Graduate assessment centres (AC) Providing assessor training to - - PowerPoint PPT Presentation

Graduate assessment centres (AC)

Providing assessor training to hiring line managers for potential leader selection

Steps leading up to training assessors Assessor identification Assessor training High level logistics Tips and key takings

Agenda

The way forward

Competency matrix

3

2 behavioural activities & 1 additional method Best Practice Guidelines for the use of the Assessment Centre Method in South Africa (5th Edition)

Competency identification Assessment centre activities

Steps leading up to training assessors

Criteria for Content Identification

• Consider qualifications
• Relevant to the organization
• Used across all areas in SA

Assessor Identification

• Line managers
• Approach used is 1:2
• Diverse demographical representation in each

activity

Steps leading up to training assessors

Graduates report directly into them Thorough knowledge of the organization and their specific BU Favourable position to understand exactly what type of employee they are looking for Psychologist vs. Line manager – what research says More accountable for the graduate Increases involvement and commitment Inclusion in development of technical interview questions Best Practice Guidelines for the use of the Assessment Centre Method in South Africa (5th Edition)

Why line managers?

Good sense of the business unit culture

• Rule of thumb – training is mandatory.
• First half of training covered:
• The purpose of the assessment centre.
• Level of comfort
• Assessment centre – WHAT, HOW & WHY
• Who are the role-players at the AC are and specifically

what their role will be.

• How the AC day will work.
• Competencies was clearly defined.

Line manager assessor training

Majority of the behaviours are demonstrated to this end of the scale Candidate demonstrated both sets of behaviours almost equally Majority of the behaviours are demonstrated to this end of the scale If none of the behaviours have been observed

3 point rating scale

Building relationships Behaviour 3 2 1 Quickly interact with the team Manages disagreements with tact & diplomacy Interacts effectively with all in the team Overall rating

• Committed to the assessment centre concept and process
• Flexible
• Good written and oral communication skills
• Pays attention to detail

indicates:

Research

• Prepares thoroughly
• Is fair & impartial
• Controls own non-verbal behaviour
• Thorough & comprehensive write-ups

that were discussed in the training:

Attributes

Possible assessment errors were also given attention Attributes of a successful assessor

• Individually each line manager had to
• bserve and record verbatim the

participants’ behaviour during a Group Discussion

• In teams of two, they then had to classify

and evaluate the behaviour

Practical example to work through

Observe, Record, Classify and Evaluate (ORCE)

A behavioural approach for training was used

BEFORE DURING AFTER

• Work through AC material
• Practice observing and recording

behaviour

• Arrange to have an uninterrupted

day

• Be on time
• Be aware of participant anxiety
• Remain neutral
• Maintain professionalism
• If a final decision hasn’t been

made, prepare to give feedback

• n candidates at the final

meeting

• Have a good rest

Activities ran parallel to each other Layout of the external venue Candidate file

Schedule & logistics

Runners

An overall assessment rating is used Data integration process

+ +

Purpose

• What research indicates

Role

• Facilitating the mini data integration after each activity
• The role here is to ensure that the line manager classifies and rates the candidate correctly
• Understands the rating scale
• And that the ORCE technique is followed throughout the process

Benefits

• Assisted in ensuring that the correct candidate is selected
• Reduces the assessor anxiety and any frustrations that the line manager may have

Training of Industrial Psychology (IO) Interns

After the training

All supporting documents were sent via mail

• Process of the day
• Schedule
• Layout of the venue
• Rating scales
• Reminder on ORCE methodology
• Opportunity for the line managers to ask any

questions

• Meet the IO intern that they would be working

with for the day

Line Manager briefing on AC day

Continue making use

• f the line managers as

assessors paired up with IO interns in an AC Technology Making each assessment centre unique Pilot AC with participants similar to that of a graduate Feedback from line managers

Going forward

IMPORTANT DETAILS TO SHARE WHEN TRAINING LINE MANAGERS AS ASSESSORS

• Assessment centre – defined and purpose
• Skills and techniques required for observation, recording, classification,

and evaluation of evidence

• Centre principles and approach to the AC day
• Assessor role especially regarding the Data integration
• Confidentiality
• Send pre reading to all line managers regarding what the AC is all about, what they can expect at

the training and on the AC day

• Provide line managers with date options for the training to avoid any inconveniences
• Make the RSVP’ing process as simple as possible
• The timing of the training needs to be long enough to get the message across but be seen as short

enough to get the assessors to attend

• If possible, know your target audience
• In my experience, providing free lunch and beverages has a way of sealing the deal

TIPS I WOULD LIKE TO SHARE WHEN PLANNING THE TRAINING FOR LINE MANAGERS AS ASSESSORS:

• Use internal venues for ease of convenience
• Limit the number of times you engage with each

line manager so have a good communication strategy

KEY TAKINGS TO APPLY WHEN TRAINING PEOPLE WHO DON’T REGULARLY ASSESS:

• Willingness to participate
• Assessors need to recognize what own personal biases are and

to steer away from those on the day

• Thorough understanding of the purpose of the AC
• The impact of the effectiveness of an assessor can make or break

the day and subsequently influence the candidate experience.

Useful tips

REFERENCES

Ballantyne, I & Povah, N. (2004). Assessment and development centers (2nd ed.) Burlington, USA: Gower Publishing Company Meiring D., & Buckett, A. (2016). Best practice guidelines for the use of the assessment centre method in South Africa (5th ed.). SA Journal of Industrial Psychology/SA Tydskrif vir Bedryfsielkunde, 42(1), 1-15.