Assessment Center Method Research Articles

Predicting Talent: Interaction between Potential, Competencies, and Bias

Abstract The psychological attributes associated with both psychological potential and managerial competence are regarded as valuable assets for any company. Consequently, it is in the best interest of companies to actively search for the most potential candidates and develop their competencies. Organizations expend substantial resources to assess the potential of prospective employees during the recruitment process. This research aims to evaluate the extent to which employees' potential can predict their competencies. We assessed candidates' potential using self-report scales measuring grit and a growth mindset, while competencies in achieving results and managing change were evaluated through the assessment center method. The data was collected from 155 civil servants employed by the Makassar City Government. The findings reveal that potential does not significantly influence employees' competencies, whether it be Grit for results orientation or Growth mindset for change management competence. After conducting correlation tests between grit and growth mindset to social desirability bias, we found varied results with Grit (r= 0.1718, p = 0.03248) and growth mindset (r=0.0703, p-value = 0.3847), suggesting diverse correlations between the investigated variables. In light of these results, we recommend a reevaluation of the practice of relying on potential as a predictor of competence.

Metode Asessment Center sebagai sarana pengembangan Sumber Daya Manusia melalui identifikasi potensi dan kompetensi SDM

To strive and expand organizations need to have competent and loyal employees who can be dependable enough not only for the present condition but also to be the future leaders of the organizations. This condition makes organizations need to conduct employee identification of their potential and competency. The results of the identification to be used not only for putting the employees based on the right man and the right place but also to identify potential employees that can become the talent. There are many methods can be used for this program and one of it is using the method of Assessment Center. By using this method with many varieties of the assessment the results of the employee assessment will be more complete. This paper will discuss about the implementation of the Assessment Center method to identify the potential and competent employees to become the talent and the future leader of the organization.

Personality metatraits and managerial AC dimensions in assessment center performance: the moderating effect of age in strong and weak VUCA simulations

PurposeWe investigated the relationship between personality and managerial assessment center (AC) dimensions, emphasizing age’s moderating role within volatility, uncertainty, complexity, ambiguity (VUCA) simulations.Design/methodology/approachWe analyzed 327 managers and applied the AC method, examining areas like social skills, problem-solving, management and goal striving, openness to change, employee development using the VUCA framework.FindingsWe assessed personality metatraits through a questionnaire based on the circumplex model (CPM; Strus, Cieciuch, & Rowinski, 2014), identifying four bipolar metatraits. Results highlighted passiveness and disharmony as negatively correlated with all managerial AC dimensions, with passiveness adversely affecting social skills and problem-solving.Originality/valueAge’s moderating role emerged as pivotal in the relationship between personality and managerial AC dimensions, especially in specific VUCA contexts. This underscores age’s influence on the interplay between personality and managerial efficacy, suggesting varying predictive capabilities across age groups. The research illuminates the complexities of these relationships, spotlighting age’s nuanced impact.

Оценка уровня развития должностных компетенций сотрудников Росгвардии

Introduction. The problem of creating a reliable system for evaluating employees of law enforcement agencies, selecting candidates and forming a personnel reserve is constantly within the sphere of researchers’ interests and involves the development and implementation of effective tools that allow both assessing professional suitability and forecasting the effectiveness of professional activity of employees. In relation to the employees of the non-departmental security units of the Rosguard, official competencies have recently become such a tool.
 The purpose of the study is to develop a technology for assessing the job competencies of employees of the non–departmental security (PSB) of the Rosguard within the context of a competence model. The object of the study were employees of the combatant units of the Rosguard of Russia in St. Petersburg and the Leningrad region (271 people), including 72 leaders (platoon and company commanders), 60 police officers and 139 PSB experts.
 Research methods. While developing procedures for assessing job competencies, the assessment center method, P. Ward’s 360-degree assessment method, comparative, correlation, factor, and regression analysis were used. The psychodiagnostic tools of the study involved a set of valid, reliable, complementary methods: expert assessment, standardized interview, short intellectual selection test CAT (V. N. Buzin, E. F. Vanderlik); standardized multifactorial method of personality research SMIL (L. N. Sobchik), self-actualization test SAT (E. Shostrom), the methodology of the motivational structure of personality (V. E. Milman), the methodology for assessing the level of neuroticism and psychopathization (I. B. Lasko, B. I. Tonkonogy).
 Results. The article presents the results of the empirical study of the level of development of job competencies of PSB employees. The authors come to the conclusion that such competencies as «professional motivation» and «compliance with official subordination» influence the effectiveness of the official activity of an ordinary employee, while such competencies as «professional motivation», «special knowledge», communication skills and the ability to use synergy in solving work tasks influence the effectiveness of the official activity of the head of the department.

