PURPOSE AND BENEFITS OF AN ASSESSMENT AND

DEVELOPMENT CENTRE

- At leadership level is made an inventory of skills to determine those strategically

important for further development of the company. It creates the premises to align
long-term organizational objectives with the development of management in order to
achieve business objectives.

- For managers already appointed in the job that are in various stages of their career it
will be defined stages of their development based on company's skills and will be
delivered personalized feedback designed to accelerate the leap into learning (faster
than the training programs that could be exposed at without such an inventory of skills).

- For the managers with experience in the job that need an update of knowledge and
abilities in terms of skills required by the company

- For the managers that are in the succession plan, who will be trained specifically for
relocation or job advancement in an international or regional structure

Our company has provided such services:

- Starting from the companies’ system of competencies and designing the set of
activities for the assessment and development centre using specific tools/methodologies
(Siemens, Petrom, Alstom, Holcim, Wurth, Cefin, E.On Moldova, Asesoft, Romastru, Alro,
Fileni Italia, Marquardt, TCCIFER, Plastipak International).

- Consulting services for refining and improvement of the evaluation process, train
managers regarding the evaluation of performances and competencies (Bancpost,
Prutul), as well as designing the performance management system. (Cefin,Tarom).

- As a local provider on a specific formula of the international group that has local
operations in Romania, based on training received from the client company so as to
ensure consistency and integration in the multinational company (Pirelli, VIG prin ITO
Vienna , Henkel).
 TOOLS AND METHODOLOGIES TO BE USED

Summary of techniques and tools that we intend to work with:

1. Emotional Capability Profile ™ - determining the potential development of leadership
capacity from the current state of using emotional intelligence capabilities that have an
impact in the act of leading
2. Situational interview - in order to identify the vision of leaders and career-related
aspirations
3. In tray exercises – is making an inventory of abilities putting the managers in
situations outside normal working environment
4. Fact finding exercises - aims to analyze a series of behaviours related to the decision
making process and to solve a specific problem / situation by asking the right questions
5. Role play - to identify a series of competencies and the quality of interaction process
in order to reach a solution
6. Group Exercise - is very valuable through the dynamics it creates in a simulated
interaction, participants can demonstrate naturally their leadership capabilities,
negotiation, management of ambiguous situations or conflicting situations.
7. Presentation -

Each participant will receive an individual report, an individual feedback session with a
specialized consultant to go through the report and explain the results and also the
interpretation of the report and a development plan designed for priority development
actions.

Note: All exercises will be specially designed to capture the behaviours of established
competencies.
 EXAMPLE FOR ORGANISING AN ASSESSMENT AND
DEVELOPMENT CENTER
These instruments will be assembled in 1 day working session with three consultants and five or six
participants.

hour min C1 C2 C3 C4 C5
9.00 - 9.15 15
In tray In tray Interview Role Play Interview
9.15 - 9.30 15 consultant 3 +
senior assistant senior
9.30 – 9.45 15 consultant 1 consultant 2

10.00 – 10.15 15
Fact finding
10.15 – 10.30 15 consultant 3

10.30 - 10.45 15
Interview Interview Role Play In tray In tray
10.45 – 11.00 15 consultant 3
senior senior + assistant
11.00 – 11.15 15 consultant 1 consultant
2 Fact Finding
11.30 – 11.45 15 consultant 3

11.45 – 12.00 15

12.00 - 12.15 15
Lunch break
12.15 – 12.30 15

12.30 – 13.00 15

13.00 - 13.15 15
Preparation for Role Play In tray Interview Fact Finding
13.15 – 13.30 15 group exercise consultant
3+ senior consultant 2
13.30 – 13.45 15 assistant consultant
1
13.45 – 14.00 15

14.00 – 14.15 15

14.15 – 14.30 15

Role Play
Fact
Finding consultant 2 +
consultant assistant
3
14.30 - 14.45 15
Fact Finding Preparation for
14.45 - 15.00 15 group exercise
consultant 3
15.00 – 15.15 15

15.15 – 15.30 15
Role Play
15.30 – 15.45 15
consultant 3 +
assistant
15.45 - 16.00 15
Group exercise
16.00 – 16.15 15

16.15 – 16.30 15

16.30 – 16.45 15
 COMPETENCIES ANALYZED BY EACH EXERCISE

Each tool can measure a series of competencies depending on the content. The instruments that
will be specially designed for the client company will look at those specific competencies that
the organization wants to inventory.

In tray: Role play

- Business acumen - Communication
- Decision quality - Decision Making
- Problem solving - Problem solving
- Managing ambiguity - Setting priorities
- Innovative management - Developing others
- Strategic ability - Delegate
- Setting priorities - Informing
- Organizing - Labour Management
- Planning and time management - Conflict Management
- Delegating - Action oriented
- Communicating, informing - People oriented
- Process Management - Customer focus
- Action oriented - Managing diversity
- Customer focus - Understanding others
- Negotiation
- Team Building
- Listening
- Building trust

Fact finding: Group exercise:

- Decision Making - Business acumen
- Communication - Decision quality
- Judgment - Problem solving
- Problem solving - Team spirit
- Creativity - Innovative Management
- People oriented - Establishing priorities
- Conflict Management - Organizing
- Customer focus - Planning
- Integrity and trust - Time management
- Managing others
- Process Management
- Conflict Management
- People oriented
- Action oriented
- Result oriented
- Customer focus
- Negotiation
- Integrity and trust
- Listening

The interview can be structured to consider any proposed competence.

 INDIVIDUAL REPORT

Individual report will have the following sections:

1. Internal policy guidelines regarding the use of information from the report

2. Success factors and definitions – Siemens competency model

3. Individual overview: general description of personal profile, strength and limitations,

recommendations, developmental issues

4. Suggestions for management

5. Scoring for competencies and graphic summary, explanations for each of the competencies
in terms of assessed behaviours. Ratings: candidates will be rated for each of the competencies
above using a scale from 1 (LOW) to 5 (High). Scores of 3.5 or above indicate areas of strength,
scores of 2.5 or below indicate areas of development.

6. Details and recommendations related to areas of development

Reporting will be in English or Romanian.