Assessment Centre Draft by Vink Publishing

Contents Strategy.................................................................................................................................................................................................................... 5 Background........................................................................................................................................................................................................... 9 Benefits................................................................................................................................................................................................................. 13 Assessment centre process...................................................................................................................................................................... 17

gain commitment to proceed with assessment centre............................................................................... 18

initiate sourcing strategies.............................................................................................................................................. 19

commence shortlisting..................................................................................................................................................... 20

secure venue and assessors........................................................................................................................................... 21

assessment centre design & development.......................................................................................................... 22

define competencies required for the role/rank in their order of importance.................... 22

define candidate requirements......................................................................................................................... 24

brainstorm tools and build or purchase if required.............................................................................. 24

complete the competency and tool matrix............................................................................................... 26

select tools...................................................................................................................................................................... 26

develop assessment centre agenda and schedule............................................................................... 27

refine tool selection if required.......................................................................................................................... 30

confirm attendees...................................................................................................................................................... 30

finalise shortlist of candidates....................................................................................................................................... 31

invite shortlisted candidates.......................................................................................................................................... 32

prepare and compile resources................................................................................................................................... 33

candidate assessment centre folders............................................................................................................. 33

assessor assessment centre folders................................................................................................................. 34

tool resources................................................................................................................................................................ 34

briefing and training of assessors/hiring managers........................................................................................ 35

run assessment centre....................................................................................................................................................... 36

data integration..................................................................................................................................................................... 37

feedback..................................................................................................................................................................................... 38

review process........................................................................................................................................................................ 39

ongoing measurement of candidate retention.................................................................................................40

Toolbox................................................................................................................................................................................................................. 43 Policies and procedures............................................................................................................................................................................. 65 Templates............................................................................................................................................................................................................ 69 Definitions........................................................................................................................................................................................................141

Assessment Centre Methodology â&#x20AC;&#x201C; Downer EDI Mining Pty Ltd

Strategy

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Strategy The strategic focus of the Recruitment function within Downer Mining is described below:

Internally We deliver the best FIT to the role, team and organisation Via tailored recruitment solutions

Externally We are an employer of choice Via fair, consistent selection processes and outstanding candidate care

How do we make this happen? n Focus on quality of hire â&#x20AC;&#x201C; fit to role, team and organisation n Participate in workforce planning n Incorporate commercial KPIs in language n Facilitate proactive rather than reactive recruitment n Enhance candidate care n Develop use of social media to recruit n Focus on diverse sourcing n Continue to build and maintain strong client and candidate relationships n Maintain a project-driven environment n Optimise systems n Continue to analyse cost benefit. In line with this strategic focus, Downer Mining has developed an Assessment Centre Methodology.

Assessment Centre Methodology â&#x20AC;&#x201C; Downer EDI Mining Pty Ltd

Background

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Background The term 'Assessment Centre' does not refer to a location; it refers to a process. This is a process that assesses a candidateâ&#x20AC;&#x2122;s suitability for the role and fit with the organisation. An Assessment Centre can be used for: n Bulk recruitment (waged or salaried) n Individual recruitment of salaried employees n Establishing a future talent pool. Candidates attending an Assessment Centre will take part in a variety of specially designed exercises that allow them to demonstrate how their skills and aptitude correlate with those required to perform the role and how their behaviours match the values of the organisation. Exercises may include: n Problem-solving n Public speaking n Technical assessment n Role play n Written tasks n Behavioural-based interviews n Online psychometrics. The exercises or activities selected for the Assessment Centre should match the skills and competencies required for the role, as well as the fit with the project and organisation. During each activity in an Assessment Centre, a group of trained observers will rate individual candidates on a range of competencies, using a prescribed rating scale. On completion, observers meet to discuss the results and reach a group consensus about each individual's ratings. This part of the process is called data integration. The length of an Assessment Centre will usually vary from half a day to two full days and may be held on the employerâ&#x20AC;&#x2122;s premises, often within their own training facilities.

Assessment Centre Methodology â&#x20AC;&#x201C; Downer EDI Mining Pty Ltd

Benefits

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Benefits There are a number of benefits for Downer Mining in using an Assessment Centre to select its employees. These benefits can include: n Ongoing development and maintenance of a talent pipeline n Reduced time to fill roles (once the talent pool has been developed and regular assessment centres are run) n Greater fit and quality of hire of employees, due to a variety of objective selection tools n Reduced turnover and subsequent recruitment cost due to higher quality of hire n Measured and demonstrable fair and equitable process, as multiple assessors used with guidance around objectivity n Brand promotion n Engagement with line management in the recruitment process via increased participation inÂ selection.

Assessment Centre Methodology â&#x20AC;&#x201C; Downer EDI Mining Pty Ltd

Process

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Assessment centre process GAIN COMMITMENT TO PROCEED WITH ASSESSMENT CENTRE

INITIATE SOURCING STRATEGIES

COMMENCE SHORTLISTING

SECURE VENUE AND ASSESSORS

DEFINE ROLE COMPETENCIES RANK IN ORDER OF IMPORTANCE

DEFINE CANDIDATE REQUIREMENTS

BRAINSTORM TOOLS AND BUILD OR PURCHASE IF REQUIRED

COMPLETE COMPETENCY AND TOOL MATRIX

SELECT TOOLS

CONFIRM ATTENDEES

REFINE TOOL SELECTION IF REQUIRED

DEVELOP AGENDA AND SCHEDULE

(RECRUITMENT, HR, OPERATIONS)

FINALISE SHORTLIST

INVITE SHORTLISTED CANDIDATES

PREPARE AND COMPILE RESOURCES

BRIEFING AND TRAINING OF ASSESSORS/HIRING MANAGERS

RUN ASSESSMENT CENTRE

DATA INTEGRATION

FEEDBACK

REVIEW PROCESS

ONGOING MEASUREMENT OF CANDIDATE RETENTION

Assessment Centre Methodology – Downer EDI Mining Pty Ltd

Assessment centre process GAIN COMMITMENT TO PROCEED WITH ASSESSMENT CENTRE

The Recruitment team should recommend to the business those occasions on which an Assessment Centre is the ideal selection method. Such occasions may include bulk recruitment, a professional role or ongoing development of talent pipelines. You may be required to present a business case in order to gain commitment to proceed with an Assessment Centre. The business case also details the costs involved (of which the business unit should be made aware). The business unit should also be informed of the timelines involved in an Assessment Centre, as with any other part of a recruitment process. There may also be occasions when the business unit requests an Assessment Centre. The appropriateness of using this process should be considered and discussed prior to implementation. If no business case is required, all costs associated with the process should be presented to the business unit prior to commencement, if possible, or documented throughout for their records. See Template 1: Business Case (Page 50)

Assessment Centre Methodology â&#x20AC;&#x201C; Downer EDI Mining Pty Ltd

Assessment centre process INITIATE SOURCING STRATEGIES

Your sourcing strategies should be selected in accordance with current market conditions, the budget for advertising and the recruitment numbers required. These strategies may include: n Database searches n Targeted locational advertising: o Billboard o Print o Online o Radio o TV n Social media n Networking activities n Referrals n Talent pipeline (internal and external) n Expo attendance n Recruitment agency assistance. Below is an example of a print advertisement specifically targeting female and Indigenous candidates.

Get a foot in the door. We’ll supply the boots. Local women and Indigenous Australians ... here’s your chance. We need Trainee Operators for the Boggabri Open Cut Coal Mine. It’s a challenging job, but you can do it if you have what it takes. Requirements: • Good attitude and strong work ethic • Mechanical aptitude • Ability to work 12 hour shifts • Must be either female or an Indigenous Australian The Rewards: • Great pay • Excellent entitlements and conditions • Work in one of Australia’s biggest industries Sound like you? Positions are limited, but the opportunities are endless. Applications close Thursday 12 December. Apply today. Job number 514074

downercareers.com

Assessment Centre Methodology – Downer EDI Mining Pty Ltd

Assessment centre process COMMENCE SHORTLISTING

It is important to commence shortlisting early in the process. This will ensure that the shortlist is being compiled while concurrently preparing other activities as part of the Assessment Centre design andÂ development. If possible/applicable, ensure that the Hiring Manager/Functional Lead is part of the shortlisting process. Shortlisting may involve: n Phone screens n Reference checking n Psychometric assessment. Refer to the toolbox number 11. Psychometric Assessment for more options (page 40). See Template 2: Phone Screen (Page 53) See Template 3: Staff and Wages Reference Check (Page 56)

Assessment Centre Methodology â&#x20AC;&#x201C; Downer EDI Mining Pty Ltd

Assessment centre process SECURE VENUE AND ASSESSORS

When deciding on a venue, consideration should be given to required numbers, cost and availability, as well as tools being utilised, all of which will determine space required.

Assessment Centre Methodology â&#x20AC;&#x201C; Downer EDI Mining Pty Ltd

Assessment centre process ASSESSMENT CENTRE DESIGN & DEVELOPMENT

Process components include: n Define role competencies/rank order of importance n Define candidate requirements n Brainstorm tools and build or purchase if required n Complete competency and tool matrix n Select tools n Develop Assessment Centre agenda and schedule n Refine tool selection if required n Determine Recruitment, HR and Operational attendees.

DEFINE COMPETENCIES REQUIRED FOR THE ROLE/RANK THEIR ORDER OF IMPORTANCE

Oxford English Dictionary definition of competency

“The ability to do something successfully or efficiently”

Wikipedia Definition of Competency “Competence (or competency) is the ability of an individual to do a job properly. A competency is a set of defined behaviours that provides a structured guide enabling the identification, evaluation and development of the behaviours in individual employees. Competencies are defined as observable abilities, skills, knowledge, motivations or traits defined in terms of the behaviours needed for successful job performance.” The competencies may include values-based behavioural competencies, technical competencies or leadership competencies. If the competencies have already been identified within a framework, then you may use these. If not, you will need to determine competencies through discussions with Functional Leads and local HR. Below are some leading questions that can assist in determining competencies: n What’s the difference between an average performer and a good performer in the role? n What are 1 – 2 technical skills someone in this role requires? n What does professionalism in this role look like? n What does technical excellence in this role look like? n What training does someone in this role receive? n What training does someone in this role need? (both technical and behavioural) n What behaviours does someone who is successful in the role demonstrate?

