Assessment Center(人力资源评价中心技术)

lucy_zq2002UID: 177408

Assessment Technology: Its Use in Improving Leadership and Management Performance
来源：http://www.joe.org/joe/2000december/tt1.html

Businesses and organizations have used the assessment center method to select, evaluate, and develop individuals for managerial positions. The Cooperative Extension System, fragmented both programmatically and geographically, must rely on managers throughout the organization to effectively utilize economic, human and material resources.


The Use of Assessment Centers for Management and Leadership
The assessment center method is unique in that it combines standardized individual assessment procedures such as tests, interviews, and situational exercises (Thornton & Byham, 1982). Three human resource functions can be effectively addressed through the use of the assessment center process.

The first is selection, deciding whom to select for or promote into management positions.
The second is diagnostic, determining strengths and weaknesses in work related skills as a prelude to development.
The third is development, providing training for managerial and teamwork skills (Thornton, 1992).
Essential features of an assessment center include situational exercises that simulate aspects of the job and are based on a detailed job analysis. Such exercises may include: in-basket, interview simulation, structured and unstructured group discussions, oral and written communication exercises, case study, and other job simulations.

Multiple assessors are involved in the role of observation and evaluation of participants' performance in individual and group exercises, providing an opportunity to observe the behaviors of participants as they interact with other people, solve problems, and act on their analyses. The use of multiple assessment procedures representing important elements of the target job, coupled with multiple observations by highly trained assessors and a systematic process of pooling and integrating those observations, results in an evaluation of several management competencies and, in some cases, an evaluation of the participant's potential to succeed as a manager (Thornton, 1992). Specific behavioral dimensions or competencies serve as the focus of the structured observations (Task Force on Assessment Center Guidelines, 1979).

Numerous studies have determined that the assessment center method has greater validity for promotion and selection than traditional techniques. Having been developed on the basis of job analysis, it is inherently valid and has proven to be a better indicator of future success than any other tool yet devised. This method is relatively objective, provides uniform standards for judgment by trained observers, is valid, and can serve as a developmental experience for participants. Assessment centers aid in the early identification of management potential and in the diagnosis of individual management development needs so that training and development efforts might be invested more productively.


Use of Assessment Centers by Ohio State University Extension:
Ohio State University (OSU) Extension has utilized assessment centers and adaptations of the assessment center methodology since 1985 to identify and evaluate supervisory, managerial, and leadership capabilities of professional staff. The authors have been involved in the development and on-going management of several assessment centers within their organization.

1) County Chair Assessment Center

The Ohio State University Extension County Chair Assessment Center was developed in 1984 with a review of literature and a comprehensive process focused on county chairs of local Extension units. County chairs are administratively responsible for personnel and program management. A job analysis committee was used to determine the skills and capacities required to successfully perform the chair role, resulting in 15 job-related dimensions. These dimensions include:

Oral communications,
Written communications,
Leadership,
Initiative,
Planning/organizing,
Decision making/judgment,
Development of co-workers,
Behavioral flexibility,
Organizational sensitivity,
Assertiveness,
Objectivity,
Perception,
Sensitivity,
Management control, and
Collaborativeness.
The emphasis of the County Chair Assessment Center in Ohio has been developmental. Individuals participate in the center prior to appointment as a county chair or within the first 6 months of their appointment. The organization is currently considering using the center for selection, in addition to development, because of current research documenting its value in selection (Haynes,1996).

2) National Leadership and Management Assessment Center

Based on the success and credibility of the County Chair Assessment Center in Ohio, OSU Extension was asked to offer an adapted assessment approach for Extension managers and leaders throughout the United States. A national assessment center has been offered annually since 1989, with more than 400 participants from over 25 states.

Conclusions
The assessment center method is a valid and reliable method for Extension organizations to use when selecting individuals for supervisory or managerial positions, for diagnosing administrative strengths and weaknesses, and for determining developmental needs of participants. Organizations that use a comprehensive assessment center process have a stronger foundation on which to build training and development programs related to management and leadership.

The simulations provide a realistic job preview for participants and may assist them in decision making before pursuing a new job role. Personal learning and development are substantial throughout the individual's participation in the simulations. The process is highly individualized and customized to the learner, with personalized feedback, developmental support, and follow up.

The assessment center is a strong, integral component of a system contributing to management and leadership development within OSU Extension. In research conducted by Haynes (1996), participants cited several behavioral changes made as a result of their feedback and personal insight. These behaviors included a greater use of planning tools, stronger listening skills, ability to be more open minded and proactive, increased goal setting, ability to build stronger teams, increased sensitivity, increased use of technology, and ability to recognize employees for work.

The authors urge those interested in management and leadership development who are not yet familiar with assessment centers to consult some or all of the references listed below.

[ Last edited by lucy_zq2002 on 2005-6-17 at 21:48 ]

lucy_zq2002UID: 177408

评价中心技术在二战后迅速发展起来，它是现代人事测评的一种主要形式，被认为是一种针对高级管理人员的最有效的测评方法。一次完整的评价中心通常需要两三天的时间，对个人的评价是在团体中进行的。被试者组成一个小组，由一组测试人员（通常测试人员与被试者的数量为1：2）对其进行包括心理测验、面试、多项情景模拟测验在内的一系列测评，测评结果是在多个测试者系统观察的基础上，综合得到的。

　　严格来讲评价中心是一种程序而不是一种具体的方法；是组织选拔管理人员的一项人事评价过程，不是空间场所、地点。它由多个评价人员，针对特定的目的与标准，使用多种主客观人事评价方法，对被试者的各种能力进行评价，为组织选拔、提升、鉴别、发展和训练个人服务。评价中心的最大特点是注重情景模拟，在一次评价中心中包含多个情景模拟测验，可以说评价中心既源于情景模拟，但又不同于简单情景模拟，是多种测评方法的有机结合。

　　评价中心具有较高的信度和效度，得出的结论质量较高，但与其它测评方法比较，评价中心需投入很大的人力、物力，且时间较长，操作难度大，对测试者的要求很高。

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lucy_zq2002UID: 177408

这个文章是偶特意找的。偶估计是没这福气经历这种面试机会：）很高兴可以和大家分享这个一个知识，hr一个发展。其实，这只是偶选修课上的一个词语罢了，觉得有趣就找来了。听老师说，她做考官时候，是几个考官一起观察，整个过程会了一整天去做，考察面试者的各种表现。让5，6个人做智力题，心理题，案例分析，相互攻辩，临时组建会议等等。当然，这样去面试一个candidate成本是很高的，所以只用来找高级人才拉～～

[ Last edited by lucy_zq2002 on 2005-6-17 at 21:47 ]

蜻蜓切UID: 201589

It is advantageous to HR management, marketing as well as Reading.
:)