ABSTRACT
The assessment center (AC) process of making behavioral observations, classifying behaviors, and making ratings on relevant focal constructs yields a vast amount of information about each individual assessed. The practical value for the individual participant, management, and the entire organization depends on how the information is used. The value of the information depends on whether or not
• feedback matches the purpose of AC • feedback fi ts with the organization’s talent management (TM) strategy • feedback is given in a timely fashion to the appropriate people • reports are delivered sensitively by creditable people • clear examples of both positive and negative observations are included in the
reports • in diagnostic and developmental ACs, steps are taken during and after feed-
back to ensure follow-up actions are taken.
