and make infrastructural arrangements • Inform the concerned people of the schedule
During Assessment Centre
• Explain participants the purpose of the AC, the procedure • Give instructions to the participants, before every exercise • Distribute the competency-exercise matrix sheets among observers
• Make a report of the strengths and improvement areas of each participant • Give feedback to participants • Conduct a discussion of all observers on every participant’s ratings, at the end of the session
Post Assessment Centre
• Get feedback from participants and observers about the conduction of AC • 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
Advantages & Disadvantages of Assessment Centers
What got you here. Won’t get you there -Marshall Goldsmith
Advantages of Assessment Centres
• ACs map the next level challenges and simulate them in exercises. Thus finds the customized candidates • Assessment centers not only help the organization find the right candidate but also helps in developing the participants • Self-Awareness and realization for candidates • Assessment Centers can be customized for different kinds of jobs • The assessors undergo training in the process which proves helpful for the organization
Disadvantages of Assessment Centers
• ACs are very costly and time consuming • ACs requires highly skilled observers • Observers might bring in their own perceptions and biases while evaluating • Those who receive poor assessment might become demotivated and might lose confidence in their abilities
Validity of Assessment Centers
whether or not it measures what it purports to measure
Assessment centers have high predictive, face and content validity because • Designing of ACs is based on job analysis
• Observers are extensively trained • Candidates are graded by using ratings / marks of competencies
• The mean and standard deviation is computed for each cell in the rating matrix • Comparing the means for the same competency dimension measured in different exercises shows whether there is consistency in the rating of the competency • The standard deviations show if assessors are differentiating between participants or giving everyone the same average rating
Why are Assessment Centre's Successful ?
• • • • • • Participants competencies are brought out Standardized exercises No personal bias Trained observers AC activity is flexible Participant has clear picture of the job responsibility • The process appeals to the participants logic
CROMPTON GREAVES
Assessment centre
Behavioral Competencies
Strategic Thinking
Result Orientation Leadership People Management Customer Orientation Execution Skills Managing Self & Value Orientation
Knowledge & Innovation
Identification Criteria
? Talent – Ability to move up by 2 levels in 5/6 year ? Identification of Performance ? Performance Analysis data for last 4 Years ? Minimum 2 times ‘2’ rating ? Identification of Potential by considering behavioral patterns required for 2 higher levels ? Prepare base data of behavioral patterns required for each level ? Put all employees through this process ? To be done by Division Heads and to be normalized by HR Head / Unit Heads and Business Unit Heads
Competency Levels
LEVEL 1 Basic Has some knowledge but no practical experience.
LEVEL 2 Has some practical experience but can Developmental apply under supervision.
LEVEL 3 Advanced
LEVEL 4 Expert LEVEL 5 Mastery
Has substantial knowledge but can apply without supervision.
Extensive knowledge, can apply in complex situations & can guide others. Recognized as a thought Leader.
Selection Criteria
– Filter 1 • Identify people with respect to performance and potential as per the grid
POTENTIAL
Potential – Performance Matrix – Filter 1
HIGH
?
X
?
?
? ? ?
HIGH
– Filter 2 • Identified people to go through further assessment by DC (Development Centre) for Talent Pool
LOW
MEDIUM
X
LOW
X
MEDIUM
PERFORMANCE
Minimum and Maximum competency levels expected are defined
STRATEG IC THINKIN G RESULT ORIENTATIO N LEADERS HIP PEOPLE MANAGE MENT CUSTOM ER ORIENTA TION EXEC UION SKILL S MANAGI NING SELF KNOW LEDGE & INNOVA TION Total
GT
Min Max
1 2
1 3
1 2
1 2
1 2
1 2
2 3
1 2
9 18
E1/ E2
Min
Max
2
3 2
2
4 2
1
3 2
2
3 2
2
3 2
2
4 2
3
4 3
2
4 2
16
28 17
M1/ M2
Min
Max
M3 Min Max
4
2 4
4
3 5
4
2 5
4
3 5
4
3 5
4
2 5
5
3 5
4
2 5
33
20 39
At the Assessment Centre
People involved are: 1. Assessors 2. Assesse Process: • The selected employees are divided into groups • The various assessment activities planned take place • Various competencies are evaluated and marked • The data is recorded and integrated for future reference
Thank you
doc_180334945.pptx
This is a presentation describes about what is assessment centre, its need and benefits in an organization.
