Predicting Supervisor and Student Competency Ratings from a Developmental Assessment Center: A Longitudinal Validation Study

The current study examined the ability of a developmental assessment center to support and predict professional competency development in a vocational education context. A longitudinal study was conducted where graduate organizational psychology students (N = 157 students and 501 placements) completed a developmental assessment center at the beginning of their degree, along with measures of Big Five personality and self-efficacy. Their performance was then assessed throughout the degree in three or four separate work placements using student and placement supervisor ratings. Both assessment center and placement ratings assessed students on seven work-relevant competencies. Competence developed linearly over placements with student-rated competency lower than supervisor-rated competency at the first placement but with these differences disappearing by the final placement. Consistent with the students undergoing a period of rapid professional development and principles of dynamic validity, the predictive validity of assessment center performance declined over time. The research also presents a rich picture of how competency ratings converge across raters and develop at different rates. The research provides novel longitudinal evidence regarding how objective competence and self-confidence are developed in a professional educational setting. It also shows how developmental assessment centers can be implemented within professional educational training to support career development.

Telemedicine Uptake in a Geriatric Assessment Center During the COVID Crisis

The Yale New Haven Hospital Adler Geriatric Assessment Center is an outpatient consultative service that provides comprehensive assessment of older adults. As elsewhere, at Adler the COVID crisis necessitated a rapid shift in mode of care following a total cessation of in-person visits from late March 2020 to the end of May 2020. While our patients initially preferred telephone visits, video visits as a proportion of total scheduled increased from an average of 6% in the last full week of March to 24% in the last week in May possibly indicating increasing familiarity and comfort with the technology during that time. In addition, while video appointments as a proportion of total scheduled dropped rapidly in June 2020 as face-to-face appointments were reintroduced, we found a steady increase in the proportion of video visits from 3% in the first week of July 2020 to 7% in the second week of February 2021. To test for significance, we ran logistic regression models modelling the dichotomous video-appointment variable as the outcome and week and day of week as continuous variables. We found there was a significant increase in the proportion of appointments delivered over video both during the time when no face-to-face video appointments were allowed (OR=1.21, CI=1.13,1.30) and later in the pandemic (OR=1.04, CI=1.02,1.06). Durbin-Watson statistics were run to ensure that autocorrelation could be ignored. Sensitivity analyses limiting the sample to those with non-cancelled appointments gave similar results. Future analyses will examine patient clinical and demographic characteristics that might influence these trends.

Use of assessment center and cluster group tools for the modeling and visualization of temporal dynamics of competences of production managers for the interaction with counteragents

The article identifies current trends in the composition of indicators and the number of professional competencies of production managers for interaction with contractors. It is proposed to use the assessment center's tools to assess the current level and form a promising set of competencies. The experience of using the assessment center tools for these purposes at industrial enterprises of a large industrial center of our country is summarized. The expediency of using the developed methodological procedure of qualitative cluster grouping to obtain a visual representation of the dynamics of changes for each competence model is justified. This made it possible to visualize the dynamics of changes in the clusters of two professional competencies of production managers for interaction with contractors. The conclusion is formulated that in the work of specialists in assessing the professional competencies of middle-level managers using the assessment center tools, the emphasis should shift to the development of such models of professional competencies for interaction with counterparties that allow taking into account the dynamics of the market, its development prospects and the requirements of potential customers.

Implementation of Position Auction Promotion through the "Assessment Center" in Aceh Province

The promotion of the position auction through the "assessment center" is an effort to reform the bureaucracy by the Aceh provincial government. This is done as a response from the government to the image of services that were previously deemed not optimal and to improve the quality of effective and efficient public services. This study aims to determine the process of implementing a promotion auction for positions through an assessment center in Aceh Province. qualitative research methods. This study found that the Aceh provincial government had carried out a position auction promotion to fill the vacancy of structural positions held. This is done as a step in improving government performance to make it more optimal. The auction of this position carried out by the Aceh Provincial Government will be seen by involving the Aceh Civil Service Agency (BKA) against Law no. 5 of 2014 which regulates the state civil apparatus. It is hoped that the results of the promotion of the position auction will eventually be able to place relevant structural officials with better capabilities and performance.

