Potential Appraisal and Assessment Centers

This system aims at assisting top management in determining the suitable person for particular job by generating data about the employees and their potential for performing different higher level roles. It assists in developing managerial talent in promising and talented employees by providing necessary inputs.

System based on clarity of roles and functions associated with the same

• Availability of extensive job description for each job along with required qualities.
• Competency mapping done.
• Differentiated skills: technical, managerial, behavioral categories.
• Operational definitions given.
• Pointers given on methods of assessing skills and qualities.

Process for assessment of the qualities

• Use of multiple mechanisms
• Format and system of potential appraisal apart from performance appraisal.
• Data generated clearly differentiates individual’s success in current job and his potential to
• Perform new higher responsibility.
• Interviews to check individual potential.
• Multi-rater feedback system.
• Focus on behavioral and leadership qualities.
• Use of development centers for evaluation.
• Adequate resource for development centers in terms of physical infrastructure, trained
• Assessors, tests, exercises and simulation.
• Training to appraisers in assessment techniques.

Clarity for implementation of the system

• Set guidelines for implementation and use of system
• Use of data generated by system for placement, promotion, remuneration etc.
• Different weightage to technical, managerial and behavioral qualities.
• Relative weightage to different methods of assessment depending on work history.
• Clear policy guidelines for all aspects.
• Clear understanding to people involved.
• Carried in systematic manner
• Functions as per set dead lines.
• Done at the beginning of the year.
• Consistent application across organization.
• Comprehensive and precise format.
• Clearly defined assessment parameters and rating scales.
• Compilation of data from all sources in report.

Feedback on potential appraisal for individual development and use for career development

• Open system
  • Clear guidelines on process known to all.
  • Sharing of ratings by functional head using various mechanisms with employees.
  • Individual record with employees on his own potential appraisal.
  • Perceived transparency about process by employees.
• Use of data for individual counseling and development
  • Counseling discussions between employee and senior once process is over and ratings are compiled.
  • Comparison of data with individual aspirations and pointing of gaps to provide direction for self initiated learning and development.
  • Results serve as input for training and development.
  • Priority to potential appraisal ratings than performance appraisal ratings in career path discussion for individuals.
  • Employees feeling of utility of system in re-evaluation of strength and weaknesses and in career planning development.

Auditing Methods and Techniques for appraisal and assessment centers

Interviews

• HR manager:
• Availability of job descriptions and competency lists.
• Clear assessment of skills and qualities.
• Mechanisms for potential appraisal.
• Use of psychological tests.
• Use of appraisal data for manpower planning.
• Policy guidelines on weightages to qualities at different levels.
• Seriousness of senior managers.
• Timely completion of process.
• Communication of ratings to employees.
• Transparency of process.
• Use of counseling sessions after the results.
• Use of inputs in career planning.
• Contribution of system in self learning and motivation.
• Line managers/ Functional heads: For information on:
• Detailed job for descriptions and competency lists.
• Clear understanding of the required skills and qualities for performance.
• Advantages and disadvantages of mechanisms for potential appraisal.
• Training to people involved in mechanism.
• Application of weightages depending on competencies.
• Clearness of policy guidelines.
• Universal application of process.
• Linkage of career planning guidelines to the system.

Documents/Secondary Data

• Job descriptions, manuals and competency directories.
• Format of potential appraisal forms.
• Filled in forms.
• Physical infrastructure of assessment centers, tests and exercises.
• Format of psychological tests.
• Policy guidelines on process.
• Individual records.
• Career planning guidelines.
• Promotion guidelines.

Additional Pointers: Linkage of potential appraisal system with critical manpower decisions like placement, promotion, career planning and individual development should be thoroughly investigated.

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