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B2 bluffers-guide-v1 2
- 1. B2 Assessment Centre A Bluffer’s Guide V1.2 Nick Rickard
- 2. Topics • Introduction • Assessment Centre structure • Preparation • Templates • Feedback • Summary
- 3. Topics • Introduction • Assessment Centre structure • Preparation • Templates • Feedback • Summary
- 4. Introduction - Myths • You need to be a business guru to pass • You need to know the competences inside out • You need to spend months preparing • You need to do all the past papers • It is immensely stressful
- 5. Introduction - Facts • You will be there because you will be seen to be ready – You already display ability in all the core competences • Stress goes when you are prepared • Preparation is quality not quantity • You need to give a compelling performance – Need to achieve the standard in most of the competences at sift and centre (and PADRs)
- 6. Introduction - Disclaimer • The templates and suggestions listed here got me through… this time – It changes from year to year – The core competences changed in 2006 – Future B2 demand may vary
- 7. Topics • Introduction • Assessment Centre structure • Preparation • Templates • Feedback • Summary
- 8. Structure - Application • Consider whether you are ready • Self-assessment tool – Assessment of current position against Band C and Band B competences – Agreed with Line Manager • Application form – No ‘justification’ or career history required • Countersigning Officer assessment
- 9. Structure - Sift • ‘Automatic’ invitation • One day, two written papers (no role play) • Assess most core competences • Numbers game – Bar is quota not standard – 2006: 650 applicants, >600 at sift, 105 taken to centre
- 10. Structure - Sift • Exercises based on B2 daily tasks • 2006 (2005) Exercises: – e-Business Unit • Team selection and implementation plan – Emergency Services • Make savings in emergency service provision by part-privatisation
- 11. Structure - NIMOD • New Iberian MoD – You are B2 on secondment – Mirrors UK system – Assume UK laws, etc • But do not quote UK legislation (eg H&S)
- 12. Structure - Scoring System • 6 – Excellent • 5 – Good • 4 – Acceptable (minimum B2 standard) • 3 – Needs some development (dip) • 2 – Needs significant development • 1 – Needs major development
- 13. Structure - Scoring System Leading and Working Exploiting Working Together Information Together Delivering Results Providing the Managing Work Lead & Resources Developing & Enabling Delivering 0 Others Policies 0 3 6 Striving Focusing on Customers Solving Promoting Problems Communicating Change & Influencing Being Personally Effective
- 14. Structure - Centre • Assessment Centre still considered the best method for selection • 2 ½ days – 2 days assessment, ½ day feedback – Written and role play exercises • Report based on performance over 2 days • PADR / Sift / Application used to help borderline cases
- 15. Structure - Centre • Standards not numbers – 2006: 105 attended, looking for 65-70 but passed on standard of B2 not numbers
- 16. Structure - Centre • Exercises based on B2 daily tasks • 2006 Exercises – Shannon (role play) • Brigadier and ‘shy’ woman – Malin • Preparation for operations – Rockall (role play) • Briefing journalist on body armour story
- 17. Structure - Centre • 2006 Exercises (cont) – Fastnet • Recommendations on withdrawal of troops – Fair Isle • Choice of navigation system – options paper – Fair Isle (role play) • Briefing minister on options paper – Lundy • Downsizing department – staff selection
- 18. Topics • Introduction • Assessment Centre structure • Preparation • Templates • Feedback • Summary
- 19. Preparation - Competences • Consider how demonstrate core competences – Effective indicators – Previous scenarios (good and bad) – How get a 5 or 6, not ‘just’ a 4
- 20. Preparation - Templates • Produce own templates – Use these (later in presentation) as guidance – Ensure you’re happy with what they mean / when to use – Jot them down at the start of every exercise • Past papers – Def Intranet website
