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B2 Assessment Centre

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B2 Assessment Centre

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    1. B2 Assessment Centre A Bluffer’s Guide

    3. Topics Introduction Assessment Centre structure Preparation Templates Feedback Summary I got through the 2006 Assessment Centre with no ‘dips’ at the centre (dips will be explained later) These are my tools and techniquesI got through the 2006 Assessment Centre with no ‘dips’ at the centre (dips will be explained later) These are my tools and techniques

    4. Introduction - Myths You need to be a business guru to pass You need to know the competences inside out You need to spend months preparing You need to do all the past papers It is immensely stressful

    5. Introduction - Facts You will be there because you will be seen to be ready You already display ability in all the core competences Stress goes when you are prepared Preparation is quality not quantity You need to give a compelling performance Need to achieve the standard in most of the competences at sift and centre (and PADRs)

    6. Introduction - Disclaimer The templates and suggestions listed here got me through… this time It changes from year to year The core competences changed in 2006 Future B2 demand may vary

    7. Topics Introduction Assessment Centre structure Preparation Templates Feedback Summary The structure is: Application, Sift, Assessment CentreThe structure is: Application, Sift, Assessment Centre

    8. Structure - Application Consider whether you are ready Self-assessment tool Assessment of current position against Band C and Band B competences Agreed with Line Manager Application form No ‘justification’ or career history required Countersigning Officer assessment Normally advertised through Personnel Instruction (DIN) Jul / Aug for Sep application. Consider whether you feel you have the ability to perform at Band B, consider line manager and previous jobs, problematic staff. Self Assessment Tool - The guidance in 05/06 was not good and candidates did not know where to pitch themselves (undersell v boasting) Countersigning Officer - May call on previous PADRs if not in post for longNormally advertised through Personnel Instruction (DIN) Jul / Aug for Sep application. Consider whether you feel you have the ability to perform at Band B, consider line manager and previous jobs, problematic staff. Self Assessment Tool - The guidance in 05/06 was not good and candidates did not know where to pitch themselves (undersell v boasting) Countersigning Officer - May call on previous PADRs if not in post for long

    9. Structure - Sift ‘Automatic’ invitation One day, two written papers (no role play) Assess most core competences Numbers game Bar is quota not standard 2006: 650 applicants, >600 at sift, 105 taken to centre Unless there is something significantly wrong with your application you will be invited to attend the sift. Select a preference of either hand-written or computer (tactics). Sift occurs in Oct / Nov. 2 x 2 1/2 hour written papers each have about four deliverables. Biggest elephant traps are: data analysis, making quick decision based on information available; not giving equal (appropriate) time to all deliverables. Notified by Christmas. (Feedback discussed later) Unless there is something significantly wrong with your application you will be invited to attend the sift. Select a preference of either hand-written or computer (tactics). Sift occurs in Oct / Nov. 2 x 2 1/2 hour written papers each have about four deliverables. Biggest elephant traps are: data analysis, making quick decision based on information available; not giving equal (appropriate) time to all deliverables. Notified by Christmas. (Feedback discussed later)

    10. Structure - Sift Exercises based on B2 daily tasks 2006 (2005) Exercises: e-Business Unit Team selection and implementation plan Emergency Services Make savings in emergency service provision by part-privatisation The exercises are designed to replicate the variety and complexity of tasks that a B2 would typically be expected to undertake.The exercises are designed to replicate the variety and complexity of tasks that a B2 would typically be expected to undertake.

    11. Structure - NIMOD New Iberian MoD You are B2 on secondment Mirrors UK system Assume UK laws, etc But do not quote UK legislation (eg H&S) Unless there is something significantly wrong with your application you will be invited to attend the sift. Select a preference of either hand-written or computer (tactics). Sift occurs in Oct / Nov. 2 x 2 1/2 hour written papers each have about four deliverables. Biggest elephant traps are: data analysis, making quick decision based on information available; not giving equal (appropriate) time to all deliverables. Notified by Christmas. (Feedback discussed later) Unless there is something significantly wrong with your application you will be invited to attend the sift. Select a preference of either hand-written or computer (tactics). Sift occurs in Oct / Nov. 2 x 2 1/2 hour written papers each have about four deliverables. Biggest elephant traps are: data analysis, making quick decision based on information available; not giving equal (appropriate) time to all deliverables. Notified by Christmas. (Feedback discussed later)

