Simulations are replications of essential parts of a job and have been utilized by organizations for many decades. They are used to study, assess, and develop talent, especially managerial talent, and they offer more information about assessees than questionnaires. Job simulations can range from being low fidelity and very simple (e.g., asking employees what they would do in certain situations), to very high fidelity and quite complicated (e.g., behavioral simulations that include analyzing many different aspects).
Standardized simulations are often performed by trained assessment center personnel who can quantify the results into usable data or managerial candidates who have gone through these simulations in the past. Because simulations are performed in a controlled setting, they can be tailored to match the exact conditions under which the employee will be expected to perform the job. This allows the organization to make a simulation very specific for each position or job applicant.
USING SIMULATIONS FOR EMPLOYEE SELECTION
The general assumption regarding simulations as an assessment tool is that employees will behave similarly in real work situations as they do in the simulation, thus helping companies make better hiring or promotion decisions. When used in a training and development context, simulations help identify competencies that need improvement so that a specific training plan can be developed for the employee, saving the company time and money.
USING SIMULATIONS FOR TRAINING
In their review article, the authors (Thornton & Cleveland, 1990) discuss how these simulations can also be used for employee training. They say that in order to best utilize simulations in this capacity, they should be used in conjunction with other training methods such as lectures and demonstrations, and that employees should start with the simplest methods of training, then move to more complex methods. Constant feedback should also be included in the training process to ensure employees’ optimal learning from the training. In order to best utilize simulations for research and assessment, the authors suggest that several different methods of simulations should be used, as this will help companies get the most accurate employee information.
Thornton, G. C., & Cleveland, J.N. (1990) Developing managerial talent through simulation. American Psychologist, 45, 190-199.
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