A. C Presentation s2

7/31/2019 A. C Presentation s2

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ASSESSMENT CENTER

PRODI S2 PSI

Dr. Rostiana, M.Si, Psi


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What is an Assessment Center?

An Assessment Center is one of THE MOST

EFFECTIVE TOOLS to measure the

competencies of potential employees

An Assessment Center is one of THE MOSTEFFECTIVE TOOLS to measure the

competencies of the current workforce, to

identify the competencies gap, and to provide a

foundation for individualized plans to bridge thisgap


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A variety of testing techniques designed to

enable participants to DEMONSTRATE,

under standardized conditions, the

competencies that are most essential in a

given job.


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PENGERTIAN A.C :

Suatu proses sistematis untuk menemukenali dan mengevaluasi kompetensi

(kemampuan, keterampilan, kepribadian) yang dianggap kritikal thdTercapainya kinerja unggul

KRITERIA:

1. Berbasis kompetensi2. Menggunakan multi teknik3. Menggunakan multi assessor

SYARAT:

1. Ada kriteria sukses --- KPI2. Assessor terlatih3. Metode valid & reliable4. Obyektif

BUKAN ASSESSMENT CENTER JIKA:

1. Tidak ada demontrasi perilaku nyata2. Hanya menggunakan panel interviu atau tes aja (hanya satu metode saja)3. Assesor hanya satu untuk sejumlah assesssi


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Not a place!

Participants are put through a series of

individual and group exercises, interviews,

and tests designed to simulate the most

essential conditions of the job, and to

provide an opportunity for observation of

key competencies.


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Participants behavior is OBSERVED by trainedraters, evaluated, categorized and scored (if anexam)

Raters pool individual observations to arrive at

an overall estimate of potential, or score Participants are provided with oral and/or written

feedback regarding their performance andpotential

Training and developmental plans can beformulated


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Assessment centres are about

Meeting people:

selectors, currentgraduates, senior staff,

other candidates

Gatheringinformation:

about the organisation,the job, and theworking culture

Demonstratingyour potential:

tests and exercisesabout yourcompetencies


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SEJARAH A.C :

Pertama kali digunakan di bidang militer, 1930 oleh Jerman & Inggris waktuPD II.Diadopsi oleh AT&T- Amerika thn 1950 an, setelah itu digunakan secaraLuas di bidang industri

VALIDITAS TEKNIK PENGUKURAN THD KINERJA:

Assessment center = 0,63Work sampe test = 0,55Ability test = 0,53

Research bio data/cv = 0,38Structure interview = 0,31References = 0,13


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TUJUAN:

1. Mengidentifikasi kebutuhan akan pengembangan kompetensikaryawan

2. Menemukan calon2 pimpinan yang tepat untuk masa yg akan datang3. Menempatkan karyawan secara lebih tepat4. Memperoleh kriteria yang jelas untuk suatu jabatan

BILAMANA A.C. DIPERLUKAN?

1. Pengembangan kompetensi menjadi hal yg urgent/penting2. Ada isu hangat ttg keadilan dalam penilaian kinerja3. Perilaku nyata memberikan dampak terhadap kinerja

4. Kalau ada posisi-posisi baru yg beda dengan job sebelumnya


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Advantages of an Assessment

Center

Comprehensive evaluation

Valid; better predictor

Less adverse impact

Training effect for raters

Training effect for candidates

Multiple uses

More information for decision-making

Participants like it!


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When to Use an Assessment

Center

Selection, career development, or succession

planning

Most common for managerial or supervisory

jobs Jobs where competencies include focus on soft

skills

Promotional process where developmentalopportunities are maximized

Where other methods have failed


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AC for Selection

Objective: provide an opportunity for

participants to demonstrate competencies

relevant to successful performance on the

job.


