By Ian Taylor
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Additional resources for A Practical Guide to Assessment Centres and Selection Methods: Measuring Competency for Recruitment and Development
At the end of feedback Feedback is subjective or vague Refers inappropriately to others (‘I have been told’) Takes over unnecessarily, eg imposes own ideas Allocates tasks with no follow-up Hesitant; directions are unclear or not made at the appropriate time Excessively ‘hands on‘, eg gets involved in unnecessary detail Takes decisions without reference to or confirmation from others What Are We Assessing? 2 Which exercises assess each competence? Competence Suggested Exercises 1. Oral Communication This competence contrasts to Interpersonal Skill in that it looks to assess the participant’s clarity of communication in a broad range of situations.
Initially start with those you feel are basically open to persuasion. Try to match your argument to the objection. ■ Assessment centres are not always the most appropriate selection tool. Junior or temporary jobs may not warrant the extra resources required, so evaluate whether using an assessment centre is right for every selection. 27 2 What Are We Assessing? Developing a Competence Framework By this stage you have, hopefully, been convinced that assessment centres would add value to your selection processes.
Interpersonal Skill is more specific and looks to assess the style of dealing with differences or conflict In essence this competence could be assessed in any of the activities in Chapters 8, 11, 12, 13 or 14. Be cautious about over-assessing this competence. The traditional interview is also a very effective method for measuring this competence 2. Written Communication Role play 1 (Chapter 8). All activities in Chapters 9 and 10. The report-writing activities in Chapter 10 will provide the most comprehensive evidence for this competence 3.
A Practical Guide to Assessment Centres and Selection Methods: Measuring Competency for Recruitment and Development by Ian Taylor