Understanding Assessment Centers

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Assessment Center : What & How
For Office of Civil Service Commission
11 May 2018

Company
Practice
Total
Reward
Quality
of Life
Growth
Opportunity
PeopleWORKWork
UNDERSTANDING INTERCONNECTION OF INNATE
ABILITY, COMPETENCE, PERFORMANCE ,MOTIVATION

NO MEASUREMENT WORK IF WE DON’T KNOW
CLEARLY WHAT TO BE MEASURED
J o b
A n a l y s i s
L i s t
o f T a s k s
K S A &
M o t i v a t i o n

EACH SELECTION METHOD HAS DIFFERENT DEGREE
OF VALIDITY IN PREDICTING JOB PERFORMANCE
The following table summaries some of the general research finding around
the predictive validity of the different selection method available
0.63 Cognitive ability test + structured interview
Cognitive ability test + work sample test
0.54 Work sample test
0.51 Cognitive ability test
Structured interview
0.48 Job knowledge test
0.31 Unstructured interview
0.26 Reference check
0.18 Year of Job experiences
0.10 Year of education
0.7
0.0
Source : Schmidt, FL & Hunter, The validity of utility selection methods in personnel psychology, ,1998
+ +
Correlation
Coefficients

APPLYING VARIETY OF METHODS ISN’T AN ASSESSMENT
CENTER UNLESS KEY ESSENTIAL ELEMENTS INCLUDED
Source : Public guidelines for assessment center operation, Journal of management, 2015
Systematic analysis to determine job-relevant behavioral constructs
Behavioral classification
Multiple assessment center components
Simulation exercise
Multiple assessors
1
2
3
5
6
Linkage btw. behavioral construct and assessment component4
Assessor training
Recording and scoring of behaviors
7
8
Data integration
Standardization
9
10

ASSESSMENT CENTER PROCESS WAS FIRST USED
SOMETIME AFTER THE FIRST WORLD WAR
1 9 5 61 9 1 8
The first use of assessment center dates back to World
War I when . German psychologists used a combination
of tests, simulations and exercises to identify the
potential of officer candidates. During World War II, the
practice was adopted by the United States' Office of
Strategic Services (OSS) to help them objectively select
both military and civilian recruits for espionage activities.
American Telegraph & Telephone (AT&T) became the
first private sector company to use assessment centers as
a method to predict the performance of their managers.
The late Dr. Douglas Bray, in his role as director of human
resources at AT&T, directed a landmark 25-year study
that followed the careers of managers as they progressed
up the company rank
T o d a y
the assessment center method is used by organizations all over the world
in both private and public sectors as a means to better select employees
and identify their areas for development

ASSESSMENT CENTER IS USED TO DETERMINE
CRITICAL BEHAVIORAL CONSTRUCTS TO SUCCESS
S p e c i f i c
is a group of behaviors that are
that is critical for success in the target positon or completing the target tasks
O b s e r v a b l e V e r i f i a b l e
Behavioral Constructs

DEFINING CLEARLY PURPOSE AND LEVEL OF
ASSESSMENT BEFORE STARTING THE PROCESS
PURPOSE
LEVEL
against current role
against stretched role
for selection
for development
By providing individual-specific feedback that helps
candidates understand their own strengths and weaknesses
By allowing assessor to assess candidates based on
behaviors which will bring objectivities in the selection process
By assessing employee’s skills and ability in the real situation
relevant to his/her current responsibilities
By assessing employee’s skills and ability in the real situation
relevant to his/her targeted position

SAME METHOD APPLIED BUT THERE ARE NUMBER OF
DIFFERENCE BETWEEN SELECTION VS. DEVELOPMENT
f o r s e l e c t i o n f o r d e ve l o p m e n t
 Have a pass/fail criteria
 Involve line managers as assessor
 Address immediate organization need
 Have less emphasis placed on self-assessment
 Focus on what candidate can do now
 Give feedback at a later date
 Tend to be used with external candidates
 Have very little pre-center briefing
 Do not have a pass/fail criteria
 Involve line managers as development sponsor
 Address a longer term of organization need
 Have greater emphasis placed on self-assessment
 Focus on potential
 Give feedback immediately
 Tend to be used with internal talent
 Have a substantial pre-center briefing
Source : adapted from Assessment and Development Center Design, Liam Healy & Associate, www. Psychometrics.co.uk, 2016
Assessment Assessment

