ABSTRACT
This chapter presents some closing thoughts on the key concepts discussed in the preceding chapters of this book. The book presents the assessment center (AC) method can contribute to individual and organizational effectiveness. The AC method provided a means to reduce corruption and nepotism, and to introduce transparency in human resource management in, first, government-owned companies such a PT Telkom, and subsequently private-sector corporations. In South Korea, Singapore and Gothenburg in Sweden, the AC method has been a part of reforms in promotion practices in national and local civil service organizations. There is still a relative dearth of evidence about how participants follow up after ACs where the purpose is diagnosis of strengths and weaknesses followed by developmental planning. Practitioners seem to be unfamiliar with or immune to another segment of construct validity studies which question the ability of the AC method to differentiate among the dimensions supposedly being assessed.