CENTRES
FLOW OF PRESENTATION
• • • • • • • • • • What is an Assessment Centre (AC) History Requirement Elements Types of Exercises Stages Advantages and Disadvantages Validity of Assessment centre Why Assessment Centre’s are Successful Assessment Centre at Crompton Greaves
What is an Assessment Centre?
Evaluation of
candidate Specially developed assessment simulations Series of exercises
Pooling of judgement
ASSESSMENT CENTRE
Designed to measure competenci es
Candidates Strength & abilities Standardize d procedure
HR
decisions
HISTORY
German Armed Forces
British Army
Public Sector
1929
1930
1942
1956
1970
German Psychologists
Private Sector
Requirement
• • • • • Globalization Increase in competition Increase in strategic importance of HR Achievement of organizational goals Identification of competent people
Essential elements of an Assessment Centre
• • • • • Job Analysis Predefine Competencies Behavioural classification Assessment techniques Simulations
Essential elements of an Assessment Centre
• • • • • Observations Observers Recording Behavior Reports Data Integration
Uses of Assessment Centre
• • • • • Selection Career Development Potential appraisal Identification of High Potential Managers Succession Planning
Assessment Centre Exercises
• Tool • Explanation • Competency
Exercises used for Assessment
Tool Case study interview Explanation Competency Requires candidates to read a large Analytical skills, assimilation of set of information and then information, prioritization of answer questions relating to the information, timesubject matter management, working under pressure Includes personal history questions Analytical skills, business and problem-solving tasks and acumen, communication, scenarios interpersonal skills, personal attributes, teamwork Includes research and retrieval of Communication, professional information on a given subject or interaction interaction with the interviewer to obtain further information from them Practiced by ZS Associates
Competencybased interview Fact-finding exercise
TCS
Britvic
Tool
Explanation
Competency Personal assertiveness, teamwork, Interpersonal effectiveness, drive for result
Group exercise Includes problem solving within a committee or team In-tray test
Practiced by KPMG
Problemsolving task Presentation
Includes prioritizing Time-management, analytical KPMG documents, drafting skills, business acumen replies to letters, and delegating important tasks Includes building a Analytical skills, creativity, lateral AT & T structure with limited thinking, resourcefulness materials Involves a 10 to 15 Assimilation of information, KPMG minute presentation on a presentation delivery, working pre-determined topic. under pressure
Tool Psychometric/Pers onality/ Aptitude Tests
Competency Practiced by: Agreeableness, Roll’s Royce behavioral interaction, conscientiousness, extroversion /introversion, personal assertiveness, teamwork Role-play exercise Involves acting-out a Approach to business Boeing business-related situations situation Written exercise Involves producing a concise written summary from a collection of documents. Analytical skills, summarization, written communication Boeing
Explanation Includes a personality questionnaire and/or numerical, verbal, and diagrammatic reasoning tests.
