ABSTRACT
This chapter considers how knowledge assessment (KA) is constructed, particularly since it is a relatively recent development and must gain the approval of HR professionals who will need to know how it is validated prior to release as a useable service. Traditionally, people have attended training and development courses to improve or enhance their effectiveness. Experience has shown that line management, anxious to assess their direct reports, have used knowledge assessment, particularly where a newly-appointed manager needs to review the people that have been 'inherited'. The three major areas of assessing a suitable candidate for employment, promotion or fast-tracking for talent management purposes are based upon the generally accepted relationship: ASK- Attitude, Skill, and Knowledge. The need for knowledge assessment (KA) arose in the early 1990s when external training providers ran training events of a somewhat general nature even if they were customized to a specific industry or discipline. The chapter provides specific illustrations of the applications of knowledge assessment.