- 21. Preparation – Past Papers • Past Papers – Suggestions in the Notes – Pre-sift day with no preperation • Use as benchmark – Some exercises completely – Some exercises partially • “I know how to do options analysis therefore knock 20 minutes off”
- 22. Preparation • Previous candidates • Devote time to it – Is job or personal development more important? • But… Decide on own preferred approach
- 23. Preparation - Mine • Practiced a couple of past papers – compared with colleagues’ past papers • Practiced the templates – possibly the most focused element • Attended the Effective Briefing course • Treat work tasks as Assessment Centre exercises
- 24. Preparation - Courses • Speed Reading (DPA Sec) • Effective Briefing (National School of Government)
- 25. Preparation - Tactics • Realism – The centre is a staged scenario – Accept ‘unrealistic’ scenarios – Get on with it, play the game • Use templates • Exam technique – Exercises are not difficult, only pressure is time – Time management, all deliverables
- 26. Preparation - Suggested Answer Format • Loose minute – 1 to 2 pages of covering narrative on requested output – Backed up by a number of annexes, eg: • Annex A – response to Air Marshall • Annex B – staff selection criteria • Annex C – implementation plan • Use separate sheets of paper – Multi-tasking answers
- 27. Preparation - Tactics • Can only get marked on clear evidence – Explain everything - “relevant stakeholders” – Go further – “teambuilding”, what is it, agenda, how long, overnight issues for staff with childcare (diversity) • Scribble notes in margins – Extra credit from assessors • Spell out processes – don’t take steps for granted
- 28. Preparation - Tactics • Use ‘extra’ 10 minutes – Reading time to start templates • Extra bits – Promise everything – “I’ll come and see you tomorrow”, “please call if you want to discuss further” – Follow up actions, timescales – Always think IT and communications
- 29. Preparation - Tactics • Look out for obvious diversity issues – Old male staff managing ambitious females – Always clamp down immediately • Delegate – Objectives not tasks – Do not try to do all your section’s work • Avoid novel ideas – Stick to tried and tested options and templates
- 30. Preparation - Themes • NIMOD Government Policy – Decentralise – Local (un)employment – Value for money • Information Management – Shared working environment, website, group email – Communications strategy – press release, website – Targeted not blanket
- 31. Preparation - Themes • Evidence – Has it been done before – Accountability, governance – Challenging existing assumptions • Business Initiatives – Using EFQM / balanced scorecard – train people to use – Equal opps, diversity, discrimination, health & safety, values, facilities for people
- 32. Preparation - Hot Topics • Downsizing, trade unions • Ethics, bullying • Relocation of staff • Stress, flexi time • Bonus, staff rewards • DLO/DPA merger • PFI, service provision, contractors on front line • Women (gays) on frontline • Pension / retirement age • TA – resign when war breaks out
- 33. Preparation - Role Play • Always take a pen and paper to make notes for action plan • Use preparation time fully, plan for the interruption in another exercise • Take control – time and situation • Treat it as real, the actors will • Look for diversity 'nuggets' • Don't rise to provocation • Try to turn tables, what would that person suggest • You can only be assessed while you're talking so don't let them gush their life story
- 34. Preparation - Meeting Forms • Meeting preparation and evaluation form – Practice from past papers
- 35. Topics • Introduction • Assessment Centre structure • Preparation • Templates • Feedback • Summary
- 36. Templates - Suggested Answer Format • Loose minute – 1 to 2 pages of covering narrative on requested output – Backed up by a number of annexes, eg: • Annex A – response to Air Marshall • Annex B – staff selection criteria • Annex C – implementation plan • Use separate sheets of paper – Multi-tasking answers
- 37. Templates - Written Brief (Loose Minute) • Title • Issue • Recommendation • Timing • Background – Argument – Implication (risks + mitigations) – stakeholder, concern, response • Presentational Issues • Way Forward / Next Steps