ASSESSMENT CENTER OPERATES ON THE
PRINCIPLE OF A “ CROSS REFERENCE ” SYSTEM
Common activities used in assessment center are
Behavioral Based
Interview
Fact-finding
Exercise
In-tray Exercise
Group Discussion
Analysis/Decision
Making Problem
Written
Communication
Role-play
Oral Presentation

HAVING A PESON EXPERIENCING “ A DAY IN THE LIFE ”
COULD VALIDLY PREDICT PERSON’S PERFORMANCE
W O R K S A M P L E
E X E R C I S E S
IN-TRAY GROUP
CASE STUDYIESROLE PLAY

AN INTERVIEW – SOUNDS SIMPLE BUT NOT EASY TO
MAKE IT A POWERFUL PREDICTIVE TOOL
TYPE
FORMAT
Structured
Unstructured
Panel
Multi-mini
Face-to-face
Using technologies
TECHNIQUE
Behavioral
Situational
One-on-One
SET-UP
BIAS
Stereotyping
First impression
“Similar to me” effect
Negative emphasis
Halo & Horn effect
Cultural noise
Contrast effect

CLEARLY UNDERSTAND THE PSYCHOMETRIC TEST
PRIOR TO USE TO ENSURE IT FIT-FOR-PURPOSE
C o g n i t i ve
a b i l i t y t e s t
P e r s o n a l i t y
q u e s t i o n n a i r e
Explore your mental ability
and aptitude for the job
determine your personality fits
in with the job and organization
Numerical reasoning
Verbal reasoning
Inductive reasoning
Diagrammatic reasoning
Logical reasoning
Error checking
Myers-Brigg Type Indicator
DISC Behavioral Inventory
Hogan Personality Inventory
Enneagram
Belbin’s Team Role
Big five Personality
PSYCHOMETRIC TEST

Action
Action
FEEDBACK RECEIVED IS A PERCEPTION OF OTHERS
BASED ON WHAT YOU ACT TOWARD THEM
Action
Perception
INTENTION
Action
Perception Perception
3 6 0 ° D O
 Provide self awareness from every
level of the organization
 Encourage professional development
for the employee
3 6 0 ° D O N O T
 Tell why other has such a perception
toward you and how you can improve
neither perception nor competencies
 Recommend selection/promotion decision
Perception

A MATRIX MAPPING BETWEEN BEHAVAVIORAL
CONSTRUCTS AND EXERCEISE MUST BE DEFINED
Business
Planning
In-tray
Exercise
Role Play Behavioral
based
interview
Psychometric test
peer sub Personality Aptitude
Building
Team
Developing
People
Managing
Stakeholder
Gaining
Trust
Knowing
Business
Setting
Direction
Delivering
Results
Driving Change
& Innovation
LEADING
PEOPLE
LEADING
PERFORMANCE
for illustrative purpose only

ASSESSMENT CENTER CAN BE DESIGNED
TO ENHANCE PARTICIPANTS EXPERIENCES
for illustrative purpose only
R e s u l t I D P
1st Meeting Result Discussion
2nd Meeting Progress Review
3rd Meeting Progress Review + opportunity matching
4th Meeting Progress Review + opportunity matching
5th, 6th, 7th , 8th meeting will be arranged if needed
P a n e l M e e t i n g
Observe throughout
the process
I D P
r e a l i z a t i o n
RP - team meeting
In-tray exercise
Financial exercise
Behavioral base
interview
Orientation
Personal inventory
360 multi-rater
Development
Workshop
A S S E S S M E N T
RP- direct report meeting
Participants
Feedback
Case-study analysis
Aptitude Test

