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Assessment centre methodology

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Assessment Centre methodology used to build the talent & leadership pipeline of sales forces was little used until Dr Wilfred Monteiro pioneered the concept and practice in India. A peek at the methodology

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Assessment centre methodology

  1. 1. ASSESSMENT CENTRE METHODOLOGY ASSESSMENT CENTRE METHODOLOGY PRESENTED BY Dr Wilfred Monteiro Executive Director SYNERGY MANAGEMENT ASSOCIATES www.synergymanager.net MUMBAI- INDIA 1
  2. 2. T H E A S S E S S M E N T C E N T E R M E T H O D 2 copyright 2007 -Dr Wilfred Monteiro www.synergymanager.net all rights reserved
  3. 3. TALENT ACQUISITION LEARNING & DEVELOPMENT PERFORMANCE MGMT BUSINESS GOAL FIGURE 1. HOW HR SUPPORTS ORGANIZATIONAL STRATEGY RECRUITMENT PROCESSES CAREER DEVELOPMENT TALENT ACQUISITION IDENTIFY CORE COMPETENCIES 3 copyright 2007 -Dr Wilfred Monteiro www.synergymanager.net all rights reserved
  4. 4. •• Selection and PromotionSelection and Promotion • Diagnosis – Identification of training & developmental needs • Development – Skill enhancement through simulations – Not the same as diagnosis Uses of the Assessment Center Method •• Selection and PromotionSelection and Promotion • Diagnosis – Identification of training & developmental needs • Development – Skill enhancement through simulations – Not the same as diagnosis 4 copyright 2007 -Dr Wilfred Monteiro www.synergymanager.net all rights reserved
  5. 5. Assessment Center Defined • An assessment center consists of a standardized evaluation of behavior based on multiple inputs. • Multiple trained observers and techniques are used. • Judgments about behaviors are made, in major part, from specifically developed assessment simulations. • These judgments are pooled in a meeting among the assessors or by a statistical integration process. - International Taskforce, 2009 • An assessment center consists of a standardized evaluation of behavior based on multiple inputs. • Multiple trained observers and techniques are used. • Judgments about behaviors are made, in major part, from specifically developed assessment simulations. • These judgments are pooled in a meeting among the assessors or by a statistical integration process. - International Taskforce, 2009 5 copyright 2007 -Dr Wilfred Monteiro www.synergymanager.net all rights reserved
  6. 6. Difference between Assessment Center And Development Center Assessment center Development center Pass/ fail criteria (usually) Do not have a pass/ fail criteria Geared towards filing a job vacancy Geared towards developing the individual Address an immediate organizational need Address a longer term need Fewer assessors, more participants 1:1 ratio Less emphasis on self- assessment Greater emphasis on self-assessment Geared to meet the needs of the organization Geared to meet needs of the individual as well as the organization Role of judge to assessors Role of facilitator to assessors Give feedback at later stage Give feedback immediately External candidates Internal candidates 6 copyright 2007 -Dr Wilfred Monteiro www.synergymanager.net all rights reserved
  7. 7. • 1. IDENTIFY THE JOB COMPETENCIES THAT WILL BE REQUIRED FOR FUTURE POSITIONS IN THE ORGANIZATION. A competency matrix can be used as a tool for identifying the competencies that are or will be required for specific positions. This step will probably have been conducted during the strategic planning and preliminary data gathering step in the workforce planning processes. 2. DETERMINE WHETHER CURRENT EMPLOYEES POSSESS THE COMPETENCIES THAT WILL BE REQUIRED BY THE IDENTIFIED POSITIONS. This is the data that will probably be missing or available only in anecdotal methods or based on assumptions related to current series and grade. A skill assessment tool can be used to measure individual employee competencies. • STEPS FOR CONDUCTING COMPETENCY ANALYSIS: • 1. IDENTIFY THE JOB COMPETENCIES THAT WILL BE REQUIRED FOR FUTURE POSITIONS IN THE ORGANIZATION. A competency matrix can be used as a tool for identifying the competencies that are or will be required for specific positions. This step will probably have been conducted during the strategic planning and preliminary data gathering step in the workforce planning processes. 2. DETERMINE WHETHER CURRENT EMPLOYEES POSSESS THE COMPETENCIES THAT WILL BE REQUIRED BY THE IDENTIFIED POSITIONS. This is the data that will probably be missing or available only in anecdotal methods or based on assumptions related to current series and grade. A skill assessment tool can be used to measure individual employee competencies. • 7 copyright 2007 -Dr Wilfred Monteiro www.synergymanager.net all rights reserved
