Assessment centers have been used to aid the process of employee selection, promotion, and certification. At an assessment center, multiple people observe the behavior of assessees as they engage in simulations designed to test their ability to perform relevant assignments. Historically, assessment center ratings have been shown to predict a range of relevant selection outcomes.
Compared with other selection tools (such as cognitive ability or personality), assessment centers are stronger predictors of future effectiveness. Ratings have been found to predict promotion rates, salary progress, job performance ratings, performance in training, and other performance criteria. Assessment centers exhibit less bias toward protected groups compared to cognitive ability test scores, but their fairness should not be blindly assumed. Also, although the use of an assessment center can be fairly expensive, their overall utility is positive. In fact, studies have found the value of using an assessment center can lead to saving thousands of dollars per employee.
RETHINKING ASSESSMENT CENTERS
Although assessment centers have been found to be generally effective and worthwhile, research over the past few decades has highlighted various controversies and conflicting recommendations. The authors of this article (Thornton & Gibbons, 2009) suggest that more research is needed to shed light on various issues, such as: type of dimensions to assess (e.g., cognitive, interpersonal), the use of dimension-based assessment centers versus exercise-based assessment centers (which they believe depends on the target position), the ability of participants to fake or engage in impression management, and how to integrate ratings from multiple raters and exercises.
PRACTICAL ADVICE
The authors noted that certain best practices can improve the assessment center process. These include:
- Use highly trained assessors.
- Include clear and easy-to-use assessment tools.
- Choose relevant exercises, only after careful job analysis.
- Consider the instructions given and the rating system used.
The authors summarized their findings best by stating that, “Research and practice suggest that ACs are valid, fair, legally defensible, and acceptable to candidates and other stakeholders in a wide variety of jobs.”
Thornton, G. C. III, & Gibbons, A. M. (2009). Validity of assessment centers for personnel selection. Human Resource Management Review, 19(3), 169–187.
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