Assessment Center Guidelines—Potential Additions Regarding Trainers and Cross Cultural Adaptations
When we use assessment systems to select/promote people, we assume that those who are selected will perform better on the job than those who were not. When we implement training or organizational change, we assume that we are providing low-performers with the tools to close the gap between them and the high performers. So, why go through assessment when all people can become high performers through training? Conversely, why bother with training and organizational change initiatives if a person's ability to perform a job is stable? This research study sheds light on both hypotheses by tracking the job performance of those who were and were not selected using assessments (although not an AC) over a two-year period of time.
Speaker
Anuradha Chawla
University of Guelph
Anuradha Chawla is a consultant with Organization and Management Solutions. She specializes in aiding organizations enhance the retention of high-performers through recruitment, selection and high-performance work practices. Most recently, she has lead projects requiring the delivery of tailored, experiential training workshops, designing selection strategies and tools for companies, implementing selection systems, and providing expert evaluation of the defensibility of national and international selection practices. Ms Chawla is also completing her doctorate degree in the Industrial-Organizational Psychology Program at the University of Guelph, Canada.
Speaker
George Thornton, Ph.D.
Colorado State University
George C. Thornton III, Ph.D. Dr. Thornton is Professor of Psychology, Colorado State University. Dr. Thornton earned his Ph.D. from Purdue University in 1966. He is a Diplomat in Industrial/ Organization Psychology awarded by the American Board of Industrial/Organizational Psychology, and a Fellow of the Society of Industrial and Organizational.
Dr. Thornton specializes in assessment centers, selection practices, test development and validation, and implications of employment discrimination law for personnel psychology. He has developed, validated, and implemented assessment centers and other situational exercises for selection and development for numerous jobs.
Dr. Thornton is the author of over 55 publications in refereed journals, 6 book chapters, and 3 books, namely Assessment Centers and Managerial Performance (with William Byham) and Assessment Centers in Human Resource Management, Developing Organizational Simulations: A Guide for Practitioners and Students (with Rose Mueller-Hanson). Dr. Thornton has made presentations on the assessment center method to professional conferences such as the International Association of Chiefs of Police, the International Congress on Assessment Center Methods, and the Society for Industrial and Organizational Psychology, and to professional audiences throughout the United States, and in Germany, Switzerland, England, Israel, South Africa, Indonesia, and China.