Hi,
We are looking to have an Assessment Center to promote our Team Leaders to Assistant Managers. We are looking at evaluation techniques to get primarily judge the behavioral traits and job readiness of the incumbent.
Would appreciate if anyone could suggest some methods to go about it.
Regards,
Rohit
From India, Faridabad
We are looking to have an Assessment Center to promote our Team Leaders to Assistant Managers. We are looking at evaluation techniques to get primarily judge the behavioral traits and job readiness of the incumbent.
Would appreciate if anyone could suggest some methods to go about it.
Regards,
Rohit
From India, Faridabad
Hi!
Internal Promotion is a critical top management decision that must be supported by credible documents, like the results of a good PMS, and internationally accepted managerial skills assessment tools, esp if there are more than one candidate that aspire for consideration of the vacant position.
Predictive Index (PI) is one such internationally recognized tool.
Let me know if you need external help on this matter so i can refer you to a friend who administers it.
Best regards.
Ed Llarena, Jr.
Managing Partner
Emilla International Consulting Services
Tel: 00632-239-1778/
Email: <emillaconsulting@hotmail.com>
From Philippines, Parañaque
89Internal Promotion is a critical top management decision that must be supported by credible documents, like the results of a good PMS, and internationally accepted managerial skills assessment tools, esp if there are more than one candidate that aspire for consideration of the vacant position.
Predictive Index (PI) is one such internationally recognized tool.
Let me know if you need external help on this matter so i can refer you to a friend who administers it.
Best regards.
Ed Llarena, Jr.
Managing Partner
Emilla International Consulting Services
Tel: 00632-239-1778/
Email: <emillaconsulting@hotmail.com>
From Philippines, Parañaque
Dear Rohit,
If you wish to promote Team Leaders to the next level of Asst Manager then you need to find out what would be the KRAs for the level of Asst Manager. Based on these KRAs, you need to find out the competencies required for the position of Asst Manager. Competencies would be behavioural competencies and technical competencies.
In addition to this, you need to take into account potential of the team leaders to handle their future job. Please note, a good team leader need not be good Asst Manager.
Your query is specific to your company. Therefore, generalisation cannot be made. The reply can be given only after studying systems and processes of your company. Nevertheless, in general Asst Manager would require the following competencies:
a) Technical excellence
b) Interpersonal skills/Feedback skills
c) Ability to foster teamwork
d) Conflict handling skills
e) Organisational communication
f) Customer orientation
g) Analytical skills (depending on the nature of the job)
Thanks,
Dinesh Divekar
From India, Bangalore
If you wish to promote Team Leaders to the next level of Asst Manager then you need to find out what would be the KRAs for the level of Asst Manager. Based on these KRAs, you need to find out the competencies required for the position of Asst Manager. Competencies would be behavioural competencies and technical competencies.
In addition to this, you need to take into account potential of the team leaders to handle their future job. Please note, a good team leader need not be good Asst Manager.
Your query is specific to your company. Therefore, generalisation cannot be made. The reply can be given only after studying systems and processes of your company. Nevertheless, in general Asst Manager would require the following competencies:
a) Technical excellence
b) Interpersonal skills/Feedback skills
c) Ability to foster teamwork
d) Conflict handling skills
e) Organisational communication
f) Customer orientation
g) Analytical skills (depending on the nature of the job)
Thanks,
Dinesh Divekar
From India, Bangalore
Thanks for the inputs.
We have clearly defined competencies and KRAs, and a clear understanding in terms of the differences between the positions and their deliverables.
That being said, what we are looking for are different tools which we can use to find out the most suitable person from within the applicants.
For Sr, Executives to TLs, we use:
Group Discussion
Presentation
In-Tray/Box
Final Interview
We are looking to do something like that, but...different.
If you could suggest some tools, I can look them up.
From India, Faridabad
We have clearly defined competencies and KRAs, and a clear understanding in terms of the differences between the positions and their deliverables.
That being said, what we are looking for are different tools which we can use to find out the most suitable person from within the applicants.
