Sometimes our clients require just one or two exercises in isolation. These may be used as a concise, self-contained assessment process or to complement an existing suite. Exercise types can include (click below for more information):

  • Involve up to 8 people discussing a business issue. We often base them around real business issues so something of tangible value is gained from the discussion.
  • Either ‘assigned’ or ‘unassigned’ role. In assigned role everyone gets the same basic information, but then each person receives a unique piece of additional information. This typically sets people up with competing agendas and proves useful for measuring influencing behaviours. In unassigned role, everyone receives the same information and work towards a common goal. This is great for assessing collaboration behaviours.
  • Sample topics include: where to locate a new office, how to launch a new product, designing a conference event or deciding which company to acquire.
  • Typically involve one participant and one role player who conduct a simulated meeting.
  • Ideal for assessing interpersonal competencies.
  • Sample scenarios include: Dealing with a subordinate’s underperformance, gaining engagement from a sceptical stakeholder, reigniting a demotivated high flyer, a client relationship, supplier management or sales meeting.
  • Tend to involve one participant verbally communicating their recommendations on how to resolve a business issue.
  • Often, there are multiple complex issues involved. Thus the exercise can assess both ‘harder’ analytical skills and ‘softer’ presentational skills.
  • Both during and after the presentation, the assessor will interject with questions, challenges and new information to test how the participant reacts under pressure.
  • Typical topics include: Reviewing the divisional performance of a multinational firm, deciding priorities for action and where commercial advantage, presenting a new product’s features and benefits, followed by a client question-and-answer session or a ‘dry run’ of a motivational leadership speech at a forthcoming conference.
  • Involve the participant working alone to absorb complex background information about an organisation and producing a written response to a series of questions.
  • These exercises help to discriminate between participant’s higher level analytical skills.
  • Case studies specifically tend to be more focused upon a realistic organisational problem that may require participants to draw upon specialist knowledge to resolve: although the term is used flexibly.
  • Typical scenarios might include: assigning High, Medium or Low importance and urgency to each of the issues within the in-tray, deciding which product / service / division to close down or expand and drawing conclusions from complex financial data and turning this into a narrative report.
  • Interviews are the most prevalent assessment tool and, if properly designed and conducted, can reveal unique information about candidates’ behaviours and motivations.
  • We have extensive experience in designing biographical, competency and motivation interviews, as well as creating extensive interview question banks for large organisations.

We recently designed a case study with presentation for a global IT consultancy, centered on managing the relationship with a biotechnology client. Participants reviewed an information pack to see what services they could offer the client, identify timescales and deliverables, plan how to manage risk and also how to manage key stakeholders. We designed a parallel form too, to protect confidentiality.

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