This is a handy volume of four simulations which are designed for use in assessment centres or as a means of training and developing people. The simulations cover an overseas development project; a manufacturing project; a local authority merger and a merger of two hospitals. Each of the projects is devised to be run sequentially or stand‐alone.
The simulations have a wide applicability and are designed to relate to professional and managerial jobs. Also, Julie Hay, the author, recommends that a simulation is chosen which is unfamiliar to the participants so that they demonstrate potential rather than existing knowledge. For instance, the demonstrable skills expected of managers require the handling of information; decision making; individual or group decisions; communication and influencing others’ and planning and running projects.
Each simulation is designed to be run with a group of people or individually. They begin with the participants analysing a situation and then preparing to champion a specific project. The second stage requires the participants to share information and select a project and project team members.
The third stage involves the participants being given further information which enables them to prepare a project plan including a cash flow forecast. Lastly, the project is managed remotely and problems handled as they arise. The amount of time suggested is 30 minutes for each individual activity and up to 45 minutes for group meetings. The difficulty can be raised by reducing the time for each of the activities.
In addition to the simulation materials there are also programme management notes, assessor guidelines and participant report forms for use in assessment centres. When the materials are used for training there are detailed facilitator notes and participant review forms which may be used as learning logs. The materials and guidelines for use are very detailed and practical advice even extends to the recommendation that the materials for different sessions are distinguished by different coloured paper. The papers are coded to enable administrators, assessors and staff to identify their own set of documents. The materials are licensed to copy and there is a CD‐Rom provided for this purpose.
There are also two optional managerial and professional competence frameworks which can be used for assessment. For the managerial jobs the skills are: response to change; sense of responsibility; impact; conceptualising; multiple perspectives; predictions; respect and responsiveness; communicating and self‐awareness.
It is not clear as to the validity and reliability of these skill headings as a means of identifying the most important areas of a manager's job during an assessment centre. Some reference to the reasoning for the choice of skills would have added credibility to some very practical materials. Of course the simulations could be used to relate to the specifically stated skills and capabilities required by the organisation. Given that there will be other aspects included within the overall assessment process these materials should provide a very helpful insight into capability.
It would be expected that the person using these materials had prior experience of assessment centres. In addition, it would appear wise to have a practice run with the materials before actually holding the assessment centre. Overall, these simulations provide very detailed and plausible situations which should challenge and develop managerial and professional skills.
