The competence assessment aimed at selection is usually of contained duration and is limited to structured interviews and tests of a technical and/or psychological nature (psychologists must manage the latter); the structure of the processes described in the second and third points is more complex: from now on I will refer about them.
It involves a close collaboration between the Human Resources department and one or more external professionals, who work together in the management of the process with one or more business functions involved: the role of tibicon is to accompany the customer in the design and management of the assessment process, in all its phases.
Here are some of them.
They help to evaluate attitudes and logical abilities and to grasp specific personality traits.
The tests can only be administered and interpreted by professional psychologists. It is essential to say that psychological tests do not aim to evaluate the person as a whole; they represent an integrative tool that seeks to investigate those behavioural and personal aspects essential for the management of a specific role or activity/process/project.
The cases are incredibly diverse according to the company, the specific market, the knowledge and the depth of analysis, the structure and duration of the test.
The purpose of these tests is to assess the ability to communicate, interact with others (internal or external to the organisation) and collaborate in the management of complex situations. They generally consist in the simulation of the most varied situations, such as a collective discussion about a specific case, imagining the structuring of a plan, identifying more or less complex solutions to recurring problems and more. The tests must be carefully designed and focused on the context that people will face, paying attention to the crucial phase of observation by one or more assessors.
The aim is to assess the ability to plan, manage priorities and make decisions when acting individually. The simulation consists of asking the person to play the role of a manager who has taken up a new position; in a given time, he will have to organise the work left by his predecessor, manage correspondence, establish action plans, communicate with employees.
The main aim is to assess the candidate’s skills concerning the management and interpretation of a specific role and his ability to read the context: it may have points of overlap with group tests.
They are intended to verify the existence of knowledge and competencies that are fundamental to the management of a specific role or activity, without forgetting the motivation. The number, structure and people involved in the interviews are essential to the quality of the assessment.
They can be used as a stand-alone instrument or in combination with one or more tools. They are intended to help detect key behaviours through an accurately prepared observation grid.
It is evident from the above that a competence assessment process helps to identify the knowledge, skills and behavioural style that a person (or a group) can express in the management of a specific role or process/project.
For this reason, competence assessment can never be pre-packaged or standardised; it is not a tool that helps to provide a snapshot of the overall value of a person, regardless of a specific professional context.
Consider also that competence assessment differs from performance appraisal, which aims to assess the performance of the individual in the management of the role and is part of the performance management process: performance appraisal can represent the starting point for a competence assessment and the following training plan.