Ten Classic Assessment Center Errors: Challenges to Selection Validity

2003 ◽  
Vol 32 (1) ◽  
pp. 73-88 ◽  
Author(s):  
Cam Caldwell ◽  
George C. Thornton ◽  
Melissa L. Gruys
Keyword(s):  
Best Practices ◽  
Human Resource ◽  
Job Analysis ◽  
Assessment Center ◽  
Assessment Centers ◽  
Human Resource Professionals ◽  
Selection Decisions

This paper summarizes 10 classic errors associated with selection and promotion related Assessment Center (AC) administration. Critical errors covered are: 1. Poor planning, 2. Inadequate job analysis, 3. Weakly defined dimensions, 4. Poor exercises, 5. No pre-test evaluations, 6. Unqualified assessors, 7. Inadequate assessor training, 8. Inadequate candidate preparation, 9. Sloppy behavior documentation and scoring, and 10. Misuse of results. The list of common errors is aimed at assisting public human resource professionals in assessing the extent to which the assessment centers used by their jurisdictions comply with “best practices.” Reducing and/or eliminating the errors in this list will allow municipalities to more efficiently and effectively use ACs for employee promotion and selection decisions.

Public Safety Assessment Centers: A Steward's Perspective

2003 ◽  
Vol 32 (2) ◽  
pp. 229-249 ◽  
Author(s):  
Cam Caldwell ◽  
Melissa L. Gruys ◽  
George C. Thornton
Keyword(s):  
Public Safety ◽  
Safety Assessment ◽  
Assessment Center ◽  
Decision Makers ◽  
Assessment Centers ◽  
Human Resource Professionals ◽  
Ethical Considerations ◽  
Major Purpose ◽  
Broad Array ◽  
The Matrix

Public safety assessment centers are primarily conducted for promotional examinations. The duties owed to the stakeholders served by public safety assessment centers have been generally outlined in the newly revised Guidelines and Ethical Considerations for Assessment Center Operations. This paper provides a useful matrix that identifies seven ethical duties owed to each of seven stakeholders and a major purpose of this paper is to explicitly articulate and explain the extent of these duties and their importance as part of the Assessment Center Administrator's duty related role. The authors present this matrix as a framework for helping assessment center administrators and other key public sector professionals as they consider the broad array of obligations owed in properly conducting an assessment center selection or promotional process. False short-term economies may result by shortcutting these explicit and implied ethical duties. The matrix provides a simple but helpful perspective for evaluating the degree to which public safety assessment centers meet duties owed, and allows human resource professionals and other decision makers to identify the associated costs and benefits.

Assessment Centers: A Blended Adult Development Strategy

2011 ◽  
pp. 230-250
Author(s):  
Lynn Gracin Collins ◽  
Sandra B. Hartog
Keyword(s):  
Adult Learning ◽  
Best Practices ◽  
Blended Learning ◽  
Development Strategy ◽  
Adult Development ◽  
Management Development ◽  
Assessment Center ◽  
Learning Approach ◽  
Assessment Centers ◽  
Traditional Assessment

This chapter addresses and defends a growing trend in the application of Assessment Centers as a management development strategy for adult learning and describes how innovations in technology can elevate a traditional assessment center design to allow for a comprehensive blended learning approach that supports multiple styles of learning and learners. Drawing on best practices, the chapter offers a guideline for designing and implementing an assessment center. The chapter also examines innovations in technology-enhanced assessment centers (TEACs) as a way to add to the fidelity and impact of an assessment center experience. The chapter includes client case studies and directions for practice and research.

Assessment Centers

2020 ◽  
Author(s):  
Lynn Gracin Collins ◽  
Sandra B. Hartog
Keyword(s):  
Best Practices ◽  
Development Strategy ◽  
Training And Development ◽  
Assessment Center ◽  
Assessment Centers ◽  
Development Programs ◽  
Traditional Assessment ◽  
Business Results ◽  
Effective Training ◽  
Future Practice

This chapter addresses the application of assessment centers as a management development strategy for adult learning and describes how innovations in technology and other tools can elevate the traditional assessment center design to allow for a comprehensive blended-learning approach that adds to the fidelity and impact of the assessment center experience. Effective training and development programs can enhance a company’s ability to prepare its workforce and, thereby, to achieve business results such as profitability, growth and expansion, and successful competition. Drawing on best practices and including client case studies and suggested directions for future practice, the chapter offers guidelines for designing and implementing an assessment center.

