In small and medium sized law enforcement agencies, opportunities for promotion are periodic at best. Often years will pass before another promotional opportunity is available. It is in our professional best interest as leaders to prepare as many qualified individuals as possible for the next promotional opportunity.
In policing, a promotion is not only a personal and professional accomplishment, but a very public marker of a heathy organization. Promotions are indicative of change and with change can come growth. But there is risk in every promotional process. We select those for promotion through any one of several promotion processes with the singular goal of identifying those best prepared to assume the role and responsibility of the next higher rank.
But a question that must be considered is – and then what? Routinely that individual selected for promotion begins an orientation and onboarding process for his/her new role in the organization. But what about those who are labelled as the ‘not selected’? What is to come for those men and women who are not promoted? Continue reading
The topic of my blog for this month deals with employers providing developmental feedback to candidates based upon the results of employment test or assessment. Although the feedback of results from employment tests is common in many other countries, it is less frequently the case that such feedback is provided in the United States.
My topic this month deals with using assessment or test results in order to provide developmental feedback and suggestions to employees. Although I will be dealing with feedback from tests in general, I will pay special attention to assessments that allow for a more in-depth, comprehensive view of the individuals, such as offered by the use of assessment centers.
[For more information on assessment centers, see Public Safety Assessment Center System (PSACS) and Assessment Center Educational Materials (ACEM)]
Some Findings from a Quick Literature Search
I had a graduate student perform a quick search of the current literature. Our findings regarding policies toward providing developmental feedback by employers in the United States were that it is rare for organizations to provide scores or give feedback to job applicants for pre-employment tests. It is more common for promotional candidates, but even there the exact type of feedback may skew toward simply providing results or scores. Providing expansive or detailed feedback is most likely to occur where the tests are used specifically for training or developmental purposes.
As for assessments centers, The International Congress on Assessment Center Methods has a document entitled The 2014 Guidelines and Ethical Considerations for Assessment Center Operations (6th Edition). According to their guidelines, feedback should be provided and if the assesses are members of the organization than the employee has the right to “read any formal, summary, written reports concerning their own performance and recommendations that are prepared and made available to management.” Continue reading