Analisis Kebutuhan Pengembangan Kompetensi Manajerial Melalui Penilaian Kompetensi Pada Jabatan Fungsional Tertentu Provinsi Sulawesi Selatan

A certain functional is one of the ASN that has a role in carrying out functional services based on certain expertise and skills. Managerial competence refers to the regulation of PANRB Number 38 of 2017 which states that every ASN is required to have 8 managerial competencies and 1 social-cultural. In addition, certain functional have the right to develop competencies at least 20JP/year, so entitled to receive the necessary training to improve their competencies. The purpose of this research is to identify appropriate training needs in improving certain functional competence. Data collection in this study was carried out by measuring through the assessment center method to assess the managerial competence. The data were then processed using descriptive statistical analysis. The number of participants was 157 people who came from certain functional positions within the Province of South Sulawesi. Based on the results of this study, it was found that all of the certain functional had not reached the competency standard in accordance with the specified requirements. It is expected that functional positions can develop their competencies by participating in training programs for optimize their competencies to complete the task.

ПІДВИЩЕННЯ ЕФЕКТИВНОСТІ СИСТЕМИ УПРАВЛІННЯ ПЕРСОНАЛОМ НА ПІДПРИЄМСТВІ

Organizations that can effectively manage their personnel have a competitive advantage and are capable of achieving their strategic goals. Successful personnel management is a key factor in achieving success and sustainable development for any enterprise in the modern business environment. The article proposes key directions for improving the efficiency of personnel management system at the enterprise. Specifically, for more effective candidate selection, it is recommended to utilize personality profiling surveys, which will help the company to more efficiently evaluate and select employees. It is identified that one of the primary approaches to enhancing the efficiency of the existing personnel management system is the implementation of modern methods that consider an individualized approach to employee adaptation, training, and motivation (such as mentoring, job shadowing, and buddying). Developing leadership potential becomes a priority aspect in the process of human resource management modernization, laying the foundation for improving personnel management, professionalizing human resources, and enhancing overall enterprise performance. For establishing a training system for administrative staff, the application of leadership development programs and providing opportunities for management courses for managerial personnel is recommended. In the practice of personnel evaluation at enterprises, several trends can be observed, such as the lack of comprehensiveness, where managers prefer simplified procedures (e.g., certification) that typically focus on short-term perspectives, and a limited set of evaluation methods. To achieve more comprehensive personnel evaluation, it is advisable to expand the range of utilized methods and develop an evaluation methodology. The article substantiates the main methods of personnel evaluation, including human resource analysis (HRA), assessment center method, key result indicators (KRI) method (evaluating based on key performance indicators), management by objectives (MBO), and «360 degrees» feedback.