Assessment Centre Methodology – Downer EDI Mining Pty Ltd

Assessment centre process Below are some examples you may select from, however, you may identify others for your particular role type. VALUES-BASED COMPETENCIES Value: Zero Harm Value: Integrity and ethical behaviour Value: Cooperation and teamwork Value: Value creation and client relationships Value: Our people are our advantage Value: Innovation LEADERSHIP COMPETENCIES Leadership – Influence – includes communication, responsiveness to needs, assertiveness Leadership – Interpersonal relationships – can build rapport, honesty and openness in communication Leadership – Problem-solving – participates in environment conducive to problem-solving, solutionfocused approach Leadership – Impulse control – ability to maintain control, respond to situations rather than react Leadership – Flexibility - adaptable and suited to different environments, work areas, people, situations OTHER Emotional intelligence Capacity for work/resilience under pressure Flexibility Self-management Technical competencies See Template 4: Assessment Centre Design & Development (Page 61)

Assessment Centre Methodology – Downer EDI Mining Pty Ltd

Assessment centre process DEFINE CANDIDATE REQUIREMENTS Along with the requirement for us to identify competencies in a candidate, the candidates themselves have requirements with regard to their attendance and participation in the Assessment Centre process.

If you review some of the benefits of an Assessment Centre process, this provides an indication of the requirements of the candidates on the day, e.g.: n Reduced turnover and subsequent recruitment cost due to higher quality of hire n Measured and demonstrable fair and equitable process as multiple assessors used with guidance around objectivity n Brand promotion. Candidates need to ensure that their values align with ours. They need to gain enough information through the process to ensure that they can make an informed decision as to whether or not to join our organisation. This will reduce the likelihood of turnover due to expectations of the role or the organisation not being met. While experiencing challenge, they also need to enjoy the process if possible. They also need to feel that the process was fair and equitable. Below are some examples of candidate requirements from the process. You may identify others for your particular role or cohort of candidates. No.

Requirements

Information on company/business unit/role/manager

Alignment with values

Fair and equitable process

Enjoy the experience

It is useful to engage Hiring Managers in this part of the process if possible. BRAINSTORM TOOLS AND BUILD OR PURCHASE IF REQUIRED

Initially it is worthwhile to brainstorm which tools you feel will enable the assessment of the competencies identified and also address the candidate requirements for the day. Refer to the Toolbox for a comprehensive list of the tools developed and available. No.

Tool

No.

Tool

Presentation – Downer Mining

Activity u-turn

Behavioural interview

Presentation – candidate

Problem-solving activity

Written task

Role play – group

Q & A panel

There may also be the requirement to develop or purchase a new tool if you do not identify one that meets your requirements in terms of competency assessment or candidate requirements for the day. It can be useful, although not always necessary, to engage Functional Leads in this part of the process, as it is likely they will be assessors.

Assessment Centre Methodology – Downer EDI Mining Pty Ltd

Assessment centre process Developing a tool Ensure that for any new tools, branding and format are consistent with the methodology, and that they are saved to the Toolbox. A tool is made up of a number of components that should include all or some of the following: See Template 5: Assessor Instructions (Page 62) This document provides the facilitator or assessor with the instructions for the exercise. It includes the duration of the exercise, the objective, the equipment required and the instructions that should be shared with the candidates. See Template 6: Candidate Handout (Page 64) This document provides the candidate with the instructions for the exercise. It includes the duration of the exercise, the equipment required and the candidate instructions. It is generally handed out to the candidate immediately prior to the exercise. See Template 7: Assessor Marking Scheme (Page 66) This document provides the marking scheme for the exercise, so that the candidate’s individual results can be ascertained. The exercise should be marked as soon as possible, as the results will be required for data integration. See Template 8: Assessor Rating Scale (Page 68) This document provides a description of each rating or score, which assists an assessor when deciding what score to allocate to a candidate. See Template 9: Candidate Results (Page 70) This document is given to assessors to record each candidate’s results from the exercise. The results are then added to the data integration table and scanned to the recruitment system at the earliest possible time. Recruitment can enlist the help of other departments to build a tool, e.g. OD, Health, HR generalist, IR, Operations. The information should be provided to Recruitment, who will then build the tool using the templates. Purchasing a tool A tool can be sourced and purchased “off the shelf” from recruitment agencies, psychometric testing providers or HR consultancies. When purchasing, you will need to consider price, quality, how it has been tested, norm groups and re-useability. Purchasing a tool is generally the most expensive option but could be the only solution when you are pushed for time or unable to source the expertise to build one within Downer Mining.

Assessment Centre Methodology – Downer EDI Mining Pty Ltd

Assessment centre process COMPLETE THE COMPETENCY AND TOOL MATRIX

Fill in the matrix with competencies and tools that you previously brainstormed using Template 4, with competencies down the left and tools across the top. Complete the matrix to decide which tools to use at the Assessment Centre. Here is an example of a completed matrix for an Assessment Centre.

Alignment to values Leadership – flexibility, adaptable and suited to different environments, work areas, people, situations Emotional Intelligence



Leadership – Interpersonal relationships, build rapport, honesty and openness in communication



Leadership – Impulse control, ability to maintain control, respond to situations rather than react



Capacity for work/resilience under pressure



Retention



The Competency and Tool Matrix will enable you to see the overall picture with regard to which competencies each tool can assess. It may not be possible or appropriate in terms of schedule and cost for you to utilise every tool brainstormed, but the matrix will allow you to make an informed decision. It is best to select the tools that assess the highest-ranking competencies or the highest number of competencies

Assessment Centre Methodology – Downer EDI Mining Pty Ltd



SELECT TOOLS

Refer to the Toolbox for verification of choices.

Q & A Panel

Breaks





Leadership – Problem-solving, participates in environment conducive to problem-solving, solution-focused approach

Written Task



Leadership – Influence, communication, responsive to needs, assertive

Technical capabilities

Role Play

Problem-Solving



Presentation Candidate



U-Turn

Behavioural Interview

COMPETENCY (RANK ORDER)

EQ i

TOOLS

Presentation – Downer Mining

See Template 10: Competency and Tool Matrix (Page 72)



Assessment centre process DEVELOP ASSESSMENT CENTRE AGENDA AND SCHEDULE, REFINE TOOL SELECTION IF REQUIRED AND CONFIRM ATTENDEES DEVELOP AGENDA AND SCHEDULE

Once the tools for, and components of, the Assessment Centre have been identified, a schedule and agenda can be created. The agenda is the document that details the order of events for the day, and is intended for candidates and assessors. There may be a requirement to produce a more detailed agenda for assessors, if there are complex changeovers required. The schedule is the document that details timeslots/activities and which assessors are assigned to which candidates. This is a much more detailed document, intended for the facilitator. When developing your agenda and schedule you will need to consider: the number of candidates; number and availability of assessors; rotation of assessors; room details, which may impact schedule; breaks; time for data integration; time for exercises; time and length of interviews; marking of written tasks; and required start dates of candidates. Consideration will need to be given whether to appoint multiple assessors per competency per candidate or one assessor only per competency per candidate. This will be dependent on resources and time allocated for data integration. Ensure rotation of assessors to candidates if possible, i.e. assessors should not assess the same candidates for each activity. See Template 11: Assessment Centre Agenda (Page 76) See Template 12: Assessment Centre Schedule (Page 78)

Assessment Centre Methodology â&#x20AC;&#x201C; Downer EDI Mining Pty Ltd

Assessment centre process Here is an example of a completed agenda for an Assessment Centre. Time

Activity

7.00 – 7.30

Meet & Greet/Icebreaker

7.30 – 8.00

Downer Mining Presentation

8.00 – 8.30

Group 1A – Behavioural Interview/Simulator

Group 1B – Team Activities

8.30 – 9.00

Group 1A – Behavioural Interview/Simulator

Break

9.00 – 9.30

Group 1A – Behavioural Interview/Simulator

Group 1B – Written Task

9.30 – 10.00

Group 1A – Team Activities

Group 1B – Behavioural Interview/Simulator

10.00 – 10.30

Group 1A – Written Task

Group 1B – Behavioural Interview/Simulator Group 1B – Behavioural Interview/Simulator

10.30 – 11.00 11.00 – 11.30

Lunch

11.30 – 12.00

Meet & Greet/Icebreaker

12.00 – 12.30

Downer Mining Presentation

12.30 – 1.00

Group 2A – Behavioural Interview/Simulator

Group 2B – Team Activities

1.00 – 1.30

Group 2A – Behavioural Interview/Simulator

Break

1.30 – 2.00

Group 2A – Behavioural Interview/Simulator

Group 2B – Written Task

2.00 – 2.30

Group 2A – Team Activities

Group 2B – Behavioural Interview/Simulator

2.30 – 3.00

Group 2A – Written Task

Group 2B – Behavioural Interview/Simulator

3.00 – 3.30 3.30 – 5.00

Group 2B – Behavioural Interview/Simulator Data Integration

NB: Data integration does not appear on the candidate agenda, as candidates are not involved in this part of the process.