TA S
C H A N T R E E
Managing Director
MA, Communication Research
Thammasat University
MPA, Human Resources Management
National Institute of Development Administration
BA, Social Work
Thammasat University
HR Transformation
Digital Transformation
Strategic Management
Executive Coaching
Change Management
Organization Development
Assessment Center
Leadership Development
Visual Communication
The essence of Tas’s current work is to help people discover meaning in their works and lives and to help organization find the way to
create environment that enables people to work at their full potential, which results in self-motivation, engaging team members, high
performing team, customer satisfaction and bottom-line performance.
As a result of nearly 30 years of his first-hand experience as executive management, internal organizational consultant, HR strategist and
HR practitioner in various sectors and industries e.g. Public Sector, Automotive, Electrical, Chemical, Building Materials etc. Tas has
acquired expertise not only in human capital management and organization development but also strategic management and cross
cultural management. This wide range of exposure also provides him access to an extensive network of leaders and professionals with
complementary skills an expertise. Tas was as a member of executive committee for Siam City Cement PCL (SCCC) where he worked
for 17 years prior to found TAS Consulting Partner.
A B O U T S P E A K E R
tas@tas-consultingpartner.com
Advanced Management Program #183, Harvard Business School, USA
Managing of People , INSEAD, France
Senior Management Program, IMD, Switzerland
Senior Management Program, University of St. Gallen, Switzerland
Certified Executive Coach : Berkeley Executive Coaching Institute, USA
Certified Assessor: Myers-Briggs Type Indicator® (CPP)
Certified Assessor: Hogan Assessment, Singapore
Certified Assessor: DISC Profile (Thomas International)
Certified Facilitator : 360 Profiler (PDI , now Korn Ferry)
Certified Facilitator: Targeted Selection (DDI)
Certified Facilitator: Interaction Management (DDI)
Certified Facilitator : Cart Sort (DDI)
ATD Excellence in Practice Citation (with SCCC), USA, 2014
ATD Excellence in Practice Award (with SCCC), USA, 2016
Thailand Top 100 HR, Human Resource Institute, Thammasat University
E D U C A T I O N C E R T I F I C A T I O N S & A W A R D S
E X P E R T I S E

N AT TA
C H A R U M P O R N
Principal Consultant
MS, Organizational Development, Effectiveness & Change
University of Delaware
MBA, Marketing
University of Delaware
BA, Communication Arts (Advertisement)
Chulalongkorn University
Organizational Development
Change Management
Learning Organization
Leadership Development
Technical Capability Building
Functional Academy
Coaching Culture
Trainer Management
Visual Communication
Natta has worked in various culture and work environment and demonstrated well diverse expertise in enhancing operational
performance to the next level, embedding value-creating behaviors in organizations by designing and implementing change
interventions to engage stakeholders, create ownership, develop the leadership, enhance employee competence, drive performance
and lay a strong foundation enabling the continuous improvement outcomes.
She helped leaders at AstraZeneca, a global pharmaceutical company, in driving people & process improvements to enhance their lean
manufacturing practices in the US. Besides the operational excellence interventions, her hands-on experience in creating a coaching
culture and leaders’ ownership in developing their people at Siam City Cement PCL (SCCC) proved her passion in helping leaders and
team members unleash their full potentials.
natta@tas-consultingpartner.com
Certified Assessor: Myers-Briggs Type Indicator® (CPP)
Certified Assessor: Hogan Assessment, Singapore
Certified Facilitator: Problem Solving & Decision Making (Kepner Tregoe)
Certified Facilitator: Presentation Advantage Trainer
Certified Coach: Coaching & Mentoring Professional (ICF)
Certificate: Change Management, Organization Development
and Appreciative Inquiry (Pennsylvania State University)
Winner of Business Case Competition Awards from ENDO Pharmaceuticals
ATD Excellence in Practice Award (with SCCC), USA, 2016
E D U C A T I O N C E R T I F I C A T I O N S & A W A R D S
E X P E R T I S E
A B O U T S P E A K E R

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www.tas-consultingpartner.com
tas@tas-consultingpartner.com
THANK YOU
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been produced base on publicly available
information from various sources.
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Understanding Assessment Centers

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