Team Dynamics in Virtual Spaces

2010 ◽  
pp. 247-263
Author(s):  
Martha C. Yopp ◽  
Allen Kitchel
Keyword(s):  
Best Practices ◽  
Virtual Environments ◽  
Virtual Environment ◽  
Human Resource ◽  
Virtual Teams ◽  
Workforce Training ◽  
Adult Educators ◽  
Organizational Leaders ◽  
Highly Qualified ◽  
Human Resource Professionals

Collaboration within virtual environments is an increasingly important aspect of organizational and workplace activities. “Virtual teams” are intentional groups of highly qualified people brought together in a virtual environment in order to capitalize upon each member’s unique attributes. In many instances these people represent different organizations, or branches of an organization, who work together virtually to tackle a specific problem or project. This paper examines issues that “virtual teams” encounter and identifies best practices that can positively contribute to effective and efficient teamwork within the virtual environment. The ideas and practices presented may be of value to organizational leaders, planners, human resource professionals, adult educators, and others involved in workforce training.

Team Dynamics in Virtual Spaces

2012 ◽  
pp. 343-359
Author(s):  
Martha C. Yopp ◽  
Allen Kitchel
Keyword(s):  
Best Practices ◽  
Virtual Environments ◽  
Virtual Environment ◽  
Human Resource ◽  
Virtual Teams ◽  
Workforce Training ◽  
Adult Educators ◽  
Organizational Leaders ◽  
Highly Qualified ◽  
Human Resource Professionals

Collaboration within virtual environments is an increasingly important aspect of organizational and workplace activities. “Virtual teams” are intentional groups of highly qualified people brought together in a virtual environment in order to capitalize upon each member’s unique attributes. In many instances these people represent different organizations, or branches of an organization, who work together virtually to tackle a specific problem or project. This paper examines issues that “virtual teams” encounter and identifies best practices that can positively contribute to effective and efficient teamwork within the virtual environment. The ideas and practices presented may be of value to organizational leaders, planners, human resource professionals, adult educators, and others involved in workforce training.

Negotiating Employees Dependent Care Accommodations: Perspectives from Human Resource Professionals

2006 ◽  
Author(s):  
Jennifer R. Bradley ◽  
Katherine Huffstutter ◽  
Eileen M. Brennan ◽  
Julie M. Rosenzweig
Keyword(s):  
Human Resource ◽  
Human Resource Professionals ◽  
Dependent Care

scholarly journals The views of HR practitioners on ethical issues within organisations: A South African perspective

2014 ◽  
Vol 9 (4) ◽  
pp. 413-428
Author(s):  
R Wordsworth ◽  
BJ Erasmus
Keyword(s):  
South African ◽  
Human Resource ◽  
Ethical Issues ◽  
Ethical Behaviour ◽  
Human Resource Managers ◽  
Human Resource Professionals ◽  
Human Resource Department ◽  
Resource Managers ◽  
African Perspective

This article reports on the results of a survey conducted among human resource practitioners in South Africa regarding their involvement in and experience of business ethics and unethical behaviour in their organisations. The results of the study concur with the theoretical perception that human resource managers have an important role to play in the institutionalisation of good ethical behaviour in the organisation, with the majority of respondents reporting that the human resource department is a primary resource for ethical initiatives and that human resource professionals are involved in the formulation of ethics policies. The article provides some insights in terms of the role of the human resource managers in the management of ethics. In so doing, an attempt is made to address the question of whether human resource managers should be the drivers of ethics initiatives in the organisation.

scholarly journals International HR Assignment in Recruiting and Selecting: Challenges, Failures and Best Practices

2013 ◽  
Vol 3 (4) ◽  
pp. 143
Author(s):  
Lily Thoo ◽  
Maniam Kaliannan
Keyword(s):  
Resource Management ◽  
Best Practices ◽  
Human Resource Management ◽  
Multinational Corporations ◽  
Human Resource ◽  
Deep Understanding ◽  
International Assignment ◽  
International Human Resource Management ◽  
International Human ◽  
International Hr

This study attempts to examine various issues pertaining to the complexities of international assignment, one of the major dimensions of International Human Resource Management (IHRM). It is our hope that by deep understanding of the uniqueness of international staffing policies, root causes of expatriate failure as well as the challenges encountered by expatriates; a more strategic IHRM approach can then be strategized by multinational corporations (MNCs) taking into consideration of some personalized best practices in effort to avoid or reduce the chances of international assignment failures in future. 

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