For Sr, Executives to TLs, we use:
Group Discussion
Presentation
In-Tray/Box
Final Interview
We are looking to do something like that, but...different.
If you could suggest some tools, I can look them up.
From India, Faridabad
Dear Rohit,
You have proposed the following methods:
Group Discussion
Presentation
In-Tray/Box
Final Interview
However, the above tools look good for external hire. This is because you do not know much about the person and you are conducting the recruitment test(s). On the contrary, here you have your regular staff. Therefore, their manager's views matter lot.
Secondly, have the internal candidates taken training on "Supervisory Develop Programme" or "Team Leadership"? If yes, then you may include points covered in the this training for the selection purposes.
Lastly, job of team leader is to get the work done from others. When you put on the candidate through "Group Discussion" or "Presentation", what you are doing is to check the person's communication skills. However, mere communication skills is not sufficient to get the job done. A good communicator on the contrary could be liability because these persons know very well how to cover their weaknesses. Please remember the famous proverb "talking parrot flies little".
In my previous reply, I had recommended you checking the worthiness of the candidates on the following competencies:
a) Technical excellence
b) Interpersonal skills/Feedback skills
c) Ability to foster teamwork
d) Conflict handling skills
e) Organisational communication
f) Customer orientation
g) Analytical skills (depending on the nature of the job)
On each competency, obtain the assessment of the manager for each internal candidate. Secondly, let each candidate give a presentation on:
a) How he/she delegated the work in the past
b) How he/she handled the conflict in the team
c) How he/she gave motivational support to his/her junior to maintain the desired level of performance
d) What he/she did to improve the process
e) Steps taken for self-development, if any
The above points are more than sufficient. Testing one's knowledge is fine but then do you have that matured seniors who are capable to assess accurately the replies or presentation by the internal candidates? Please look at the capability of the seniors (without getting carried by their designation) and then take a decision on what method to be adopted.
Final Comments: - Do you have "Policy on Employee Promotion" well in place? I feel that it is not. You need to devise this policy first. You cannot choose the tools of selection in ad hoc manner. There has to be consistency across the board.
Thanks,
Dinesh Divekar
From India, Bangalore
You have proposed the following methods:
Group Discussion
Presentation
In-Tray/Box
Final Interview
However, the above tools look good for external hire. This is because you do not know much about the person and you are conducting the recruitment test(s). On the contrary, here you have your regular staff. Therefore, their manager's views matter lot.
Secondly, have the internal candidates taken training on "Supervisory Develop Programme" or "Team Leadership"? If yes, then you may include points covered in the this training for the selection purposes.
Lastly, job of team leader is to get the work done from others. When you put on the candidate through "Group Discussion" or "Presentation", what you are doing is to check the person's communication skills. However, mere communication skills is not sufficient to get the job done. A good communicator on the contrary could be liability because these persons know very well how to cover their weaknesses. Please remember the famous proverb "talking parrot flies little".
In my previous reply, I had recommended you checking the worthiness of the candidates on the following competencies:
a) Technical excellence
b) Interpersonal skills/Feedback skills
c) Ability to foster teamwork
d) Conflict handling skills
e) Organisational communication
f) Customer orientation
g) Analytical skills (depending on the nature of the job)
On each competency, obtain the assessment of the manager for each internal candidate. Secondly, let each candidate give a presentation on:
a) How he/she delegated the work in the past
b) How he/she handled the conflict in the team
c) How he/she gave motivational support to his/her junior to maintain the desired level of performance
d) What he/she did to improve the process
e) Steps taken for self-development, if any
The above points are more than sufficient. Testing one's knowledge is fine but then do you have that matured seniors who are capable to assess accurately the replies or presentation by the internal candidates? Please look at the capability of the seniors (without getting carried by their designation) and then take a decision on what method to be adopted.
Final Comments: - Do you have "Policy on Employee Promotion" well in place? I feel that it is not. You need to devise this policy first. You cannot choose the tools of selection in ad hoc manner. There has to be consistency across the board.
Thanks,
Dinesh Divekar
From India, Bangalore
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Criteria For Internal Promotions.pdf
Interview Evaluation.doc