ABSTRACT
The deployment of multiple trained assessors to evaluate candidate performance differentiates assessment centers (ACs) from the majority of other measures used in talent management (TM). This hallmark of the AC method is also a central advantage, one that affords the fl exibility and customization needed to capture the complex behavioral constructs of interest in ACs. Yet, assessor labor costs and the questions pertaining to assessor accuracy are commonly cited drawbacks to the AC method. In light of these costs and benefi ts, a thorough discussion of the effective deployment of assessors is warranted.
