Lecture at IBA on Dec-9-2012

1. Assessment Centers in
Recruitment & Selection

2. Your Facilitator
Learning | Consulting | Assessment | Search
• NarejoHR,
• Established 2002
• Service Offerings, Growing Businesses Through People
• Rahila Narejo
• Chief Executive & Lead HR Consultant, NarejoHR (Pvt.) Ltd.
• Psychobiologist, Univ. California, Los Angeles
• Psychometrician, British Psychological Society (Levels A + B)
• Certified Balanced Scorecard Professional, Palladium Group
• Columnist, DAWN Newspaper, Workplace Sanity
• Associate Certified Coach (ACC), International Coaching Federation
• MSc. NeuroLeadership, Middlesex Univ. & NeuroLeadership Institute
!

4. It’s
no
longer
about
HEAD
COUNTS.
Today,
what’s
inside
the
HEAD,
COUNTS!
~ Very Famous Person
Rahila Narejo

5. Competencies
• Knowledge
• Skills
• Abilities/Attitudes
… critical for success in each job.

6. Measures
Achievement – designed to measure how much an
individual has learned. (Past)
Ability – measures the maximum performance and
the level of present ability an individual has to
perform a current task. (Present)
Aptitude – reveals the probable future level of ability
to perform a task. (Future)
Past/achievement
Present/Ability Future/Aptitude

7. Measures
Reliability – consistent results
Validity – measuring what it
says it measures

8. Example –SAT
Scholastic Aptitude Test
1. Is the SAT an Achievement or
an Aptitude (for college) test?
2. Is the SAT valid?
3. Is the SAT reliable?

9. Example –SAT
Scholastic Aptitude Test
• The SAT never proven to predict future college success,
numerous studies show grades are superior predictors.
The SAT was really an achievement test.
• The SAT is not valid because it measures achievement
rather than predicting future success (aptitude).
• Prep courses dramatically increase scores on the SAT.
• The SAT is not reliable because individuals can have
inconsistent results from different sittings.
• The SAT is, however, a goldmine for the College Board’s
ETS, is defended by powerful lobbyists at all levels of
government and education.
• Psychometrically, a poor test; economically a boon.

11. Aspects of Validity
High Scientific Relevance Less Relevant
• Concurrent validity: • Face validity:
correlation between test
score and current on-job the look or feel of the
performance assessment tool/item in
terms of relevance to
• Predictive validity: actual job/role
extent test predicts some
future or desired outcome
• Content validity:
• Construct validity: how well the test covers
performance on assessment all behavioral aspects of
fits theory and research a particular competency
(statistical and factor
analysis)

12. Predictive Validity

13. Why Assessment Centres?
1.0 Perfect prediction
0.66 Assessment Centres ____ Work Sample &
0.54 Work
Ability testsSample &
0.4 – 0.6 Ability Tests
Behavioral Interviews ____ Personality test
0.39 Personality test
0.23 References
0.05 – 0.19
Traditional Interviews
____ Graphology
Source: British Psychological Society

14. SOURCES OF INFORMATION
Back-ground
Demonstrated Knowledge,
Training
Skills & Abilities
Position Profile Experience
Presentation/ Group Disc/
Resume CBI
Role Play
MBA (major? school?)
2- 3 years relevant experience
Male, 28-35 years of age
Supervisory Skills
Decision Making Skills
Drive/energy
Information technology skills
Organizing Skills
Verbal Communication Skills

16. What is an Assessment Centre?
¡ Not a location
¡ An Assessment Center is an event where a
number of candidates take part in a series of
exercises and/or tests facilitated by trained
assessors.
¡ Candidates performance is measured against
predetermined competencies.
¡ Results used for Talent Management:
§ Hiring
§ Promotion
§ Succession Planning

18. Assessment Tools
¡ Group Discussion
¡ Role Play
¡ Personality Assessment
¡ Aptitude/Technical Test
¡ In-Tray/Basket Exercise
¡ Fact-Finding Exercise
¡ Team Exercise
¡ Case Analysis
¡ Presentation
¡ Competency-Based Interview

19. In-Tray Case
• An individual exercise
• Several pieces of information are provided (customer
letter, internal emails, performance data...) and
• Must be sorted, prioritised, taken action/decisions on,
issues identified and taken action on.

21. Role Play
An individual exercise
in which the participant
must deal with either a
subordinate/peer/
customer issue.

23. Group Discussion
• Participants meet together as a group and need
to achieve a specified outcome/objective

25. Competency Assessment Matrix
ASSESSMENT EXERCISES/TOOLS
Leaderless
Discussion
Competencies
Exercise
Exercise
In-Tray
Group
Group
Case
Committed Team Player ! !
Innovative Professional ! !
Agile Leader ! !
Communication Skills ! ! !
Organization Skills ! !
2 x 2 Rule

26. Question Time

27. Thank You!
• Rahila Narejo, Linkedin
• www.narejohr.com
• info@narejohr.com
• Download a copy of today’s presentation:
www.slideshare.net/narejo