    12. Structure - Scoring System 6 – Excellent 5 – Good 4 – Acceptable (minimum B2 standard) 3 – Needs some development (dip) 2 – Needs significant development 1 – Needs major development

    13. Structure - Scoring System

    14. Structure - Centre Assessment Centre still considered the best method for selection 2 ˝ days 2 days assessment, ˝ day feedback Written and role play exercises Report based on performance over 2 days PADR / Sift / Application used to help borderline cases Report in 2005 concluded that assessment centre still the most reliable method of selecting future staff. Generally considered ‘fair’. Only assessed on core competences. Written exercises generally tighter for time than the sift. The feedback will only deal with the 2 days at the assessment centre, the assessors have no other visibility of you or your background. Until the afternoon, unless you have very poor PADRs this evidence will only be used to help your changes. Assessors are looking for evidence of why you should pass, not to fail you.Report in 2005 concluded that assessment centre still the most reliable method of selecting future staff. Generally considered ‘fair’. Only assessed on core competences. Written exercises generally tighter for time than the sift. The feedback will only deal with the 2 days at the assessment centre, the assessors have no other visibility of you or your background. Until the afternoon, unless you have very poor PADRs this evidence will only be used to help your changes. Assessors are looking for evidence of why you should pass, not to fail you.

    15. Structure - Centre Standards not numbers 2006: 105 attended, looking for 65-70 but passed on standard of B2 not numbers Continuity (lead) assessor to ensure B2 standard is maintained.Continuity (lead) assessor to ensure B2 standard is maintained.

    16. Structure - Centre Exercises based on B2 daily tasks 2006 Exercises Shannon (role play) Brigadier and ‘shy’ woman Malin Preparation for operations Rockall (role play) Briefing journalist on body armour story The exercises are designed to replicate the variety and complexity of tasks that a B2 would typically be expected to undertake. The exercises are designed to replicate the variety and complexity of tasks that a B2 would typically be expected to undertake.

    17. Structure - Centre 2006 Exercises (cont) Fastnet Recommendations on withdrawal of troops Fair Isle Choice of navigation system – options paper Fair Isle (role play) Briefing minister on options paper Lundy Downsizing department – staff selection

    18. Topics Introduction Assessment Centre structure Preparation Templates Feedback Summary

    19. Preparation - Competences Consider how demonstrate core competences Effective indicators Previous scenarios (good and bad) How get a 5 or 6, not ‘just’ a 4 Use the effective indicators, you need to get these into all deliverables rather than just learning the core competences themselves. Assessors looking for firm evidence that you understand “consult all relevant stakeholders” does not mean anything. Do not try to guess the competences that each exercise assesses. - Imagine various work related scenarios such as implementing change, managing a project, providing a brief, etc - Against each of these jot down how you would display the core competences – this is where you look at the core competences – not what they are but the benefits and outcomes if you display them - Feed those indicators / attributes into your answers Use the effective indicators, you need to get these into all deliverables rather than just learning the core competences themselves. Assessors looking for firm evidence that you understand “consult all relevant stakeholders” does not mean anything. Do not try to guess the competences that each exercise assesses. - Imagine various work related scenarios such as implementing change, managing a project, providing a brief, etc - Against each of these jot down how you would display the core competences – this is where you look at the core competences – not what they are but the benefits and outcomes if you display them - Feed those indicators / attributes into your answers

    20. Preparation - Templates Produce own templates Use these (later in presentation) as guidance Ensure you’re happy with what they mean / when to use Jot them down at the start of every exercise Past papers Def Intranet website Use the templates in your everyday work so that you get use to thinking in that style. Approach work problems in the same way that you are planning to approach the centre (or vice versa!). Turn work problems into exercises, limited time, make decisions, think further. Defence Intranet Website (2006 papers should be posted in Jul 06) http://personnel.defence.mod.uk/personnel/bbadc/bbadcv2/past_papers_index.htm Use the templates in your everyday work so that you get use to thinking in that style. Approach work problems in the same way that you are planning to approach the centre (or vice versa!). Turn work problems into exercises, limited time, make decisions, think further. Defence Intranet Website (2006 papers should be posted in Jul 06) http://personnel.defence.mod.uk/personnel/bbadc/bbadcv2/past_papers_index.htm

