Assessment Centers and Advanced Selection Techniques Patrice Ware, Karen Barnard and Fiona Sandford, Careers Advisers, UCL

Assessment Centers and Advanced Selection Techniques You are now a probable, not a possible employee!

Objectives What is an Assessment Centre, and why do recruiters use them? Coping with psychometric tests Tips on handling written exercises Dealing with group exercises How to do presentations Dealing with different types of interview

Accuracy of Selection Methods 0% 25% 50% 75% 100% Graphology 0% Astrology 0% Typical interviews 15% Personality Tests 38% Ability tests 54% Structured interview using job analysis 63% Assessment Centres 68% Work sample tests 55% Biodata 38% References 12%

A Typical Public Sector Selection Board Written Exercis e (policy ) Written exercise (manag ement ) Group Exercise (chair-less discussion Group exercise (role play) Intervie w with Chair Interview with Departmental Assessor Interview with Psychologist Interperson al sensitivity   Persuasivenes s    Problem solving    Innovation    Drive    Resilience   Adaptabilit y   Managemen t Potential  

What is an Assessment Centre? Lasts half a day to two days Three types of events: –1. social or informal events meet other candidates, the selectors, recent recruits and senior management. billed as informal, however be sure to avoid any excesses of food, behaviour and alcohol. –2. organisational and information sessions Information about the company could be more up-to-date than your previous research

What is an Assessment Centre? 3. Assessment exercises - these may include –Aptitude tests –Personality inventories –Report / letter writing –In-tray exercise –Practical tasks and exercises –Group tasks and role playing –Giving presentations –Interviews, sequential / panel

Psychometric Tests 1. Aptitude Tests –Usually cover verbal, numerical and sometimes diagrammatic reasoning –Practice first! Practice sessions at careers service next sessions on 10th May, 24th May & 7th June Practice leaflets on sale from front desks Reference books Civil Service Self Selection Package and for practice questions

Psychometric Tests 2. Personality Questionnaires –Be yourself! –No right / wrong answers - recruiters are often looking for a range of different personalities –Occasionally forms basis for discussion at subsequent interview

Written Exercises Case Study –in-depth analysis of complex topic –lots of complex information in a variety of forms –watch out for red herrings –don’t sit on the fence! –Not always right / wrong answer- it’s how you argue your case Drafting exercise –you are given facts about a sensitive issue –you have to express them in a clear, tactful way

Drafting Exercises - what are they intended to measure? Comprehension Analysis of complex information Pragmatism Imagination Diplomacy Common sense Commercial awareness

In-tray Exercise Item 1 This is a message from Prof Babbage: He and his department (Computer Science) need to be encouraged in their view of work experience. A good candidate will  identify the PR and networking opportunity  see the importance of persuading this department  note the diary clash with request in item 2  note the need for an urgent, sensitive reply

In-tray Exercise Item 2 An invitation to an engagement party from a close colleague who has recently been very helpful. A good candidate will  note that this is a personal event but one that has implications for a working relationship  note the need for an urgent, sensitive reply

In-tray Exercise Item 3 Gives information about an interesting and competitive opportunity for work experience. A good candidate will  note that the scheme mentioned requires urgent response from students  intend to check the details  intend to publicise the information and/or check with the Information Manager what is being done to publicise it  perhaps note follow-up action with the firm

In-tray Exercise Item 4 Complaint from a student about quality of their placement. A good candidate will  realise the importance of ensuring all placements are satisfactory  intend to telephone or meet the student to investigate  intend to telephone or meet the employer to investigate

Group exercises 1. Practical tasks The group are asked to use equipment or materials to make something. The selectors are interested in how the group interacts, also assessing planning, problem-solving and creativity of ideas. –Even if it seems silly, take part. –Get involved, give suggestions but also listen to and use others’ ideas. –Always remember the importance of planning and keeping to time.

Group exercises 2. Discussion Groups Discuss a topic –current news issue –business issue –more general topic Solve a problem –you area manager of a supermarket and a food line is contaminated, what action do you take? –your company makes pizzas and is expanding into Europe, where do you build the production units?

Behavioural Analysis of Groups INITIATING BEHAVIOUR REACTING BEHAVIOUR CLARIFYING BEHAVIOUR WORK SITUATION PROPOSING type behaviour BUILDING type behaviour SUPPORTING DISAGREEING (content) DEFEND (attack) BLOCKING (defensive position) OPEN BRINGING IN SHUTTING OUT TESTING UNDERSTANDING SUMMARISING SEEKING (information) GIVING (information)

Oral Presentations Usually about minutes (time will go fast) May be asked to prepare before you arrive or given some time on the day Audience will be the assessors and may include the other candidates May be allowed to choose your topic, or it may be given –“Why I enjoy …”, “Tell us about (a topical issue)”, “What can you offer this organisation?”

Oral Presentations Don’t complicate it with too many facts or figures - K.I.S.S.! Use short notes / headings. Don’t read from a script Start by giving an outline of your talk Two or three key main headings Summarise at end Speak clearly, slowly (not too slow). Breath. Look at your audience Change the pitch of your voice Practice beforehand

Interviews Panel Series –with different people - eg Specialist/or Line, then HR/ Training/ then Overview/Policy Sequential (with a built in cumulative build)- –banks & consultancies. Case Study Interviews –consultancies

Summary of the Selection Process - The four ‘C’s Competencies –you are competent to do the job, you have the necessary technical, linguistic, IT, and generic skills Capabilities –you are fit to do the job, your behaviour proves that you have the skills Commitment –you want to do the job and can prove your motivation Cultural Fit –your ethos and values match those of the organisation

Further Information ULCS booklet “Interviews” Communicating with Impact, Atenar Publishing Ltd. AGCAS Assessment Centre Video, Civil Service Fast Stream Entry-Self Assessment Package available in careers service. How to Pass Selection Tests, Mike Bryon, Sanjay Modha, Kogan Page, Test Your Own Aptitude, Jim Barrett, Geoff Williams, Kogan Page, 1990.