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Assessment Centres
IN THE SUBJECT
DIVISION: B
UNIVERSITY OF MUMBAI
FOR
EVALUATION CERTIFICATE
This is to certify that the undersigned have assessed and
evaluated the project on Assessment Centres submitted by
Amulya Baheti, student of M.Com. Part - I (Semester I) for
the academic year 2013-14. This project is original to the best of
our knowledge and has been accepted for Internal Assessment.
Name & Signature of Internal Examiner
Name & Signature of External Examiner
PRI
NCIPAL
College Seal
DR. D.B. Gadakari
Place:
Date:
Name & Signature of Student
Amulya Baheti
ACKNOWLEDGEMENT
First and foremost I seek the blessings of my beloved TEACHERS who
keep lot of expectations on me and showering their infinite love for ever.
I would like to thank University of Mumbai for giving me this
opportunity of taking such a challenging project, which has enhanced my
knowledge about the Assessment Centres.
I show my gratitude to the Principal, Vice Principal and Coordinator of
Mithibai College who gave me a lot of moral support and under their
guidance I was successfully able to complete my project.
And with deep sense of gratitude I would like to thank Prof. Harikrishnan
Kurup (guide) for his immense help and co-operation.
CONTENT
Sr. No.
PARTICULARS
Page No.
CHAPTER I INTRODUCTION
1.1
1.2
1.3
Concept Of Assessment
Centres
Why are they used?
What happens at Assessment
Centres?
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7
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CHAPTER II HISTORY
2.1
2.2
2.3
2.4
History of Assessment
Centres
In U.K.
In U.S.A.
History of Assessment centre
method
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13
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15
Advantages
Disadvantages
Test Methods
Tools, Applications &
Decisions
Components
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19
20
22
24
Process
Tips
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CHAPTER V APPENDIX
5.1
5.2
5.3
Bibliography
CHAPTER 1
1.1 CONCEPT
Assessment center is an important tool in the selection process. It is used to find out
how a candidate will act in typical management situations.
With globalization, the market has become increasingly demanding and competitive.
There is a demand for a range of goods and services. To survive in this competitive
environment, organizations need to align their strategic intent in line with the market
requirements. The strategic intent thus shapes the mission statement of the
organization, the structure of the organization and the values it follows. The
organization then sets its performance goals according to its strategic intent. To
achieve these performance goals it has become imperative for organizations to have
competent people. ACs help organizations identify and develop these competent
people and have thus become the need of the day.
It's a series of tasks and activities that are structured around a one-, two- or
three-day period to assess your suitability for a job.
Assessment centres typically comprise:
Interviews;
In-tray exercises;
Presentations;
Tests;
Group exercises;
Management games;
In-Basket exercises. (Here, the candidate is asked to solve different management
problems.) ;
The process allows employers to observe your behaviour directly and to measure your
performance objectively against the specific key criteria or competencies that they
consider important for a role. It allows them to see what you can do, rather than what
you say you can do.
Assessment centres are costly and time consuming to run. Employers invest a great
deal in ensuring that the process is relevant to the requirements of their organisation
yet also gives you a fair opportunity to demonstrate your skills and personal qualities.
Exercises are sometimes designed to simulate real scenarios that you might face at
work.
Example
At an assessment centre for a sales job you might take part in a role play where you
have to sell a new product to a retail buyer.
Example
At an assessment day for a teaching post you are likely to be required to teach a
lesson that you have prepared in advance.
Example
At an assessment centre for the armed forces you might find yourself leading a team
through a demanding physical challenge.
Assessment centres also give employers the chance to:
Watch how you work with others and how you interact in social situations
They are not looking for you to excel at every exercise, but rather to perform
satisfactorily across all exercises. If you are less good at some, you will have the
opportunity to make up for it in others.
Employers value the objective nature of the assessment centre process. Several
assessors have input into selection decisions, which limits any personal bias. It should
also result in better hiring decisions for the employer and fewer new recruits finding it
difficult to perform or fit into the working environment.
