Hello, Small clarification, will there be different assessment procedures for internal promotions and recruiting from external sources? Is yes, can you please indicate the differences?
From India, Chennai
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From India, Chennai
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Assessment centers for recruitment and internal promotion have different outcomes or purposes. Generally speaking, the activities for promotion can include information that is more specific to the organization.
If you are assessing for promotion to management, first decide on the competencies you expect the candidate to demonstrate. For example, let's say one of them is problem-solving. Define the competency specifically and create a list of indicators - behaviors that can be observed.
Let's say one of the indicators is "considers a range of alternatives when suggesting a solution, including new or novel methods or procedures."
Now you can create a case study of a typical problem in your organization. You can include jargon or examples that only an internal employee would know, whereas with an external candidate, your case study would have to be generic in content.
Furthermore, your final assessment matrix is likely to be different.
Perhaps your matrix for assessing an internal candidate would include something like this:
- Assessment center activities (e.g., case study, role-play, personality profile) 50%
- Performance reviews for the last 2 years 20%
- Record of continued educational or skills enhancements 20%
- Department head recommendation 10%
When assessing for recruitment, you don't have these elements, or you may be using tools (like PRISM brain mapping) to screen out candidates that don't fit, and then do an interview and a role play, for example.
In essence, what you do in assessment is determined by many factors:
- Goal of the assessment
- Budget
- Number of people to be assessed
- Criticality of the role
- Management philosophy toward assessment
Hope that helps you.
From United Arab Emirates, Dubai
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7If you are assessing for promotion to management, first decide on the competencies you expect the candidate to demonstrate. For example, let's say one of them is problem-solving. Define the competency specifically and create a list of indicators - behaviors that can be observed.
Let's say one of the indicators is "considers a range of alternatives when suggesting a solution, including new or novel methods or procedures."
Now you can create a case study of a typical problem in your organization. You can include jargon or examples that only an internal employee would know, whereas with an external candidate, your case study would have to be generic in content.
Furthermore, your final assessment matrix is likely to be different.
Perhaps your matrix for assessing an internal candidate would include something like this:
- Assessment center activities (e.g., case study, role-play, personality profile) 50%
- Performance reviews for the last 2 years 20%
- Record of continued educational or skills enhancements 20%
- Department head recommendation 10%
When assessing for recruitment, you don't have these elements, or you may be using tools (like PRISM brain mapping) to screen out candidates that don't fit, and then do an interview and a role play, for example.
In essence, what you do in assessment is determined by many factors:
- Goal of the assessment
- Budget
- Number of people to be assessed
- Criticality of the role
- Management philosophy toward assessment
Hope that helps you.
From United Arab Emirates, Dubai
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In case of internal promotion, you are assessing a candidate who is already known to you. You have his record of previous years' performance, a proven record of his skills, and knowledge. Normally, weights are assigned to these factors. The panel thus need not do any further assessment on these parameters. The panel also need not assess him in terms of culture fit as he has been with the organization. The interview panel needs only to assess him for his potential to shoulder higher responsibilities.
In case of recruitment from outside, the panel needs to assess him in areas of knowledge, skills, and traits to ascertain his job fit. They also need to do some assessment of his ethical and value system to ascertain his culture fit.
B. Saikumar
HR & Labour Law Advisor
Mumbai
From India, Mumbai
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In case of recruitment from outside, the panel needs to assess him in areas of knowledge, skills, and traits to ascertain his job fit. They also need to do some assessment of his ethical and value system to ascertain his culture fit.
B. Saikumar
HR & Labour Law Advisor
Mumbai
From India, Mumbai
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Dear Sir (Mr. B. Sai Kumar),
Good to read the above two replies, but most of the companies are not assessing their employees based on their performance and job profile. Instead, decisions are made based on the will and wishes of the reporting bosses/HODs, where the role of HR is constrained to accept final decisions. Sometimes, valuable staff are demoted and forced to leave the organizations. In most companies, HR attrition rates are high, and local managements tend to influence recruitment and reward processes (such as increments, incentives, and promotions).
I suggest that HR should have a strong presence from bottom to top and report directly to top management rather than local heads. HR should be a separate vertical in all companies. I hope you will agree with this proposal.
Regards,
SRao
Hyderabad
9849562900
From India, Hyderabad
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Good to read the above two replies, but most of the companies are not assessing their employees based on their performance and job profile. Instead, decisions are made based on the will and wishes of the reporting bosses/HODs, where the role of HR is constrained to accept final decisions. Sometimes, valuable staff are demoted and forced to leave the organizations. In most companies, HR attrition rates are high, and local managements tend to influence recruitment and reward processes (such as increments, incentives, and promotions).
I suggest that HR should have a strong presence from bottom to top and report directly to top management rather than local heads. HR should be a separate vertical in all companies. I hope you will agree with this proposal.
Regards,
SRao
Hyderabad
9849562900
From India, Hyderabad
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I agree with you, Mr. Rao. There is this risk of the blue-eyed boys of the reporting authorities (HODs) making it to the promotion despite their low abilities of performance, much to the neglect of the real meritorious candidates. One way of getting over this problem is to make the performance appraisal as objective as possible so that weights or ratings are given by the reporting authorities on the basis of verifiable evidence of performance or a written test with a qualifying mark. This can be held for junior level and middle-level promotions to test the knowledge and skills of the candidates to neutralize the "Halo" effect of subjective evaluation by the HODs.
These suggestions are made with regard to promotions in general but not of HR alone. Similar options, including the one which you suggested, need to be explored to make the selections as objective as possible.
B. Saikumar
Mumbai
From India, Mumbai
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These suggestions are made with regard to promotions in general but not of HR alone. Similar options, including the one which you suggested, need to be explored to make the selections as objective as possible.
B. Saikumar
Mumbai
From India, Mumbai
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Assessment Centre Concept Notes.pdf