  8. 8. STEPS FOR CONDUCTING COMPETENCY ANALYSIS: 3. ANALYZE THE DIFFERENCE (IF ANY) BETWEEN CURRENT EMPLOYEE COMPETENCIES AND FUTURE ORGANIZATIONAL NEEDS. The results of the competency analysis will help identify potential retraining needs that employees in certain “excess” or “surplus” positions may require in order to transition into other positions within the organization. Employees may also want to know the results of the analysis for their own career development purposes. This may be helpful for retention if well-qualified current staff believe there are growth and learning opportunities for them within the organization. If the organization determines that current employees will not have the ability to attain the competencies that will be required in the future, workforce planners will then need to identify the most appropriate recruitment strategies for filling the skill gap. 3. ANALYZE THE DIFFERENCE (IF ANY) BETWEEN CURRENT EMPLOYEE COMPETENCIES AND FUTURE ORGANIZATIONAL NEEDS. The results of the competency analysis will help identify potential retraining needs that employees in certain “excess” or “surplus” positions may require in order to transition into other positions within the organization. Employees may also want to know the results of the analysis for their own career development purposes. This may be helpful for retention if well-qualified current staff believe there are growth and learning opportunities for them within the organization. If the organization determines that current employees will not have the ability to attain the competencies that will be required in the future, workforce planners will then need to identify the most appropriate recruitment strategies for filling the skill gap. 8 copyright 2007 -Dr Wilfred Monteiro www.synergymanager.net all rights reserved
  9. 9. The six methodological concepts that give the assessment center method its validity are: 1. Let the target dimensions determine the content and flow of the assessment centre. One of the two keys to the job relatedness of assessment center methodology is the focus of assessment center observations on dimensions that have been defined as important to success (or failure) in the target job. Dimensions are defined through an analysis of the target job. This job analysis procedure usually involves interviewing incumbents and their supervisors to identify common factors that have a direct bearing on success and failure. 1. Let the target dimensions determine the content and flow of the assessment centre. One of the two keys to the job relatedness of assessment center methodology is the focus of assessment center observations on dimensions that have been defined as important to success (or failure) in the target job. Dimensions are defined through an analysis of the target job. This job analysis procedure usually involves interviewing incumbents and their supervisors to identify common factors that have a direct bearing on success and failure. 9 copyright 2007 -Dr Wilfred Monteiro www.synergymanager.net all rights reserved
  10. 10. 2. Use behavior to predict behavior. Assessors in assessment centers make decisions based on behavior; they don’t try to ps ychoanalyze the individuals they observe. They connect behavior in the assessment center exercises and behavior required on the job. If the assessee’s behavior is similar to that required in the target job, that assessee receives a high rating. If the candidate does not use behaviors required in the target job, he or she receives a l ow rating. The six methodological concepts that give the assessment center method its validity are: 2. Use behavior to predict behavior. Assessors in assessment centers make decisions based on behavior; they don’t try to ps ychoanalyze the individuals they observe. They connect behavior in the assessment center exercises and behavior required on the job. If the assessee’s behavior is similar to that required in the target job, that assessee receives a high rating. If the candidate does not use behaviors required in the target job, he or she receives a l ow rating. 10 copyright 2007 -Dr Wilfred Monteiro www.synergymanager.net all rights reserved