Assessment centres are also an opportunity for employers to give potential recruits an
insight into the company culture and attitudes. Employers will often use some of the
sessions to share more information about the business and the positions on offer and
to market themselves to candidates.
Assessment centres are designed to assess your suitability for a particular role. Your
performance in a variety of different work related tasks, including interview
situations, would be assessed by a number of trained assessors, usually from the
recruiters staff.
Most major recruiters use a competency based selection procedure. This involves
testing, across all stages of the recruitment process, for the skills and attributes
required for a particular role or more generally for a graduate training programme that
might offer various different roles. Some recruiters have introduced a variant on the
competency-based system, particularly in relation to interviewing. This is known as
strength-based interviewing and, if competencies can be defined as what you can
do, strengths are defined as what you really enjoy doing. The system is more about
looking at your strengths and natural aptitude for a role. This style of interview can
involve a broader range of quite direct questions. These may be asked at a higher pace
than a competency based interview.
The two systems have a lot in common; its vital that you can evidence and
demonstrate both your personal strengths and any required competencies during an
assessment centre.
Assessment centres are typically held on one day. Sometimes they are preceded by
dinner the night before. Occasionally they are extended over two days by adding
additional group exercises or interviews.
3. Role playRole play tests a number of things. The assessor gets a good idea
of how confident a candidate is, and how good they are at thinking on their
feet. It also shows how effectively a candidate can prioritize and solve
problems. Role-plays can be conducted in groups or individually, where the
assessor would be part of the exercise.
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things; how much thought and effort the candidate puts into making the
presentation and also how confidently and adeptly they can present ideas to
others and how they think on their feet.
An Assessment Centre (AC) is really a catchall term referring to a set of various tests
and exercises. It can be defined as a "variety of testing techniques designed to allow
candidates to demonstrate, under standardized conditions, the skills and abilities that
are the most essential for success in a given job" (Coleman). However, we would
add... "to fulfill future potential role(s) within an organisation". A well-designed AC
is, the most effective and objective tool for assessing a person in both individual and
group-based environments for selection and/or development.
Assessment centres are commonly used in both the private and the public sectors.
They generally last between half a day and two days, and usually come towards the
end of the recruitment process. They take place at employer premises or another
suitable location, such as a hotel or training facility.
Common features of the assessment process are that several candidates are observed
by a team of trained assessors, against pre-identified competencies, in a variety of
different situations and exercises. Interviewees usually work in teams of four to eight,
but some exercises will be performed individually.
All of this may sound scary, but remember that:
Having a number of candidates present makes the selection process more meaningful
as you can be assessed both individually and as part of a team.
Using several trained assessors should make the process fairer as the decision on who
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Assessing against pre-identified competencies means that you are being tested to see
if you can demonstrate the skills that are important to do the actual job.
Using a range of assessment techniques ensures that you are given several
opportunities to demonstrate your skills in different situations.
Typical activities
Selection activities might include any of the following, as appropriate to the job:
Individual exercises
Psychometric tests
In-tray or e-tray exercises
Presentations
Written exercises
Role plays
Interviews
Group tasks
Group exercises
Business case studies
Physical challenges
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CHAPTER 2
2.1 HISTORY
Assessment 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
AT&T used it for selection of high potentials for managerial positions.
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was so successful that it was introduced for selection to the Civil Service and a
variation of it is still used for officer selection in the armed forces to this day.
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to an increasingly uncertain marketplace. This has meant that rather than selecting
new employees organisations are now investing more in their existing workforce.
Traditionally companies who wished to train their staff would send them on a training
course external to the organisation, indeed many still do, but there has been an
increasing emphasis placed on delivering training that is relevant to the organizations
needs and business objectives. A development centre run as part of an integrated
training strategy is an excellent way of ensuring that training is carried out in a
context of organizational relevance. A final reason for the growth in use of
development centres has been the widespread adoption of the idea of behavioural
competencies in the human resource field; because development centres are designed
around the job simulation format, which requires the participant to actively do
strengths and weaknesses for some specified purpose such as promotion, upgrade,
development, or placement.