ОСОБЕННОСТИ ОЦЕНКИ ЛИЧНОСТНО-ПРОФЕССИОНАЛЬНЫХ КОМПЕТЕНЦИЙ ВЫПУСКНИКА ВЫСШЕГО УЧЕБНОГО ЗАВЕДЕНИЯ НА ОСНОВЕ ПРИМЕНЕНИЯ АССЕССМЕНТ-ЦЕНТРА

In the course of the study, the theoretical and methodological grounds for using the assessment center in assessing the personal and professional competencies of a graduate of a higher educational institution were considered, an overview of approaches to understanding personal and professional competencies was provided, their current state was considered, and the possibility of using the assessment center in modern development conditions was assessed. higher education systems. This study substantiates the development of a model of personal and professional competencies, which is based on scientific and practical research, expert opinion of professionals, professional standards developed by the Ministry of Education and Science, as well as on the Passport of Competencies received by graduates of the Peter the Great St. Petersburg Polytechnic University (SPbPU) in the learning process. The competency model for each area has a general structure consisting of four main blocks: professional competencies, personal competencies, interpersonal competencies and self-development, but each of the presented blocks differs significantly in content depending on the profile of the education received. The use of the assessment center method for assessing the personal and professional competencies of graduates of higher educational institutions seems to be one of the most promising directions, since this procedure allows not only to assess the quality, but also to reveal its content for a particular graduate and make assumptions about the possibilities of developing competencies. Students’ passing through the assessment center allowed them to understand their personal and professional competencies more deeply and clearly, as well as to consider various ways to develop these formed competencies. Moreover, graduates directly link their development with the activities they plan to engage in after graduation. After participating in the assessment center procedure, students were able to more consciously approach planning their own trajectory of personal and professional development. They are able not only to set the final goal, but also to present in detail those on whom they will rely, set specific steps and deadlines for their implementation, as well as describe those personal and professional competencies that will help in achieving the goal and those that still need to be adjusted.

Between the assessment centre and reality: how and why biographical psychology makes human resource management more effective

Purpose The article makes a conceptual contribution to the substantiation of the foundations in personnel management for the development and decision-making in personnel assessment based on the biographical method. Design/methodology/approach When substantiating the scientific direction, a comparative analysis, a comparison of the theoretical provisions of leadership and the methodology of personnel assessment, a critical appraisal of the assessment centre and biographical method were used. Findings Modern science contains information about effective leadership and few grounds for objective selection for leadership positions. Why do some individuals become leaders in the churches, while others become leaders of business corporations? The accepted assessment tools allow obtaining information about the candidate, but do not have a scientific basis for making a decision about leadership in recruiting. Biographical psychology brings together leadership theories and assessment tools; it allows to establish a connection between developmental psychology, social, applied and organizational psychology and provides the integration of various directions in science. It allows a deeper understanding of the relationship between a person's biographical facts and his/her suitability in the profession to justify the reasons for leadership, as well as the grounds for selection for managerial positions. Originality/value Substantiation of biographical psychology will allow in the future to legitimize the conduct of such studies, to come closer to the truth in the selection for leadership and not only positions, to understand the connection between the biography of leader and organizational culture. Biographical psychology will contribute to the creation of scientific basis for recruiting. To consider biographical factors more significantly (gender, age, sexual orientation, differences in personal development, and not just executive experience in the resume), this will reduce the economic costs of introducing and supporting costly procedures in organizations, as well as increasing the objectivity of the assessment and selection of personnel in organizations.

Application of Position Auction-Based Merit System in Bantul Regency in 2018

This article aims at discussing the application of a merit system based on job auctions, especially regarding the mechanism for selecting structural officials in Bantul Regency. Considering that the merit system is a new method for determining structural positions and has become one of the models that local governments have begun to implement in the placement of civil servants, especially echelon II structural officials. The application of this merit system model is one form of the implementation of Law Number 5 concerning the State Civil Apparatus. The application of the merit system was enforced because a lot of structural position determinations were not based on competence, but the structural position determination was based on proximity and political factors. Therefore, with the existence of this law, it is significant to immediately implement a merit system so that employeed who occupy structural positions were competent and professional people. In data analysis, this study was based on the theory of open selection. The method used in this study was a qualitative method. The data collection techniques used were interviews and documentation. Based on research conducted that the application of the merit system within the Bantul Regency Government was in accordance with applicable regulations, as well as in the application of the merit system using several selection methods including administrative selection, assessment center method / competency test, paper making, track record tracking, percentage of papers and interviews.

