Assessment Centre – Dr Leow CS 

 
By
Dr Leow Chee Seng
B.Sc(Hons) Community Health (UPM), MBA (UPM), DBA (UBI),
MMIM, MIHRM,
MIM-CPT, CAHRP (Consultant),
Certified E-Commerce Professional (Mal),
Certified Professional Trainer (MIM, PSNB),
Certified Stress Management (IACT, USA),
Certificate Qualitative Research (Georgia, USA)
Certificate in Homeopathy Medicine (Mal)

Effective Recruitment
Dr George Leow discusses how assessment centres can switch the balance of power back to the
employer.
“Recruiting staff has never been easy. But with changes to legislation employers are
having to be ever more careful as they assess candidates. An employer’s first responsibility
of course is to recruit the best possible candidate for the job; but increasingly, they must
also be able to demonstrate that the process used for selection was fair, transparent and
unbiased.”
In many parts of the world including Malaysia, employees have relatively few rights and it is
common for employers to terminate employment arbitrarily; and as long as the termination is not
seen as unjust there is little redress. Similarly, as long as an employer can prove that he has not
been biased toward or against particular applicants because of their race, sex, religion, national
origin, physical disability, marital status, or age, he can recruit pretty much as he pleases.
Although the same regime used to apply in Britain and other European countries, there has been
a steady stream of legislation which means that in some countries, notably France but many other
European countries too, where once an individual is hired, it is almost impossible to dispense
with their services regardless of commercial need, incompetence and even dishonesty.
The challenge facing employers is thus huge. Firstly the business case for recruitment must be
thoroughly watertight. The return on investment must be able to withstand economic downturn
and be a considerable multiple of the very significant cost of employment. Secondly, the process
must be able to prophesy with considerable certainty how the candidate will perform in the role
once hired and with sufficient robustness that it can withstand legal challenge from unsuccessful
candidates after a decision has been made.
For certain jobs this is less of a problem. Candidates for manual, technical or clerical vacancies
can be tested for practical competence. But for managerial jobs where success is likely to be rest
on the possession of soft skills like leadership, salesmanship, negotiation skill or listening; this
may less easy to achieve.

©Yale Consultancy Sdn Bhd  
 Assessment Centre – Dr Leow CS 
 
The traditional recruitment tool was examination of a resume or Curriculum Vitae followed by
one two or more interviews. Whilst this is a well tried and tested methodology it has a number
of flaws:
• Senior candidates live and breathe interviews. It’s what they do; so even the most
inadequate candidate is likely to be able to tell a good story at interview.
• Many candidates “dress” their information to disguise problems in their track record.
Although subsequent discovery of factual untruths may be cause for dismissal, many
employers are reluctant to pursue fraudulent applications because of the cost, the
potential litigation risk and the damage to reputation that could ensue.
• Most interviewers are not skilled at questioning and tend to rely on gut instinct (often
formed in the first few seconds after first meeting the interviewee). They form an
opinion and then spend the rest of the interview confirming it.
• Such are the risks of discriminating against a client, many interviewers are afraid to ask
penetrating questions that would reveal flaws and weaknesses for fear that afterwards the
candidate could cite the question as being prejudicial.
• Even in highly regulated situations with panel interviews and professional interviewers,
the format can be so rigid that the opportunity to probe can be severely limited by the
strictures imposed by the process itself.
Experienced managers often quip that they learn more about a candidate in their first morning at
work than they do from the most rigorous of interview processes. And the reasons are obvious.
In an interview the candidate is guarded. He or she has spent hours preparing for the meeting (or
should have done), is well rehearsed (or should be) and is in a predictable and controlled
environment. The interviewer by contrast is often ill prepared (how often have you scanned a
resume while walking to the interview room?), is inexperienced with in depth interviewing skills
and is concerned that an ill judged question could land him and his company in deep trouble.
How then to select candidates fairly but with rigour? The growing answer is Assessment
Centres. In an assessment centre the candidate is put through a series of exercises designed to
simulate the working environment. The popular show “The Apprentice” is a classic example of
a modern assessment centre. Although “dramatized” to appeal to a television audience, the
shows do demonstrate how candidates can be put through a series of tasks designed to test their
innate skills and bring out their strengths and weaknesses.
The structure of assessment centres will vary depending on the number of candidates being
recruited, the skills required and the job description. However a typical one day structure may
look something like this:

©Yale Consultancy Sdn Bhd  
 Assessment Centre – Dr Leow CS 
 
Day One
Session Task Purpose
9:00 *Welcome and To set the candidates at ease and explain the days outline
– introduction from and procedures
recruiting manager
9:15 Ice breaking Concept

9:15 Group discussion / To test candidates ability to influence peers, assimilate

- consultancy meeting & and communicate information and work collaboratively
report in a team
10:30
10:30 Tea Break
– To test personal social skills
11:00
11:00 *In Tray Exercise (Known To test candidates ability to assimilate information and
- as In Basket Test or make accurate, timely decisions
Exercise in USA)
12:30
12:30 Lunch
- To test personal social skills
2:00
2:00 *Presentation To test the candidates ability to present under pressure
–
3:30
3:30 *Role Play To test the candidates selling, negotiation or counselling
- skills

5:00
5:00 Tea Break
To test personal social skills
End Of Day One

©Yale Consultancy Sdn Bhd  
 Assessment Centre – Dr Leow CS 
 
Day Two
Session Task Purpose
9:00 Simulation or contingency To test the candidates ability to work through a problem
- 10:30 exercise and demonstrate technical skills

10:30 Tea Break

– To test personal social skills
11:00
11:00 Psychometric Tests To evaluate verbal, numerical, abstract and
- comprehension skills

12:00
12:00 Lunch
- To test personal social skills
1:30
1:30 Leadership Activity To demonstrate the candidates ability to lead his team
- and achieve objectives

2:15
2:15 *Job Report To invite the candidate to “pitch” for the job in question
in the light of his or her performance
–
3:00
3:00 *Personal Interview To probe areas of weakness identified by the foregoing
- sessions

5:00
5:00 Lunch and or Dinner
To test personal social skills

At the end of an assessment centre, assessor will have a very good idea of how their chosen
candidate will perform on the job and will be able to identify areas of post recruitment training
and development that will be needed. They will be confident that not only will the successful
candidate(s) have a good chance of succeeding after they have been appointed, but that the
process will have provided absolute and objective measures that will convince unsuccessful
candidates that they have been fairly treated.
The length, rigour and intensity of assessment centres can be adjusted to suit the needs and
culture of the company and the seniority of the post under recruitment; but as a minimum the
items asterisked in the table above should be included. Assessor

©Yale Consultancy Sdn Bhd  
 Assessment Centre – Dr Leow CS 
 
The organization of an assessment centre may be more onerous than a conventional interview
schedule but with the easy availability of online resources such as downloadable in tray exercises
and leadership activities, once the structure has been set up, it is a simple administrative exercise
to organize.
As legislation conspires to tip the recruitment process in favour of the candidate, the assessment
centre is the employer’s way of and ensuring that he levels the playing field and recruits the best
staff with minimum risk.

©Yale Consultancy Sdn Bhd