A Practical Guide to Assessment Centres and Selection by Ian Taylor

By Ian Taylor

This booklet presents suggestion and instruments to successfully introduce, layout, and bring overview or improvement facilities in a company. A ''how to'' guide, it runs via each point of working an review heart, from pre-briefing a company to the development, the suggestions, and the assessment. It contains a pattern framework particularly designed to be used at overview facilities and suggestions for sourcing and constructing person frameworks. It additionally examines the most important critieria used to steer an organization's selection of choice instruments and compares asessment facilities with different established tools. The unfastened CD ROM comprises workouts similar to function play, in-tray prioritizing, analytical record writing, and staff challenge fixing, and suggestion on which workouts to exploit to evaluate each one competence.

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Additional resources for A Practical Guide to Assessment Centres and Selection Methods: Measuring Competency for Recruitment and Development

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However, this experience can provide other benefits, outlined in Chapter 4, in terms of increased skill and motivation. 24 Assessment Centres Validity The data presented above in the section on ‘utility’ provides compelling evidence that work samples, the key element in the lay definition of assessment centres, provide the strongest validity in comparison to all other selection tools. Acting If candidates can act through an assessment exercise such as a group activity or role play this surely indicates that they not only know what is required but can also display the appropriate behaviours.

Also, try to make sure that each competence is assessed at least twice over the course of your entire selection process. Of course, one of the tools you use may be an interview and/or a psychometric test (see Chapter 5). Also, specify as clearly as possible the dimensions to be assessed. In reality this means writing clear and precise behaviour indicators, as outlined in Chapter 2, and training assessors in their application. 2. Materials required One of the criteria used in choosing the activities has been their ease of use.

Activities such as Charity Allocation and Redundancy (Chapter 11) can be run with more than five participants. However, having more than five group members can limit the opportunities for participants to get actively involved, while less than three means fewer chances for a group dynamic to emerge. The activities in Chapters 12 and 13 are designed to be run for two or more teams working in an informal competition. They can, however, easily be run for one group, but some of the points, such as those awarded for ‘quickest’ and other forms of competition, may need to be amended or removed.

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