МЕТОДИ ОЦІНЮВАННЯ ЕФЕКТИВНОСТІ ПОЛІЦЕЙСЬКОЇ ДІЯЛЬНОСТІ

The article analyzes the existing methods of evaluating the effectiveness of policing. It is proved that the modern system of methods for evaluating the effectiveness of policing should consist of traditional methods specific to policing and non-traditional methods introduced from other areas. It is concluded that the current issue is the use in assessing the effectiveness of policing methods (techniques) used in the private sector to assess the effectiveness of various institutions, enterprises, organizations, as well as methods of evaluating staff, successfully tested and implemented in management, non-governmental structures, which are quite diverse. Today, the performance of the police is a necessary tool in the management industry. We see the application of benchmarking in the system of evaluating the effectiveness of police activities as promising, and the biographical method for personnel evaluation; the method of a given score; ranking; method of pairwise comparisons; standard method; graphic profile method; method by results; method «360о certification»; assessment center method; human resources analysis; goal management method; method of evaluation of key performance indicators. The authors emphasize that the use of these methods requires special knowledge of the subjects who use them, which is why one of the main tasks of the modern management system of the National Police should be to train managers capable of using modern methods of personnel evaluation. It is worth emphasizing that the departmental evaluation of efficiency of police activity can be carried out in relation to specific police officers. As for methods for evaluation of efficiency of police activity of individual police officers, they are significantly different from the methods of general assessment. It is concluded that there are no universal methods of evaluation, they, as well as criteria, evaluation should be carried out comprehensively taking into account various circumstances: the type of evaluation, its purpose, the object of evaluation, the subjects involved in evaluation, and their skills in the application of specific methods, available resources, etc.

Multi-Approach Formulation in Dynamic Personality-Situation Interaction for Personnel Selection

The purpose of personnel selection is to measure knowledge, skills, and abilities that are necessary to perform a job effectively. The process involves various assessments, including personality assessment. This conceptual paper discussed the potential of using a learning factory to develop multiple simulations for assessment center activities in assessing personality in different situations. Although traditional personality assessment contributes to the effectiveness of selection decisions and prediction, it tended to ignore that trait-related behaviors may differ across situations. Study on dynamic personality is essential as empirical studies showed that within-person fluctuations in personality states relate to a variety of work outcomes, including job performance. To further understand this fundamental issue, this paper discussed further how personality–situation interplay influences performance by using a learning factory assessment center method. This study also discussed how the adaptation of exploratory mixed methods approach could be used. The mixed exploratory methods are suitable as this topic is related to fundamental research and empirical study, besides the investigation on this area is still limited. This paper could benefit other researchers, industry players, and policymakers in understanding better how dynamic personality may influence performance, especially in the activities related to Industry 4.0.

ASSESSMENT CENTER AS AN EFFECTIVE SELECTION TO THE POSITION OF THE TRADE REPRESENTATIVE – CASE STUDY

The article presents realization stages of the Assessment Center process for the sales representative in a large manufacturing company, which has an established position and is the leader of its industry on the Polish market. Over two years three selection processes were done using the Assessment Center method in the sales department of surveyed company. Each time the goal was to obtain at least one sales representative who would join the existing nine person team. Both in the case of the first and second recruitment, the candidates selected by the assessors did not meet expectations and after the trial period the contract was not renewed. During third recruitment process, the Assessment Center method was also used, however, the process was carried out in accordance with the standards set out in the Guidelines and Ethical Considerations for Assessment Center Operations. This contributed to increasing the effectiveness of selection, the goal was achieved and two new employees were recruited, who continued their work after the trial period. The aim of the article is to evaluate the conditions of effective use of the Assessment Center method in the selection of candidates for the position of a sales representative, based on literature and empirical studies.

