EMPLOYEE ASSESSMENT

Assessment Centre

In different Human Resource Management (HRM) structures the functional activities are the basics which have been using to direct the human resource towards achieving the organizational objectives. A collection of reliable information ensures smoother performance and successful basis for each of the functions (Thornton and Rupp, 2006) such as, recruitment, selection, placement, training and development (T&D), performance appraisals, organizational development, human resource planning, promotion and transfer, layoffs.As a tool in selection and as an information hub for T&D, employee assessments through Assessment Centre (AC)s, have created much valuable information to HRM today. 

The AC in (HRM) is focuses on evaluation of behavior of employees through a combination of objective selection techniques. It will further assess the suitability of an individual over the selected job. According to Armstrong (2014), AC’s assemble a group of applicants and apply a range of techniques over an intensive time frame in view of providing more comprehensive and balanced view of adaptability of the individual members of the group and it also given the HR the potential to identify the leadership and competencies of employees.  

Earlier, the performances were assessed by simple tests and individual differences in behavior. In some cases it was measured by predicted job performances as which had to be done or shown in openly. But considering the matters with observation, scoring and judgment the testing system was replaced by paper-and-pencil testing (Thornton and Byham, 2013).According to Thornton and Byham (2013), the history of assessment programs have begun from a substantial tradition of multiple assessment programs developed in the 1940s and 1950s and modern assessment center program’s structure was clearly visible in the effort to select German military officers in 1930s. 

Multiple assessment procedures was further developed through the usance, researches and efforts of British War office Selection Boards (WOSB), Military assessments in Australia and Canada and British Civil Service Selection Board (CSSB), Harvard Psychological Clinic, Office of Strategic Services during World War II, Veterans Administration Clinical Psychological Studies –U.S. and more in 1950s. The common attributes of these were usage of multiple assessment techniques and adoption of multiple assessors.

In current scenario, with the support of advanced technology over assessment and development the utility of ACs have transformed to a comprehensive variety of purposes than they had in the past. The work, work place and work force have been changed due to globalization and technology development, resulting a functional change in HRM (Thornton and Rupp, 2006). As a result the ACs evolved by job related simulations (to test the most critical competencies), interviews, and/or psychological test/s.

The following video from You Tube - Demonstrates  the structure of modern Assessment Centre :

According to Pulakos (2005), a typical assessment centre includes : role-play exercises, in-basket exercises, analytical exercises and group discussion exercises which observed by the trained assessors. Further, in some assessment centres, the cognitive ability, job knowledge and personality tests are also included. 

When distinguish ACs with other tools, simulation exercises are the significant difference, and it provide the opportunity to see how individuals handle complex problems while being interact with others (Thornton and Rupp, 2006).According to Armstrong (2014), simulation exercises include, one-to-one role plays, group exercises and based on the these behavior on the job  performance is predicted.

According to a research done by SHRM India and MeritTrac Talent Assessment Tools (2016), among 130 of large, medium and small scales organizations in India, 14% of organizations are using ACs as a tool of selection while 26% use skills, abilities, personality or behavior tests, 20% by interviews, 12% by resume/profile screening tools, 11% by cultural/value fitment assessment tools and multi-rate 360 degree tools and rest by assessment/test building software tools  (John et al., 2016).

Conclusion:
 

According to Schmidt and Hunter (In Armstrong, 2014) in their research in 1998, has shown in ACs predictive validity is lower than of an intelligent test combined with structured interviews. Another limitation of AC is that, they are time consuming and causes much of expenses to the firm. On the other hand it is limited to the large organizations in selecting of managerial positions or for graduates. (Armstrong, 2014).

What author suggest is : The modern assessment centre attributes are significant in finding today's' leaders of tomorrows' leaders especially in Strategic Human Resource Management (SHRM). Therefor it should be adopted not only for the purpose of selection but also as a showcase in giving feedback on the development of the participants. 

References;

1. Armstrong, M. and Taylor, S. (2014). Armstrong's Handbook of Human Resource Management Practice, 13th ed.. London: Kogan, pp.240-241.
2. John, D., Shahid, N., Chaudhuri, S. and AC, P. (2016). Talent Assessment Tools In India, 2016 A Collaborative Study By SHRM India And MeritTrac.. Talent Assessment Tools: For Better Business Performance. [online] India, pp.2-18. Available at: https://www.shrm.org/shrm-india/ documents/ talent% 20 assessment % 20tools%20in%20india,%202016%20-% 20 shrmi %20and%20merittrac.pdf  [Accessed 20 Jun. 2018].
3. Pulakos, E. (2005). Selection Assessment Methods. Alexandria, VA: SHRM Foundations, pp.14-15.
4. Thornton, G. and Byham, W. (2013). Assessment Centers and Managerial Performance. Elsevier, 2013, pp.19-317.
5. Thorton, G. and Povah, N. (2016). Assessment Centres and Global Talent Management. Abingdon, Oxon,NY,USA: Taylor & Francis, pp.128-468.
6. Thornton, G. and Rupp, D. (2006). Assessment Centers in Human Resource Management. 1st ed. Mahwah, NJ: Psychology Press, 2006, pp.1-17.