The Performance Management Associates' assessment program is a job-related and organization-specific procedure which provides management with information for making hiring, promotion, transfer or development decisions. It is a job-related competency evaluation program which is the culmination of years of professional practice and research in the areas of employee selection, promotion, and development. A proper job/person/organization match can be made only by first making a careful analysis of the target job's requirements and then making a comprehensive assessment of a candidate's job-related competencies, all taken within a thorough understanding of the organization's culture and climate.
How the Individual Assessment Program Works
The Job: Before making any assessment and prediction about an individual's probable success in a target job, it is essential to know what functions make up the target job and what competencies are required to perform those functions. Jobs are different and, thus, may require competencies that are different. The PMA assessment program encompasses these two ideas. Based on research which focuses on how jobs are structured in terms of functions and competency requirements, the program uses a rigorous method for obtaining a comprehensive description of a target job's functions and selection requirements.
The Person: There are many different kinds of specific skills and abilities that can be used to describe and evaluate a candidate's competencies. The detailed description of the target jobs' requirements identify the specific skills and abilities to be evaluated and the specific procedures to be used in the assessment process. The PMA program assesses job candidates using multiple methods such as paper-and-pencil tests, inventories, structured interviews, and work simulations, when appropriate. The information is then combined and sythesized to form a final competency profile that is described in detail in a confidential report to the client.
The Organization: Organizational characteristics that influence how people are treated and evaluated - organizational values, human resource initiatives, the general norms of behavior, and the criteria for success - require consideration in the assessment process and are an essential aspect that must be taken into account in the assessment process. Other factors such as the knowledge of an organization's objectives in initiating an assessment program, the centralization of decision-making, and the interplay between staff and line units affect the assessment process and must be taken into consideration.
Using Assessment Results
The comprehensive information about strengths and weaknesses derived from an individual assessment serves an important purpose even after the individual has been hired or promoted. At this point, the same data and information used to make a selection or promotion decision can be used to structure and Individual Development Plan - targeting areas in need of improvement for career advancement and success.
In selection assessment, the focus is on helping organizational decision makers optimize the likelihood that those they select will perform well. In other words, a selection assessment is aimed at making a prediction about a candidate's future job performance. Developmental assessments, on the other hand, focus on helping assessees gain insight into their portfolio of competencies to guide their efforts in strengthening their performance and potential for advancement. Organizations provide developmental assessment with the expectation that individuals will create and implement plans for professional growth that are comprehensive, concrete, and achievable. Organizational sponsors of developmental assessment believe that such an investment in employee development supports organizational success by improving managerial bench strength, hiring from the outside less frequently and spending and training dollars more wisely.