In-tray

Participant is left with his/her 'predecessors' in-tray and must sort through various items, prioritising them and taking or delegating action.
Forms the core of many development centres. Materials in the in-tray are often used to build on the background information to give the participants more data about the company and its issues.

1. Tests participant's ability to manage time, organise, plan prioritise and delegate.
2. Is usually carried out between other exercises as a 'desk task' - is therefore flexible.

1. Is usually completed and handed in at the end of the day and requires marking by observers in the evening.

Written task

Participant is asked to develop a business initiative, solve a problem or put together a strategic plan, etc. in a written report.
Can often form part of the In-tray exercise, or may be separate and run before a formal development centre. May also form the subject matter of an assessed presentation.

1. Tests the participant's strategic and/or problem solving ability as well as written communication skills.
2. Need not be run in parallel with the development centre: for example, could be completed by participants (and assessed) in advance of a day of other exercises.

1. Can be time-consuming and may not simulate an actual job requirement.
2. Unless lap-tops are provided, handwriting can be a problem for participant and observer.

Staff briefing

Participant delivers a briefing to 2 -4 four role-players, each representing a member of the participant's new team or other company employees.

1. Tests leadership and communication skills as well as ability to motivate others.
2. Can also be adapted to test delegation and implementation skills.
3. Role-players can be briefed to ask specific, scripted questions.

1. Needs role-players at a junior level (actors, students or company members).

Competency based interview

An observer interviews the participant using behavioural questions based on organisational competencies.

1. Gives the participant an opportunity to relate 'real world' experiences and achievements.

1. Not strictly an 'exercise' as the interview is based on 'on the job' performance. This is the participant's take on his /her own performance, and may contradict evidence gained in centre exercises.
2. Time consuming (1-2 hours is the norm).

Presentation

Participant delivers a strategic briefing or briefing on a business topic to observers who role-play board members, senior colleagues, etc.

1. Good test of participants strategic or 'big picture' ability and acumen.
2. Observers can ask questions of participant after briefing to gain further insight into participant's ability.

1. Participant can be hampered by poor presentation skills.
2. Takes time to prepare, depending on type of visual aids/presentation style used.

Two-on-one role-play

A simulated meeting between participant and two peers or two direct reports to resolve a dispute or differing views, such as an allocation of fees or commission, use of resources.

1. Good test of ability to mediate and settle disputes but at the same time, focus on solving the problem in contention.

1. Depends on the skill of the role-player and ability to stick to script.
2. Also the ability of the role-players to keep their arguments moderated and not be tempted to over-act!

Group Discussion or Teamwork Exercise

All participants (sometimes split into smaller sub-groups) discuss a fixed topic while observers watch. Alternatively, they engage in a group activity that calls for management, leadership and communication skills as well as decision-making.

1. Good test of interactive skills, action orientation and ability to work with a team.
2. Can also test decision-making, depending on nature of activity.

1. Some members can dominate and others retire.
2. Can be a challenge to observe.

Tests

Assessment of personality, motivators, numeric or verbal ability.
360 degree profiling. OPQ, NMG, VMG, etc.
(Some can be completed on-line)

1. Are provided by external parties to ensure consistency.
2. Many can be done on-line before the centre, so saving time.
3. Provide useful supplementary information that can help position feedback.
4. Psychometric tests are normed against peer groups.

1. Will add to the cost as they are provided by third parties.
2. Can give supplementary information only, some are self-reported questionnaires.
3. Observers need to be trained and licensed to give feedback. (Talent International Development Ltd's observers are trained to give SHL OPQ feedback).

One-on-one role-play

Simulated meeting/interview with subordinate for recruitment, coaching, performance management, problem solving, resolving a critical incident. An observer or actor can role-play and there may be an additional observer watching the action.
Instead of subordinate, the role-player could be a customer, JV partner or supplier.
Can be an urgent telephone call instead of face to face role-play.

1. Flexible: subject matter of the meeting can be adapted to test most competencies.

1. Depends on the skill of the role-player and ability to stick to script.
2. Observers, employees, trainees or professional actors needed as role-players.