Institute of Management Studies (IMS)
Postgraduate Assignment Information Sheet
Assignment information (e.g., background info, assignment question, further advice):
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.
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.
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.
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):
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, email@example.com 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, firstname.lastname@example.org. (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.