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PT Canada Conducting an Assessment Development Center

PT Canada Conducting an Assessment Development Center

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PT Canada Conducting an Assessment Development Center

Essentially the core objectives of this exercise is to focus upon identifying capability areas for each job description, understanding your competency performance in each of the competencies against such jobs and designing a short and long term program to help develop such capabilities in you, of course, through a combination of your personal efforts in self-development, learning and self sponsored development programs.” 

“I must emphasize that this Project People Excellence is a critical initiative of our program implemented with a view to nurturing ability in our employees, across all levels, and to build capabilities for career progression of our top performers.

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In a talent mapping center, candidates participate in a series of job simulations designed to allow them to demonstrate actual behaviors and skills important in the position to be filled. Because Talent Mapping Center exercises are virtually pieces of the targeted job, test validity is strengthened. Talent Mapping Centers are available for selecting supervisory, managerial, administrative, professional personnel, including police and fire command officers.

 

  1. In-Basket: Candidates are asked to handle, in writing, materials that might be found in an in-basket. Items might include memos, letters, requisitions, personnel forms, telephone messages, etc. Assessors may interview candidates regarding their strategies and rationale underlying their actions. It is a simulation of the paperwork that arrives in the mailbox of a typical manager. It includes memos, letters, reports, announcements, requests and irrelevant information that present personnel, financial, accounting or procedural problems for managers. Participant must write out instructions, draft letters, make decisions and set up meetings, all within a relatively short time period. The time pressures force the participants to set priorities and make decisions.
  2. Group discussion: Candidates are asked to discuss among themselves hypothetical problems appropriate to the targeted position and arrive at a consensus decision or recommended solution.
  3. Interview Simulation: Candidates are asked to role-play a person in the targeted job and to interview a subordinate, citizen, etc., who is role-played by an assessor. The candidates are given information on the reason for the interview and any background information they may need.
  4. Presentation and Report Writing: Candidates are asked to give a presentation to an appropriate group, or write a report on a specific issue, challenge or a case. e.g., subordinates, city council, the press, etc.
  5. Management Problems (or Analysis): Candidates are asked to analyze, in writing, one or more problems. This analysis may be followed by a group discussion or question from the assessors.
  6. Qualifications Screens -- These questionnaires determine if candidates possess specific characteristics needed to perform a job. They are best for "screening out" candidates who do not meet minimum requirements such as relevant experience, schedule availability, educational degrees, or citizenship.
  7. Structured Interviews -- In these interviews, hiring managers, recruiters, or trained assessors systematically evaluate candidates on the basis of their responses to pre-defined questions built around key job competencies. These Structured interviews can be conducted face-to-face, by phone, or over the Web.
  8. Job Simulations -- These evaluate how the candidates respond to situations simulating actual job tasks. Job simulations can be conducted using "paper and pencil" exercises, trained role-players, or computers. In addition to being effective for assessing candidate competencies, job simulations provide candidates with a realistic preview of key job roles. Their main drawbacks are that they are relatively labor intensive to create, and non-automated simulations require extensive training if they are to be used effectively.
  9. Knowledge and Skills Tests -- These assess knowledge and skills in specific subject areas such as computer programming or accounting laws. They are fairly complex to design, particularly in terms of establishing appropriate questions and scoring guidelines.
  10. Talent Measures -- These measure "natural" personal characteristics that are associated with success in certain jobs. Some of the things assessed through talent measures are problem solving ability, work ethic, leadership characteristics, and interpersonal style. On a broad level, talent measures tend to predict two kinds of performance: what a person can do (e.g., the ability to quickly learn new tasks or stay calm in stressful situations) and what a person will do (e.g., attendance, work ethic). Talent measures, when appropriately matched to the job, are the best predictors of superior job performance. They are also the most difficult to develop, because they require "looking below the surface" at underlying skills, abilities, and work styles.
  11. Culture Fit and Values Inventories -- These help to determine how well an applicant will fit into a particular work environment. They are similar in many ways to talent measures, but focus on predicting tenure and organizational commitment as opposed to superior job performance.
  12. Background Investigations -- These gather information about a candidate from sources other than the candidate him/herself. This includes employment verification, criminal-record checks, and reference interviews. Background investigations are most useful for avoiding potentially catastrophic hires.
  13. Integrity Tests -- These are written tests that predict whether an applicant will engage in theft or other counterproductive activities. They have proved to be effective in helping to avoid costly hiring mistakes, especially in jobs where theft or shrinkage has traditionally been a problem. Integrity tests can be a less expensive alternative to background investigations, but they are not as reliable at detecting past criminal behavior.
  14. Physical-Abilities Tests -- These involve having candidates complete physical exercises to assess talents and capabilities such as strength, endurance, dexterity, and vision. They tend to be used only for very physically demanding jobs.
  15. Fact-finding and analysis exercises might be particularly appropriate for self-assessments since the fact base is finite and most inferences can be anticipated. This makes developing a scoring key easier.
  16. Business Games also could be effective for self-assessments. The candidate might select from a checklist of different response options or choose different approaches and take different paths through the simulation. The simulation would branch to different stimulus presentations (e.g., reactions from actors), or conditions (e.g., rise in sales figures), based on candidate actions and decisions. This type of exercise would be more difficult to score given the various combinations and permutations that would be possible but could be lots of fun for the candidate. Performance could be scored either in terms of outcomes or goals achieved and /or competency levels displayed. These types of self-assessments would help differentiate an employer as unique and sophisticated in their approach to candidates.
  17. Role-play exercises would be good candidates as selection tools. Candidates would select or evaluate various response options at key points during the interaction. These exercises would be efficient in gathering multiple responses in a relatively short period of time. These types of measurements might be an alternative to traditional testing approaches to candidate screening. It may be defined as a collection of predictors used to forecast success. These involve appraising multiple dimensions of performance using several methods and raters. These are used primarily in higher-level jobs due to the high costs involved in conducting the center. AC are group-oriented, standardized series of activities that provide a basis for judgments or predictions of human behaviors thought to be relevant to work performed in an organizational setting.
  18. Behavioral Event Interview - The theory of Behavioral Event Interview (BEI) considers past performance to be a predictor of future behavior. The theory considering past performance to be a predictor of future behavior. This is a good indicator of how the individual is likely to perform in a similar situation in future. A Behavioral Event Interview (BEI) is a structured interview that is used to collect information about behaviors demonstrated in the past. A behavioral event interview attempts to uncover past performance of an assesse by asking open-ended questions and allowing the assesse to share his/her experiences as the interviewers captures and records competencies, behavior and performance demonstrated by the individual in those situations. BEI is typically conducted face-to-face whenever possible.

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