Same‐gender and same‐race bias in assessment center ratings: A rating error approach to understanding subgroup differences

AbstractThis study investigated leniency and similar‐to‐me bias as mechanisms underlying demographic subgroup differences among assessees in assessors’ initial dimension ratings from three assessment center (AC) simulation exercises used as part of high‐stakes promotional testing. It examined whether even small individual‐level effects can accumulate (i.e., “trickle‐up”) to produce larger subgroup‐level differences. Individual‐level analyses were conducted using cross‐classified multilevel modeling and conducted separately for each exercise. Results demonstrated weak evidence of leniency toward White assessees and similar‐to‐me bias among non‐White assessee–assessor pairs. Similar leniency was found toward female assessees, but no statistically significant effects were found for assessee or assessor gender or assessee–assessor gender similarity. Using traditional d effect size estimates, weak individual level assessee effects translated into small but consistent subgroup differences favoring White and female assessees. Generally small but less consistent subgroup differences indicated that non‐White and male assessors gave higher ratings. Moreover, analyses of overall promotion decisions indicate the absence of adverse impact. Findings from this AC provide some support for the “trickle‐up” effect, but the effect on subgroup differences is trivial. The results counter recent reviews of AC studies suggesting larger than previously assumed subgroup differences. Consequently, the findings demonstrate the importance of following established best practices when developing and implementing the AC method for selection purposes to minimize subgroup differences.

Оценка персонала методом ассессмент-центр на предприятии нефтегазовой отрасли

Оценка персонала методом ассессмент-центр на предприятии нефтегазовой отрасли

Best practice guidelines for the use of the assessment centre method in South Africa (5th edition)

Orientation: Assessment Centres (ACs) have a long and successful track record in South Africa when used for selection and development purposes. The popularity of the approach is mainly attributable to the ACs’ numerous strengths, which include the perceived fairness, practical utility and strong associations with on-the-job performance. To maintain the integrity of the AC, it is important for practitioners and decision makers to apply the method in a consistent and standardised manner.Research purpose: The purpose of the report is to provide practitioners and decision makers with practical guidelines and concrete procedures when using ACs as part of the organisation’s human resource management strategy. Motivation for the study: The past decade has seen significant advances in the science and practice of ACs. Now in its fifth edition, the revised Guidelines seek to provide important information to practitioners and decision makers on a number of factors when used in conjunction with the AC method, namely, technology, validation, legislation, ethics and culture.Main findings: The Guidelines provide specific suggestions and recommendations for using technology as part of the manner of delivery. Issues of culture, diversity and representation are also discussed. New features of the Guidelines include more concrete guidance on how to conduct a validation study as well as unpacking several ethical dilemmas that practitioners may encounter. Of critical importance is a position statement on the use of ACs in relation to new legislation (Employment Equity Amendment Act, Section 8, clause d) pertaining to psychometric testing.Practical/managerial implications: The Guidelines serve as a benchmark of best practice for practitioners and decision makers who intend on, or are currently, using ACs in their organisations.Contribution/value-add: In the absence of formal standards governing the use of ACs in South Africa, the Guidelines provide an important step towards establishing standardisation in the use of the AC method. The Guidelines provide (1) guidance to industrial and organisational psychologists, organisational consultants, human resource management specialists, generalists and the Department of Labour, and others designing and conducting ACs; (2) information to managers deciding whether to introduce AC methods; (3) instructions to assessors taking part in the AC; (4) guidance on the use of technology and navigating diverse cultural contexts; and (5) a reference for professionals on best practice considerations in the use of the AC method.