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The assessment center method integrates this kind of information in a formal setting.
In this context, an assessment center can be thought of as both a place and a process.
It is a place where individuals participate in a variety of measurement techniques. It
is also a process designed to provide standardized and objective conditions of
evaluation.
While assessment centers have been successfully used by many organizations for the
past 35 years, the origin of this approach goes back well before this. Some early
references to an assessment center concept can be seen in the work of German
psychologists in the early 1900s.
development of a historical frame of reference for this process goes back to the 1940s
and the work of the Office of Strategic Services (OSS).
During World War II, considerable concern was directed toward identifying operatives
who successfully could undertake hazardous intelligence-gathering missions. A group
of psychologists, under the general direction of Dr. Henry Murray of the Harvard
Psychological Clinic, developed the first widely used assessment center approach. At
about the same time, the British War Office Selection Board and the British Civil
Service Selection Board for military and civil service officer selection developed
assessment centers.
The story of the OSS assessment center has been recorded in "The Assessment of
Men." This book, originally published in 1948, has recently been republished and
provides some very interesting reading.
managers, tracing their growth, development, and progress, over a career in the
telephone business.
Managers of one of the first telephone companies in the Management Progress Study
were quite impressed with the process and asked that a program be developed to
select first-level foremen. This program, the first operational assessment program for
line use, was developed in 1958. It consisted of a modification of the techniques used
in the assessment center of the Management Progress Study, with a heavy emphasis
on behavioral rather than test data. Gradually, the scope of assessment activities
considerably expanded within the Bell System to the point that over 150,000 men and
women have participated in an assessment center program.
Other organizations began adapting the AT&T assessment center method. Standard
Oil (Ohio), IBM, General Electric, Sears, and Caterpillar Tractor were among the first
organizations to use assessment in the United States. Internationally, early programs
were developed at IBM World Trade, Shell (Brazil), and by the Canadian
Government, as well as the English and Australian derivatives of the OSS application.
Gradually, assessment center approaches began to take hold in a variety of settings.
Assessment centers have been used for many purposes. Originally developed for
selection of management personnel, the process has been used for individualized
counseling, management development, and organizational development.
Once
installed only in large organizations with great manpower needs, the method has been
used successfully in civilian and military agencies, universities, and in many smaller
organizations.
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CHAPTER 3
3.1 Advantages of Assessment Centre
The benefits or merits or advantages of assessment centre:
The candidates can improve their performance. They can increase their strengths
and remove their weaknesses.
they can be used to select the most appropriate from a group of potentials.
One of the advantages of assessment centres is that the tests used provide a
detailed insight into the ability, psychology, alignment of values, and motives
of candidates. Assessment centres are held either in-house or through an
independent company.
2.
3.
4.
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They are far more accurate than a standard recruitment process as they allow
a broader range of selection methods to be used during the process
They give the opportunity to assess and differentiate between candidates who
seem very similar - in terms of quality - on paper
They give the candidates a better insight into the role as they are tested on
exercises, which are typical for the role they have applied for
New recruits with high expectations can feel disappointed if the assessment
centre has encouraged them to believe the job or organisation fits their values
if, in fact, it does not
If you havent defined the key competencies prior to the event - and a way to
measure these competencies - you will only be able to compare candidates on
anecdotal details
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There is no such thing as a standard duration for an AC although most last from half
a day to one full day. During ACs several trained assessors observe candidates
through a series of proven assessment techniques that have been selected as the most
effective for a specific role. The most common techniques are briefly described
below:
In-basket exercises. In such exercises, candidates are given time to review the
material and put in writing whatever actions they believe to be most appropriate in
relation to the presented scenario. This exercise is usually followed by an interview to
ensure that the assessor(s) understand the rationale for their actions.
