How to Design Successful Assessment Centres

Assessment Centres use a combination of simulations, interviews and tests to measure the performance of a group of Candidates against the skills and behaviours required for success in a particular job.

The main advantage of running an Assessment Centre is that it greatly increase the chances of fi nding a suitable Candidate for a target job and reduces the risk of making the wrong decision. Research clearly demonstrates that they are a more accurate predictor of performance than more traditional selection methods, including interviews. However, there are a number of areas which you need to think about carefully when designing an Assessment Centre.

1. UNDERSTAND THE TARGET JOB
Often jobs need to be fi lled in a hurry and time spent on Job Analysis can seem like a luxury when the pressure is on to get started. However, to design an appropriate process, it is vital that you have a thorough understanding of the requirements of the job. This information is best gained by conducting interviews with those already in the post and their Line Managers. Ask questions to establish what types of things happen in a typical day, who the jobholders interact with and in what way. Interviews with Line Managers should focus on identifying the key differences between average and outstanding performers. Ideally, narrow your list of competencies down to the six or eight which make the biggest difference to performance.

2. SELECT YOUR MATERIALS
Once you understand the job, you can choose appropriate materials to design your Centre. Try to assess each competency more than once (ideally three times) to avoid the risk of an uncharacteristic performance. Exercise simulations provide a chance to gather evidence as to how well Candidates may deal with particular situations (such as analysing data, dealing with customers and managing the performance of their staff). If possible, use professional actors to increase the realism and consistency of the Exercise. The nearer the simulations are to the target job, the more acceptable they are likely to be to Candidates and will thus be more effective in predicting future job performance. Ability Tests tend to be better predictors than Personality Tests of future job performance. However, before you decide to use any sort of test you should administer it to successful jobholders in the target role so as to gauge the standard required.

3. CHOOSE AND TRAIN YOUR ASSESSORS
Acting as an Assessor at an Assessment Centre is demanding work. It requires a range of skills including objectivity, the ability to record and classify behaviours consistently and a high level of stamina and commitment. Ideally you should use Assessors who are one or two grades above the target job and who have a really good understanding of it. Make sure you train your Assessors and give them the chance to observe and participate in the simulations themselves. This is essential if they are to agree upon what should reasonably be expected from the Candidates and award scores accordingly. Make sure you train enough Assessors to have at least a 1:2 ratio of assessors to candidates - with some trained "reserves" in case of an emergency!

4. APPOINT A CENTRE MANAGER
Running a number of different activities for Candidates throughout the day means that careful co-ordination is required. If possible, appoint a Centre Manager to prepare the materials and the rooms, meet and greet the Candidates, direct them between the Exercises and deal with any logistical problems as they arise. Ideally the Centre Manager should be an experienced Assessment Centre Practitioner, or a highly experienced Assessor, so they can provide some level of quality control by checking the output of the Assessors to ensure consistency of classifi cation and marking.

5. TAKE CARE WITH THE "WASH-UP" PROCESS
In the Assessors' discussion, or "wash-up" meeting, the evidence gathered on each candidate should be considered carefully. This means running through the evidence of each competency in each Exercise and considering each Candidate's performance. Bear in mind that the Candidates should be compared against the required standard for the job and not against each other. This avoids the possibility of recruiting "the best of a bad bunch"! The role of the Centre Manager should be to chair this meeting clarifying any queries and helping to resolve debates.

6. THINK ABOUT THE CANDIDATES
Finally, it is worth bearing in mind that an Assessment Centre can be a daunting prospect for Candidates and you should strive to make it as user-friendly as possible. Anything you can do to reduce the pressure on them will increase their chances of doing themselves justice, as well as leaving them with a favourable impression of your organisation. Make sure they know what to expect by providing appropriate information before the Centre and what they should do to prepare. The Centre Manager should brief them on arrival and encourage the Assessors to be welcoming and friendly in-between Exercises. Assessment Centres are rather like a two-way shop window and it is important to remember that even unsuccessful candidates may be potential customers of your organisation! After the Centre, communicate the results as quickly as possible and, if feasible, offer feedback which is helpful and of practical value in their future careers.

The Main Benefits of Assessment Centres
* Using multiple Assessors reduces the risk of personal bias
* Candidates are given more than one opportunity to show what they can do (since you use multiple Exercises)
* It's a level playing fi eld for all Candidates
* Even unsuccessful Candidates see the process as "fair" (and therefore view your organisation more favourably)
* Above all, you're more likely to select the best Candidate(s)