Assessment Center Perspectives for Talent Management Strategies by George C. Thornton & Deborah E. Rupp & Brian J. Hoffman

Author:George C. Thornton & Deborah E. Rupp & Brian J. Hoffman [George C. Thornton]
Language: eng
Format: epub
ISBN: 9781317597797
Publisher: Routledge

Assessors/Facilitators

The role of staff members in a development assessment center is somewhat different from the role of assessors in a promotion or diagnostic assessment center. Where training is the ultimate goal, staff members are tasked with helping participants learn new skills. Therefore, they are often called development facilitators, as opposed to assessors.

Development facilitators should have many of the skills needed for all kinds of assessment centers: they must be able to observe and record behavior, to accurately classify behaviors into dimensions and tasks, and to articulate these observations to other facilitators and the participants. Some skills needed by assessors in evaluative assessment centers are not as important for facilitators. They may not be required to make overall judgments about the effectiveness of behaviors on the dimensions or in the tasks, or to make predictions about long-range success in the organization. On the other hand, facilitators must have effective teaching skills, such as excellent oral communication, empathy, and listening ability. They must be able to provide effective feedback about behaviors displayed in the simulation exercises in a supportive manner. Some research has found that it is, at times, difficult to find individuals who have all of these diverse skill sets (i.e., assessing and coaching) and has suggested that some individuals do the assessing and others do the coaching (Atchley, Smith, & Hoffman, 2003).

Facilitators can be managers or human resource staff members from the organization, or training and development consultants from outside the organization. They may also be more specialized “executive coaches.” Consultants can often give valuable insights into effective group dynamics, and since they have no ties to the organization, they can observe behaviors objectively. They have experience in diverse organizations and can give new points of view.

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