An assessment is fundamentally a series of evaluations carried out by various techniques such as simulation, psychometric tests and exercises to make vital decisions such as careful selection or rejection of a candidate, for promotions and evaluations, etc.

There are several original schools of thought for running an evaluation centre, which is a corporate adaptation of an army procedure. The evaluation centres must have defined competencies with behavioural display and scales for the evaluation, and the methods used in the assessment must calculate these same competencies and behaviours. No new competition or behaviour other than that recognized above is used for evaluation, no matter how important. Many techniques are being utilized, and multiple advisors assist in estimating the candidates in particular simulations and exercises.

Simulation exercises are an essential component of the evaluation and development centres. They are situations, practices and circumstances that mimic a realistic work scenario of the person evaluated. They find an unusual place in evaluations because they permit opportunities to examine and estimate the behaviour of the assessor concerning every job-related competence. Examples of simulations contain group exercises, basket exercises, structured interviews, presentations and research exercises.

Development centres and evaluation centres are frequently confused with the utilization of the same techniques to estimate employees. But there are obvious differences between them. A development centre as an evaluation centre utilizes evaluation techniques such as simulation, psychometric, etc., but its function is different. A development centre, as its name says, is carried out only for the purpose of employee development. It is done to evaluate potential, identify strengths and development requirements, and a final result is a well-documented person development plan for every individual participant. A development centre course can last up to 3 days, where every day, the participants experience simulation exercises. It also has existing competencies and behaviours as benchmarks that are used during evaluations, but unlike evaluation centres, feedback is an essential part of development centres. During the evaluation centres, only the final result is shared with the candidates, but in the development centre, the candidate gets the feedback after every exercise and towards the closure of the development centre a particular feedback session can be carried out. It lays the groundwork for the development of an individual unique development plan for the participant. 

Since the aim of a development centre is to produce an open and transparent environment for learning, faults are not considered negative but evaluated as learning opportunities. The responsibility of the advisors in the development centre also turns into more significant, since now they also have to cooperate with the assessor. They are additionally open to listening to the counsellor and helping them to appreciate and explore their areas of strengths and development.

A development centre, when utilized in the organization, is more readily accepted by employees since it is a non-threatening evaluation of the areas of development. Line managers can easily be integrated into the development centre process by distributing information about the performance of their subordinates or team members and looking for feedback from participants about their performance at work. It creates an association that is vital for the individual development plan created after the development centre executes and the goals draw and accomplish.

Tips for preparation:

To ensure that a participant’s performance is optimal on the day of the Evaluation of the Development Centre, here are some tips for preparation:

  1. The Evaluation or Development Centre is an exciting day that requires a lot of concentration and energy. Make sure all the participants are well rested.
  2. If a person intends to conduct an interview based on the competence, the primary focus will be on the competences interrelated to the position a person requested. The person must offer real examples of the condition in which they had to contract with the specific expertise.
  3. Reflect on a person’s qualities and areas of development.
  4. Try to reflect on the event of a person’s career. What were the pivotal moments, the developments?

Evaluation/development centre tests and exercises

Throughout the Evaluation/Development Centre, a person will perform a range of tasks so that the development centre can calculate the person’s competencies in multiple situations. By observing their behaviour, assessment centre can arrive at a balanced assessment based on the whole day.

It is a general description of the category of exercises a person can expect on his evaluation/development day. Not all Evaluation/Development Centres contain these exercises, but repeatedly several of these are used.

  • Proof of competence: numerical, verbal and abstract reasoning tests, which offer an indication of the academic perspective of a candidate

To understanding the aptitude tests, anyone can take some example exercises:

  1.  Abstract reasoning.
  2. Numerical reasoning.
  3. Verbal Reasoning.
  • Personality questionnaire: a list of questions about the particular person’s personality or motivational motivators.
  • Simulation exercises.

 Exercise: a specific written task in which a person will be asked to resolve problems and make decisions, based on several letters and notes.

Interactive exercises or role-playing games:

  1. Analysis and presentation exercise: here, people can see how it analyses multiple data in a file and defends its conclusions towards a superior.
  2. Management exercise: simulation of a face-to-face discussion with one more role player.
  3.  Business exercise: people receive a file that consists of information about a business problem. They examine the issue and try to build up a successful approach.
  4. Group exercise: here, people see how a particular person interacts with other participants throughout a group discussion.
  5. Competency-based interview: a structured and detailed interview to meet relevant information about specific competencies via specific situations or examples.

Assessment centres, which are most commonly helpful for recruitment, are a mixture of a variety of tasks and exercises (for example, role play, group discussions, presentations, interviews, etc.) that are planned to observe to what extent their skills, personality and interests coincide with a particular role and organization.

Posted by Outside Contributor

From time to time, we are glad to feature outside authors who contribute to BizzMarkBlog with their insights and experience. This is one of those features.