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PT Canada Assessment Center Pack

PT Canada Assessment Center Pack

$3.99

PT Canada Assessment Center Pack

Sold - One Licence Per Participant for Immediate Use. Downloaded as soon as you pay.

PT Canada offers a wide range of Simulation Exercises. These Simulation exercises are practice activity that places participants in simulated / real life professional scenarios for the objective assessment of employee and candidate competencies. Price listed is for each specific case within the simulation. For example; 

Case Studies

  • San Rafael Strategic Connections - $ 9.99 each
  • 90 Minutes Center Point Inc. - $ 8.88 each
  • IHC International Hotels Corp - $ 9.99 each

Benefits of Simulation Exercises:

  • To improve performance
  • Test & Evaluate Plans
  • Reveal Planning Weaknesses
  • Clarify Roles & Responsibilities
  • Improve Organizational Co-ordination
  • Reveal gaps in Resources
The Simulations are broadly divided in the following categories:
  • Individual Simulations
  • Dyadic Simulations
  • Triad Simulations
  • Group / Inter Group Simulations
  • Organizational Simulations

PT Canada offers a wide range of simulation exercises including:

Case Studies
  • San Rafael Strategic Connections
  • 90 Minutes Center Point Inc.
  • IHC International Hotels Corp
Role Plays
  • Mason Grooming Corp – Social Adaptation and Culture Fit
In Basket Exercises Package - Includes 12 Simulations
  • Herman Inc. – In Basket for Assessment Centers
  • 480 Minutes – Cincinnatti CITY Bank Inc.
  • 90 Minutes Center Point Inc.
  • IHC International Hotels Corp
Discussion / Group Discussion
  • Trafalgar Fares Inc. – Leadership Center Concept Paper Discussions
Presentation
  • Skill Search International – Analysis Presentations Simulations
  • Business of Staffing
Development Centre Method Package - Includes 12 Simulations
  • Sandy Tracker Medical Systems
Essay Writing / Report Writing
  • Lake WoodSide Inn. – Managing Strategy Individual Report Writing
Fact Finding / Data Analysis
  • Henry Associates – Fact Finding & Problem Solving
  • Roger Bennet 
  • Jeeves Outreach
Team Exercise
  • Funny Circus by Anavir Shermon
  • Magma Theme Park
Management Games
  • Henry Associates – Fact Finding & Problem Solving – For Groups
  • Thomas Business Game
  • BillBoard International Services
  • Tech Resources Group

Culture Fit

  • ABC Tech Strategic Analysis of Cultures
  • Ajax Digital Organization 

Outbound Training Package - Includes 6 Simulations

  • Concept Planning for OBT

Organizational Surveys

  • Employee Engagement Survey
  • Employee Satisfaction Survey
  • Leadership Survey
  • Climate Survey
  • Customer Satisfaction Survey
  • Team Work Survey

Culture Mapping

ON LINE Store, “Psychometric Testing Canada Inc.”, a Canadian E Commerce Store, specializing in  "on line sales of Psychometric Tools, Tests (Aptitude, Vocational, Careers, Social Inventories, Intelligence, Attitude, Skill Tests, Stretch Tests, Potential Appraisal Techniques, Competencies, Personality, Behavioral Typologies), BARS Tools, Simulations, Assessment – Development Center Materials, Tools such as Case Studies, In Baskets, Role Plays (Dyads, Triads, Groups), Organizational (Intra – Inter) Evaluations, 360 Degree Feedback, Corporate Scan Scoring, Group Discussions, Learning Skills, Leaderless Exercises, Leadership Building Techniques, Problem Solving Methods, Managerial Skill Building Simulations, Supervisory Development Feedback, On Line In Basket, On Line Assessments, On Line Coaching, Policy Templates, Evaluation templates, On Line Competency Mapping, Competency Dictionaries, KPI Dictionaries etc

Tools Required

 

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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