Assessment Centre Methodology – Downer EDI Mining Pty Ltd

Assessment centre process Below are two examples of different completed schedules for an Assessment Centre. 1

7.00 - 7.30

Meet & Greet/ Icebreaker

7.30 - 8.00

Presentation

Candidate

9.30 - 10.00

T/E

10.00 - 10.30

9.00 - 9.30

Presentation

Meet & Greet/ Icebreaker

Presentation

Meet & Greet/ Icebreaker Presentation

8.30 - 9.00

Presentation

Meet & Greet/ Icebreaker Presentation

8.00 - 8.30

Presentation

Meet & Greet/ Icebreaker Presentation

Time

T/E

10.30 - 11.00

W = Written Task I = Interview S = Simulator T/E = Team Exercise Blank = Break

Interview and Written Task Schedule Candidate

Kane Posselt - Survey

Interview 1 9.30 - 10.00

Assessors



John Smith/Katie Brown (Room 16 Level 8)

Interview 2 10.00 - 10.30

Assessors

Mark Adams - Survey Danika Jackson - HR

 

Anne Turner/Mike Thomas (Sierra Level 5)

Chantelle Mill - HR



Anne Turner/Mike Thomas Room 16 Level 8

Gabrielle Martin - HR Nelson Hearn - HSE

Written Task Group 1 9.30 - 10.30

 

David Jones/Susie Hills (Bendigo Level 5)

Lachlan Wong - HSE



David Jones/Susie Hills Hunter Level 7

Chris Massavelli - HSE



Sandra Hudson - HSE



Bianca Smith - ACC

Creedon Findlay - ACC



Victoria Wood/ James Fairburn (Wirralie Level 5)



Assessment Centre Methodology – Downer EDI Mining Pty Ltd

Assessment centre process REFINE TOOL SELECTION IF REQUIRED

On rare occasions, your selected tools may have to be amended due to the impact of the finalised schedule, i.e. tools removed or added. This should be noted, as you will most likely present your tool matrix to assessors during their training. A simple explanation will be required. CONFIRM ATTENDEES

You will require: n A facilitator n Recruitment/HR assessors n Operational assessors n Administrator. You should endeavour to include attendees from Operations and HR, as well as Recruitment. Cost/logistics must be considered, and the Assessment Centre should be conducted with the least possible person resources required for successful outcome.

Assessment Centre Methodology â&#x20AC;&#x201C; Downer EDI Mining Pty Ltd

Assessment centre process FINALISE SHORTLIST

Shortlisting commences much earlier in the process, but this is the point at which a final shortlist should be decided upon. If possible/applicable, ensure that the Hiring Manager/Functional Lead is part of the shortlisting process. The size of the shortlist needs to be finalised, taking into consideration the practical requirements for the design of the centre, i.e. most tools require multiples of four or six participants. This allows interaction between participants, both formally during the exercises and informally at scheduled breaks. Also consider the roles you are trying to fill and your usual conversion rate. As a guide Downer Mining conversion rates have varied between 60% and 80%. You will need a shortlist that will deliver the required number of successful candidates.

Assessment Centre Methodology â&#x20AC;&#x201C; Downer EDI Mining Pty Ltd

Assessment centre process INVITE SHORTLISTED CANDIDATES

Once the shortlist has been finalised for the Assessment Centre, the invitations can be sent to selected candidates. n Send out invites to shortlisted candidates n Consider, if appropriate, whether to advise of dress policy. See Template 13: Assessment Centre Invitation (Page 80) The Assessment Centre Invitation template is accessible via PageUp and should be distributed using PageUp to ensure that all details are tracked in the recruitment system. N.B. Confirm attendance of candidates and revert to pool of applicants if required to ensure numbers required for Assessment Centre are met. Only candidates meeting the requirement of the role should be considered.

Congratulations you have been selected to participate in Downer Mining’s Graduate Assessment Centre. This day will consist of a number of group exercises as well as an individual behavioural-based interview. This is a fantastic opportunity for you to showcase your skill set and passion, and find out more about what our business and Graduate Program can offer you. The day is designed to be informative, challenging and most of all, enjoyable.

Assessment Centre Methodology – Downer EDI Mining Pty Ltd

Where: 104 Melbourne Street, South Brisbane When: 01/07/13 We will provide food, beverages and any equipment necessary. RSVP: Please respond via email to anne.turner@downergroup.com advising of any special dietary requirements by 12/06/13.

Assessment centre process PREPARE AND COMPILE RESOURCES

Once the tools and components of the Assessment Centre have been identified, the resources required can be compiled. CANDIDATE ASSESSMENT CENTRE FOLDERS

This is a specially designed folder in which to put contents for candidates. Suggested contents should include: n Icebreaker n Agenda n Feedback form n Values document n Site-/role-/company-specific brochure n Resource for written task (if required). N.B. Do not include candidate handouts. These will be given to candidates immediately prior to the exercises being conducted.

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Assessment Centre Methodology – Downer EDI Mining Pty Ltd

Assessment centre process ASSESSOR ASSESSMENT CENTRE FOLDERS

These need to be created for each specific Assessment Centre and Assessor. Suggested contents include: n Icebreaker n Detailed schedule n Assessor rating scales n Selected exercises n Candidate resumes (not required in all cases) n Interview guides. TOOL RESOURCES

Each tool has its own set of resources. Refer to the Toolbox for resources required for each tool. Resources normally include: n Candidate handout n Assessor instructions for activity n Assessor instructions â&#x20AC;&#x201C; rating scale n Actual rating scale for completion n Any physical resources, i.e. ropes, stopwatch, blindfolds, cards etc. It can be useful, although not always necessary, to refer to the Assessment Centre Checklist to ensure that required activities are completed prior to the scheduled Assessment Centre. Other resource considerations include catering, stationery etc. See Template 14: Assessment Centre Checklist (Page 82)

Assessment Centre Methodology â&#x20AC;&#x201C; Downer EDI Mining Pty Ltd

Assessment centre process BRIEFING AND TRAINING OF ASSESSORS/HIRING MANAGERS

Assessors should receive training to ensure understanding of the competencies being assessed and how to evaluate them in an objective manner. This training (or briefing) should consist of how to record and observe behaviour; how to classify behaviours into assessment competencies; and how to rate or evaluate the displayed behaviour of each competency. n Assessors will observe candidates in a variety of assessment activities n Assessors should be actively engaged in documenting the behaviour of candidates n Assessors should make judgements about the degree of competency demonstrated through candidate behaviour n It is essential that assessor ratings be consistent and reliable n Assessors must develop a common understanding about what types of behaviour should be rated as “5 – Exceptional” or “0 – Inadequate” for each competency. Refer to Toolbox 18. Training/Briefing of Assessors Presentation for options (page 47).

Assessment Centre Methodology – Downer EDI Mining Pty Ltd

Assessment centre process RUN ASSESSMENT CENTRE

To ensure the smooth running of the Assessment Centre, the following should be taken into consideration: n The facilitator is responsible for the efficient coordination and delivery of the Assessment Centre n Ensure that everyone has been briefed appropriately n Adhere as closely as possible to the timetable n Observations and comments from assessors should be kept objective, appropriate and defensible (with regard to discrimination) during the Assessment Centre n Sufficient time should be allowed for data integration to ensure that all data can be reviewed and included in the decision whether or not to proceed with a candidate.

Assessment Centre Methodology â&#x20AC;&#x201C; Downer EDI Mining Pty Ltd

Assessment centre process DATA INTEGRATION

Data integration is to be conducted immediately after all the exercises have been completed, allowing sufficient time for consideration. The data integration provides a fair and objective review of the assessorsâ&#x20AC;&#x2122; observations, both formal and informal, throughout the Assessment Centre. It aims to gain consensus among the assessors. Additional time may be required for assessors to reach a decision on scores if more than one assessor has been allocated the same candidate for a particular activity. The facilitator manages this process ensuring efficiency, objectivity and appropriate input. See Template 15: Assessment Centre Data Integration (Page 85) The outcome of the data integration is a decision as to which candidates should proceed to the next steps of the recruitment process i.e. pre-employment checking. Some of the processing may have been conducted prior to the Assessment Centre.

Assessment Centre Methodology â&#x20AC;&#x201C; Downer EDI Mining Pty Ltd

Assessment centre process FEEDBACK

Clear guidance about feedback should be given to the participants, taking into account timing, the format it will take, i.e. written or verbal, and who will provide information in relation to the status of their application. Feedback should be sought from the candidate with regard to the delivery of the Assessment Centre. See Template 16: Candidate Assessment Centre Feedback Form (Page 87) Feedback should also be sought from assessors with regard to the delivery of the Assessment Centre. See Template 17: Assessor Assessment Centre Feedback Form (Page 90) NB: The facilitator should thank both candidates and assessors for their contribution.

Assessment Centre Methodology â&#x20AC;&#x201C; Downer EDI Mining Pty Ltd

Assessment centre process REVIEW PROCESS

Once an Assessment Centre has been successfully implemented, it is important to review the process to ensure that standards are being maintained and suggested improvements areÂ considered. Both candidate and assessor feedback forms should be reviewed and any suggested improvements evaluated to determine: n Practicality of change and cost benefit n Whether standards are being maintained; if not, this could necessitate change to process, documentation and further coaching of assessors n Suitability of tools. If necessary, improvements to tools could involve redesign or creation of new tools and/or scheduling amendments.

Assessment Centre Methodology â&#x20AC;&#x201C; Downer EDI Mining Pty Ltd

Assessment centre process ONGOING MEASUREMENT OF CANDIDATE RETENTION

Monitor the retention of candidates who are appointed following participation in the Assessment Centre. This information can be obtained from the HR information system.

