Management

Institute of Management Studies (IMS)

Postgraduate Assignment Information Sheet

Assignment   information (e.g., background info, assignment question, further advice):

Background

You   are a team of consultants who have been asked by a client to design a development   assessment process and assessment centre. Your client is a global investment   bank and this process is aimed at identifying high-potential talents. You   have been provided with a very loose remit from a client that is under   pressure to pick people already:

Successful   candidates will go on a year-long intensive development programme, including   two international rotations with offices in South America and Asia;

The   Human Resources Director has been under some pressure to select candidates   favoured by senior sponsors, but is keen to have a robust and objective   assessment process;

All   candidates will need to get feedback post-assessment;

The   client is keen to be able to use the data from the assessment process as part   of successful candidates ongoing development in the programme;

The   client doesn’t have a cohesive competency framework;

Due   to the international nature of the bank, your client is keen that this   international perspective is reflected in the assessment process;

The   only brief on “fit” for the programme is articulated as “Bright, with a   hunger for success and a drive to advance in the organisation. Flexible and   resilient, able to cope with the demands of a rapidly growing international   organisation”;

The   programme itself will need to address some areas specifically:

The   ability of candidate’s to think strategically;

Candidate’s   commercial awareness;

Candidate’s   leadership potential;

Candidate’s   interpersonal skills.

Delegates   will join the programme in September 2019, so all assessment and feedback   needs to be completed by then.

Assignment

Draw   upon the scientific literature in relevant areas;

Describe   your approach to assessment;

Explain   how you propose to design the development assessment process and centre;

Highlight   specific strengths of your approach and give evidence;

Identify   specific challenges that may be encountered (e.g., implementation issues) and   ways to address them

Individual   Brief business report 

This report should   not exceed 1,500 words and should be submitted on the VLE.   Each student should submit an individually written business report.

Consider   your target audience closely in this report. The board of directors are   highly intelligent and capable individuals, but they may not have a technical   understanding of assessment and selection. Think carefully about how you   pitch the report. The board are very keen to implement scientifically   supported initiatives and therefore it is important that your work is   informed and supported by current theory and evidence. Finally, remember to   take account of the specific context and requirements of your client in your   answer.

Key/suggested   references: 

Many   of the materials provided throughout the module will be helpful for this   assignment, as will the industry guest lecture. Teams are encouraged to   synthesise this information and enhance it with their own learning and   research.

Word   limit: 

Business   report word limit is 1500 words. This includes the main body of text, in text   citations [e.g. (Eisen et al., 2008)], quotations and footnotes. However, the   word limit does not include your title page, tables, figures, illustrations   or reference list.

Referencing   style (e.g., APA, Harvard): 

APA

FEEDBACK

REVISE AND RESUBMIT

1) The draft fails to mention job analysis  

2) It is too generic and does not mention the science relevant to the programme (ie Cognitive Ability Tests (GMA), Group tasks and the science of them, Personality Tests ( 5 Factor Model and why),  

3) Fails to give an outline of time and events of how the consultancy firm will carry out the assessment  

4) it doesn’t mention feedback to failed candidates but doesn’t mention how?  

5) does not tell what kind of continuous feedback and support will be available to selected candidates (360-degree feedback used by most fortune 500 companies?? In going Coaching?? ) 

6) What about the use of games for testing candidates and their benefits (which games?? Are they tested and reliable? ) 

7) the assignment has missed the point of how the consultancy aims to provide a scientifically proven programme to aid international adjustment of the selected candidate – this is the most important as the position is for an international bank (e.g. cultural sensitivity training) 

8). The report is quite vague ,the processes must be well mentioned and explained as the board of directors are interested in the science behind SELECTION  

9) What about structural interviews, why are they being done (e.g. face validity and how they increase sense of fairness on the candidates) .  10)No mention of the International Assessment Centre Guidelines 

Submission   date and time: 