- 38. Templates - Action / Implementation Plan • Serial (number) • Objective / Requirement (Clear benefits) • Action • Resource / Owner • Measurement / Monitor • Performance Indicator / Target • Review (timeframe) • Risk(s) • Mitigation
- 39. Templates - Business Plan (Strategy) • Introduction • Aim • Objectives (benefits) • Target / Critical Success Factors • Implementation Plan • Risks + Mitigation • Resources (team) • Future (review, measure success) • Presentational Issues (communications strategy, elephant traps)
- 40. Templates - Policy Statement • What, Where, Why, Who, How? • Overall aim, address above • Stakeholder involvement • Benefits (clear)
- 41. Templates - Options Analysis • Criteria (pick 3 or 4 max) – Cost, requirement met, stakeholder happy, security, transport, communications, local employment, trade unions, future / remaining life – Statement on why preferred criteria • Options (pick 3 or 4 max) – Do Nothing, X, Y – Statement on why selected options • Rank - 0 (very poor / no good) to 3 (very good) • Risks and mitigation of preferred options • Timescales and review of preferred option, invite ideas from others
- 42. Templates - Press Release • Para 1 – tell / sell the story • Para 2&3 – information – contractor, number of jobs • Para 4&5 – ministerial quotes – In house policies • Para 6 – extra info, PoC, endorsements
- 43. Templates - Dear Colleagues letter • Look for 'inspiration' in PaperClips, etc • Caring, not condescending
- 44. Templates - Finance • Always make the required savings • Look for alternative ways of saving money (eg outsourcing) – But not too novel • Don't take risks on making savings
- 45. Templates - Risks (1) • Typical risks + mitigations – Lack of stakeholder buy-in • Early involvement, communication – Not meet customer's requirements • Agree early, monitor progress – Staff / People resist change • Communicate benefits – No measures – cannot baseline and measure performance • Performance metrics – No end, no success criteria • What does success look like?
- 46. Templates - Risks (2) • Multiple contractors / agencies – Clear boundaries and responsibilities • People not trained – Training courses (A&DC, team selection, teambuilding) • Change of government policy – Difficult to mitigate • Technical interfaces / dependencies on other projects – CSAs, SLAs • Money / legal
- 47. Templates - Stakeholder Analysis • Select preferred tools – Interest v Power, RACI, PARIS • Also – SWOT, PEST • Other government departments • External groups (local communities)
- 48. Templates - People Attributes • Leadership, negotiation skills, decision making, teamworking, experience (of project), communications • Equal opps, training to address shortfalls, responsibility / ownership, trade unions / resistance
- 49. Templates - Dealing with People • What matters to other person, their perspective • What does other person regard as success, what do they want (ask them) • Tackle emotions head on • Facts not opinions • Agree position and move on (do not revisit same topic) • Agree action plan and review date • Ensure all parties understand plan
- 50. Templates - Role Play • MUST – Get current status of issue – Get way forward – Have an audit trail (action plan) • SHOULD – Get to root of issue – Investigate full history • COULD – Offer future career development
- 51. Templates - Verbal Brief • Base on Written Brief template • MUST, SHOULD, COULD if short of time to ensure key points are got across
- 52. Topics • Introduction • Assessment Centre structure • Preparation • Templates • Feedback • Summary
- 53. Feedback • Post sift report – Shortfalls and successes • Centre feedback – Chance to add extra evidence – Summary chart – Followed up later by an assessor panel promotion recommendation form
- 54. Feedback • ‘Understanding your Results’ – dblearning development course – Pass or fail • Finding a job….
- 55. Topics • Introduction • Assessment Centre structure • Preparation • Templates • Feedback • Summary
- 56. Summary • Know competence effective indicators • Use templates for all exercises – And complete all deliverables • Don’t over prepare – be fresh • Enjoy (!) exercises and experience • GOOD LUCK!!!
