. .

 

 

 

 Benefits
  1. Provided a consistent and fair
    benchmark of both internal and
    external candidates which eased
    the acceptance of the final
    outcome;

  2. Reinforced the unified HR
    approach to the new integrated
    agency;

  3. Customised job simulations and
    scorable interviews enhanced the
    face validity of the process for
    internal applicants;

  4. Provision of in depth individual
    feedback in facilitated ease of
    acceptance of outcome and
    eliminated complaints;

  5. Fulsome communication
    programme enabled acceptance
    of process by TUS and staff in
    advance of implementation;

  6. Sunk costs in AC design and
    development were further
    amortised by their subsequent
    use for ongoing senior
    management selection in the
    newly unified agency and host
    department.

 

 

Case Study

Assessment Centre Design and delivery

In support of restructuring

 

Context

A government department was merging with previously independent agencies to create a unified service organisation which would deliver cost savings both in terms of resources (human and physical) and delivery.  The host department needed a unified HR solution in which the fewer posts were filled with talented, high-potential employees.  The process needed to be fair, transparent and equitable to both internal and external candidates.  The client also created several new senior management posts to which a mix of internal and external candidates was expected to be attracted. 

Our Methodology

Saxton Bampfylde’s Executive Assessment and Profiling team worked closely with the client organisation from the beginning to the end of this high-profile change programme.  Using a variety of investigative techniques, we got to know the organisation inside out and became trusted advisors on their process and the definition of project success.  The result was a bespoke assessment programme, aligned to competencies, which tested a whole range of employee abilities, such as interpersonal flexibility; intellect; influencing skills; managerial style; emotional intelligence; stress-tolerance; innovation; and strategic thinking. 

To test these requirements, we designed a variety of measures, which would objectively map the organisation’s talent capabilities, whilst giving employees a variety of opportunities to perform and demonstrate their ability.  The measures included written and interactive job simulation exercises (in-tray; role-play; oral briefing; management role-play); personality profiling; ability testing; and structured scorable interviews. 

Throughout the process keeping all stakeholders engaged in the process was essential.  Thus the content reflected as far as possible the likely day-to-day activities in the new organisation.  This face validity helped candidates believe in the process and it became much easier to ‘sell’ to the various interested parties. 

Candidates’ performances were benchmarked against criterion referenced marking scales and following consultation with the client, minimum performance levels across the competency profile were agreed.

In view of the sensitivity of the process for internal applicants, with the prospect of redundancy for many of the unsuccessful applicants, the communications strategy was judged to be critical.  A design strategy included written briefing notes, regional seminars and presentations and provision of an interactive website.  After the assessment centre and final interviews, in-depth face-to-face feedback was available to all internal applicants from a Chartered Occupational Psychologist, whether candidates were successful or unsuccessful. 

 

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