Welcome once again, esteemed readers. Yesterday has been a most interesting day for myself, given that I participated in something hitherto completely irrelevant to my life: Assessment training. What does that mean? I wasn’t entirely sure myself. From what I understood beforehand, it was one day of preparations and information on how to deal with job interviews and similar things. The idea to go to this training originated with my mother, who saw it advertised in the newspaper and somehow thought that this was just what I needed in my life – I cannot agree with that estimate at all, but it has certainly been an interesting experience. So I decided to fork over the 35€ and just go for it, with only a very vague idea of what to expect. I like surprises, after all. However,after mentioning it to several people, I was strongly advised to wear my very best suit. I only own one suit, which is mostly intended for funerals and weddings, and is thus a very formal black three-piece. I last wore it eighteen months and three moves ago, so I had some trouble locating it. I did manage though, and yesterday morning, I appeared at the place in black pants, black shirt, black jacket and a yellow-blue tie (I looked up the Windsor knot on Wikipedia).
The group comprised about 16 people, and there were two instructors doing the entire thing. Not counting the instructors, there was only one other guy in a suit. Everybody else had come in shirt or even casual. Could have saved me the trouble. After a little bit of organizational stuff, we got a little info on what the day was supposed to be about. Companies are increasingly using so-called assessment centers (ACs) to evaluate the social and managerial compentence of their qualified applicants for management position. ACs are normally conducted by shipping a group of roughly ten people somewhere for 1-3 days and letting them solve certain exercises. The most common exercises are group discussions, presentations, in-tray and role play. We’d cover these one by one during the day, just to get an idea what the common challenges are and what is important during each of them.
We’d start with a short self-introduction: Everybody talks about themselves for three minutes maximum; job history, hobbies, personal motto and why they’re here. We had far fewer business students than I had anticipated; instead, there were some engineers, a few older, already-employed people, a few people about to finish high school and enter the training market, and some generic students. I was the only “science” student present, and my reason for being there was basically “I was curious, and this is an experiment. We shall see.”
After the self-introduction, we had the group discussion. Seventeen people are too much to have a discussion with, so we had eight people discuss, and the rest role-play one of the observers, tasked to evaluate one of the discutants. I decided to go for it and volunteered for the discussion itself. We had 20 minutes to discuss the economic issues of the german social state, particularly unemployment. This is a tremendously well-known and complicated topic, so everybody had ready-made opinions and solutions. Basically everybody said their part and we got no synergy, amalgamation or any kind of consensus from it. Thus, at the end of the twenty minutes, the group had no agreed-on statement, no matter how vague it was. Of course, the topic is completely unmanageable, which led me to state that “we could fail in the width or in the depth, but we had to fail.” Not that failure in an unaccomplishable task is in any way negative. The feedback I got from my observer was that I could have used gestures and body language more to liven up my contributions, but was otherwise very calm, attentive and rational. That’s a B in my book.
We proceeded to exercise #2, which was presentations. Only having an hour or two, we were given ten minutes to prepare a three minute talk on one of the offered topics. We were instructed to use the media present, which were an overhead projector, a pin wall with cardboard cards provided and a flipchart. I particularly like blackboards and the flipchart was the closest thing around, so I decided on that. The topics offered included such genius question as “are the olympic games still timely” or “is the internet the medium of the future?” I liked neither very much, so I decided to deal with the car-free sunday. This is the idea that maybe driving cars for no good reason ought to be banned on sundays to promote quiet and environmental consciousness. I don’t like the idea, and we had explicitly been told that rhethoric and appearance were to be practiced here – content was tertiary. So I prepared something a little bit more polemic than usual. I’m not good enough to hold a real burn speech, but I did try. According to me, car-free sundays are arbitrary, illiberal, a serious impairment to those removed from public transport, and cause of congestion on saturday and monday. Therefore, the idea is appalingly bad and only deserves rejection. How’s that for a balanced and open presentation? Other people defended Olympia, proclaimed that the internet would be the medium of the future but was in their opinion too insecure for that to be a good thing, or said that certain taxes were certainly injust, but what’s just in life?
Exercise #3 was the in-tray, which we only covered very shortly. The premise is that you’re a middle-level manager returning from a business trip. You’re going to leave again for some time tomorrow, and have a few hours to deal with the accumulated stuff in your in-tray. By using a calendar and an organigram, you’re supposed to make a plan on how to deal with the stuff. This includes prioritizing, delegating, dropping useless appointments, postponing others, combining several into one when the opportunity presents itself… it’s all pretty basic stuff, in fact. We didn’t actually run the exercise, as that takes time we didn’t have anymore.
Last and fourth was the role play. Since I already participated in the discussion and the presentation, I kept to the observer ranks here. We selected two people to play out a certain situation. You’re a minor boss in a local bank, and you’ve received a customer complaint that one of your tellers is discurteous. There have been a handful of similar complaints about him in the months before, but until then, he’d been a satisfactory employee. You want to know the problem and find a solution, while keeping a good relationship with your subordinate. The entire thing was an exercise in impartiality and sublety. The subordinate ought to feel that your interest in his concerns is genuine, that you are on his side and quite willing to listen to his view of things. Suggestions that his behaviour is endangering his usefulness to the employer should only be uttered in the subtlest of terms, unless he’s making real trouble. And so forth, and so on. If I was a boss (I hope I won’t be), I’d try to show a lot of understanding for my employees and be very honest and cooperative towards them. With most people, even when they’re not performing perfectly it’s unproductive to be confrontational about it. Of course, being the boss, you can apply pressure if you want to. Actually firing people is difficult. But with most people, just beating them over the head with your authority will gain you little love and dedication.
That was the day in assessment training. All of this took a good eight hours and was only slightly stressful. The experiment was a success in so far as it was rather interesting to see how ACs evaluate people. It’s unlikely that I will have to participate in an AC in the next five years, but the advice on presentations and discussions is widely applicable. The role play also illuminated some of the facettes of being a superior – and not screwing up completely. I’m not going to do something like that again without further motivation, but I’d consider it a learning experience for most people.
If you have any questions concerning the assessment training, feel free to leave a comment.