We often hear: “Our leaders know their people well. Why run a Development or Assessment Centre?” It is a fair question – and one that invites a closer look at the added value of psychometric and diagnostic approaches for everyone involved: participants, leaders and HR alike. Because leaders cannot see everything. Leaders typically experience employees
Diagnostics are a starting point, not an end result. The crucial question is: what happens next? A practical example: → Development Centre series with 24 young professionals, all previously identified as high-potential employees within the organisation → Development of individual development plans based on the results of the potential assessment → Kick-off workshop with all
“We want the best talents – regardless of gender, background or age.” Such statements are frequently found in employer branding and HR communications. And, in our view, there is no reason to doubt the sincerity of the corporate philosophy behind them. However, many selection processes are vulnerable to bias – unconscious distortions that systematically influence
Assessment Centers can be an intense experience for many participants. That’s why it’s all the more important that feedback isn’t just delivered, but thoughtfully and respectfully designed. As consultants at managerberater, we often get the chance to give feedback after an AC. Whether we speak with internal or external candidates – here’s what matters to
In recruitment and personnel selection processes, it’s not just what candidates can do on paper that matters — it’s how they act in realistic situations. That’s exactly where role playing in assessment centers comes into play. This proven method offers a valuable way to observe and interpret candidate behavior and skills in action (Bregas, 2022).
Our customers, who’ve trusted us for years, appreciate our clear focus on tailor-made solutions. They also value the personal touch we offer them.
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