  11. 11. 3. Create objectivity and accuracy of assessment through multiple assessors. Observations made by two or more trained observers provide multiple perspectives on the meaning and importance of an assessee’s behavior. HORN /HALO EFFECT… This reduces the chance that an assessee’s performance in one exercise will influence assessor evaluation in others. Not candidate should be rewarded twice or punished twice for the same behavourial dimension…Hence the dimensions should be distinct and mutually exclusive … and preferable right in number between 5.- 7 or a maximum of nine The six methodological concepts that give the assessment center method its validity are: 3. Create objectivity and accuracy of assessment through multiple assessors. Observations made by two or more trained observers provide multiple perspectives on the meaning and importance of an assessee’s behavior. HORN /HALO EFFECT… This reduces the chance that an assessee’s performance in one exercise will influence assessor evaluation in others. Not candidate should be rewarded twice or punished twice for the same behavourial dimension…Hence the dimensions should be distinct and mutually exclusive … and preferable right in number between 5.- 7 or a maximum of nine 11 copyright 2007 -Dr Wilfred Monteiro www.synergymanager.net all rights reserved
  12. 12. • 4. Let the dimensions be comprehensive and accurate: • Assessment centers are organized to force the evaluation of all target dimensions. Exercises are selected to provide the most complete cov erage possible, with overlap built in for the most iimportant dimensio ns. • But simulations may not provide information on all dimensions. • Very seldom is a job so Uni- dimensional that a single source of data can predict future behavior. In re ality, most jobs are extremely complicated in terms of the activities and dimensions necessary for success. • For this reason, a variety of assessment sources, such as interview data and reference checks, are ne eded. • The six methodological concepts that give the assessment center method its validity are: • 4. Let the dimensions be comprehensive and accurate: • Assessment centers are organized to force the evaluation of all target dimensions. Exercises are selected to provide the most complete cov erage possible, with overlap built in for the most iimportant dimensio ns. • But simulations may not provide information on all dimensions. • Very seldom is a job so Uni- dimensional that a single source of data can predict future behavior. In re ality, most jobs are extremely complicated in terms of the activities and dimensions necessary for success. • For this reason, a variety of assessment sources, such as interview data and reference checks, are ne eded. • 12 copyright 2007 -Dr Wilfred Monteiro www.synergymanager.net all rights reserved
  13. 13. • 5. Let the assessor debate their insights so as to enrich and cross fertilize the assessment. • Research evidence and practical experience clearly indicate that, in most situations, a group process where data are shared and the judgments of several knowledgeable i ndividuals are polled enhances decision making. • The assessment center really is an organized group decision- making process that allows assessors systematically to collect data, organize it, s hare observations, and come to a consensus. • The integration session in assessment centers forces individuals to substantiate t heir ratings with examples of actual assessee behavior, thus keeping subjective elemen ts out of the discussion. The process also helps assessors focus on each key job dimensi on prior to reaching overall decisions. The six methodological concepts that give the assessment center method its validity are: • 5. Let the assessor debate their insights so as to enrich and cross fertilize the assessment. • Research evidence and practical experience clearly indicate that, in most situations, a group process where data are shared and the judgments of several knowledgeable i ndividuals are polled enhances decision making. • The assessment center really is an organized group decision- making process that allows assessors systematically to collect data, organize it, s hare observations, and come to a consensus. • The integration session in assessment centers forces individuals to substantiate t heir ratings with examples of actual assessee behavior, thus keeping subjective elemen ts out of the discussion. The process also helps assessors focus on each key job dimensi on prior to reaching overall decisions. 13 copyright 2007 -Dr Wilfred Monteiro www.synergymanager.net all rights reserved
  14. 14. 6. Use simulations to stimulate behavior to be observed in future job roles and situations Simulations are an important method (but not the only method; see concept #4) of obtaining behavioral examples that can be used to predict future behavior. Simula tions give organizations a chance to see how a person would perform in a pa rticular job prior to giving him/her the position. The six methodological concepts that give the assessment center method its validity are: 6. Use simulations to stimulate behavior to be observed in future job roles and situations Simulations are an important method (but not the only method; see concept #4) of obtaining behavioral examples that can be used to predict future behavior. Simula tions give organizations a chance to see how a person would perform in a pa rticular job prior to giving him/her the position. 14 copyright 2007 -Dr Wilfred Monteiro www.synergymanager.net all rights reserved
