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Multimodal/multimethodical procedures of personnel selection

Multimodal/multimethod diagnostics is one of the most demanding methods in psychological diagnostics. A widespread and popular representative of multimethod diagnostics, as a procedure, is the assessment center.

Everybody knows about Assessment Center(AC), but not everybody applies this procedure correctly

About 30 years ago, about ten percent of German companies used ACs primarily to select executives. This trend has doubled in the last 20 years to 20 percent. Since the 1990s, the areas of application of assessment procedures have expanded to include a wide range of professional groups. Today, an AC is not only used for leadership development. Despite their widespread popularity, assessment procedures are also much more complex than they appear at first glance. And only if they are used correctly, these complex methods of diagnostics unfold their full effect. But let’s address the question first. What does multimethodal mean and how is it different from multimodal?

A procedure is multimethodal if it implies several methods (different procedures in themselves) which serve to capture a fact from different perspectives. Multimodal means that the collection of a fact is perceived on the basis of different modes (data sources). For example, a person’s experience and behavior [nbsp]or physiology can be a source of data. This means that not every multimethod procedure also fulfills the characteristics of a multimodal one.

As a multimodal procedure, the assessment center is a compilation of several diagnostic instruments that are mostly applied for the purpose of current competence assessment and/or future development prognosis in the profession. So how can you tell if your assessment center [nbsp]is successful and implies the criteria that make it successful? Certainly above all in how many of the recruited applicants become top performers. However, it is not always possible to clearly understand this connection, and thus doubts about the significance of ACs are expressed again and again despite the widespread use of this procedure. Many are not unjustified, but at the same time the question of alternatives must be asked, because still today some companies are content to select key employees only on the basis of biographical data and personal interview. In our opinion, this is all the more insufficient. For this reason, we have prepared the series Success Factors for a Good Assessment Center. These are designed to help you prepare qualitative and valid assessment procedures.

In the following posts from calendar weeks 16-17-18, you’ll get basic success factors for a good AC.

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