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The override process : a plan for success for human resources assessment attendees rated limited or low / by Ivan Rodriguez.

by Rodriguez, Ivan.

Personnel management -- Programed instruction

Employees -- Rating of

Employment interviewing

iv, 66 leaves : ill. ; 29 cm.

Introduction -- Assessment process -- Objective -- Performance tracking -- Interpreting results -- Self development -- Tracking self development -- Conclusions -- Appendix A-1) Consensus tendencies by dimension (RC 000 to 999) -- A-2) Consensus tendencies by dimension (RC 100 to 199) -- A-3) Consensus tendencies by dimension (RC 200 to 299) -- A-4) Consensus tendencies by dimension (RC 500 to 599) -- A-5) Consensus tendencies by dimension (RC 800 to 899) -- A-6)Consensus tendencies by dimension (RC 900 to 999) -- A-7) Rating classifications -- A-8) Assessor rating changes by dimension -- A-9) Assessor tendencies by dimension -- A-10) 800 to 899 vs 000 to 999 (Fact finding oral) -- A-11) 800 to 899 vs 000 to 999 (Fact finding written) -- A-12) 800 to 899 vs 000 to 999 (Interpreting information) -- A-13) 800 to 899 vs 000 to 999 (Organizing) -- A-14) 800 to 899 vs 000 to 999 (Planning) -- A-15) 800 to 899 vs 000 to 999 (Decisiveness) -- A-16) 800 to 899 vs 000 to 999 (Decision making) -- Notes.

This paper presents a different view of the assessment process. Normally, assessment is used to identify candidates who are being considered for promotion into higher level jobs. The process is typically used as a unidirectional tool in that respect. This paper describes the assessment process and turns the process around so that it serves as a development tool for the candidate.

One important aspect of assessment is the feedback process. The candidate participates in a number of business simulation exercises, which the assessment team uses to formulate ratings on 18 different managerial characteristics, called dimensions. Each dimension is rated individually and then collectively by the assessment team. The goal is to arrive at a consensus rating for each dimension, for each candidate. The 18 dimension scores are used to formulate an overall score for the candidate. After this process is complete, one assessor contacts the candidate for a feedback session. The feedback is usually done in the presence of the candidate's supervisor. The object of feedback is to tell the candidate how he scored in each dimension and why.

The feedback process presents an ideal opportunity for establishing self development plans for any weak areas that candidate may have. This paper presents a formal process for establishing a self development program, tracking that development and using those efforts as an override to a low or limited assessment score.

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