Organizational Attitudes as Precursors to Training Performance

In most prior research on training and development, employees’ attitudes toward their organization have been viewed as consequences of training interventions rather than as antecedents. This study asserts that affective organizational commitment and organizational identification are performance predictors of training designed to directly address the collective interests of the organization. Additionally, we expected that organizational identification has a stronger positive effect on training performance than does organizational commitment. To test these hypotheses, the independent variables were measured in 149 trainees prior to the beginning of the training program. Observers’ ratings of behavioral performance were evaluated as the training outcome using an assessment center method. The analysis showed that organizational identification significantly predicts training performance, whereas organizational commitment does not.

Investigating the Entrepreneurial Potential of Students – Design and Preliminary Validity Data of the Assessment Center Method

Complex and accurate diagnostic of the entrepreneurial potential requires a flexible assessment method that could investigate complex and specific constructs, having high face validity and credible results for the assesses, while instrumenting a rich feedback for the development needs. Due to its consistent operational validity and responsiveness to the mentioned requirements, the assessment center is proposed as a method that could contribute to the investigation of entrepreneurial potential of students. An AC designed according to the Guidelines and Ethical Considerations for Assessment Center Operations (International Task Force on Assessment Center Guidelines) has been implemented within a career center in a university. 163 students divided in groups of 10-12 participants participated in 14 assessment centers, being observed by 4 assessors. The results indicate a high concordance level between the four assessors (Kendall W between .83-.90; p ≤ .01), similar with the results reported in literature. This high fidelity of measurements is evidence that the assessment center can be a reliable method to evaluate behaviors in this context, providing a preliminary argument regarding the use of the assessment center in the diagnostic of entrepreneurial potential.

Guidelines and Ethical Considerations for Assessment Center Operations

The article presents guidelines for professionals and ethical considerations concerning the assessment center method. Topics of the guidelines will be beneficial to human resource management specialists, industrial and organizational consultants. The social responsibility of business, their legal compliance and ethics are also explored.

Assessment of Social Competence for Pilot Selection

To ensure that pilots possess the necessary skills for effective teamwork during line operation, airlines have introduced various diagnostic methods into their selection procedures that are designed to assess the social competence of pilot applicants prior to employment. A validation study with N = 292 ab initio pilots for a major European airline is described, in which assessment center (AC) methods have been compared with questionnaires on social competence and personality. Results show moderate to high correlations between 2 social competence questionnaires and certain personality dimensions, although only 1 social competence questionnaire (the Social Skills Inventory [SSI]) confirms systematic common variance with the behavior-oriented assessments of related concepts in the AC. In addition to traditional selection procedures, the SSI could neither improve the prediction of applicants’ overall performance in pilot selection nor did it show substantial intercorrelations with an external criterion in the pilot training. Therefore, social competence and personality questionnaires could serve as an additional component in the preselection, but might not replace the AC, which provides information about the behavioral component of social competence in real social interactions.

Performance Appraisal-Management by Objective and Assessment Centre–Modern Approaches to Performance Appraisal

Problem statement: Performance appraisal is a crucial activity of HR department in any organization. Employees are appraised for several reasons, not only for reward and punishment but much more than. Most important of which is to realize the best use of human resources and to plan for future needs Two methods for performance appraisal that are discussed in this study are Management By Objective (MBO) and Assessment Centre techniques. Assessment Centre evaluation or Management by Objective is valuable because it allows a candidate to concentrate on the task at hand. Approach: The literature review and arguments were conducted to provide a systematic discussion of the study. Results: In Assessment Centre Appraisal, the different outcomes for particular tasks can be evaluated and management can assess employee’s relative proficiencies in terms of these tasks. In MBO, employees are obliged to deal with overcoming challenges. MBO and Assessment both require consistency in criteria for comparison and standardization. Conclusion: Difference organizational culture and motives for appraisal have an impact on result of both the appraisal methods. Outcomes of tasks given for assessment may different and involve different level of risks. In assessment center method employee is separated from others to appraise his performance. At times Management by Objective is effective method for comparison and judging employee performance in changing environment.