An assessment-center is a procedure used to evaluate a person’s behavior and competencies from different perspectives and considering predetermined criteria. Generally several tools are combined within the evaluation process to guarantee a maximal objectivity and a high predictive validity (prediction of the evaluated person’s future behavior). Psychometric instruments such as : structured interview, personality test, cognitive aptitude test, simulations (role playing, business cases, presentation etc) are frequently used and are chosen depending on the goal pursued by the mandate.
During a personnel selection procedure, an assessment constitutes a considerable source of information which would not be available with standard interviews. The assessment supports the recruiters’ decisions making process in highlighting strengths and weaknesses, opportunities and risks for a candidate in a specific job. Future developmental paths can also be showcased.
The assessment form varies depending on the purpose. It can be established anywhere between a simple analysis based upon personality test results to a complete procedure using several tools and multiple observations.
A development assessment is similarly constructed as a selection assessment, however the focus is very different.
A development assessment is used to evaluate a person’s behavior and competencies from different perspectives and considering predetermined criteria for a future development. Thus, the procedure is best suited for employees considered for a job enrichment, intern job switch or when a development is necessary to continue to fulfill the actual job requirements.
The procedure allows a certain objectivity level and is therfore very appreciated by HR and management. It is frequently used as a basis for discussion, definition of a training plan, to initiate a talk about sensitive aspects and sometimes to help reorientate a person’s career wisely.
Several tools are combined within the evaluation process to guarantee a maximal objectivity and a high predictive validity (prediction of the evaluated person’s future behavior). Psychometric instruments such as : structured interview, personality test, cognitive aptitude test, simulations (role playing, business cases, presentation etc) are frequently used and are chosen depending on the goal pursued by the mandate.
It can be interesting to complete the procedure with a follow-up (one or more meetings) either as a coaching focusing on achieving one specific goal or as a discussion mid-step through the training program to reflect on the progress.
A potential analysis is used to evaluate a person’s behavior and competencies from different perspectives and considering a relatively general direction (for example : taking part in a trainee program, in a talent/succession program, for long-term general development / career management purposes). The procedure is custom-made and includes a combination of psychometric instruments, which makes it very similar to a selection or a development assessment. However, a potential analysis focuses mainly on existant but less used know-how and competencies as it highlights opportunities instead of risks and obstacles.
Several tools are combined within the evaluation process to guarantee a maximal objectivity and a high predictive validity (prediction of the evaluated person’s future behavior). Psychometric instruments such as : structured interview, personality test, cognitive aptitude test, simulations (role playing, business cases, presentation etc) are frequently used and are chosen depending on the goal pursued by the mandate.
The need to professionalize the selection process frequently implies the use of a new methodology (interviewing techniques, use of simulations, tests, systematic and structured collecting of references etc) and therfore can be optimized with an adequate training.
This offer is adressed to HR employees with few experience in the recruitment field or HR employees willing to improve their skills, but also to managers involved in the recruitment process and willing to participate more effectively in gaining an expertise in the interviewing techniques.
It is sometimes more efficient to book a training through a third party outside the company in order to gain in impact and objectivity. Methods used in such trainings vary depending on the pursued goal. Interview simulations are however very frequently used as they help assimilate the new techniques rapidly and help reflecting on one’s performances.
Supporting one’s development through a short coaching can be very efficient for people looking to achieve 1-2 specific goals (often related to leadership, soft skills, managing difficult situations). Reflecting about the behavior with professional help proves to be not only easier but providing more efficient results.
The coach’s role, goals and range of intervention are defined in collaboration with the relevant person. Modalities are set in advance (usually weekly, monthly or quarterly meetings depending on personal needs).