ABSTRACT
In the last couple of chapters, we have begun to evaluate the assessment center (AC) method. We have discussed at some length how both dimensions and exercises inform the interpretation of AC ratings, and we have discussed the different ways in which AC ratings are combined, integrated, and reported to various stakeholders. We have also evaluated the research evidence which both refutes and supports alternative explanations of the internal structure of AC ratings, the nomological network of common AC dimensions, exercises, and related constructs, and the power of AC ratings to predict future behaviors. All this evidence provides a solid base for understanding the constructs measured by ACs, and is important for supporting any application of the AC method. We have also begun to paint a picture of how assessment centers might be used to support different strategies of talent management, namely personnel/human resource management, strategic human resource management, and targeted talent management.