- 57. B2 Assessment Centre A Bluffer’s Guide Nick Rickard
Hinweis der Redaktion
- I got through the 2006 Assessment Centre with no ‘dips’ at the centre (dips will be explained later) These are my tools and techniques
- The structure is: Application, Sift, Assessment Centre
- Normally advertised through Personnel Instruction (DIN) Jul / Aug for Sep application. Consider whether you feel you have the ability to perform at Band B, consider line manager and previous jobs, problematic staff. Self Assessment Tool - The guidance in 05/06 was not good and candidates did not know where to pitch themselves (undersell v boasting) Countersigning Officer - May call on previous PADRs if not in post for long
- Unless there is something significantly wrong with your application you will be invited to attend the sift. Select a preference of either hand-written or computer (tactics). Sift occurs in Oct / Nov. 2 x 2 1/2 hour written papers each have about four deliverables. Biggest elephant traps are: data analysis, making quick decision based on information available; not giving equal (appropriate) time to all deliverables. Notified by Christmas. (Feedback discussed later)
- The exercises are designed to replicate the variety and complexity of tasks that a B2 would typically be expected to undertake.
- Unless there is something significantly wrong with your application you will be invited to attend the sift. Select a preference of either hand-written or computer (tactics). Sift occurs in Oct / Nov. 2 x 2 1/2 hour written papers each have about four deliverables. Biggest elephant traps are: data analysis, making quick decision based on information available; not giving equal (appropriate) time to all deliverables. Notified by Christmas. (Feedback discussed later)
- Report in 2005 concluded that assessment centre still the most reliable method of selecting future staff. Generally considered ‘fair’. Only assessed on core competences. Written exercises generally tighter for time than the sift. The feedback will only deal with the 2 days at the assessment centre, the assessors have no other visibility of you or your background. Until the afternoon, unless you have very poor PADRs this evidence will only be used to help your changes. Assessors are looking for evidence of why you should pass, not to fail you.
- Continuity (lead) assessor to ensure B2 standard is maintained.
- The exercises are designed to replicate the variety and complexity of tasks that a B2 would typically be expected to undertake.
- Use the effective indicators, you need to get these into all deliverables rather than just learning the core competences themselves. Assessors looking for firm evidence that you understand “consult all relevant stakeholders” does not mean anything. Do not try to guess the competences that each exercise assesses. - Imagine various work related scenarios such as implementing change, managing a project, providing a brief, etc - Against each of these jot down how you would display the core competences – this is where you look at the core competences – not what they are but the benefits and outcomes if you display them - Feed those indicators / attributes into your answers
- Use the templates in your everyday work so that you get use to thinking in that style. Approach work problems in the same way that you are planning to approach the centre (or vice versa!). Turn work problems into exercises, limited time, make decisions, think further. Defence Intranet Website (2006 papers should be posted in Jul 06) http://personnel.defence.mod.uk/personnel/bbadc/bbadcv2/past_papers_index.htm
- Past Papers that I used (in no particular order): Written: - Harris – form new team (on pre-sift day) - Montgomery – options analysis and stakeholder liaison (on pre-sift day) - Cheetah – change management, not working need a way forward - Lion – performance metrics contract not working - Halifax – as per Lion - Balaclava – timed piecemeal information ‘Meeting’: - Typhoon – absorb information, brief others - Leopard – meeting preparation exercise for 1-to-1 staff problem - Puma – meeting preparation exercise for group problem (no group exercises in 2006) - Lancaster – meeting preparation exercise for 1-to-1 staff problem
- Speed Reading to get through background material Effective Briefing – minister and journalist role plays at the centre are easy after this course
- Theme for Day 1 of 2006 centre - cf Iraq, if UK Government can’t solve in two years how can one person solve in 2 hours?!? Read and re-read questions, highlight and comment relevant bits Answer the questions asked Treat each exercise separately Strike balance between strategy (overview) and detail (action)
- This is where handwritten scripts can be better as you can lay all the deliverables out on the table and, eg, add risks to annex as you do the staff selection – easier than paging through a computer document?
- Don’t just highlight words, this does not mean anything to assessors
- You have 10 minutes (or so) to read through the 1 page question paper that sets out the deliverables. It does not take 10 minutes. Start scribbling notes, laying out your templates, planning the timelines of your answer. What risks are there? Who are the stakeholders? Hopefully you’re already doing all of this at work anyway!
- You have a section of staff (normally 6-10). Use them. Assign actions / work to them. If the question is to comment on their work suggest WAYS to improve not actual text changes. You already have ‘standard’ options from the templates, don’t go leftfield.