    21. Preparation – Past Papers Past Papers Suggestions in the Notes Pre-sift day with no preperation Use as benchmark Some exercises completely Some exercises partially “I know how to do options analysis therefore knock 20 minutes off” Past Papers that I used (in no particular order): Written: - Harris – form new team (on pre-sift day) - Montgomery – options analysis and stakeholder liaison (on pre-sift day) - Cheetah – change management, not working need a way forward - Lion – performance metrics contract not working - Halifax – as per Lion - Balaclava – timed piecemeal information ‘Meeting’: - Typhoon – absorb information, brief others - Leopard – meeting preparation exercise for 1-to-1 staff problem - Puma – meeting preparation exercise for group problem (no group exercises in 2006) - Lancaster – meeting preparation exercise for 1-to-1 staff problemPast Papers that I used (in no particular order): Written: - Harris – form new team (on pre-sift day) - Montgomery – options analysis and stakeholder liaison (on pre-sift day) - Cheetah – change management, not working need a way forward - Lion – performance metrics contract not working - Halifax – as per Lion - Balaclava – timed piecemeal information ‘Meeting’: - Typhoon – absorb information, brief others - Leopard – meeting preparation exercise for 1-to-1 staff problem - Puma – meeting preparation exercise for group problem (no group exercises in 2006) - Lancaster – meeting preparation exercise for 1-to-1 staff problem

    22. Preparation Previous candidates Devote time to it Is job or personal development more important? But… Decide on own preferred approach

    23. Preparation - Mine Practiced a couple of past papers – compared with colleagues’ past papers Practiced the templates – possibly the most focused element Attended the Effective Briefing course Treat work tasks as Assessment Centre exercises

    24. Preparation - Courses Speed Reading (DPA Sec) Effective Briefing (National School of Government) Speed Reading to get through background material Effective Briefing – minister and journalist role plays at the centre are easy after this courseSpeed Reading to get through background material Effective Briefing – minister and journalist role plays at the centre are easy after this course

    25. Preparation - Tactics Realism The centre is a staged scenario Accept ‘unrealistic’ scenarios Get on with it, play the game Use templates Exam technique Exercises are not difficult, only pressure is time Time management, all deliverables Theme for Day 1 of 2006 centre - cf Iraq, if UK Government can’t solve in two years how can one person solve in 2 hours?!? Read and re-read questions, highlight and comment relevant bits Answer the questions asked Treat each exercise separately Strike balance between strategy (overview) and detail (action)Theme for Day 1 of 2006 centre - cf Iraq, if UK Government can’t solve in two years how can one person solve in 2 hours?!? Read and re-read questions, highlight and comment relevant bits Answer the questions asked Treat each exercise separately Strike balance between strategy (overview) and detail (action)

    26. Preparation - Suggested Answer Format Loose minute 1 to 2 pages of covering narrative on requested output Backed up by a number of annexes, eg: Annex A – response to Air Marshall Annex B – staff selection criteria Annex C – implementation plan Use separate sheets of paper Multi-tasking answers This is where handwritten scripts can be better as you can lay all the deliverables out on the table and, eg, add risks to annex as you do the staff selection – easier than paging through a computer document? This is where handwritten scripts can be better as you can lay all the deliverables out on the table and, eg, add risks to annex as you do the staff selection – easier than paging through a computer document?

    27. Preparation - Tactics Can only get marked on clear evidence Explain everything - “relevant stakeholders” Go further – “teambuilding”, what is it, agenda, how long, overnight issues for staff with childcare (diversity) Scribble notes in margins Extra credit from assessors Spell out processes don’t take steps for granted Don’t just highlight words, this does not mean anything to assessorsDon’t just highlight words, this does not mean anything to assessors

    28. Preparation - Tactics Use ‘extra’ 10 minutes Reading time to start templates Extra bits Promise everything – “I’ll come and see you tomorrow”, “please call if you want to discuss further” Follow up actions, timescales Always think IT and communications You have 10 minutes (or so) to read through the 1 page question paper that sets out the deliverables. It does not take 10 minutes. Start scribbling notes, laying out your templates, planning the timelines of your answer. What risks are there? Who are the stakeholders? Hopefully you’re already doing all of this at work anyway!You have 10 minutes (or so) to read through the 1 page question paper that sets out the deliverables. It does not take 10 minutes. Start scribbling notes, laying out your templates, planning the timelines of your answer. What risks are there? Who are the stakeholders? Hopefully you’re already doing all of this at work anyway!