Assessment Centre Methodology – Downer EDI Mining Pty Ltd

Toolbox

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Toolbox 01. Information Session/Community Engagement.......................................................................................................................................................................30 02. Icebreakers........................................................................................................................................................................................................................................................................................ 31 03. Values Assessment................................................................................................................................................................................................................................................................ 32 04. Self-Selection Assessment......................................................................................................................................................................................................................................... 33 05. Behavioural Interviews....................................................................................................................................................................................................................................................34 06. Presentations................................................................................................................................................................................................................................................................................. 35 07. Written Exercises......................................................................................................................................................................................................................................................................36 08. Problem-Solving Exercises........................................................................................................................................................................................................................................ 37 09. Role Playing.....................................................................................................................................................................................................................................................................................38 10. Teamwork Observation.................................................................................................................................................................................................................................................39 11. Psychometric Assessment........................................................................................................................................................................................................................................ 40 12. Company/Business Unit Presentation..................................................................................................................................................................................................... 41 13. Information Booklets......................................................................................................................................................................................................................................................... 42 14. Panel Q & A...................................................................................................................................................................................................................................................................................... 43 15. Social Environment Observation................................................................................................................................................................................................................... 44 16. Technical Skills Assessment..................................................................................................................................................................................................................................... 45 17. Downer Mining Training Simulator............................................................................................................................................................................................................ 46 18. Training/Briefing of Assessors Presentation.................................................................................................................................................................................... 47

Assessment Centre Methodology â&#x20AC;&#x201C; Downer EDI Mining Pty Ltd

01. Information Session/ Community Engagement Description Information delivered to candidates or community either prior to or during the Assessment Centre. This information could take the form of a presentation, video, tour of site or Q & A session. The intention is to inform the group about the Downer Mining business as a whole, or any business-unit, site-specific or role-specific information. It enables candidates to make a more informed decision about whether the opportunity is right for them, as well as providing Downer Mining with an opportunity to initially assess candidate ability and share information that time may not allow during the Assessment Centre. Competencies assessed/candidate requirements addressed n Likelihood of candidate suitability n Information on company and business unit/role/manager Location of resources n SharePoint n Disc Examples n Business-unit-specific presentation n Site-specific presentation n Community forum

02. Icebreakers Description Group activities designed to get candidates and assessors interacting, allowing members to get to know each other. Also enable both candidates and assessors to feel more relaxed. Competencies assessed/candidate requirements addressed n Interaction with peers/managers n Putting assessors at ease n Putting candidates at ease Location of resources n SharePoint n Online n Disc Examples n Human bingo n Get to know youâ&#x20AC;Ś n Draw Australia

03. Values Assessment Description The values exercises will allow assessors to learn about the motivation of candidates and what their inherent values are. The exercises can help candidates identify what is important in a job. Competencies assessed/candidate requirements addressed n Alignment to values

DOWNER MINING VALUES Zero Harm We are committed to working safely, taking care of each other and preserving the environment. Integrity and ethical behaviour We make every effort to be fair, honest, reliable andÂ professional. Cooperation and teamwork We are dedicated to working effectively with all stakeholders to deliver optimum outcomes. Value creation and client relationships We are focused on creating shareholder value and exceeding client expectations. Our people are our advantage We are highly motivated to invest in individual development, and to provide recognition, encouragement and direction through positive leadership. Innovation We willingly challenge conventional thinking and are passionate about inspiring positive change.

Location of resources n SharePoint n Disc Examples n Online questionnaire n Informal assessor observation n Paper questionnaire n Behavioural interview

04. Self-Selection Assessment Description The aim of a self-selection assessment is to give candidates a more detailed overview of the role and organisation, so that they can make a decision themselves prior to proceeding, i.e. some candidates will elect to withdraw from the process if they donâ&#x20AC;&#x2122;t see alignment with their requirements and anticipated direction. It will identify whether their preferences, interests and attributes suit our business/industry, and it will encourage them to apply if they have truly â&#x20AC;&#x2DC;got what it takesâ&#x20AC;&#x2122;. Competencies assessed/candidate requirements addressed n Retention n Candidate assessment of suitability for the role Location of resources n SharePoint n Disc Examples n Surveys n Personality tests n Group interaction assessment n Individual simulation assessment n Case study n Information sessions and business unit presentations

05. Behavioural Interviews Description The interview is a structured interview. All candidates are asked the same questions, with variation for technical and/or discipline-specific questions. Assessors are encouraged to follow up on candidate responses to seek out additional information where appropriate. The focus is to determine how the candidate has handled certain situations, on the basis that past behaviours are the best predictors of future behaviours. Competencies assessed/candidate requirements addressed n Alignment to values n Interpersonal relationships n Leadership n Emotional intelligence n Flexibility n Communication n Influence n Technical n Impulse control n Likelihood of candidate suitability n Problem-solving Location of resources n SharePoint n Integrated Management System (IMS) n Disc Example questions n Tell me about a time when you… n Describe a circumstance in which you were faced with a problem related to… n Think about an instance in which you… n Tell me how you approached a situation where… n When that happened, what did you do to rectify the situation? n When you look back at your actions, would you do anything differently? n What did you learn from that particular situation?

06. Presentations Description A presentation is an opportunity to observe how candidates absorb information and, under time pressure, format their delivery. Candidates are expected to present information in a particular format. They may or may not be given the information to present. Competencies assessed/candidate requirements addressed n Communication n Leadership n Build rapport n Capacity for work n Resilience under pressure n Problem-solving Location of resources n SharePoint n Disc Examples n Formal presentation â&#x20AC;&#x201C; required to prepare in advance n Informal â&#x20AC;&#x201C; short time to prepare during Assessment Centre day/s n Presentation exercise n Presentation and debate

07. Written Exercises Description Written exercises can test either one or a combination of the following things: literacy; numeracy; common sense; comprehension skills; the ability to structure a letter, an essay or an argument; note-taking ability; general written communication skills; technical specifics; health and safety etc. Competencies assessed/candidate requirements addressed n Zero Harm n Literacy and numeracy n Communication n Job-specific experience n Work ethic n Risk assessment Location of resources n SharePoint n Disc Examples n Short essay n Take 5 n Hazard identification n Reports

08. Problem-Solving Exercises Description The process of working through details of a problem to reach a solution, either individually or as part of a team. Problem-solving may include mathematical or systematic operations, and can be a gauge of an individualâ&#x20AC;&#x2122;s critical thinking skills. It also enables observation of teamwork, leadership or communication. Competencies assessed/candidate requirements addressed n Leadership n Problem-solving n Working under pressure n Capacity for work n Resilience n Teamwork n Interpersonal skills n Communication Location of resources n SharePoint n Disc Examples n Zin Obelisk n Rope Square

09. Role Playing Description A role-play exercise is an assessment activity where candidates act out an imaginary scenario, which could closely mirror a situation that may occur in the job they have applied for. Competencies assessed/candidate requirements addressed n Communication n Problem-solving n Working under pressure n Capacity for work n Resilience Location of resources n SharePoint n Disc Examples n Technical meeting n A situation of conflict n A management decision

10. Teamwork Observation Description A teamwork observation is an assessment activity where candidates are required to work in a team to achieve a certain goal or objective. Competencies assessed/candidate requirements addressed n Communication n Interaction with others n Leadership n Flexibility n Teamwork and cooperation Location of resources n SharePoint n Disc Examples n Practical activities n Presentation

11. Psychometric Assessment Description A psychometric assessment is a standardised procedure for measuring knowledge or intelligence, ability, aptitude or personality traits. Psychometric assessments can be administered either online or as a paper-based assessment. Competencies assessed/candidate requirements addressed n Zero Harm n Leadership n Literacy and numeracy n Values n Emotional intelligence n Spatial awareness Location of resources n SharePoint n Online n Psychometric assessment providers n Disc Examples n Verbal reasoning n Numeric reasoning n Abstract reasoning n Spatial reasoning n Mechanical reasoning n Data checking n Work sampling n Personality testing n Safety – DSI n Online EQi – Motivation – Situational judgement – Skills Test

12. Company/Business Unit Presentation Description This is often a PowerPoint presentation that gives the candidates information about the company, business unit, site and/or role for which they are being assessed. Competencies assessed/candidate requirements addressed n Information on company/business unit/manager Location of resources n SharePoint n Disc Examples n PowerPoint Presentation

13. Information Booklets Description These are normally pieces of published literature that give the candidates information about the company, business unit, site and/or role for which they are being assessed. Competencies assessed /candidate requirements addressed n Information on company/business unit/manager/role Location of resources n SharePoint n Intranet n S Drive n Disc Examples n Program handbook n Project sheets â&#x20AC;&#x201C; site-specific n Capability statements

14. Panel Q & A Description Discipline or functional leaders are invited to be involved in a question and answer session with the candidates. They are usually seated at the front of the room in a panel formation. The panel may include a representative from HR and/or Recruitment. Candidates are assessed on asking appropriate questions and engaging in discussion with the panel members. This also gives candidates an opportunity to gain more information. Competencies assessed/candidate requirements addressed n Interaction with functional and/or discipline leaders n Communication n Information for candidates n Opportunity for candidates to ask questions not asked or answered during interview Location of resources n SharePoint n Disc Examples n Graduate Assessment Panel o Functional Lead o Technical Specialist o OD Advisor o Recruitment Advisor o HR Area Manager n Operations Assessment Panel o Project Manager o Production Superintendent o Maintenance Supervisor o Recruitment Advisor

15. Social Environment Observation Description Observational assessment, formal or informal, of candidates through interactions with the facilitator, assessors and other candidates participating in the Assessment Centre. Competencies assessed/candidate requirements addressed: n Interaction with functional and/or discipline leaders n Interaction with team members n Communication Location of resources n SharePoint n Disc Examples n Networking n Social media â&#x20AC;&#x201C; LinkedIn n Breaks scheduled during Assessment Centre

16. Technical Skills Assessment Description This is exactly as the heading suggests â&#x20AC;&#x201C; an assessment of the specific technical skills required for the role. Competencies assessed/candidate requirements addressed n Technical ability â&#x20AC;&#x201C; role-specific Location of resources n SharePoint n Disc Examples n In-tray activities: delegate assumes the role of an employee and works through a pile of correspondence. These tests commonly measure skills such as: ability to organise and prioritise work; analytical skills; communication with team members and customers; written communication skills; and delegation n Abilities testing â&#x20AC;&#x201C; relating to the position n Downer Mining training simulator n Computer applications assessment level of competency n Technical questions as part of the behavioural interview

