About Assessment and Development Centres

Transcription

1 About Assessment and Development Centres

2 The assessment centre method is regarded as one of the most accurate and valid assessment procedures, and is used globally for both selection and development. Goldsmiths (University of London)

3 Business Case for Assessments Strong Performers Marginal Performers Increase revenue and profit Develop effective ideas and strategies Win support Inspire others Execute Are usually bright Hurt the bottom line Make poor decisions Work inefficiently Fail to solicit support Resist change Are usually slow learners Competency-based assessments reduce the cost associated with Incompetence, Mediocre Performance and Lost Opportunity

4 Contexts In Which Assessments Are Used Accurate Selection Succession Planning and Leader Development Organisational Restructuring Mergers and Acquisitions Early Identification of HiPOs and Future Leaders Career Planning and Development Talent Reviews (Bench Strength Analyses)

5 Levels of Work - Key Principles Each role in an organisation can assigned to a particular Level of Work Each Level of Work demands a corresponding level of capability from the incumbent The level of capability required is related to the level of complexity of the role Each person has a current and potential capability This is the maximum Level of Work to which a person is capable of working effectively either now (current) or in future (potential) 3,5, or 10 years from now People contribute most effectively when their current capability is matched to the complexity of their current role This matching process is the foundation for effective selection, performance management, personal development, and succession Different competencies (behaviours) are required to deliver high performance at each Level of Work These differentiating behaviours indicate the capability to deal with different levels of complexity

6 The Primary Goal : Achieving Fit Accountabilities Complexity Competency Requirements Reward RIGHT ROLE RIGHT ORGANISATION Strategy Culture Goals RIGHT PERSON Values and Commitment Current and Future Capability RIGHT TIME

7 Aligning Assessment To Strategy Assess Against Requisite Competencies Purpose Business Strategy Competency Framework Assessment and Development Centres (ACs DCs) Identification of individual strengths and development areas (role-fit or transitionreadiness), organisational capability and level of risk-exposure Application Selection HiPO-Identification Leader Development Succession Management Supporting Platform Talent Mindset Performance and Learning Culture Retention Strategy

8 About Assessment and Development Centres Assesses current level of functioning in relation to a set of competencies Produces valuable decision-support data Provides insight into potential to function effectively in nextlevel roles Widely used by corporates across the globe Assessment Centre Psychometric Measures (e.g. ability tests, questionnaires) Simulations (e.g. case studies, strategy presentations) Career Interviews Instrumental in mitigating risk Essential in creating a highperformance organisation Method underpinned by extensive research (validity and reliability) Measures 7 8 critical competencies Process varies by Level of Work Conducted under auspices of psychologists

9 The Evolution of Assessment Centres Simulations only Simulations and paperand-pencil tests Supervised simulations and online psychometric measures Virtual assessment centre

10 How Centres Differ Assessment Centre Used mainly in the context of selection Has pass fail criteria Addresses an immediate organisational need Focuses on what the individual can do now Observers act as judges Little or no development feedback Organisation owns the data Limited pre-centre briefing Used mainly with external candidates Development Centre Used mainly in the context of development Does not have pass fail criteria Focuses on career development, capacity building and risk management Focuses on potential (and next-level transitions) Observers act as facilitators Extensive development feedback Individual owns the information Substantial pre-centre briefing Used mainly with internal candidates

11 Essential Features of an AC DC Competency Framework Simulations Systematic Recording and Classification of Behaviour Psychometric Measures Trained assessors and observers Skilled integration and interpretation of data by subject matter experts

12 Defining Competency. A measurable characteristic of a person that is related to success at work Simply put, competencies are: Behaviours some people carry out more effectively than others A combination of skills, abilities, knowledge and personal attributes Specific, observable and measurable Competencies answer the question: What does superior performance look like in a specific setting? Competencies: Are defined (by Level of Work) Have behavioural descriptors or anchors Guide judgements about people

13 Typical Measures and Simulations Measures Simulations Personality Questionnaires Ability Tests Simulations Interviews In-Tray Exercises Presentations Group Discussions Role-Plays

14 Examples Widely-Used Competencies Leadership Planning and Organising Decision-making Initiative Communication Impact and Influence Making Things Happen Change Orientation Widely-Used Exercises In-Trays Role Plays Presentations Case Studies Group Discussions

15 Key Components of ACs DCs Assessments are behaviourallybased Several candidates or participants are observed together Data is collected via a combination of simulations and psychometric measures The involvement of multiple observers increases both objectivity and impartiality An integration session provides a fair and objective review of all the evidence gathered The end result is risk intelligence that informs decision-making

16 Assessment Centre Method Advantages Disadvantages Maps next level challenges and simulates them in exercises Identifies strengths and growth areas (in a fair and transparent manner) Is costly and time-consuming Requires highly skilled observers and AC-experts Can be customised for different applications Informs decision-making (and reduces risk) Has higher predictive validity than most other selection techniques Common language develops

17 Benefits of ACs DCs Better person-job fit (and as a result: Improved productivity) Reduction in turnover and subsequent recruitment cost Identification of potential high-flyers within the organisation Identification of individual strengths and development needs Identification of talent gaps within the organisation Robust process for organisational restructuring Provision of solid information for succession planning Provides a view on organisational capability (answering the question: What talent do we have?)

18 When ACs DCs are NOT the Solution An alternative solution offers a cost-effective and valid outcome When seeking to select more junior staff (or staff on a shortterm contract) Insufficient time to take all the necessary steps of ACimplementation Little or no commitment (by managers leaders) to the process or the outcomes

19 AC DC Deliverables Risk Intelligence Decision-Support Data Output Reports Dashboard Reports (decision-makers) Feedback Reports (assessed candidates) Executive Reports (decision-makers) Feedback Decision-Makers Assessed Candidates Managers

20 Process Flow PROCESS FLOW Logistics AC DC Data- Analysis & Integration Feedback to Decision- Makers Feedback to Candidates Data- Archiving

21 Information For more information, please contact: Errol van Staden Industrial Psychologist Principal Consultant Mobile