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Assessments. Who wants to know about them?


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We all think that we have the capacity to assess. We look at a person and we can say: that one is bad, that one is good, and so on. The difficult thing is to approach assessment as a technical tool. In this case, “the assessor needs specialised training to judge”, claims José Caetano Silva, Managing Partner at Talent Search, a top recruitment company. “Extensive training and instruction are necessary for bosses to maximise this tool and transfer it to behavioural training. This is, they should know how to interpret people's reactions and to catalogue them”.


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There must be a high level of maturity in the company. “Many are so firmly organised in the form of a pyramid that bottom-up assessment is considered a modern aberration”, says José Caetano Silva.


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If assessments are fallible, should they be abandoned? No. Everything that helps to improve human resource management should be refined. “It is worthwhile, provided the assessment is used as a tool to correct faults and to transmit company objectives”, José Caetano Silva insists.






 
   
I am myself and my referencesJosé Caetano da Silva
 
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