17. Downer Mining Training Simulator Description The simulator is a mobile training unit that enables us to observe and train a candidate while they operate a specific type of equipment in a simulated mining environment. The candidate sits in an interchangeable module that has all of the instruments and controls that they would have in the real equipment. Candidates can be given different tasks, routes, emergency events and scenarios that they need to undertake/manage, while a risk profile is created from their operation of the module to highlight areas of development required. Competencies assessed/candidate requirements addressed n Understanding instructions n Following instructions n Situational awareness n Potential for trainability n Skill level n Basic machine operation Location of resources n SharePoint n Disc Example simulations n Operation of a haul truck n Loading from a shovel n Loading from an excavator n Dumping into a crusher n Dumping on a tip head n Response to emergency events n Response to warnings and alarms

18. Training/Briefing of Assessors Presentation Description This is a briefing that involves a presentation to give the assessors information about the activities and competencies on which they will be assessing candidates. It goes into a significant amount of detail about the activities and gives guidance to assessors on how to determine the level of competency of a candidate. Nondiscrimination and non-bias are reiterated. Competencies assessed/candidate requirements addressed n Not applicable Location of resources n SharePoint n Disc Examples n PowerPoint presentation designed to brief assessors on tools being used, rating scales and assessor instructions

Policies and procedures

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Policies and procedures Please refer to the following policies and procedures located on the IMS: BRD-BP-001 Diversity and Inclusiveness Policy BRD-BP-006/DM-HR-POL1 Privacy Policy DM-HR-POL3 Aboriginal and Torres Strait Islander Policy DM-HR-P2 Recruitment and Selection DM-HR-S18 Discrimination and Harassment

Assessment Centre Methodology â&#x20AC;&#x201C; Downer EDI Mining Pty Ltd

Templates

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Templates Template 1: Business Case...................................................................................................................................................................................................................................................50 Template 2: Phone Screen.................................................................................................................................................................................................................................................. 53 Template 3: Staff and Wages Reference Check...................................................................................................................................................................................58 Template 4: Assessment Centre Design & Development.................................................................................................................................................... 61 Template 5: Assessor Instructions........................................................................................................................................................................................................................... 64 Template 6: Candidate Handout...............................................................................................................................................................................................................................66 Template 7: Assessor Marking Scheme...........................................................................................................................................................................................................68 Template 8: Assessor Rating Scale.......................................................................................................................................................................................................................... 70 Template 9: Candidate Results.....................................................................................................................................................................................................................................72 Template 10: Competency and Tool Matrix............................................................................................................................................................................................. 74 Template 11: Assessment Centre Agenda................................................................................................................................................................................................... 76 Template 12: Assessment Centre Schedule..............................................................................................................................................................................................78 Template 13: Assessment Centre Invitation..............................................................................................................................................................................................80 Template 14: Assessment Centre Checklist...............................................................................................................................................................................................82 Template 15: Assessment Centre Data Integration........................................................................................................................................................................85 Template 16: Candidate Assessment Centre Feedback Form....................................................................................................................................... 87 Template 17: Assessor Assessment Centre Feedback Form............................................................................................................................................ 90

Assessment Centre Methodology â&#x20AC;&#x201C; Downer EDI Mining Pty Ltd

01. Business Case Description A justification for a proposed Assessment Centre on the basis of its expected commercial benefit. Location of template n IMS n Disc Example

PROBLEM

DEFINITION

Site

The Project

Project Title

Labour Availability Management Plan

Opportunity /Problem Statement

The purpose of this document is to outline how Downer Mining plans to ensure there is a competent and available workforce at the Project. Within this plan, the company’s Values are articulated, as this forms the basis for the attraction, selection and retention of our people.

Comparison to Tender /Budget

The Downer Mining Recruitment Team has successfully placed in excess of 2500 people during each financial year since 2011. To remain a valuable strategic partner to the business, the Recruitment team has implemented continuous improvement projects with great success.

Background

Downer Mining has established a highly skilled and experienced Recruitment Team to source both salaried and waged labour. The Recruitment Team consists of recruitment consultants who have had at least three years’ experience in recruitment in the Australian mining industry and are managed by 2 dedicated Recruitment Managers – one based in the Brisbane Head Office and the other in the Perth Regional Office.

Scope

This Recruitment Team is supported by the Downer Group and the associated advantages obtained through economies of scale in knowledge and system procuring.

Business Risks

Downer Mining has a proven track record of managing labour availability on projects even during resource shortages such as 2007/8.

Template 70

Date: 2014

COMMERCIAL BENEFIT

MILESTONES

R&D

Cost

The mobilisation plan is underpinned by our sourcing, selection and onboarding strategies. We implement according to the requirements of site, location, market conditions, cost and project type.

Benefits

We implemented a six sigma methodology to improve the quality of hire, as measured by the increase in retention at 3 months from date of hire. This resulted in a significant increase of the number of employees reaching the 3 month mark of employment. We continue to review this metric to ensure our control tolerances are maintained. At the same time, the team maintained control of other metrics, such as time to fill. Both % past the 3 month of employment and time to fill continue to remain within the project defined tolerances. This would also start building the talent pipeline for the site.

Net Benefit

Milestone

Expression of interest advertising prior to contract award (subject to client approval)

Role advertising once contract awarded

Is project eligible?

Staff selection process

Waged selection process – Assessment Centre Methodology

Pre-employment checking

Planned Completion Dates

PROBLEM

Site Project Title Opportunity/ Problem Statement

Comparison to Tender/Budget

DEFINITION

Background

Scope

Business Risks

Date:

COMMERCIAL BENEFIT

Cost

Benefits

Net Benefit

MILESTONES

Milestone

1 2 3 4 5

R&D

Is project eligible?

Planned Completion Dates

02. Phone Screen Description A document used to screen and/or interview a candidate prior to a face-to-face interview. Location of template n PageUp n SharePoint n Disc Example

Mining - Staff Phone Screen Date of phone screen

29/05/2014

Screened by

Karen Harries

Position applied for

Operator

Safety is an important part of our business – we focus on zero harm. Have you ever seen a coworker doing something unsafe or assessed a work practice as being unsafe? Describe your situation, the task, your action and the result.

Not wearing PPE Spoke to them, explained the importance Reoccurred so reported this to the supervisor Employee started wearing proper PPE

Can you describe a situation in which you identified a problem and took action to correct it, rather than wait for someone else to fix it?

Daily, most recent was in my last swing before we were all off site. I was doing my rounds of the pits behind where a dozer was working on a tip head; about 30 meters behind there were some significant cracks. I called the dozer operator back and we diverted the trucks to another tip head. We bunded the area off and notified the OCE. Being a night shift it was hard to make the call until the geologists had a look at it. They had a look at it the next day and there was a lot of work involved in making it safe.

Can you give me an example of how you have built a good working relationship?

Get to know the person one on one, learn about people. Greenie commenced, offered assistance and advice to help them gain confidence. They became a great operator.

What new ideas and suggestions have you made to your supervisor in the past year to improve productivity or equipment use? How did you suggest them – what was the outcome?

Constantly waiting in trucks, always lined up. Suggested to supervisor that 2nd ramp be opened up. Supervisor passed this on. 2nd ramp was opened up as a trial. Waiting time was reduced and productivity increased.

How do you like to be managed

Direct approach, open and honest

How much notice do you require if you are offered a position with us?

2 weeks

Approval to contact referees?

Yes

Referee 1?

John Jackson – Superintendent – Hope Downs

Referee 2?

Martin Black – Supervisor – Thiess Burton

Discuss the following: • • • • • • •

Project requirements Roster Annualised wages/salary Travel/commute arrangements Site Accommodation (if applicable) No use of mobile phones or multimedia devices on site Non-smoking site

Are all terms and conditions accepted?

Yes

Any concerns?

Nil

What do you know about Downer Mining and why are you interested in working for us?

I have heard good things about Downer. I am currently FIFO and want a residential role.

Please provide an overview of your previous employment and responsibilities

Workpac – Hope Downs – 2 years WA1200 Operator & Step up Supervisor Thiess Burton – 1 year D10R & T, Cat 785, 789

What are you looking for in your next career move?

Would like to establish myself with Downer and eventually move up to a Supervisor role

What are some of the challenges you have faced in your current role

When I was step up supervisor a large part of the crew were taking sickies at random. There were 60 on the crew and up to 25 on a night, especially Friday and Saturday. I sat down one by one with them (the main offenders) had a one on one, gave them an option to explain why there was a pattern on a Friday/Saturday night. Explained that under EBA I could request a medical certificate in any circumstances where I thought it was warranted. Let them know it had been targeted and there would be disciplinary action. I did this rather than yelling at them as a group. The attendance went back up with very minimal sick days. It improved morale as well production. Superiors gave good feedback.

What have been your greatest career achievements to date?

Opportunity to work on new gear, pick this up quickly Opportunity to work as step up supervisor

What happens next? • • • • • • •

Application assessed Online assessment Face to face interview/site visit Reference checks Verify check (trade qualification & police check if required) Pre-employment medical Project/Site approval

Any further questions?

Nil

Recommend application to proceed further?

Yes

Template 73

Mining - Staff Phone Screen Date of phone screen Screened by Position applied for Discuss the following: • • • • • • •

Project requirements Roster Annualised wages/salary Travel/commute arrangements Site accommodation (if applicable) No use of mobile phones or multimedia devices on site Non-smoking site

Are all terms and conditions accepted? Any concerns? What do you know about Downer Mining and why are you interested in working for us? Please provide an overview of your previous employment and responsibilities What are you looking for in your next career move? What are some of the challenges you have faced in your current role What have been your greatest career achievements to date? Safety is an important part of our business – we focus on Zero Harm.Have you ever seen a coworker doing something unsafe or assessed a work practice as being unsafe? Describe your situation, the task, your action and the result. Can you describe a situation in which you identified a problem and took action to correct it, rather than wait for someone else to fix it?

Can you give me an example of how you have built a good working relationship? What new ideas and suggestions have you made to your supervisor in the past year to improve productivity or equipment use? How did you suggest them – what was the outcome? How do you like to be managed? How much notice are you required to give if you are offered a position with us? Approval to contact referees? Referee 1? Referee 2? What happens next? • • • • • • •

Application assessed Online assessment Face-to-face interview/site visit Reference checks Verify check (trade qualification and police check if required) Pre-employment medical Project/site approval

Any further questions? Recommend application to proceed further?

