A Practical Guide to Assessment Centres and Selection by Ian Taylor

By Ian Taylor

This publication offers recommendation and instruments to successfully introduce, layout, and carry overview or improvement facilities in a company. A ''how to'' handbook, it runs via each element of working an evaluate middle, from pre-briefing a company to the development, the suggestions, and the assessment. It incorporates a pattern framework in particular designed to be used at overview facilities and counsel for sourcing and constructing person frameworks. It additionally examines the most important critieria used to steer an organization's collection of choice instruments and compares asessment facilities with different general equipment. The unfastened CD ROM includes routines corresponding to function play, in-tray prioritizing, analytical document writing, and workforce challenge fixing, and suggestion on which workouts to exploit to evaluate every one competence.

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

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Example text

Types of competence Universals These are competencies that could be seen to be related to performance in just about any job. From the sample framework, examples would be ‘Interpersonal Skill’ and ‘Oral Communication’. Occupationals These are competencies that relate to a specific job or family of jobs. For example, an accountant would need to be particularly competent in numerical reasoning. In the sample framework, ‘Leadership’ might be an example of an ‘occupational’ in that it does not apply to the vast majority of jobs.

Of the activities contained in this book those in Chapters 9 (In Trays) and 10 (Analytical/Report Writing ) could be administered unsupervised online or in a supervised environment directly on to computers. Although this can be highly cost-effective there are some obvious implications in terms of security and cheating. ‘Selling’ the benefits of assessment centres The bad news is that in the 2005 CIPD Recruitment, Retention and Turnover Survey the top three most effective selection methods identified by employees were, exclusively, some form of an interview.

Obviously, despite the examples given above, these cannot always be easily reduced to a behavioural competence framework. For that reason, and also because they are individual to specific organizations, these have not been included in the sample framework. Usually these are more appropriately assessed in a structured interview. It is also possible to use values questionnaires, but in ‘high stakes’ situations such as job selection, candidates may well fake their responses to provide the profile they feel is required by the organization (see Chapter 5).

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