    29. Preparation - Tactics Look out for obvious diversity issues Old male staff managing ambitious females Always clamp down immediately Delegate Objectives not tasks Do not try to do all your section’s work Avoid novel ideas Stick to tried and tested options and templates You have a section of staff (normally 6-10). Use them. Assign actions / work to them. If the question is to comment on their work suggest WAYS to improve not actual text changes. You already have ‘standard’ options from the templates, don’t go leftfield.You have a section of staff (normally 6-10). Use them. Assign actions / work to them. If the question is to comment on their work suggest WAYS to improve not actual text changes. You already have ‘standard’ options from the templates, don’t go leftfield.

    30. Preparation - Themes NIMOD Government Policy Decentralise Local (un)employment Value for money Information Management Shared working environment, website, group email Communications strategy – press release, website Targeted not blanket

    31. Preparation - Themes Evidence Has it been done before Accountability, governance Challenging existing assumptions Business Initiatives Using EFQM / balanced scorecard – train people to use Equal opps, diversity, discrimination, health & safety, values, facilities for people

    32. Preparation - Hot Topics Downsizing, trade unions Ethics, bullying Relocation of staff Stress, flexi time Bonus, staff rewards DLO/DPA merger PFI, service provision, contractors on front line Women (gays) on frontline Pension / retirement age TA – resign when war breaks out

    33. Preparation - Role Play Always take a pen and paper to make notes for action plan Use preparation time fully, plan for the interruption in another exercise Take control – time and situation Treat it as real, the actors will Look for diversity 'nuggets' Don't rise to provocation Try to turn tables, what would that person suggest You can only be assessed while you're talking so don't let them gush their life story Discussion, don't lecture them Don’t let people slag off other departments / people – step in to defend Take notes, promises to type up, send person draft and meet next week to follow up If actor won’t shut up – calm down, drink of water, sit down – worried about self not team If actor won’t say anything – any reasons, how’s work, how’s colleagues – bullied / harassed Get communication in – website, noticeboard, coffee mornings – if one person concerned then need to chat to others, thank them for bringing up Journalist “off the record” – either “not off the record” or “either way I think it’s right”Discussion, don't lecture them Don’t let people slag off other departments / people – step in to defend Take notes, promises to type up, send person draft and meet next week to follow up If actor won’t shut up – calm down, drink of water, sit down – worried about self not team If actor won’t say anything – any reasons, how’s work, how’s colleagues – bullied / harassed Get communication in – website, noticeboard, coffee mornings – if one person concerned then need to chat to others, thank them for bringing up Journalist “off the record” – either “not off the record” or “either way I think it’s right”

    34. Preparation - Meeting Forms Meeting preparation and evaluation form Practice from past papers

    35. Topics Introduction Assessment Centre structure Preparation Templates Feedback Summary

    36. Templates - Suggested Answer Format Loose minute 1 to 2 pages of covering narrative on requested output Backed up by a number of annexes, eg: Annex A – response to Air Marshall Annex B – staff selection criteria Annex C – implementation plan Use separate sheets of paper Multi-tasking answers This is where handwritten scripts can be better as you can lay all the deliverables out on the table and, eg, add risks to annex as you do the staff selection – easier than paging through a computer document? This is where handwritten scripts can be better as you can lay all the deliverables out on the table and, eg, add risks to annex as you do the staff selection – easier than paging through a computer document?

    37. Templates - Written Brief (Loose Minute) Title Issue Recommendation Timing Background Argument Implication (risks + mitigations) – stakeholder, concern, response Presentational Issues Way Forward / Next Steps

    38. Templates - Action / Implementation Plan Serial (number) Objective / Requirement (Clear benefits) Action Resource / Owner Measurement / Monitor Performance Indicator / Target Review (timeframe) Risk(s) Mitigation Typical Objectives: - each stakeholder happy /fulfilled – identify critical items - contractor selection / competition - form team, teambuilding, training - project aim, meet requirement - save money (whole life costs) - transition plan (and timescales) of present to desire state Get started, not just planning – but also resources to complete current work baseline survey, where we are now to measure improvements adjust plans / priorities as it develops, contingency maintain performance during transition cost of change actions -not just complete action but also achieve target Typical Objectives: - each stakeholder happy /fulfilled – identify critical items - contractor selection / competition - form team, teambuilding, training - project aim, meet requirement - save money (whole life costs) - transition plan (and timescales) of present to desire state Get started, not just planning – but also resources to complete current work baseline survey, where we are now to measure improvements adjust plans / priorities as it develops, contingency maintain performance during transition cost of change actions -not just complete action but also achieve target

