Discusses cost‐effectiveness of assessment centres (AC) in terms of predictive power, utility and financial benefit. Reports a case study from the Ford Motor Company of an AC where different instruments were used at different stages in a system. Points to implications for HR professionals. Concludes that it is cost‐effective practice to validate ACs, dangerous to rely on traditional utility analysis formulae, and that selection procedures should be addressed as systems.
Payne, T., Anderson, N. and Smith, T. (1992), "Assessment Centres, Selection Systems and Cost‐effectiveness: An Evaluative Case Study", Personnel Review, Vol. 21 No. 4, pp. 48-56. https://doi.org/10.1108/EUM0000000000809Download as .RIS
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