Interviews. Through interviews, ACs gathers specific information and evaluates the
experience, competencies, qualifications and career interests of candidates. Such
interviews provide significant insight into interpreting and improving the accuracy of
the results of used tools and exercises.
Psychometric tests. As the name suggests, these are used to measure certain
psychological aspects of the person, such as his /her attitudes and behaviours,
emotional adjustment, interests, interpersonal relations and motivation.
Abilities tests. These tests measure an individuals thinking, memory, reasoning and
verbal and/or mathematical abilities. IQ tests fall into this category.
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Ensure the AC designed guarantees the utmost accuracy of its results, and in particular
that:
1
Ensuring assessors have the right qualifications and knowledge of the relevant
business environment; and
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Benefits
Our experience shows that the most significant benefits that ACs bring to
organisations are:
5.
6.
Unique learning experiences for managers involved in their design, evaluation and
debriefing processes
7.
8.
Ensure you have all documentation, notes and resources you might need with
You;
Think about the job competencies required and consider what the assessors
might be looking for;
Match your own knowledge, skills, interests and experiences to the job
competencies and identify your strengths and weaknesses in relation to the
job (you should have done this when completing the application form - but
it's well worth reviewing in preparation for an assessment centre);
Try not to worry about the other candidates, focus on putting your key
qualities and attributes forward;
Maintain a friendly manner and remember you are being assessed even in
'informal' situations.
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Assessment Techniques
The techniques used to measure these qualities also vary. As a general rule, no single
technique is designed to provide information on all of the dimensions typically
evaluated in an assessment center. Considerable research has indicated that certain
techniques provide information that is highly relevant to specific dimensions. For
example, measuring an individual's intellectual abilities is best done using
standardized mental ability tests. Trying to evaluate this dimension based on prior
scholastic accomplishments or current writing skills is generally much less accurate.
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Since assessment is a
judgmental process, the quality of the judge is of great importance. The assessor must
be able to assimilate a great deal of information rapidly, must be relatively free of
personal biases, and must be perceived by his or her organization as an effective
individual.
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The assessors come together at the end of the assessment centre for a 'wash up'
session. They consider each candidate, noting their observations of individual
performance during each exercise. Using all the evidence they have collected from the
different exercises, they discuss whether you have demonstrated the skills and
qualities they require and to what extent.
You will be assessed against a particular level of skill or behaviour, often called a
benchmark. You are not in competition with other candidates. If you reach the
benchmark, you will normally be offered a position or go forward to any further
recruitment stage. There is rarely a quota of how many candidates can proceed.
At some assessment centres no candidates will be offered jobs. On other occasions all
candidates can be successful.
To find out more, watch the video clip of a graduate recruiter talking about how
selection decisions are made in her organisation.
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CHAPTER 4
4.1 The Assessment Center Process
An Assessment Center is not a place - it is a method of evaluating candidates using
standardized techniques under controlled conditions. These techniques offer a more
real-life flavor to the selection process. An Assessment Center, moreover, is a
comprehensive evaluation approach that allows candidates an opportunity to
demonstrate their skills in a number of different situations.
Its primary purpose, however, is to evaluate managerial skills and abilities.
The most widespread use of an Assessment Center has been in the selection of
managers and supervisors. It places the candidate in situations similar to those
encountered on the job, yielding better measures of his/her managerial skills. It puts
candidates through a series of group and individual exercises, interviews, and tests
designed to simulate the conditions of a supervisory or managerial job and determine
if they have the skills and abilities necessary to perform the job.
In order for the process to be considered an Assessment Center, it must meet certain
standards adopted by the International Congress on the Assessment Center Method in
The Guidelines and Ethical Considerations for Assessment Center Operations (1989).