    39. Templates - Business Plan (Strategy) Introduction Aim Objectives (benefits) Target / Critical Success Factors Implementation Plan Risks + Mitigation Resources (team) Future (review, measure success) Presentational Issues (communications strategy, elephant traps) Get started, not just planning Baseline survey – where we are now to measure improvements Get started, not just planning Baseline survey – where we are now to measure improvements

    40. Templates - Policy Statement What, Where, Why, Who, How? Overall aim, address above Stakeholder involvement Benefits (clear) Don't forget: - staff training - feasibility study and post project evaluation - responsibilities (may change over time) - health & safety, environmental - diversity – all staff treated fairlyDon't forget: - staff training - feasibility study and post project evaluation - responsibilities (may change over time) - health & safety, environmental - diversity – all staff treated fairly

    41. Templates - Options Analysis Criteria (pick 3 or 4 max) Cost, requirement met, stakeholder happy, security, transport, communications, local employment, trade unions, future / remaining life Statement on why preferred criteria Options (pick 3 or 4 max) Do Nothing, X, Y Statement on why selected options Rank - 0 (very poor / no good) to 3 (very good) Risks and mitigation of preferred options Timescales and review of preferred option, invite ideas from others Typical Options: - Bring back in house - Restructure contract (performance metrics), agree new targets - Do Nothing (continue to end of contract, remove performance metrics) - PFI / Service provision - Bring in external assistance - Combination of options Also use this for team selection (criteria are competences / skills)Typical Options: - Bring back in house - Restructure contract (performance metrics), agree new targets - Do Nothing (continue to end of contract, remove performance metrics) - PFI / Service provision - Bring in external assistance - Combination of options Also use this for team selection (criteria are competences / skills)

    42. Templates - Press Release Para 1 – tell / sell the story Para 2&3 – information contractor, number of jobs Para 4&5 – ministerial quotes In house policies Para 6 – extra info, PoC, endorsements If using a (made up) ministerial quote remember to reference it in the covering loose minute (“I'll get Bob to clear the quote with Minister's office before we publish”) If using a (made up) ministerial quote remember to reference it in the covering loose minute (“I'll get Bob to clear the quote with Minister's office before we publish”)

    43. Templates - Dear Colleagues letter Look for 'inspiration' in PaperClips, etc Caring, not condescending

    44. Templates - Finance Always make the required savings Look for alternative ways of saving money (eg outsourcing) But not too novel Don't take risks on making savings Equipment - Interoperability v compatibility - Whole life costs, not push funding problems outside window - Contingency options if savings not realised – risks / concerns / doubts Outsource support services - buildings, healthcare, maintenanceEquipment - Interoperability v compatibility - Whole life costs, not push funding problems outside window - Contingency options if savings not realised – risks / concerns / doubts Outsource support services - buildings, healthcare, maintenance

    45. Templates - Risks (1) Typical risks + mitigations Lack of stakeholder buy-in Early involvement, communication Not meet customer's requirements Agree early, monitor progress Staff / People resist change Communicate benefits No measures – cannot baseline and measure performance Performance metrics No end, no success criteria What does success look like?

    46. Templates - Risks (2) Multiple contractors / agencies Clear boundaries and responsibilities People not trained Training courses (A&DC, team selection, teambuilding) Change of government policy Difficult to mitigate Technical interfaces / dependencies on other projects CSAs, SLAs Money / legal

    47. Templates - Stakeholder Analysis Select preferred tools Interest v Power, RACI, PARIS Also SWOT, PEST Other government departments External groups (local communities) How satisfy them? Risks of upsetting Levels of awareness / involvement Customer / Supplier Agreements, satisfaction survey Question their assumptions, concerns, statements – ask for evidence Importance of NATO exercises, ministerial wishes Relationship with Treasury – leverage / publicity Tri-service – share equipment / service with Army / Navy / Air Force, but risk of upsetting – defence objectives Long term implications of decisions – benefits to NIMOD / NIHow satisfy them? Risks of upsetting Levels of awareness / involvement Customer / Supplier Agreements, satisfaction survey Question their assumptions, concerns, statements – ask for evidence Importance of NATO exercises, ministerial wishes Relationship with Treasury – leverage / publicity Tri-service – share equipment / service with Army / Navy / Air Force, but risk of upsetting – defence objectives Long term implications of decisions – benefits to NIMOD / NI

