Assessment/Development centre

„If you possess any skill, you will show us in action.“

Look at the key skills of your people and make a reliable assessment of the level in which their skills are, according to the requirements of their current or future position, developed. Assessment Center (AC) is the most reliable tool to assess the professional and personal competency and it is the only one that positions its participants in situations, which are in itself similar to the situations they will have to face in real everyday work. Thanks to the individually set scenario and content, the assessment rises a probability of a successful selection and it provides detailed reports for making a decision. Apart from the reliability for the purposes of assessment and selection of people, AC is being used more and more for directing the career development of employees and so it is called Development Center (DC). At the same time, it’s a clear start of development process, which leads the employees towards taking responsibility for their future development.

This AC or DC puts the participants in simulated situations, which have to be solved. The reviewers watch their behaviour and evaluate it correctly based on relevant criteria (competencies), which are crucial for an effective handling of real work tasks in managerial or occupational position. It’s the complexity and variety of tasks, which the AC or DC participants have to solve and the fact that they are „tailor-made“ to the position’s requirements, that made Assessment and Development Center repeatedly voted by independent comparative studies as the most reliable and fair tool for personnel decision-making.

Apart from the already mentioned advances of assessment centers, a positive effect cutting down the fluctuation of employees was confirmed as well as a faster and simpler process of adaptation right after accession to the new position. On the other hand, it is necessary to mention that Assessment Center is, compared to simpler techniques, more demanding in means of resources. It especially requires, but also supports a systematic approach to solving problems of HR development and synchronizing the company strategy with demands on competencies, which are required for a successful performance in particular positions. The amount of effort, finances and time the organization has to invest is easily put in numbers. An absence of a reliable tool for assessment of employees costs, however, much more.

Employees on different levels (and different types of organizations) need different abilities – competencies for an effective performance. A competency is a system of typical behaviour, which the employee has to use in order to professionally fulfill his tasks, whether it be in his current positions or in a position he is going to be accepted or promoted to. Participants‘ competencies or a qualification for a particular position is determined using three methods:

  • Psychological testing

    Selection of psychodiagnostic methods, which will be used in Assessment and Development Centers, is always predefined according to the client’s requirements – based on observed competencies, so it’s always „tailor-made“.

  • Structured interview

    The structured interview is focused on evaluation of key moments in a professional career, attitudes towards basic work values, priorities and a personal view of the future. This knowledge is assessed using CBI (Competency Base Interview) method and 3-degree questioning, which allows a deeper knowing of important moments of employee’s motivation.

  • Evaluation of behaviour in simulated situations

    An evaluation of behaviour in simulated situations provides an answer to what behaviour can be expected in candidates in real working situations. On the basis of client’s predefined competencies, which usage in the work of employee/manager is an asset to functioning in a dynamic and changing environment, we design in AC/DC exactly those situations, that will motivate the participant to show the skills in defined competencies.

The thoroughness and soundness while characterizing the competencies, the extent and amount of exercises in their assessment depends on the client‘s requirements, anticipations and needs. It’s very useful if the competencies are derived from the strategic plans of organization in every area of its functioning and existence.

According to agreement, a written report about every participant is the output and it usually contains:

  • Individual profile of strengths and weaknesses in evaluated competencies assessed using psychological tests, interviews and observations in simulated situations.
  • Potential areas for further development of every single evaluated participant.
  • The most valuable areas for the organization and team work.