Monday 11th March   12noon 

Robertson, I. T., & Smith, M. (2001). Personnel selection. Journal of Occupational and Organizational Psychology, 74(4), 441-472. doi:10.1348/096317901167479

Sackett, P. R., & Lievens, F. (2008). Personnel Selection. Annual Review of Psychology, 59(1), 419-450. doi:10.1146/annurev.psych.59.103006.093716

Schmidt, Frank L.. U Iowa, Coll of Business, Dept of Management & Organization, Iowa City, IA, USHunter, John E. (1998). The validity and utility of selection methods in personnel psychology: Practical and theoretical implications of 85 years of research findings. Psychological Bulletin, 124(2), 262–274. Retrieved from https://gold.idm.oclc.org/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=pdh&AN=1998-10661-006&site=ehost-live

Viswesvaran, C., & Ones, D. S. (2000). Perspectives on Models of Job Performance. International Journal of Selection and Assessment, 8(4), 216–226. https://doi.org/10.1111/1468-2389.00151

Chamorro-Premuzic, T., & Furnham, A. (2010a). Biodata. In The psychology of personnel selection. Cambridge: Cambridge University Press. Retrieved from https://www.dawsonera.com/Shibboleth.sso/Login?entityID=https://idp.goldsmiths.ac.uk/idp/shibboleth&target=https://www.dawsonera.com/depp/shibboleth/ShibbolethLogin.html?dest=https://www.dawsonera.com/abstract/9780511765599

Salgado, Jesús F. (2003). A Meta-Analytic Study of General Mental Ability Validity for Different Occupations in the European Community. Journal of Applied Psychology, 88(6), 1068–1081. Retrieved from https://gold.idm.oclc.org/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=pdh&AN=2003-09785-008&site=ehost-live

Schmidt, Frank L.. Tippie College of Business, University of Iowa, Iowa City, IA, US, frank-schmidt@uiowa.edu Hunter, John. Department of Psychology, Michigan State University, MI, US. (2004). General Mental Ability in the World of Work: Occupational Attainment and Job Performance. Journal of Personality and Social Psychology, 86(1), 162–173. Retrieved from https://gold.idm.oclc.org/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=pdh&AN=2003-11198-011&site=ehost-live

Barrick, Murray R. (n.d.). The Big Five Personality Dimensions and Job Performance: A Meta-Analysis. Personnel Psychology; Durham, 44(1), 45–74. Retrieved from https://gold.idm.oclc.org/login?url=https://search.proquest.com/docview/220131864?accountid=11149

Hogan, Joyce. Hogan Assessment Systems, Tulsa, OK, USHolland, Brent. Hogan Assessment Systems, Tulsa, OK, US, bholland@hoganassessments.com. (2003). Using theory to evaluate personality and job-performance relations: A socioanalytic perspective. Journal of Applied Psychology, 88(1), 100–112. Retrieved from https://gold.idm.oclc.org/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=pdh&AN=2003-04931-011&site=ehost-live

Arthur, Winfred Jr. (2006). The use of person-organization fit in employment decision making: An assessment of its criterion-related validity. Journal of Applied Psychology, 91(4), 786–801. Retrieved from https://gold.idm.oclc.org/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=pdh&AN=2006-08435-005&site=ehost-live

Farr, J. L., Tippins, N. T., & Borman, W. C. (Eds.). (2017). Selection methods and desired outcomes: Integrating assessment content and technology to improve entry-and mid-level leadership. In Handbook of employee selection (Second edition, pp. 738–759). New York, NY: Routledge, Taylor & Francis Group. Retrieved from https://content.talisaspire.com/gold/bundles/5a4fb89f540a26263556b364

Farr, J. L., Tippins, N. T., & Borman, W. C. (Eds.). (2017). Selecting leaders: Executives and high potentials. In Handbook of employee selection (Second edition). New York, NY: Routledge, Taylor & Francis Group.