    48. Templates - People Attributes Leadership, negotiation skills, decision making, teamworking, experience (of project), communications Equal opps, training to address shortfalls, responsibility / ownership, trade unions / resistance Selection – A&DC, teambuilding, specifics to address issues, include self Short term transition team or permanent new team – different skills (change management) Contingency – what if staff don't want to be on team (staff rewards), impact of resource shortfall In-house expertise Provide regular feedback to individuals once in post Selection – A&DC, teambuilding, specifics to address issues, include self Short term transition team or permanent new team – different skills (change management) Contingency – what if staff don't want to be on team (staff rewards), impact of resource shortfall In-house expertise Provide regular feedback to individuals once in post

    49. Templates - Dealing with People What matters to other person, their perspective What does other person regard as success, what do they want (ask them) Tackle emotions head on Facts not opinions Agree position and move on (do not revisit same topic) Agree action plan and review date Ensure all parties understand plan Lay out formalities / structure / aim at beginning of meeting - “meeting for x minutes to discuss y with view to resolving z” Put self in position of recipient – acceptable phrases (also applies to written work) Always check understanding Delegate objectives (with review points) not solutions Staff development opportunities Encourage team to look for novel approaches Incentivise staff – bonus / reward schemes Root cause of problem (underlying issues, eg bullying, personal life) Thank people for contributions SMART targets, not general aims “make stuff better”Lay out formalities / structure / aim at beginning of meeting - “meeting for x minutes to discuss y with view to resolving z” Put self in position of recipient – acceptable phrases (also applies to written work) Always check understanding Delegate objectives (with review points) not solutions Staff development opportunities Encourage team to look for novel approaches Incentivise staff – bonus / reward schemes Root cause of problem (underlying issues, eg bullying, personal life) Thank people for contributions SMART targets, not general aims “make stuff better”

    50. Templates - Role Play MUST Get current status of issue Get way forward Have an audit trail (action plan) SHOULD Get to root of issue Investigate full history COULD Offer future career development If savings / cuts need to be made there is no choice in that, above your role, only a choice in how to go about it therefore seek the person's views and their ideas “Just another initiative” - Can the person suggest a better way, initiatives are there to address real (or perceived) shortfalls therefore necessary to make NIMOD betterIf savings / cuts need to be made there is no choice in that, above your role, only a choice in how to go about it therefore seek the person's views and their ideas “Just another initiative” - Can the person suggest a better way, initiatives are there to address real (or perceived) shortfalls therefore necessary to make NIMOD better

    51. Templates - Verbal Brief Base on Written Brief template MUST, SHOULD, COULD if short of time to ensure key points are got across Start with key recommendations, then background, risks, presentations and confirm recommendations How does the work fit in with the Department's aimsStart with key recommendations, then background, risks, presentations and confirm recommendations How does the work fit in with the Department's aims

    52. Topics Introduction Assessment Centre structure Preparation Templates Feedback Summary

    53. Feedback Post sift report Shortfalls and successes Centre feedback Chance to add extra evidence Summary chart Followed up later by an assessor panel promotion recommendation form Sift report - Improve any shortfalls for the centre but not to the detriment of the other competences - If unsuccessful at the sift you can reapply next year - Share with Line Manager, use for future development Centre feedback - Prepare for this. Complete the post centre evaluation the afternoon before to explain any circumstances. Do not get into long arguments during the feedback but if you can highlight why any shortfalls are not representative of you then the assessors can look for evidence in your PADRs. Read the report, ask questions, seek clarification. Share with Line Manager, use for future development. Promotion decision - Suitable = pass (B2 ticket) - Borderline = invite back next year - Not met standard = have to wait two years (in order to undertake development required)Sift report - Improve any shortfalls for the centre but not to the detriment of the other competences - If unsuccessful at the sift you can reapply next year - Share with Line Manager, use for future development Centre feedback - Prepare for this. Complete the post centre evaluation the afternoon before to explain any circumstances. Do not get into long arguments during the feedback but if you can highlight why any shortfalls are not representative of you then the assessors can look for evidence in your PADRs. Read the report, ask questions, seek clarification. Share with Line Manager, use for future development. Promotion decision - Suitable = pass (B2 ticket) - Borderline = invite back next year - Not met standard = have to wait two years (in order to undertake development required)

    54. Feedback ‘Understanding your Results’ dblearning development course Pass or fail Finding a job….

    55. Topics Introduction Assessment Centre structure Preparation Templates Feedback Summary

    56. Summary Know competence effective indicators Use templates for all exercises And complete all deliverables Don’t over prepare – be fresh Enjoy (!) exercises and experience GOOD LUCK!!!

    57. B2 Assessment Centre A Bluffer’s Guide

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