Development/Assessment Centres Simulations provide a powerful means of testing business acumen, identifying development needs and promotion potential and so are powerful assessment tools.

• TEST BUSINESS "SENSE"
  • Business Sense
  • Decision Making
  • Vigour
  • Perceptive Listening
  • Flexibility
  • Administrative Ability
  • Analytical Ability
• HIGHLY INVOLVING
• REDUCE PRESSURE
• HAVE A LEARNING DIMENSION

Suitable Simulations

• Junior Management
  • Operations
  • Product Launch
  • Retail Mix
  • Sales Calls
  • Sales Mix

• Middle Management
  • The Challenge Series
• Senior Management
  • The Strategy Series

The skills and knowledge tested by simulations can include:

• BUSINESS SENSE
• DECISION-MAKING
• VIGOUR
• PERCEPTIVE LISTENING
• FLEXIBILITY
• ADMINISTRATIVE ABILITY
• ANALYTICAL ABILITY

Information about Managerial Competency Models

ARE HIGHLY INVOLVING

Participants become very involved with the simulation. This means they are likely to behave in a natural manner and be less aware of the assessment process.

REDUCE PRESSURE

Involvement and the adrenaline of competition means that the simulation can reduce the pressure associated with a development centre.

TRAINING DIMENSION

Finally, there is the opportunity to debrief the simulation and provide training input.

PRACTICAL ISSUES

• TIME TABLE
• MANNING THE ACTIVITY
• SUPPORTING THE ASSESSOR
• FACILITIES
• LEARNING EXPERIENCE

TIME TABLE

Development centres are expensive. Simulations can take considerable time. These conflict. However, it is possible to accelerate a simulation and position it on the development centre so that it is economically viable. If the group is briefed, prepare and make their first decision after dinner, the rest of the simulation can be run the following morning with a short debriefing at or immediately after lunch.

MANNING THE ACTIVITY

Besides the assessors, the team running the simulation should consist of two - One experienced with the simulation and its practical use. The other for clerical support, collecting decisions and delivering results to teams and the assessors. The experience with using the simulation is important because delays cannot be allowed to waste time and because of the image presented to the assessees.

SUPPORTING THE ASSESSOR

The assessors should be provided with copies of the reports received by the teams. The assessors should receive further information high lighting the issues that teams should be considering (strengths, weaknesses etc.). Thus the assessors have pre-digested information that pre-identifies problems and allows them to concentrate on observing the assessees.

DEVELOPMENT CENTRE FACILITIES

The syndicate rooms must be close together and to the simulation control room. Equipment in the control room should not only consist of the microcomputer and printer but also, if possible, include a photocopier. Also, if the printer allows it, three-part paper should be used to print results.

LEARNING EXPERIENCE

A short review at the end of the simulation provides an additional learning dimension to the activity. This is generally perceived by the executives being assessed as a major benefit.

Most recent update: 06/09/08
Hall Marketing, Studio 11, Colman's Wharf, 45 Morris Road, London E14 6PA, ENGLAND
Phone & Fax +44 (0)20 7537 2982 E-mail jeremyhall@simulations.co.uk