This paper examines the use of development centre methodology to measure the gap in performance for fieldwork staff in a social welfare organisation. The process follows the construction of a capability framework, a set of work-based simulations for participants and the use of a 360-degree instrument. These processes are combined to measure and…

Investigated influence of retranslated behavior checklists on construct validity of dimension ratings for 2 assessment center exercises using 10 assessors. Found assessor use of behavior checklists increased average convergent validity while decreasing average discriminant validity. Behavior checklist sums were moderately correlated with…

Investigated the developmental effects of assessorship, i.e., serving as a trained member of an assessment center staff, on managers' (N=80) proficiency in three categories of behavior: acquiring, evaluating, and communicating information about people. Results indicated that experienced assessors were more proficient in these skills. (LLL)

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)

A pilot program was set up to provide displaced workers in Wausau, Wisconsin, with skills needed by specific local employers. The program consists of four basic components: preemployment training activities, two-week assessment activities, training activities, and placement-related activities. The goal of 65 percent placement seems to be feasible.…

The methods used in corporate assessment centers for personnel selection and development are being applied in other areas such as performance evaluation and the development of work teams. Response to dramatic changes in jobs and occupations will keep the assessment center concept at the forefront of personnel development. (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)

The author describes use of a personnel assessment center, a process that identifies managerial potential for purposes of selection, placement, promotion, development, or a combination of these factors. Elements of the process (determining skills to be assessed, evaluating skills, job skills exercises, interview exercises, written exercises) are…

Describes the use of an assessment center in evaluating candidates during a search for a new superintendent. Includes a brief article that points out the problems in using assessment centers for hiring evaluations. (MD)

Describes the function of an assessment center, which consists of a standardized evaluation of behavior based on multiple inputs. Judgments are made in part by means of specially developed assessment simulations based on a thorough job analysis. Such judgments are used for management decision-making and career development. (JAC)

This paper evaluates four selection procedures for hiring school principals. These procedures (interviews, assessment center, selected assessment center exercises, and paper and pencil inventories) were compared in terms of validity, processing costs, and dollar gain expected from implementation. The selected assessment center exercises were found…

Examined how assessment center methods affect the way assessors organize and process assessment center information and affect the ratings they make. Results suggested that methods for evaluating assessment center candidates affected the way the assessors organized the assessment center information and affected the obtained ratings. (Author/ABB)

The "Leader Effectiveness Index (LEI) is a multirater instrument designed to assess the effectiveness of leadership performance of vocational educators. It consists of seven items. The first six items are statements of six broad tasks (or responsibilities) of a leader in vocational education: (1) inspires shared vision and establishes…

This paper considers the nature of the Principal Assessment Center (PAC) innovation, discusses probable reasons for its popularity, and offers a few reflections on some implications of the success of this innovation. The first section considers the origin and nature of principal assessment centers and describes the model used by the Educational…

In a brief introduction, this article calls giving and receiving feedback one of the most important skills a manager can possess, defines feedback, provides examples of giving and receiving feedback, highlights the importance and benefits of good feedback, and directs the reader to nine selected feedback resources on the World Wide Web. The second…