Assessment Center: A Critical Mechanism for Assessing HRD Effectiveness and Accountability

Chen, Hsin-Chih

doi:10.1177/1523422305286155

Cited by 15 publications

(9 citation statements)

References 49 publications

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“…Consequently, studies show that assessors' skills are vital to the success of any SC process (Chen 2006). For example, both ''unqualified assessors'' and ''inadequate training'' are thought to negatively influence the validity of SCs (Chen 2006, p. 254).…”

Section: The Role Of Assessors In Selectionmentioning

confidence: 99%

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Development of competency models for assessors and simulators in high-stakes selection processes

Patterson

Zibarras

Kerrin³

et al. 2014

Medical Teacher

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This is the accepted version of the paper.This version of the publication may differ from the final published version. Permanent repository link Q1 AbstractBackground: Selection for entry into UK medical specialty training is a high-stakes, high-volume process. For selection into General Practice, a large number of assessors and simulators are involved in the delivery of the selection centre, which represents the final stage of selection. Aim: In order to standardize and quality-assure assessor and simulator involvement in the process, we developed two competency models outlining the knowledge, skills and attributes associated with each role using a previously validated job analysis methodology. Results:The final qualitative analysis resulted in two competency models, each encompassing eight competency domains. In general, results from a validation questionnaire demonstrated positive feedback from various regional recruitment leads in the UK (n ¼ 14). Conclusion: Both models are currently being used in practice for quality assurance and training purposes. We conclude that the competency models can be used in three ways: (1) recruiting assessors/simulators; (2) in measuring performance of assessors/ simulators and highlighting areas for potential development; and (3) they can be used for training assessors/simulators.

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Section: The Role Of Assessors In Selectionmentioning

confidence: 99%

“…For example, assessors, and potentially simulators, can be a major source of error during an interview or selection centre process (Chen 2006).…”

Section: Introductionmentioning

confidence: 99%

Development of competency models for assessors and simulators in high-stakes selection processes

Patterson

Zibarras

Kerrin³

et al. 2014

Medical Teacher

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“…In addition to using behaviorally based assessments, recruiters and hiring managers can implement an assessment center into their selection process (Arthur, Day, McNelly, & Edens, 2003; Chen, 2006). Assessment centers can vary widely in terms of duration and size, with mid- to upper-management centers typically running from 2 to 3 days with 12 potential managers, on average (Cascio & Aguinis, 2005).…”

Section: Behavioral and Psychological Assessmentsmentioning

confidence: 99%

Recruiting and Selecting Leaders for Innovation

McEntire

Greene–Shortridge²

2011

Advances in Developing Human Resources

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The problem. As organizations strive to compete in their respective markets during this time of economic recovery, human resource (HR) professionals are progressively being tasked with recruiting and selecting innovative talent to help keep their organizations ahead. This is especially true when it comes to innovative organizational leaders as they are increasingly difficult to source and select into an organization. The solution.There are a variety of strategies HR professionals should consider to ensure that their organization is able to compete for innovative leaders. In this review, we discuss several approaches for identifying and selecting innovative candidates into an organization, including best practices for organizations of all sizes and budgets. Updated recruiting strategies, behavioral assessments, behaviorally based interviews and innovationtargeted succession planning are discussed. Stakeholders. This article is relevant to HR and HRD professionals who are engaged in defining or executing the recruitment and selection strategy in their organization. It will be especially important for those involved with recruiting mid-to high-level innovative leaders and professionals.

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“…Assessment centers (ACs) are one of the most widely used methods for personnel decision and organizational development (Chen, ; Eurich, Krause, Cigularov, & Thornton, ; Thornton & Rupp, ). ACs are designed to assess various domains of human functioning in multiple job situations (Finkle, ; Highhouse, ).…”

Section: Introductionmentioning

confidence: 99%

“…Assessment centers (ACs) are one of the most widely used methods for personnel decision and organizational development (Chen, 2006;Eurich, Krause, Cigularov, & Thornton, 2009;Thornton & Rupp, 2005).…”

Section: Introductionmentioning

confidence: 99%

Are assessment center behaviors' meanings consistent across exercises? A measurement invariance approach

Liu

Connelly

Goff³

et al. 2017

Int J Selection Assessment

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To examine the appropriateness of a Multi‐Trait–Multi‐Method framework for testing construct validity of Assessment Centers (ACs) and get practical implications for the improved AC design, degree to which the AC dimension‐related performance behaviors consistently manifest across multiple AC rating situations was investigated. The present study used a large sample (N = 5,006) to apply a measurement invariance analysis. AC rating situations generally produced consistent factor loadings for items on AC dimensions, item residuals, dimension factor variances, and covariance between dimensions. The AC rating situation of interview tended to produce higher ratings and less item residuals. These findings support the consistency in constructs assessed across different AC rating situations, while some exercises may be better for teasing apart particular dimensions than others.

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Assessment Center: A Critical Mechanism for Assessing HRD Effectiveness and Accountability

Cited by 15 publications

References 49 publications

Development of competency models for assessors and simulators in high-stakes selection processes

Development of competency models for assessors and simulators in high-stakes selection processes

Recruiting and Selecting Leaders for Innovation

Are assessment center behaviors' meanings consistent across exercises? A measurement invariance approach

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