Door de ogen van de beoordelaar: onderzoek naar similar-to-me-effecten op scores van cultureel diverse kandidaten op het assessment center

Samenvatting en Sacco et al. (2003) vonden geen effect van demografische gelijkenis tussen beoordelaar en kandidaat op beoordelingen van het selectie-interview. Beide studies onderzochten hiërarchisch lineaire modellen (HLM). Gebruikmakend van eenzelfde HLM-procedure is binnen het huidige onderzoek nagegaan wat het effect is van gelijkenis op scores die gegeven zijn aan cultureel diverse kandidaten tijdens de selectie van politieagenten op een ander veelgebruikt instrument, namelijk het assessment center (AC). Meer specifiek onderzochten we het similar-to-me-effect van demografische gelijkenis (d.w.z. culturele gelijkenis van de beoordelaar ten aanzien van de kandidaat) en van waargenomen gelijkenis (d.w.z. gelijkenis ten aanzien van specifieke culturele groepen, zoals waargenomen door individuele beoordelaars) op scores op het AC. Demografisch similar-to-me bleek gerelateerd te zijn aan Agency-scores van autochtoon Nederlandse kandidaten en kandidaten met een migratieachtergrond, maar niet aan Communion-scores. Waargenomen similar-to-me had geen effect op de beoordelingen van het AC (d.w.z. Agency en Communion). In zijn algemeenheid bleken de effectgrootten erg klein (R2 < .015). Derhalve kan worden geconcludeerd dat we geen bewijs vonden voor een differentieel effect van gelijkenis op de beoordeling van het AC van cultureel diverse kandidaten, wat bevindingen van McCarthy et al. en Sacco et al. repliceert en uitbreidt.

Assessment Center

Nadie pudo prever que, tras la finalización de la Primera Guerra Mundial y como resultado de la firma del Tratado de Versalles, la vencida Alemania comenzara a plantearse por qué perdió la contienda, abriendo un infinito abanico de hipótesis y posibles respuestas. Un análisis profundo le llevó a descifrar que la carencia de competencias en su ejército y su mala medición motivó buena parte de su resultado final. Lo cierto es que aquello que no se puede medir no se puede gestionar y menos aún evaluar. En el ámbito laboral, los conocimientos, capacidades y habilidades de los trabajadores son claves en el desarrollo de un modelo de negocio solvente. Cuando la competitividad es seña de identidad de una organización en un mercado globalizado y signo de supervivencia empresarial, tanto los clientes, usuarios o consumidores se convierten en evaluadores conscientes o inconscientes del desempeño de los trabajadores. La posibilidad de anticiparse al severo juicio de los anteriores motiva que tanto para el candidato a un puesto de trabajo, el trabajador y la propia organización, ponga su foco de atención en tres procesos claves en la gestión de recursos humanos como son: el reclutamiento y selección, formación y el desarrollo de un plan de carreras profesionales, beneficiándose de un modelo que permita medir y evaluar las competencias clave en un más que alambicado mundo laboral. El Assessment Center se convierte en un excelente planteamiento para responder a todo este tipo de cuestiones complejas donde la adquisición, estimulación y desarrollo de un conjunto de competencias objetivamente observables y cuantitativamente mensurables permiten al individuo, equipo de trabajo y organización en su conjunto, desarrollar y medir el desempeño de sus funciones de una manera eficiente.

Using the assessment center methodology while evaluating the civil servants of the Lipetsk region

Building an integrated system for personnel selection, training and development is one of the most important tasks of the civil service. HR agencies are interested in finding specialists with a “portfolio of competencies”, showing flexibility and quickly adapting to any activity. To find the right candidate, you need to choose the right strategy for selecting specialists. More and more companies use the assessment center methodology despite a large number of other evaluation methods. The assessment center allows you to conduct tests in situations close to reality and comprehensively evaluate the knowledge, skills, personal, professional, and psychological characteristics necessary for working in a particular position for a particular candidate or an employee. The article presents the methodology of the assessment center when evaluating state civil servants of the administration of the Lipetsk region. The work describes methods for creating a competency model, formulates recommendations on the use of technologies of the center for evaluating civil servants, and draws conclusions based on the final results. The article presents data on the validity of the assessment center in comparison with other tools for evaluating personnel, shows the advantages and disadvantages of this method. The methodology of assessment centers can be recommended to the authorities for evaluating personnel in the civil service.