Assessment Center, the customized selection method

An Assessment Center is a specialised method of selection, recruitment and assessment to ensure that the right person is in the right job. Unlike an interview, it also looks at how the candidate works in a team, their ability to work independently and his/her initiative.

In addition to skills and knowledge, the AC can therefore also identify competences appropriate to the job, such as empathy, willingness to resolve conflict situations constructively, resilience, perseverance and loyalty. As during the AC, candidates are examined from several angles, from several sides and with several methods, it is also called the queen of selection tools.

Who is it for?

It is recommended for organisations that want to bring agile, value-driven, inspired and inspiring, collaborative and appreciative (AVICA) leaders and specialist professionals from the market and recognise the need to select for this.

This requires developing and/or updating an up-to-date and tailored AC process, but there is not enough time or resources available, yet effectiveness (job performance, job satisfaction) is still a concern.

Project duration: 2 weeks - 1 month. Depending on the complexity of the position, the exact duration will be determined after initial consultation.

Are you interested in our Assessment Center service?

Then send us your request for a quote and our staff will contact you with a tailor-made solution.

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Why is it good for the company, what results will the organisation achieve after the project?

The use of the Assessment Center in the selection process allows a more accurate prediction of the performance of a new employee for the following rational and practical reasons:

The candidates can be observed side by side in the same situation, making them easier to compare.
The candidate's performance can be seen while performing complex tasks and real-life situations (simulating everyday work).
You can get an impression of several areas: professional competence, personal and social skills. In addition, leadership styles and the level of skills required for leadership can be observed. Of course, information will also be obtained on competences that are difficult to get a picture of during an interview (e.g. endurance).
Two heads are better than one (more observers at the same time) allows for an objective assessment, thus reducing subjectivity and allowing for more informed decision-making.
The diversity of methods allows you to get to know the applicant from several aspects.
The candidate is less able to "sell" himself (in the long term and in many different situations this becomes difficult).

Steps in the AC process

For a given position, we work in teams of 4 to 8 people, with the number of observers being adjusted to the number of applicants. The observers include decision makers and managers, who are also trained (=observer training). The duration of the AC depends on the competences to be observed, generally ACs last 1-2 days.

1. Preparation (2-8 days)

  • Job and position analysis
  • Identification of competences to be observed
  • Specification of tasks in the light of competences
  • Detailed programme elaboration
  • Developing an evaluation
  • Preparation of AC materials
  • Organising the AC

2. Training of observers (0,5-1 day)

  • Introducing AC
  • Overview of the specific programme (timetable)
  • Presentation of competences to be observed
  • Review and test the exercises
  • Exercise evaluation
  • Awareness of observation errors

3. Conduct AC (1-2 days)

Possible tasks:

  • Roleplaying
  • Case study
  • Presentation
  • Mailbox job
  • Debate
  • Group discussion, discussion points
  • Construction task
  • Solving problems in a foreign language

4. Observer consultation (1-4 hours)

  • Evaluation of some participants
  • Decision making (selection of the candidate for the position)

5. Individual feedback (1 hour per person)

  • Evaluation discussion with all participants
  • Information on the decision

Project follow-up

About 1 month after the new employee has started working, we propose a discussion with the client (HR, management, line manager) on how they see the new colleague's performance. In the light of this (if required), it is advisable to support the manager/expert with individual coaching or shadow coaching to further build on his/her strengths and strengthen his/her weaknesses in the new position.