Stages in an Assessment Centre
Pre Assessment Centre
• Define the objective and get approval from Concerned Officer • Conduct job analysis • Define the competencies required for the target position • Identify the potential position holder and send them invitations
• Identify the observers and train them • Design the AC exercises • Decide the rating methodology • Schedule the AC and make infrastructural arrangements • Inform the concerned people of the schedule
During Assessment Centre
• Explain participants the purpose of the AC, the procedure • Give instructions to the participants, before every exercise • Distribute the competency-exercise matrix sheets among observers
• Make a report of the strengths and improvement areas of each participant • Give feedback to participants • Conduct a discussion of all observers on every participant’s ratings, at the end of the session
Post Assessment Centre
• Get feedback from participants and observers about the conduction of AC • 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
Advantages & Disadvantages of Assessment Centers
What got you here. Won’t get you there -Marshall Goldsmith
Advantages of Assessment Centres
• ACs map the next level challenges and simulate them in exercises. Thus finds the customized candidates • Assessment centers not only help the organization find the right candidate but also helps in developing the participants • Self-Awareness and realization for candidates • Assessment Centers can be customized for different kinds of jobs • The assessors undergo training in the process which proves helpful for the organization
Disadvantages of Assessment Centers
• ACs are very costly and time consuming • ACs requires highly skilled observers • Observers might bring in their own perceptions and biases while evaluating • Those who receive poor assessment might become demotivated and might lose confidence in their abilities
Validity of Assessment Centers
whether or not it measures what it purports to measure
Assessment centers have high predictive, face and content validity because • Designing of ACs is based on job analysis
• Observers are extensively trained • Candidates are graded by using ratings / marks of competencies
• The mean and standard deviation is computed for each cell in the rating matrix • Comparing the means for the same competency dimension measured in different exercises shows whether there is consistency in the rating of the competency • The standard deviations show if assessors are differentiating between participants or giving everyone the same average rating
Why are Assessment Centre's Successful ?
• • • • • • Participants competencies are brought out Standardized exercises No personal bias Trained observers AC activity is flexible Participant has clear picture of the job responsibility • The process appeals to the participants logic
CROMPTON GREAVES
Assessment centre
Behavioral Competencies
Strategic Thinking
Result Orientation Leadership People Management Customer Orientation Execution Skills Managing Self & Value Orientation
Knowledge & Innovation
Identification Criteria
? Talent – Ability to move up by 2 levels in 5/6 year ? Identification of Performance ? Performance Analysis data for last 4 Years ? Minimum 2 times ‘2’ rating ? Identification of Potential by considering behavioral patterns required for 2 higher levels ? Prepare base data of behavioral patterns required for each level ? Put all employees through this process ? To be done by Division Heads and to be normalized by HR Head / Unit Heads and Business Unit Heads
Competency Levels
LEVEL 1 Basic Has some knowledge but no practical experience.
LEVEL 2 Has some practical experience but can Developmental apply under supervision.
LEVEL 3 Advanced
LEVEL 4 Expert LEVEL 5 Mastery
Has substantial knowledge but can apply without supervision.
Extensive knowledge, can apply in complex situations & can guide others. Recognized as a thought Leader.
Selection Criteria
– Filter 1 • Identify people with respect to performance and potential as per the grid
POTENTIAL
Potential – Performance Matrix – Filter 1
HIGH
?
X
?
?
? ? ?
HIGH
– Filter 2 • Identified people to go through further assessment by DC (Development Centre) for Talent Pool
LOW
MEDIUM
X
LOW
X
MEDIUM
PERFORMANCE
Minimum and Maximum competency levels expected are defined
STRATEG IC THINKIN G RESULT ORIENTATIO N LEADERS HIP PEOPLE MANAGE MENT CUSTOM ER ORIENTA TION EXEC UION SKILL S MANAGI NING SELF KNOW LEDGE & INNOVA TION Total
GT
Min Max
1 2
1 3
1 2
1 2
1 2
1 2
2 3
1 2
9 18
E1/ E2
Min
Max
2
3 2
2
4 2
1
3 2
2
3 2
2
3 2
2
4 2
3
4 3
2
4 2
16
28 17
M1/ M2
Min
Max
M3 Min Max
4
2 4
4
3 5
4
2 5
4
3 5
4
3 5
4
2 5
5
3 5
4
2 5
33
20 39
At the Assessment Centre
People involved are: 1. Assessors 2. Assesse Process: • The selected employees are divided into groups • The various assessment activities planned take place • Various competencies are evaluated and marked • The data is recorded and integrated for future reference
Thank you
doc_180334945.pptx