Mining - Wages Phone Screen Date of phone screen Screened by Position applied for Are all terms and conditions accepted? Any concerns? What do you know about Downer Mining and why are you interested in working for us? Review resume â&#x20AC;&#x201C; why did you leave your previous positions?

What experience have you had with regard to operating/maintaining mobile mining equipment? In your past positions, what duties have you found most satisfying/challenging? Why? Give me an example where you have worked as part of a team to meet an important deadline? What was your involvement? We have all had to work with difficult colleagues or management. Give me a recent example: how was the person difficult and how did you handle the situation? Have you ever been involved in a workplace accident or been part of an investigation? Have you ever seen a co-worker doing something unsafe or assessed a work practice as being unsafe? Describe the situation, your action and the outcome.

Company:

Reason:

Company:

Reason:

Company:

Reason:

What safety training have you completed (formal or site based)? What new ideas/suggestions have you made to your supervisor in the past year to improve productivity or equipment use? How much notice are you required to give if offered a position with us? Approval to contact referees? Referee 1 Referee 2 â&#x20AC;˘

Current Coal Board Medical

Driver's Licence Mining Generic Induction Competency Certificates As part of the recruitment process you may be required to complete a pre-employment medical. Please advise best: Location Date Time Any final questions? Recommend application to proceed further?

03. Staff and Wages Reference Check Description A background check on a candidate where contact is made with a previous/ current employer, university or college to learn more about the candidate’s job history or educational qualification. Location of template n PageUp n SharePoint n Disc Example

Mining – Staff and Wages Reference Check

Personal attributes

Enthusiasm

What do you consider to be [candidate name]’s major strengths?

Conscientious

Date of reference check:

30 May 2014

Reference taken by:

Hayley Blaw

Referees name:

Damien Smith

What would you consider to be [candidate name]’s weaknesses or areas for further development?

Exposure to more gear

Referee’s position:

Production Supervisor

Zero Harm

Company name/organisation:

BMA Peak Downs

Pretty good, he makes sure it’s done right. Always wears PPE and reports hazards.

Referee’s phone number:

0400 123 456

Valued employee, was sad to lose him

How would you describe [candidate name]’s attitude towards safety?

Privacy statement

Integrity and behaviour

Your name has been given to us by [Candidate name] as a referee. Is this a convenient time to talk? The information you provide may be passed onto the Hiring Manager and may be accessed by [Candidate name] under the Privacy Act.

How would you describe [candidate name]’s punctuality, reliability, attendance and work ethic? How would you describe [candidate name]'s ability to perform under pressure?

Not much pressure in his role. Doesn’t get flustered, works through it.

Employment Information

Can you describe a time when [candidate name] has gone above and beyond their normal duties?

Always puts his hand up for overtime or to help out

Really good, you wouldn’t see better

At what company did you work with [candidate name]?

BMA Peak Downs

How would you describe his/her problem-solving abilities? Can you provide a specific example?

Thinks outside the square and always encourages new ideas or procedures.

What was [candidate name]’s position during his/her employment?

Operator – multi skilled

Teamwork

Length of relationship?

0-6 months ☐ 1-2 years ☒ 3-4 years ☐

Good, he got on well with everyone. Always made new people feel welcome. Always helping out others.

Why did the applicant leave your company/organisation?

End of contract

Did [candidate name] report directly to you?

Yes ☒

6-12 months 2-3 years Over 4 years

☐ ☐ ☐

No ☐

[Only ask if the response above is no} What was the relationship between you? Please describe their key responsibilities:

Truck driving, dozer operating, meet production targets

How would you describe the quality and accuracy of [candidate name]’s work?

Good, very conscientious, give 150% if he could. Won’t sit still and do nothing to do, he’ll find something to do

•

How would you describe [candidate name]’s ability to work effectively in a team? (Seeking cooperation, contribution, support, encouragement)

Closing

Yes, I’d take him back in a second.

If you were in a position to re-employ [candidate name], would you? [If response is NO, why not?] Are there any additional comments you would like to make?

You can't go wrong with him, I didn't have any issues in the time he was on my crew

Recruitment notes:

Very positive reference

Recommend application to proceed further?

Yes ☒

No ☐

Template 79

Mining – Staff and Wages Reference Check Date of reference check: Reference taken by: Referee’s name: Referee’s position: Company name/organisation: Referee’s phone number: Privacy statement Your name has been given to us by [Candidate name] as a referee. Is this a convenient time to talk? The information you provide may be passed onto the Hiring Manager and may be accessed by [Candidate name] under the Privacy Act. Employment Information At what company did you work with [candidate name]? What was [candidate name]’s position during his/her employment? Length of relationship?

0-6 months ☐ 1-2 years ☐ 3-4 years ☐

6-12 months 2-3 years Over 4 years

Why did the applicant leave your company/organisation? Did [candidate name] report directly to you? [Only ask if the response above is no} What was the relationship between you? Please describe their key responsibilities: How would you describe the quality and accuracy of [candidate name]’s work? Personal attributes What do you consider to be [candidate name]’s major strengths?

Yes ☐

No ☐

☐ ☐ ☐

What would you consider to be [candidate name]’s weaknesses or areas for further development? Zero Harm How would you describe [candidate name]’s attitude towards safety? Integrity and behaviour How would you describe [candidate name]’s punctuality, reliability, attendance and work ethic? How would you describe [candidate name]'s ability to perform under pressure? Can you describe a time when [candidate name] has gone above and beyond their normal duties? How would you describe his/her problem-solving abilities? Can you provide a specific example? Teamwork

•

How would you describe [candidate name]’s ability to work effectively in a team? (Seeking cooperation, contribution, support, encouragement)

Closing If you were in a position to re-employ [candidate name], would you? [If response is NO, why not?] Are there any additional comments you would like to make? Recruitment notes: Recommend application to proceed further?

Yes ☐

No ☐

04. Assessment Centre Design & Development Description A document to record the role competencies to be assessed in order of importance, candidate requirements and initial selection of tools. At least one values-based competency should be assessed. Location of template n SharePoint n Disc Example

Assessment Centre Design and Development

Role: 1) What are we looking for/what should we assess – rank in order 1 being the most important? No

Competency

Rank

VALUES-BASED COMPETENCIES 1

Value: Integrity and ethical behaviour

Value: Cooperation and teamwork

Value: Our people are our advantage

Value: Value creation and client relationships

Value: Zero Harm

Value: Innovation

OTHER 7

Leadership - Influence – includes communication, responsive to needs, assertive

Leadership - Interpersonal relationships – can build rapport, honesty and openness in communication

Leadership - Problem solving – participates in environment conducive to problem solving, solution focused approach

Leadership - Impulse control – ability to maintain control, respond to situations rather than react

Leadership - Flexibility- adaptable and suited to different environments, work areas, people, situations

Technical capabilities

Retention / will they stay (KPI upto 2 years after program)

Capacity for work / resilience under pressure

Emotional Intelligence

What are they looking for from Downer Mining/what should we provide/demonstrate? No

Requirements

Information on company / business unit / role / manager

Alignment with values

Fair & equitable process

Enjoy the experience

Selection of tools No

Tool

Photocard

Presentation – DEM

Behavioural interview

Problem solving activity

Role play – group

Activity u-turn

Presentation – candidate

Written task

Q & A Panel

Template 83

Assessment Centre Design and Development Role: 1) What are we looking for/what should we assess – rank in order 1 being the most important? No

Competency

VALUES-BASED COMPETENCIES 1

Value: Zero Harm

Value: Integrity and ethical behaviour

Value: Cooperation and teamwork

Value: Value creation and client relationships

Value: Our people are our advantage

Value: Innovation

OTHER 7

Leadership - Influence – includes communication, responsiveness to needs, assertiveness

Leadership - Interpersonal relationships – can build rapport, honesty and openness in communication

Leadership – Problem-solving – participates in environment conducive to problem-solving, solution-focused approach

Leadership - Impulse control – ability to maintain control, respond to situations rather than react

Leadership – Flexibility – adaptable and suited to different environments, work areas, people, situations

Technical capabilities

Retention/will they stay (KPI up to 2 years after program)

Capacity for work/resilience under pressure

Emotional Intelligence

Rank

What are they looking for from Downer Mining/what should we provide/demonstrate? No

Requirements

Information on company/business unit/role/manager

Alignment with values

Fair and equitable process

Enjoy the experience

Selection of tools No

Tool

Photocard

Presentation – Downer Mining

Behavioural interview

Problem-solving activity

Role play – group

Activity u-turn

Presentation – candidate

Written task

Q & A panel

05. Assessor Instructions Description This document provides the facilitator or assessor with the instructions for the exercise. It includes the duration of the exercise, the objective, the equipment required and the instructions that should be shared with the candidates. Location of template n SharePoint n Disc Example

Exercise: Problem Solving Assessor Instructions – Rope Square Duration: 30 Minutes (5 minute introduction, 15 minute task & 10 minute reveal and discussion) Objectives: Candidates learn to improve group communication and listen to all members of the team, not just certain members. There is opportunity to observe a number of competencies during this exercise – team work and cooperation, leadership, problem solving & communication. Equipment: • • • • •

Rope Square Candidate Handout Ropes x 2 (10m for inside exercises, 15m for outside exercises) Blindfolds Candidate Results Sheet Visible Clock (to be used as timer)

Instructions: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13.