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AC for Career

Development/Succession

Planning Objective: provide an opportunity for

participants to identify competencies

requiring further development that are then

addressed through a carefully prepared

career development plan


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HAL-HAL YG PERLU DIPERTIMBANGKAN:

1. Waktu, tenaga dan anggaran

2. Manfaat hasil A.C; sejauh mana laporan A.C. dapat berdayakan:apakah unt seleksi, promosi, mutasi dll

3. Dukungan Top management

PROSDUR PELAKSANAAN:

Pra assessment:- Menetapkan model kompetensi dan KPI- menentukan jenis metode yang digunakan- Menyiapkan materi simulasi- Mencari assesor dan melatihnya

Pelaksanaan: - Melaksanakan proses : a initial interviub. proses lainnyac. keputusand. penilaian bersama mitra kerja

- Laporan


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A typical 1-day assessment centre

Introduction of participants and candidates

Company presentation

Individual presentations

Coffee break, socialising informally

Psychometric testing

In-tray exercise

Buffet lunch, socialising informally

Group exercise, solving a work-related problem

Interviews, hour, skills-based


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METODE YG DIGUNAKAN:

In tray exercise/in basket exerc

Presentation

Group discussion

Panel interview

Role play

Case study

Personality test

BEI


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Assessment Exercises

Group

Group Discussion/Chaired Discussion Group

Case Studies/Business Games/Outdoor exercises

Informal Discussion with Employees Individual

Personality and Aptitude Tests

In-tray Exercises/Written Exercises

Presentation skills

In-depth Interviews


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In-tray Exercises

Measures competencies such asOrganisational Skills, Planning,Communication Skills, Problem Solving,Client Focus

Based on typical day to day issues that mayarise

The contents of your in-tray might includefaxes, meeting minutes, emails, letters etc.

Your task is to prioritise the tasks, takeaction and give reasons


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Psychometric Tests

Aptitude Tests- measure skills relevant to position Verbal comprehension - evaluate logic of text

Numerical reasoning - interpret statistical data

Diagrammatic reasoning - recognise patterns

Watch timing complete as many as possible Personality Questionnaires

Look at personality style

No right or wrong answers

Be spontaneous, dont try to second-guess

Tests include built-in checks

Employers may be looking for different personalityprofiles


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Group Discussions

Given a topic to discuss may be the

company, the industry, current affairs,

recent news headlines, university life etc.

Usually a time period is given e.g. 30

minutes

Observed by 2 or more staff members


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Leaderless Group Discussions

(LGD)

An LGD consists of a group of four to sixparticipants who are given a problem to

solve and are instructed to arrive at agroup decision within a specified periodof time.


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Group Exercises

How do you perform in a group setting?

Are you a regular team player, a naturalleader or a maverick?

Do you tend to be the ice-breaker, theprotagonist or the ideas generator in thegroup?

Employers are interested in the rightbalance of characteristics


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Group Discussion

Who talks the most

Who strays from thesubject

Whose arguments areignored

Who insists on being

dominant, interrupts orsquashes othercontributors

Who doesnt talk at all

+ Whose points areaccepted

+ Who encourages othersto join in

+ Who introduces newideas

+ Who listens beforecontributing

+ Who builds on the ideasof others

Notice:


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Interviews

Generally structured interviews are used.

Types of Interviews

Background Interviews

Critical Incident/situational Interview

Behaviour Event Interview


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Background InterviewsIf the participants

performance on his current and previousjobs would be an indicator of his success.

Situational Interviews Three types of

questions are asked:-

Situational (Hypothetical)

Job Knowledge

Willingness to comply with job requirements.


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Behaviour Event Interviews (BEI) It is an

unstructured interview, which focuses onasking specific incidents that reflect

behaviour, thoughts, actions that theinterviewee has shown in actual situations.


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LAPORAN :

Bersifat obyektif didasari data yang akurat dari berbagai metode yg

digunakan.

Detail menggambarkan perilaku yang mewakili kompetensi yg diukur

Komprehensif dan mudah dipahami

Kesimpulan memuat kompetensi yg kuat dan area pengembangan yagdiperlukan.

Documents

A. C Presentation s2