- Discussion, don't lecture them Don’t let people slag off other departments / people – step in to defend Take notes, promises to type up, send person draft and meet next week to follow up If actor won’t shut up – calm down, drink of water, sit down – worried about self not team If actor won’t say anything – any reasons, how’s work, how’s colleagues – bullied / harassed Get communication in – website, noticeboard, coffee mornings – if one person concerned then need to chat to others, thank them for bringing up Journalist “off the record” – either “not off the record” or “either way I think it’s right”
- This is where handwritten scripts can be better as you can lay all the deliverables out on the table and, eg, add risks to annex as you do the staff selection – easier than paging through a computer document?
- Typical Objectives: - each stakeholder happy /fulfilled – identify critical items - contractor selection / competition - form team, teambuilding, training - project aim, meet requirement - save money (whole life costs) - transition plan (and timescales) of present to desire state Get started, not just planning – but also resources to complete current work baseline survey, where we are now to measure improvements adjust plans / priorities as it develops, contingency maintain performance during transition cost of change actions -not just complete action but also achieve target
- Get started, not just planning Baseline survey – where we are now to measure improvements
- Don't forget: - staff training - feasibility study and post project evaluation - responsibilities (may change over time) - health & safety, environmental - diversity – all staff treated fairly
- Typical Options: - Bring back in house - Restructure contract (performance metrics), agree new targets - Do Nothing (continue to end of contract, remove performance metrics) - PFI / Service provision - Bring in external assistance - Combination of options Also use this for team selection (criteria are competences / skills)
- If using a (made up) ministerial quote remember to reference it in the covering loose minute (“I'll get Bob to clear the quote with Minister's office before we publish”)
- Equipment - Interoperability v compatibility - Whole life costs, not push funding problems outside window - Contingency options if savings not realised – risks / concerns / doubts Outsource support services - buildings, healthcare, maintenance
- How satisfy them? Risks of upsetting Levels of awareness / involvement Customer / Supplier Agreements, satisfaction survey Question their assumptions, concerns, statements – ask for evidence Importance of NATO exercises, ministerial wishes Relationship with Treasury – leverage / publicity Tri-service – share equipment / service with Army / Navy / Air Force, but risk of upsetting – defence objectives Long term implications of decisions – benefits to NIMOD / NI
- Selection – A&DC, teambuilding, specifics to address issues, include self Short term transition team or permanent new team – different skills (change management) Contingency – what if staff don't want to be on team (staff rewards), impact of resource shortfall In-house expertise Provide regular feedback to individuals once in post
- Lay out formalities / structure / aim at beginning of meeting - “meeting for x minutes to discuss y with view to resolving z” Put self in position of recipient – acceptable phrases (also applies to written work) Always check understanding Delegate objectives (with review points) not solutions Staff development opportunities Encourage team to look for novel approaches Incentivise staff – bonus / reward schemes Root cause of problem (underlying issues, eg bullying, personal life) Thank people for contributions SMART targets, not general aims “make stuff better”
- If savings / cuts need to be made there is no choice in that, above your role, only a choice in how to go about it therefore seek the person's views and their ideas “Just another initiative” - Can the person suggest a better way, initiatives are there to address real (or perceived) shortfalls therefore necessary to make NIMOD better
- Start with key recommendations, then background, risks, presentations and confirm recommendations How does the work fit in with the Department's aims
- Sift report - Improve any shortfalls for the centre but not to the detriment of the other competences - If unsuccessful at the sift you can reapply next year - Share with Line Manager, use for future development Centre feedback - Prepare for this. Complete the post centre evaluation the afternoon before to explain any circumstances. Do not get into long arguments during the feedback but if you can highlight why any shortfalls are not representative of you then the assessors can look for evidence in your PADRs. Read the report, ask questions, seek clarification. Share with Line Manager, use for future development. Promotion decision - Suitable = pass (B2 ticket) - Borderline = invite back next year - Not met standard = have to wait two years (in order to undertake development required)