By Ian Taylor
Read or Download A Practical Guide to Assessment Centres and Selection Methods: Measuring Competency for Recruitment and Development PDF
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Additional resources for A Practical Guide to Assessment Centres and Selection Methods: Measuring Competency for Recruitment and Development
In essence, and taking the earlier example of a ‘good manager’, the technique requires each participant to write down the names of six managers they have worked with, two who they felt were excellent, two poor and two moderate or midway between the extremes. They would then go on to compare the six in groups of three and, thinking in behav- 36 Assessment Centres ioural terms only, identify what distinguishes one of the three from the other two (two ‘meet staff in their own working area’, one ‘sees staff in his office’).
Initially start with those you feel are basically open to persuasion. Try to match your argument to the objection. ■ Assessment centres are not always the most appropriate selection tool. Junior or temporary jobs may not warrant the extra resources required, so evaluate whether using an assessment centre is right for every selection. 27 2 What Are We Assessing? Developing a Competence Framework By this stage you have, hopefully, been convinced that assessment centres would add value to your selection processes.
Display rules tend to be more specific and are often made explicit in training manuals or job instructions. Examples include phrases such as ‘friendliness, displayed empathy’ from a call centre operator appraisal form and, ‘passengers shall receive a friendly welcome… and will be bid farewell cheerfully’ from an airline job instruction manual. Feeling rules, on the other hand, are less precisely defined than display rules and are embedded in the organizational culture. Frequently organizational mission statements or core values encourage the expression of particular emotions.