I always recommend using the Winslow Behavioral Assessment (24 trait) for any Supervisor or above position being filled. This recommendation applies to both external candidate(s) or internal employee(s) who are moving up.
The level of feedback in this performance based behavioral assessment provides key insights and the ability to better identify whether the candidate will be able to perform under the scope of responsibility required for success in these upper level positions.
I was pleased to see this important assessment concept discussed by Charles Handler and Mark C. Healy on the ERExchange today.
"There are some key differences between successful assessment for managerial and executive-level positions (versus the assessing that is done for hourly workers):
* Managerial jobs require a slate of skills that are not often required for success at simpler jobs. These include things like leadership, business acumen, managing performance, strategic decision-making, conflict resolution, etc.
* A mistake at this level of hiring can be much more costly than for an hourly hire, mostly because managers are responsible for potentially hundreds of people and millions in both costs and revenue acquisition.
* Managerial hiring has a tighter integration with ongoing developmental strategy and activities as organizations look to maximize their investment in an individual by understanding and developing potential from within.
* There is a broad range of job complexity once you hit supervisory levels. The selection process for a front-line leader can differ vastly from that used for executive roles. Executives often complete day-long assessment centers while first-level supervisors are more likely to be presented with a simple in-basket or situational judgment exercise, which is scored automatically.
* Feedback becomes a more integral part of the assessment process. Pre-employment assessment for hourly jobs almost never provides candidates with any feedback at all.
* When making promotional or hiring decisions about managers, assessment requires a "whole is greater than the sum of its parts" approach. Trained assessors (often both external and internal members of the organization) make ratings based on a variety of data."