  15. 15. Benefits of assessment Centre • It is cost-effective & enhances profitability • It minimizes costly errors in selection decision • It places people where they will be most effective • It reduces staff turnover costs • It maximizes individual productivity • It eliminates hidden costs of incompetence • It identifies individuals with exceptional potential • It is cost-effective & enhances profitability • It minimizes costly errors in selection decision • It places people where they will be most effective • It reduces staff turnover costs • It maximizes individual productivity • It eliminates hidden costs of incompetence • It identifies individuals with exceptional potential copyright 2007 -Dr Wilfred Monteiro www.synergymanager.net all rights reserved 15
  16. 16. VISIT MY BLOGSPOT http://assessmentcentre- india.blogspot.in/ VISIT MY BLOGSPOT http://assessmentcentre- india.blogspot.in/ 16 copyright 2007 -Dr Wilfred Monteiro www.synergymanager.net all rights reserved
  17. 17. Do you have any doubt or disagreement? I would welcome a debate…If you have any point to add or best practices to share I would welcome these as well. Please email your response to wm@synergymanager.net Do you have any doubt or disagreement? I would welcome a debate…If you have any point to add or best practices to share I would welcome these as well. Please email your response to wm@synergymanager.net 17 copyright 2007 -Dr Wilfred Monteiro www.synergymanager.net all rights reserved
  18. 18. • is a nationally acclaimed stalwart in the field of business management with an illustrious career spanning over 25 years • He is a consultant and advisor to Board of Directors of leading companies & Chambers of Commerce; • a management trainer of high repute who has conducted over 2250 seminars in India and abroad in areas of business strategy, marketing & organization development. • a Visiting Professor to premier management institutes and staff training colleges throughout India. Dr WILFRED MONTEIRO • is a nationally acclaimed stalwart in the field of business management with an illustrious career spanning over 25 years • He is a consultant and advisor to Board of Directors of leading companies & Chambers of Commerce; • a management trainer of high repute who has conducted over 2250 seminars in India and abroad in areas of business strategy, marketing & organization development. • a Visiting Professor to premier management institutes and staff training colleges throughout India. 18website: www.synergymanager.net copyright 2007 -Dr Wilfred Monteiro www.synergymanager.net all rights reserved
  19. 19. – http://wilfredmonteiro.blogspot.in/ – http://negotiating-wizard.blogspot.in – http://salescoach-india.blogspot.in – http://the-sales-champ.blogspot.in – http://salesforce-excellence.blogspot.in – http://strategic-selling.blogspot.in – http://hrm-excellence.blogspot.in – http://personal-growth-guru.blogspot.in – http://thegreatmanager.blogspot.in – http://leadership-by-values.blogspot.in – http://therightetiquette.blogspot.in Dr WILFRED MONTEIRO please view the blogspots I have developed for my participant ongoing learning – http://wilfredmonteiro.blogspot.in/ – http://negotiating-wizard.blogspot.in – http://salescoach-india.blogspot.in – http://the-sales-champ.blogspot.in – http://salesforce-excellence.blogspot.in – http://strategic-selling.blogspot.in – http://hrm-excellence.blogspot.in – http://personal-growth-guru.blogspot.in – http://thegreatmanager.blogspot.in – http://leadership-by-values.blogspot.in – http://therightetiquette.blogspot.in 19 http://www.slideshare.net/wpm999 website: www.synergymanager.net copyright 2007 -Dr Wilfred Monteiro www.synergymanager.net all rights reserved
  20. 20. CONTACT US Dr Wilfred Monteiro TELE : 91 22 9819843927 EMAIL: wm@synergymanager.net website: www.synergymanager.net copyright 2007 -Dr Wilfred Monteiro www.synergymanager.net all rights reserved SYNERGY MANAGEMENT ASSOCIATES since 1993 Designing Business Excellence Models Corporate Planning & Strategy Summits Change Management Initiatives Business Leadership Development Performance Management Systems Talent Management –Concept To Finish Assessment Centres & Competency Mapping20

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