Read through the candidate handout. Split the candidates into groups of between 4 and 8 ideally. Have the group/s stand in a circle – as wide as the space will allow. Ask the candidates to put on their blindfolds. Drop the 2 ropes in the centre of the circle (untied but wound round together to add to the confusion) Don’t advise the candidates there is a second rope. Ask the candidates to carefully and slowly spin around on the spot five times to get them disorientated. Advise the candidates that they have fifteen minutes to pick up the rope from the floor and form the shape of a square with it. Start the timer and give a 5 minute warning when appropriate. At the end of the 15 minutes, stop the task and ask all participants to remove their blindfolds and observe their groups positioning. Allow the groups a few minutes to discuss their performance and reflect on their own team work and ability to problem solve. Record observations and assessments immediately on the Candidate Results sheet. Collect all equipment.

Template 87

EXERCISE: Exercise type to go here Assessor Instructions â&#x20AC;&#x201C; Exercise name to go here Duration: 00 minutes [Text to go here]

OBJECTIVES: [Text to go here]

EQUIPMENT: [Text to go here]

INSTRUCTIONS: [Text to go here]

06. Candidate Handout Description This document provides the candidate with the instructions for the exercise. It includes the duration of the exercise, the equipment required and the candidate instructions. It is generally handed out to the candidate immediately prior to the exercise. Location of template n SharePoint n Disc Example

EXERCISE: PROBLEM SOLVING CANDIDATE HANDOUT â&#x20AC;&#x201C; ROPE SQUARE Duration: 30 minutes ! 5 minute preparation ! 15 minute team task ! 10 minute reveal and discussion

EQUIPMENT: ! Rope (provided) ! Blindfold (provided)

INSTRUCTIONS: 1. You will be asked to blindfold yourself and spin on the spot five times. 2. Work as a team and pick up the rope on the floor. 3. You will be given 15 minutes to form a square with the rope. 4. You must remain holding a piece of rope at all times and you must not remove your blindfold until instructed to do so. 5. The timer will be stopped after 15 minutes and you will be advised you can remove your blindfolds to observe your positioning. 6. You now have the opportunity to discuss any areas you performed well in or any challenges you faced and what could have been done better. 7. Ready, setâ&#x20AC;Ś spin!

Template 91

EXERCISE: Exercise type to go here CANDIDATE HANDOUT – Exercise name to go here Duration: 00 minutes [Text to go here]

OBJECTIVES: [Text to go here]

EQUIPMENT: [Text to go here]

INSTRUCTIONS: [Text to go here]

07. Assessor Marking Scheme Description This document provides the marking scheme for the exercise so that the candidate’s individual results can be ascertained from the exercise. The exercise should be marked as soon as possible, as the results will be required for data integration. Location of template n SharePoint n Disc Example

Exercise: Written Task Form Filling and hazard Identification – See attached mark scheme Score

Description

Form Filling

Marks out of 15

Zero Harm – Risk Assessment Scene 1 – Forklift truck to move equipment to top floor in warehouse

Marks out of 21

Zero Harm – Risk Assessment Scene 2 – Float transporting a new shovel onto site

Marks out of 20

Template 95

Exercise: Task type to go here Task name to go here Score Task Task Task

Description

08. Assessor Rating Scale Description This document provides a description of each rating or score which assists an assessor when deciding what score to allocate a candidate. Location of template n SharePoint n Disc Example

Exercise: Presentation & Debate Assessor Rating Scale

A ‘C’ presentation presents a competent analysis of the issue and conveys meaning adequately. A typical presentation in this category

A – Exceptional B – Highly developed C – Adequate D – Requires development E – Inadequate F -‐ Unsatisfactory

‘C’ Score

Score

‘D’ Score

Description

‘A’ Score

• • • •

Holds attention of entire audience with the use of direct eye contact Demonstrates a strong, positive feeling about topic during entire presentation Demonstrates a strong, positive feeling about topic during entire presentation Candidate uses a clear voice so that all audience members can hear presentation Candidate presents information in logical, interesting sequence that audience follows Visual aids are readable, clear and professional looking, enhancing the message Purpose of presentation is clear from the outset. Supporting ideas maintain clear focus on the topic Speaker has prepared relevant questions for opening up the discussion and is able to stimulate discussion

Consistent use of direct eye contact with audience, but often returns to notes Mostly shows positive feelings about topic Candidate’s voice is clear. Most audience members can hear presentation Topic of the presentation is clear. Content generally supports the purpose Student presents information in logical sequence that audience can follow Visual aids are mostly readable, clear and professional looking Speaker has prepared relevant questions for opening up the discussion and is somewhat able to stimulate discussion

Displays minimal eye contact with audience; entire presentation is read from notes Shows no interest in topic presented Candidate mumbles, speaks too quietly for a majority of audience to hear No focus at all. Audience cannot determine purpose of presentation Audience cannot understand because there is no sequence of information

An ‘E’ presentation demonstrates weaknesses in presentation skills and attitude. A typical presentation in this category ‘E’ Score

• • • • •

Demonstrates no eye contact and has difficulty reading from notes Shows some negativity toward topic No focus and does not address the correct topic Audience cannot understand the presentation for multiple reasons Candidate does not finish presentation

An ‘F’ presentation demonstrates fundamental deficiencies in attitude and presentation skills. A typical presentation in this category

A ‘B’ presentation is a generally thoughtful, well developed and communicated position on the topic that engages most of the audience. A typical presentation in this category • • • • • • •

• • • • •

‘F’ Score

‘B’ Score

Displays some eye contact with audience, however mostly reads from the notes Shows some disinterest toward topic presented Candidate’s voice is low/soft. Audience has difficulty hearing presentation Presentation lacks clear direction. Big ideas not specifically identified Some problems with readability, clarity, professionalism of visual aids Audience in not engaged because presenter jumps around

A ‘D’ presentation demonstrates some competence in its analysis of the issue and in conveying meaning but is obviously flawed. A typical presentation in this category

An ‘A’ presentation is a cogent, well articulated analysis of the complexities of the issue and conveys meaning while skillfully engaging the audience. A typical presentation in this category: • • • •

• • • • • •

‘N/A’ Score

• • • •

Demonstrates no eye contact and has difficulty reading Uses offensive language No focus and does not address the correct topic Candidate demonstrate aggression and offends audience

An ‘N/A’ score will be awarded if the candidate does not deliver a presentation

Template 99

Exercise: Exercise name to go here Assessor Rating Scale A – Exceptional B – Highly developed C – Adequate D – Requires development E – Inadequate F – Unsatisfactory

Score

Description

‘A’ Score ‘B’ Score ‘C’ Score ‘D’ Score ‘E’ Score ‘F’ Score ‘N/A’ Score

An ‘N/A’ score will be awarded if the candidate does not deliver a presentation

09. Candidate Results Description This document is given to assessors for them to record each candidate’s results from the exercise. Location of template n SharePoint n Disc Example

Exercise: Written Task Candidate Name: Robert Smith Competency

Score

Comments

Leadership

3 - Adequate

Good clear introduction and definitions Not sure examples given in second paragraph support the topic of ‘political relationships’ Would have been beneficial to explore statements in opening paragraph regarding ‘what is standard of life?’ – Health, housing, social, etc. Overall the content didn’t support the introduction or make reference to the topic

Score Key (0 – 5) 0 = Unsatisfactory 1 = Inadequate 2 = Requires development 3 = Adequate 4 = Highly developed 5 = Exceptional

Template 103

Exercise: Task name to go here Candidate Name: Name to go here Competency

Score

Score Key (0 â&#x20AC;&#x201C; 5) 0 = Unsatisfactory 1 = Inadequate 2 = Requires development 3 = Adequate 4 = Highly developed 5 = Exceptional

Comments

10. Competency and Tool Matrix Description The competency and tool matrix will allow you to see the overall picture with regard to which competencies each tool can assess. Complete the matrix to select which tools you will use at the Assessment Centre. Location of template n SharePoint n Disc

Leadership – flexibility, adaptable and suited to different environments, work areas, people, situations

Emotional Intelligence

Leadership – Influence, communication, responsive to needs, assertive

Leadership – Interpersonal relationships, build rapport, honesty and openness in communication

Leadership – Impulse control, ability to maintain control, respond to situations rather than react

Capacity for work / resilience under pressure

Retention

Leadership – Problem solving, participates in environment conducive to problem solving, solution focused approach

Q & A Panel

Breaks

Role Play

Technical capabilities

Written task

Problem Solving

U-Turn

Presentation - Candidate

Competencies Alignment to values

Behavioural Interview

EQ i

Tools

Presentation - DEM

Example

Template 107

Tools

Competencies

11. Assessment Centre Agenda Description The agenda is the document that details the order of events for the day, and is intended for candidates and assessors. There may be a requirement to produce a more detailed agenda for assessors, if there are complex changeovers required. Location of template n SharePoint n Disc Example

Activity

Time 7.00 – 7.30

Meet & Greet/Icebreaker

7.30 – 8.00

Downer Mining Presentation

8.00 – 8.30

Group 1A – Behavioural Interview/Simulator

Group 1B – Team Activities

8.30 – 9.00

Group 1A – Behavioural Interview/Simulator

Break

9.00 – 9.30

Group 1A – Behavioural Interview/Simulator

Group 1B – Written Task

9.30 – 10.00

Group 1A – Team Activities

Group 1B – Behavioural Interview/Simulator

10.00 – 10.30

Group 1A – Written Task

Group 1B – Behavioural Interview/Simulator

10.30 – 11.00

Group 1B – Behavioural Interview/Simulator Lunch

11.00 – 11.30

Meet & Greet/Icebreaker

11.30 – 12.00

Downer Mining Presentation

12.00 – 12.30 12.30 – 1.00

Group 2A – Behavioural Interview/Simulator

Group 2B – Team Activities

1.00 – 1.30

Group 2A – Behavioural Interview/Simulator

Break

1.30 – 2.00

Group 2A – Behavioural Interview/Simulator

Group 2B – Written Task

2.00 – 2.30

Group 2A – Team Activities

Group 2B – Behavioural Interview/Simulator

2.30 – 3.00

Group 2A – Written Task

Group 2B – Behavioural Interview/Simulator

3.00 – 3.30 3.30 – 5.00

Group 2B – Behavioural Interview/Simulator Data Integration

Template 111

Time

Activity

12. Assessment Centre Schedule Description The schedule is the document that details timeslots/activities and which assessors are assigned to which candidates. This is a much more detailed document, intended for the facilitator. Location of template n SharePoint n Disc

Mark Adams - Survey

Danika Jackson - HR

! !

