Discusses guidelines for users of the assessment center method that were developed and endorsed by practitioners. Includes explanations of the most important concepts common to all assessment centers and suggestions to maximize the benefits obtained from the use of this method. (JOW)

Contends that theoretical and conceptual problems relating to the validation of assessment centers must be resolved before quantitative validation methods may be used. An open design is suggested to facilitate conceptual clarification. (CH)

High risk of liability makes assessment centers a viable method for selection of police officers. Despite high costs, centers offer the advantages of observation of actual job-related behavior, support in the legal arena, and validity. Video technology and other options have potential for reducing the expense. (SK)

Age and rank of assessor were the only characteristics significantly affecting scores given in three police and six fire service assessment centers, but the magnitude of the effect was quite small. Results were attributed to assessor selection processes, the way centers were conducted, and type of assessor training. (SK)

Traditional promotion examinations provide limited knowledge of candidates' decision-making, administrative, and leadership skills. Having assessment center evaluators review documentation of work history related to dimensions of the job adds additional information that can improve the effectiveness of prediction of future performance. (SK)

This update of the International Personnel Management Association's guidelines for organizational psychologists, human resource management specialists, and others addresses elements of assessment centers, policy statements, assessor training, informed participation, and participants' rights. (SK)