The current business world is very different to that in which the original assessment centres were designed 50 years ago. The traditional centre still serves well for selection at lower organisational levels, but nowadays the need is for accurate diagnosis of development needs that include the delegate in the assessing process. Time must also be allocated for delegates and assessors to agree on evaluation of performance and sketch out a development plan. Hoechst (UK), seeking to develop managerial staff to director level, decided to adopt this Development Centre method. The Development Centre is described, and its impact assessed by Hoechst's divisional executive director.
At a time when many Development Centres do not run as well as theyshould, strategic advice is provided on the core process of all Centres:assessment, counselling and…
At a time when many Development Centres do not run as well as they should, strategic advice is provided on the core process of all Centres: assessment, counselling and development planning. Each of these processes is covered in depth and, throughout, the experience of major companies such as Philips and Pilkington is drawn on to support and illustrate its points. The bigger issues, those which have major impacts on the effectiveness of the Centres, are the focus of the article; in many ways important new standards are set for companies using Centres.
Aims to explore factors which are thought to relate to the effectiveness of development centre processes. Studies a variety of attitudinal and motivational aspects concerned with attendance at, and benefit from, a development centre. The research was carried out using an instrument which was completed by 60 managers who had attended a development centre organized by a major British company. Hypothesizes a model which links development centre benefits to process validity, pre‐centre factors, and biographical factors. Results show partial support for the model, confirming the strong link between benefits and process validity, but fail to demonstrate the importance of support from a participant’s manager. Factor analysis demonstrates three distinct sets of benefits which have been labelled: personal development; career development; and organizational commitment.
Argues that for competence management to be a valuable tool in leveraging individual competencies to dynamic organisational core competencies, more stress should be laid…
Argues that for competence management to be a valuable tool in leveraging individual competencies to dynamic organisational core competencies, more stress should be laid on competence development. More specifically, focuses on the effectiveness of development centres (DC), in terms of personal development and pursuit of the development plan. In this way, attempts to meet the need for more studies on the whole DC process and, more specifically, on its effectiveness. Furthermore, looks to take a first step in integrating fields of coaching, self‐development and line management human resources involvement in DC studies.
Focuses on competence assessment, and its development in the context of self‐management. Detailed case histories are included. Concludes that competence assessment will be…
Focuses on competence assessment, and its development in the context of self‐management. Detailed case histories are included. Concludes that competence assessment will be an approach adopted by an increasing number of companies.
Contrasts development centres and assessment centres. Suggests five formats as typical for development centres and reviews their applications. Lists variables in development centre design and highlights trends that are emerging to deal with contemporary organization requirements. Discusses the issues of what capabilities development centres should develop. Suggests transferable but unique capabilities are a paradox that must be resolved. Identifies a shift away from competences as necessary to sustain the commercial credibility of development centres ‐ and the personnel function. Highlights cognitive psychology as the basis for the new design focus. Concludes that development centres can remain the most effective way to create agreed futures for both staff and their organizations only if major changes take place.
Fifteen years ago well populated town suburbs were the commonest sites for shopping centres in the Republic of Ireland. But now the field is wider and smaller urban areas…
Fifteen years ago well populated town suburbs were the commonest sites for shopping centres in the Republic of Ireland. But now the field is wider and smaller urban areas and town centre locations are becoming popular. The developers too are changing, from property and investment companies to retail organisations. Tony Parker examines this development.
I begin by examining some ways in which organisations have attempted to improve their recruitment and selection procedures to minimise bias and unfair discrimination, and…
I begin by examining some ways in which organisations have attempted to improve their recruitment and selection procedures to minimise bias and unfair discrimination, and focus on the assessment centre as a potentially useful technique in this respect, especially for managerial selection. I go on to examine the assessment centre in more detail, including its origins, construction and uses, before discussing the strong evidence for its validity as a selection and assessment procedure. I then describe some recent British innovations in assessment centre design and practice, especially in its use for management and organisation development purposes, before discussing some of my own recent research, in collaboration with Ivan Robertson and Usha Rout, on participants' attitudes towards the use of assessment centres for selection and development purposes, including gender differences in attitudes.
The paper aims to investigate the role of educational development centres, and their potential for playing a broader and more central role in quality and organisational…
The paper aims to investigate the role of educational development centres, and their potential for playing a broader and more central role in quality and organisational development.
The paper is based on the results of three external evaluations of educational development centres in Denmark and Norway, combined with a literature review of studies of educational development centres.
Educational development centres are in a period of transformation due to external forces (Bologna, the demand for institutional quality systems, etc.), and this creates new dilemmas and challenges for educational development.
The paper points to the need to broaden the focus of educational development, and link it closer to other processes related to quality and organisational development.
Moving from “Engineering” oriented R&Dbeing characterised by research aimed atmeeting immediate market needs,Japanese companies are developing neworganisational and…
Moving from “Engineering” oriented R&D being characterised by research aimed at meeting immediate market needs, Japanese companies are developing new organisational and administrative structures to permit original R&D. They are also forced to solve problems of growing labour‐costs and shortages of managerial posts stemming from the ageing of the workforce. Within this wider process, reforms of the personnel administration of R&D are being initiated. The key characteristics lie in the fact that such modifications as expansions in the scope of rotation and clarification and diversification of career paths are common to engineers/scientists of all levels. This being the case, one can expect that the Japanese style of personnel administration system will change along the lines of one which emphasises uniformity among employees both in terms of career path and method for determining reward. Within the ongoing fundamental reform, a new model of creative and original R&D is expected to emerge in Japan.