Anne Turner/Mike Thomas (Sierra Level 5)

Chantelle Mill - HR

Anne Turner/Mike Thomas Room 16 Level 8

Gabrielle Martin - HR

Nelson Hearn - HSE

Written Task Group 1 9.30 – 10.30

John Smith/Katie Brown (Room 16 Level 8)

Assessors

Interview 2 10.00 – 10.30

Assessors

Kane Posselt - Survey

Interview 1 9.30 – 10.

Candidate

Example (use example from page 17)

! !

David Jones/Susie Hills (Bendigo Level 5)

Lachlan Wong - HSE

David Jones/Susie Hills Hunter Level 7

Chris Massavelli - HSE

Sandra Hudson - HSE

Bianca Smith - ACC

Victoria Wood/ James Fairburn (Wirralie Level 5)

Creedon Findlay - ACC

Template 115

Written Task Group 1 9.30 – 10.30

Assessors

Interview 2 10.00 – 10.30

Assessors

Interview 1 9.30 – 10.

Candidate

13. Assessment Centre Invitation Description The Assessment Centre invitation is the document used to invite candidates to attend the Assessment Centre. Location of template n SharePoint n PageUp n Disc Example

Congratulations you have been selected to participate in Downer Miningâ&#x20AC;&#x2122;s Graduate Assessment Centre. This day will consist of a number of group exercises as well as an individual behavioural-based interview. This is a fantastic opportunity for you to showcase your skill set and passion, and find out more about what our business and Graduate Program can offer you. The day is designed to be informative, challenging and most of all, enjoyable.

Template 119

14. Assessment Centre Checklist Description A document that can be used to ensure that you have covered everything required for running an Assessment Centre. Location of template n SharePoint n Disc Example

Assessment Centre CHECKLIST – [Insert Date] Attendees (HR)

Position:

Attendees (Other)

Position: Operations

Clare Hudson

Facilitator

Neil Kidd

Monika Eames

Recruitment

Jason Owers

Operations

James Hill

Recruitment

Ray Robinson

Operations

Amy Ormond

Recruitment

Brian Swain

Operations

Lee George

Recruitment

Michael Loughrey

Trainer Assessor – SIM 1

Rachel Mamudi

Recruitment Admin

Jason Perrett

Trainer Assessor – SIM 2

Pre-Assessment Centre Requirements

Assessor Handbook

Interview & CMI Form

Assessor Requirements Laptops/cables

Group Induction USB

Induction Check Sheet

Projector

Camera/name tags

Banners

Stationery

! cups, coffee, tea, sugar, milk, serviettes, spoons, water, flipcharts, pens, etc.

Simulator booked

Assessors confirmed

Facility booked

Interview Rooms x 4 !

Invitations sent

Accomm booked

Data integration

Travel booked

Feedback communication

Catering booked

References

Training Room !

Post Assessment Centre

Medicals Offers

Recruitment Requirements Rooms at site booked

! Namoi Valley Independent

Newcastle Herald

Singleton Argu

Narrabri Courier

Communication templates

Centre attendance Medical

Induction

Candidate handbook

Newspaper ads PageUp adverts

Template 123

Assessment Centre CHECKLIST – [Insert Date] Attendees (HR)

Position:

Attendees (Other)

Position:

Facilitator

Operations

Recruitment

Operations

Recruitment

Operations

Recruitment

Operations

Recruitment

Trainer Assessor – SIM 1

Recruitment Admin

Trainer Assessor – SIM 2

Pre-Assessment Centre Requirements Simulator booked

Assessors confirmed

Facility booked

Interview Rooms x 4 !

Invitations sent

Accomm booked

Travel booked

Catering booked

Training Room !

Recruitment Requirements Rooms at site booked

Newspaper ads

PageUp adverts Communication templates

Candidate handbook

Centre attendance

Medical

Induction

Assessor Handbook

Interview & CMI Form

Assessor Requirements Laptops/cables

Group Induction USB

Induction Check Sheet

Projector

Camera/name tags

Banners

Stationery

! cups, coffee, tea, sugar, milk, serviettes, spoons, water, flipcharts, pens, etc.

Post Assessment Centre Data integration Feedback communication References Medicals Offers

15. Assessment Centre Data Integration Description The data integration document compiles individual candidate results into one document for assessors to review the overall ratings scored throughout the Assessment Centre. Location of template n SharePoint n Disc Example

Template 127

Date

Location

Candidate name

Discipline

Interview competencies

Technical scores

Observed exercises

Total score Comments

Outcome (yes or no)

Proceed to pre-employment checking (yes or no)

16. Candidate Assessment Centre Feedback Form Description This document is used to seek candidate feedback with regard to the Assessment Centre process. Location of template n SharePoint n Disc Example

The written task was appropriate

Assessment Centre: DBS Graduates

Comments: Made me think out of the box as I have never had to do this for a job interview before.

Assessment Centre date: 4/11/13

Assessment Centre Venue: Brisbane

Name:

Job Title: Drill & Blast Engineer - Graduate

For each of the statements below please tick the box which most represents your view. Materials

Please add any other comments you wish to make in the space provided. Strongly Agree

Agree

Disagree

Strongly Disagree

Downer Mining Presentation The presentation provided adequate information about Downer Miningâ&#x20AC;&#x2122;s operations

The Candidate handouts were well designed and easy to read.

Comments: All the materials were well presented.

Comments: Very good to get an overview of entire company and its operations. Additional comments:

Tools The Behavioural Interview encouraged discussion relevant to the role I have applied for

Comments: Relevant questions were asked and the interviewers made me feel at ease during the interview. The problem solving exercise allowed me to demonstrate how I work in a team environment

Comments: Great way to interact with other, this was fun!

Template 131

Assessment Centre: Assessment Centre date:

Assessment Centre venue:

Name:

Job title:

For each of the statements below please tick the box that most represents your view. Please add any other comments you wish to make in the space provided. Strongly Agree

Downer Mining Presentation The presentation provided adequate information about Downer Miningâ&#x20AC;&#x2122;s operations Comments:

Tools The Behavioural Interview encouraged discussion relevant to the role I have applied for Comments:

The problem-solving exercise allowed me to demonstrate how I work in a team environment Comments:

Agree

Disagree

Strongly Disagree

The written task was appropriate Comments:

Materials The candidate handouts were well designed and easy to read. Comments:

Additional comments:

17. Assessor Assessment Centre Feedback Form Description This document is used to seek assessor feedback with regard to the Assessment Centre process Location of template n SharePoint n Disc Example

The written task & simulator provided adequate opportunity for candidates to demonstrate a range of behaviours throughout the Assessment Centre

Assessment Centre: Boggabri – Trainee Operators Assessment Centre dates: 13-14 Jan 2014

Assessment Centre Venue: Boggabri

Name: David Jones

Job Title: Project Manager

Comments: N/A – Did not observe these exercises.

For each of the statements below please tick the box which most represents your view. Please add any other comments you wish to make in the space provided. Strongly Agree

Agree

Disagree

Strongly Disagree

Materials

Assessor Briefing

The Assessor Handbook was clearly set out and easy to read

The briefing presentation gave me adequate information for the assessment of candidates at this Assessment Centre

Comments: Handouts were clear and easy to read.

Comments: Well presented and adequate time given.

The Candidate handouts were appropriate level for the attendees

Comments: Gave good insight to candidates.

The problem solving exercise – Rope Square was sufficient for evaluating candidate behaviour relevant to competency relevant to competency

Comments: Candidates did not need to ask many questions

Tools The Behavioural Interview was relevant and meaningful

Data Integration The data integration determined reliable and accurate candidate ratings.

Comments: This highlighted which candidates were team players

Comments: Very worthwhile process, great to be able to discuss all areas of performance.

Additional comments: NIL

Template 135

Assessment Centre: Assessment Centre dates:

Assessment Centre venue:

Name:

Job title:

For each of the statements below please tick the box that most represents your view. Please add any other comments you wish to make in the space provided. Strongly Agree

Assessor Briefing The briefing presentation gave me adequate information for the assessment of candidates at this Assessment Centre Comments:

Tools The Behavioural Interview was relevant and meaningful Comments:

The problem-solving exercise â&#x20AC;&#x201C; Rope Square was sufficient for evaluating candidate behaviour relevant to competency relevant to competency Comments:

Agree

Disagree

Strongly Disagree

The written task and simulator provided adequate opportunity for candidates to demonstrate a range of behaviours throughout the Assessment Centre Comments:

Materials The Assessor Handbook was clearly set out and easy to read Comments:

The candidate handouts were at an appropriate level for the attendees Comments:

Data Integration The data integration determined reliable and accurate candidate ratings. Comments:

Additional comments:

Definitions

snoitinfieD

Definitions AGENDA The document that details the order of events for the day. Intended for candidates and assessors. ASSESSMENT CENTRE Does not refer to a location, but to a process. This process is a selection method for assessing a candidate’s suitability for the role and fit with the organisation. It is a method of evaluating candidates using standardised techniques under controlled conditions. ASSESSOR A trained individual assigned to making informed observations of candidates at the Assessment Centre. CANDIDATE An individual seeking, or being considered for, a position. COMPETENCY The ability to do something successfully or efficiently. DATA INTEGRATION Combining and reviewing data from different activities completed by the candidates during the Assessment Centre in order to reach a unified view on the candidates’ suitability for the role and fit with the organisation. FACILITATOR The individual assigned to the coordination of the Assessment Centre. Gives exercise instructions and ensures adherence to the timetable. SCHEDULE A document that details time slots, activities and which assessors are assigned to which candidates.

Assessment Centre Methodology – Downer EDI Mining Pty Ltd

141