By Ian Taylor
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Extra info for A Practical Guide to Assessment Centres and Selection Methods: Measuring Competency for Recruitment and Development
Neither have competencies that may be more easily assessed using other methods. For example, ‘Attention to Detail’ and ‘Numerical Ability’ are more effectively assessed through ability tests (see Chapter 5) and may not apply to all supervisory roles. Similarly, from the excellent MSC framework, skills such as Thinking Strategically, Networking, Information Management, Compliance with Legal Regulatory Ethical and Social Responsibilities and Managing Budgets, have not been included in the sample framework.
In reality this means writing clear and precise behaviour indicators, as outlined in Chapter 2, and training assessors in their application. 2. Materials required One of the criteria used in choosing the activities has been their ease of use. Activities that require expensive or specialized equipment have not been considered, and in general most activities simply require the various briefing sheets, paper and pens. This section is, therefore, only included when activities require more than these basic materials.
Cuts others out of the process, eg sarcastic b. Blocks others’ proposals 2. Passive when faced with differences a. Non-verbally, eg avoids eye contact b. Verbally, eg sounds hesitant c. 1 continued Positive/Effective Negative/Less Effective 11. Planning and Organizing Takes time to review when faced with difficulties Suggests an informal plan Monitors time regularly Accurately completes tasks to time Distinguishes between important and urgent tasks Presses on with an initial plan regardless of difficulties Moves to the task with no attempt to plan Does not mention time Fails to complete tasks to time and standard Defines urgent tasks as important 12.
A Practical Guide to Assessment Centres and Selection Methods: Measuring Competency for Recruitment and Development by Ian Taylor
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