PRESENTATION ON ASSESSMENT AND BARS METHOD

Presented By : Haripriya Sunita Kiresur Shruthi Jain Murudeshwar.M

Presented By : Haripriya Sunita Kiresur Shruthi Jain Murudeshwar.M

Assessment Center Defined

An assessment center consists of a standardized evaluation of behavior based on multiple inputs. Multiple trained observers and techniques are used. Judgments about behaviors are made, in major part, from specifically developed assessment simulations. These judgments are pooled in a meeting among the assessors or by a statistical integration process.

Assessment centers
In any placement decision (e.g.., promotion decision), some prediction of future performance is necessary. One widely used rule of thumb is that What a man has done is the best predictor of what he will do in the future

Assessment centers are used to predict the future performance more

accurately. An assessment center is a multiple assessment of several individuals performed simultaneously by a group of trained evaluators using a variety of group and individual exercises.

 Individuals from different departments are brought together to spend two or three days working on individual and group assignments similar to the ones they will be handling if they are promoted.

The pooled judgment of observes sometimes derived by paired

comparison. The center makes it possible for people who are working for departments of low status or low visibility in an organization to become visible and, in the competitive situation of an assessment centre, show how they stack up against people from more well-known department.

This effects in equalizing opportunity, improving morale and enlarging

the pool of possible promotion condition.

Main tools of assessment center are; 1. Psychometric tests

Three types of tests or questionnaires such as aptitude tests,
ability test and personality test are employed. These tests are selected keeping in view. Measurement of objectives Reliability and validity

Time required for administration

Cost involved.

2. Interviews
Structured interviews are used to probe background, critical incidents and situational and behavioural event of the employees.

3. Leaderless group discussions

A small group of employees are given a problem to solve and are instructed to arrive at a group decision within a specified time frame.

4. In-Basket exercise
The In-Basket or In-Tray represents day to day decision making situation which a manager is likely to face. The In-tray consists of various written messages and communications from customers, suppliers, government authorities, internal

department, senior management etc. The objective is to assess an employees activity level, problem analysis skills, planning and organizing skills, time management, delegation. The in-tray materials are given keeping in view the job duties and competencies requires.

5. Business games / simulation exercises

A real life situation such as running a manufacturing operation, stock

trading etc. is simulated to entire group of employees.

The complexity varies. The common denominator is relatively is unstructured nature of interaction among participants and variety of action taken by all participants. The interactive nature of the business game provides opportunities to assess the planning, team work, leadership and analytical ability.

Types of simulation exercises

In-basket Analysis Fact-finding Interaction Subordinate Peer Customer Oral presentation
Leaderless group discussion Assigned roles or not Competitive vs. cooperative Scheduling Sales call Production exercise

6. Role playing
It is a method of adopting roles from real life, other than those being played by the person concerned and understanding the dynamics of the role. Role playing tends to evaluate the human relations processes and personal attitude and behaviour in a particular role such as conflict management, leadership skills, group problem solving, team skills, communication etc.

7. Presentations
One organizational issues, case studies are extensively used for assessing employees and participants.

Merits
Very comprehensive method

Uses multiple assessment devices

More objective and provides personal development.

Demerits
Costly and needs experts to carryout the processes Suitable for senior and middle level management.

BARS method
A Behaviorally anchored rating scale (BARS) is an appraisal tool that

anchors a numerical rating scale with specific behavioural example of

good or poor performance. It thus combines the benefits of narratives, critical incidents as scales.

Developing BARS requires five steps

1. General critical incidents
To ask persons who know the job (job holders or supervisors) to describe

specific illustrations (critical incidents) of effective and ineffective performance.

2. Develop performance dimensions

Have these people cluster the incidents into a smaller set of (5 or 10) performance dimensions and define each dimension, such as salesmanship skills.

3. Reallocate incidents
To verify, have another group of people who also know the job reallocate the original critical incident. Here, they get the cluster definition (from step 2) and the critical incidents and must reassign each incident to the cluster the think it fits best.

4. Scale of incidents
This second group then rates the behaviour described by the incident as to how effectively or ineffectively it represents performance on the dimensions (7 pt or 9 pt scale).

5. Develop a final statement

Choose about six to seven incidents as the dimensions behavioural

anchors.
Ex. Of dimensions for grocery checkout clerks. Knowledge and judgment

Skill in human relations

Skill on operation of register Skill in bagging Organizational ability of check stand work Skill in monetary transactions. Observational ability

ADVANTAGES OF BARS 1. A more accurate gauge

People who know and do the job and it requirements better than anyone develop the BARS.

2. Clear standards
The critical incidents along the scale make clear what to look for interms of superior performance, average performance and so forth.

3. Feedback
The critical incidents make it easier to explain the ratings to appraisees.

4. Independent dimensions
Systematically clustering the critical incidents into five or six performance dimensions (such as salesmanship skill) should help to make performance dimensions more independent of one another.

5. Consistency
BARS based evaluations seem to be relatively reliable, in that different raters appraisals of same person tend to be similar.

Disadvantages
Behaviours are actively oriented rather than result oriented. Very time consuming for generation BARS.

Presented By : Haripriya Sunita Kiresur Shruthi Jain Murudeshwar.M