Those standards include:
1. A job analysis of relevant behaviors must be conducted to determine the
competencies (dimensions, attributes, characteristics, qualities, skills, abilities,
motivation, knowledge) or tasks that are necessary for effective job performance and
to identify what should be evaluated by the Assessment Center.
2. Behavioral observations by assessors must be classified into meaningful and
relevant competencies, such as characteristics, aptitude, qualities, skills, abilities,
knowledge, or tasks.
3. The instruments used in the Assessment Center must be designed to provide
information for evaluating the competencies.
4. Multiple assessment instruments must be used. These can include tests, interviews,
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4.2 TIPS
Interview Tips
Research the Employer
Thoroughly research the organisation to impress those with whom you are meeting and to
allow more time to tell your story and discuss specifics of the position. Some of the
information you will want to know includes:
Size of organisation
Location of facilities
Structure of organisation - by product line, function, past, current & potential growth
Types of clients
Product line or service
Potential markets, products, services
Price of products or services
Present price of stock
Structure of assets
Who the competition is
Name of recruiter
Training provisions
Relocation policies
Length of time in assignments
Recent items in the news
Others you know in the organisation
Store visits are very important.
It is also important to research issues, trends, and problems. Such information can be
obtained from people in the field, the internet, trade journals, business magazines, and
directories.
You should prepare a list of well-researched questions for the interviewer. We have left a
few pages at the end of this pack for you to do so.
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Know Yourself
Analyse your strengths and weaknesses and know exactly what you want to say and do not
want to say during the interview.
Evaluate problem areas in your track record and be prepared to offer a strong case for these
during the interview, if necessary. Do not volunteer negative information about your self or
a former employment situation.
Write out answers to possible questions from the interviewer, as a practice activity.
Know why you want this job, including why you would like to work for Zara
Prepare
Know the name, role, and level of responsibility of each individual with whom
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Eye contact, which should be open and direct when listening, asking and
responding to questions. Eye contact is usually broken when concentrating or
reflecting on what you want to say or what was said.
Posture, which should be well balanced, erect, relaxed, straight-on and open.
Know your nervous habits and practice controlling them.
Hands, which should be, used in a relaxed way for animation, communicating
excitement, interest.
Facial expression, which conveys sincerity and can add to or detract from your
words.
Timing which involves your use of silence, and comfort with pauses.
Active listening, which affects how you respond and communicate your
interest.
To be positive and "own" what you have done and what you know.
Strong answers can also be described as frank, open, thoughtful, complete and concise.
You should be ready to ask questions from a prepared list. Techniques for asking good
questions begin with the use of open questions. Questions should be developed ahead of
time and should reflect the amount of research the candidate has done rather than their lack
or research.
Salary questions are usually inappropriate in the first interview, but you should research
the salary range for the job/field ahead of time, consider how much the job is worth to
them, and recognize that the consideration of the pay raise structure of the organisation is
just as important as the entry level rate in assessing an offer.
Be alert to and evaluate management style, organizational structure, turnover, job
responsibilities and growth potential, work atmosphere, staff/supervisor and co-worker
relationships.
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You must know that you have performed the best you can and that there are no
reservations that if possible you havent over come.
You must ask the question What reservations do you have?
This is not negative!
How do I match? What else do you need to know? What havent we covered? Etc.
will not tell you what the interviewer is actually thinking.
If you learn the reservations it gives you opportunity to over come them!!
You must then set parameters for the next contact: "When may I expect to hear from
you? "What is the next step?"
After the Interview
Use the interview as a learning experience. You should take notes on what was covered
how you can improve next time
You should send a letter to thank the interviewer, and stress points in your interest and
areas in your background that qualify you for the position.
If you do not get the job, you should take constructive criticism and
recommendations for future interviews. If you are consistently passed over for
positions, try to identify potential problems; then seek guidance for improvement.
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BIBLIOGRAPHY
193.1.88.47/careers/units/unit-ac004.shtml
http://www.psychometric-success.com/assessment-centers/acfaq-what-is.htm
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