The Assessment Centre Methodology is an established and widely used process that applies a range of different exercises to measure the qualities that are critical to role success.

When used for selection, the emphasis is on identifying people who can demonstrate the critical behaviors required for successful performance in a role. In such cases, the process is referred to as an Assessment Centre.

When used for development, the focus of the assessment is on identifying people’s strengths and deficiencies, which can then be used to drive talent development, targeted training programmes and continual succession planning efforts. In such cases, the process is referred to as a Development Centre.

The Pluri Consultants Approach

Pluri Consultants has pioneered a unique and innovative approach to assessment that recognizes that by adopting a holistic methodology, the resulting information is more accurate and comprehensive.

This means that we draw on data from three inter-related key areas:

Much of what organizations want to measure is expressed in behavioral terms through a competency framework. Business Simulations provide opportunities for people to demonstrate those behaviors. Pluri Consultants uses the following types of simulations either drawn from our extensive library or designed specifically to meet client requirements.

Business Interaction Simulations:

These are structured role-plays preceded by preparation time. Realistic scenarios with relevant stimuli from contextual information as well as the interaction of trained and experienced role-players provide the participant with opportunities to demonstrate the required critical behaviors.

Examples of business interaction simulations are:

·         Meeting with an under-performing direct report

·         Resolving a contentious issue with a peer

·         Meeting with a potential business partner to explore a mutual business opportunity

·         Addressing an issue with an unhappy customer

Written Business Simulations:

These types of simulations vary in length from 30 minutes up to three or more hours depending on the number and types of behaviors being measured.

Examples of written business simulations are:

·         Developing and presenting a business plan or strategy

·         Conducting a market analysis

·         Responding to emails, faxes and letters

·         Developing a sales plan for a territory

Other measures of applied behavior include:

Competency Based Interviews

These are often used in selection assessment to gather examples of actual job relevant behavior. Although these interviews are based on a person’s self report, when used properly by those who have been appropriately trained, they can significantly enhance the validity of an organization’s selection system.

360° Surveys:

These are useful for measuring an individual’s applied behavior as observed by other people and are almost always used for developmental reasons.

Cognitive ability is a key predictor of success in many roles and, for this reason, our selection systems normally include tests of cognitive ability such as verbal or numerical reasoning. These tests enable organizations to determine the extent to which applicants for roles have the cognitive capacity or “intellectual horsepower” to deal effectively with the learning, analytical and problem solving demands of a role. Cognitive ability is measured using standardized and job relevant psychometric tests.

Elements of a person’s preferred work style have the capacity to facilitate or hinder success depending of the requirements of a particular role. Personal style is measured through standardized psychometric questionnaires and normally covers:


The demonstration of some competencies is often underpinned by a particular aspect of personal style. For example, the ability to coach effectively may mean that a leader is required to spend time trying to understand the other person’s perspective and to seek their ideas for improvement. This can be more difficult if the leader has a naturally directive style. Using measures of personality, we are able to report

on the impact that a person’s preferred work style has on a range of competencies.

Emotional Intelligence (EQ):

This has been found to account for as much as 28% of job performance and for many leadership and sales roles EQ is at least as important as cognitive ability as a predictor of job success. Put simply, EQ is the capacity to deal effectively with every day demands and pressures, particularly those involving people. It includes qualities that help people flourish and perform well in the workplace such as self-awareness, impulse control, persistence, empathy and social deftness. EQ can impact job performance, job satisfaction and loyalty to an organization.

Career Derailers:

The term career derailers, or leadership derailers, is becoming more common as a way of describing the negative behaviors that individuals are predisposed to demonstrate because of underlying personality traits. Unless they are overcome or avoided, they can lead to failure even when a person has all the necessary competencies. Examples include argumentative, arrogant, impulsive and micro-managing.