Simulations For Assessment, Training And Development

Table of Contents:
Introduction.............................................................................................................................. 1 Using the Simulations within Assessment and Development Centres ...................................... 3 Using the Simulations for Training Purposes ............................................................................ 5 Part One: Assessment and Development Centre Documentation..................... 7 The Coding System............................................................................................................. 9 Observer Record: Group Discussion .................................................................................. 15 Observer Record: Individual............................................................................................... 17 Assessment Sheet................................................................................................................ 19 Assessment Factors: Professionals ..................................................................................... 21 Assessment Factors: Management...................................................................................... 23 Program Management Notes: The Dubchinzaneth Building Project ................................. 25 Recommendation and Combined ................................................................................ 27 Planning and Combined .............................................................................................. 31 Contingency and Combined ........................................................................................ 35 Program Management Notes: The Nasmullin Product Development Project .................... 39 Recommendation and Combined ................................................................................ 41 Planning and Combined .............................................................................................. 45 Contingency and Combined ........................................................................................ 49 Program Management Notes: The Town of Valleys Merger ............................................. 53 Recommendation and Combined ................................................................................ 55 Planning and Combined .............................................................................................. 59 Contingency and Combined ........................................................................................ 63 Program Management Notes: The Brabent Hospital Merger ............................................. 67 Recommendation and Combined ................................................................................ 69 Planning and Combined .............................................................................................. 73 Contingency and Combined ........................................................................................ 77 Assessor Guidelines............................................................................................................ 81 Management Factors: Recommendation ..................................................................... 83 Management Factors: Planning ................................................................................... 85 Management Factors: Contingency (Group) ............................................................... 87 Management Factors: Contingency (Individual)......................................................... 89 Professional Factors: Recommendation ...................................................................... 91 Professional Factors: Planning .................................................................................... 93 Professional Factors: Contingency (Group) ................................................................ 95 Professional Factors: Contingency (Individual).......................................................... 97 Participant Reports.............................................................................................................. 99 Recommendation ......................................................................................................... 101 Planning ....................................................................................................................... 103 Contingency ................................................................................................................. 105 Part Two: Training Documentation............................................................................. 107 Facilitation Notes................................................................................................................ 109 The Dubchinzaneth Building Project .......................................................................... 111 The Nasmullin Product Development Project............................................................. 121 The Town of Valleys Merger ...................................................................................... 131 The Brabent Hospital Merger...................................................................................... 141 Simulation Briefings........................................................................................................... 151 Team Simulation Briefing ........................................................................................... 153 Management Simulation Briefing ............................................................................... 154 Simulation Reviews ............................................................................................................ 155 Team Simulation Reviews ........................................................................................... 157 Management Simulation Reviews............................................................................... 165 Part Three: Participant and Assessor/Facilitator Briefs...................................... 173 The Dubchinzaneth Building Project: Participant Briefs Part 1: Recommendation and Combined..................................................................... 175 Part 2: Planning and Combined................................................................................... 207 Part 3: Contingency and Combined............................................................................. 213 Dubchinzaneth: Managing the Project: Events................................................................... 237 The Dubchinzaneth Building Project: Assessor/Facilitator Briefs..................................... 265 The Nasmullin Product Development Project: Participant Briefs Part 1: Recommendation and Combined..................................................................... 281 Part 2: Planning and Combined................................................................................... 309 Part 3: Contingency and Combined............................................................................. 315 Nasmullin: Managing the Project: Events .......................................................................... 337 The Nasmullin Product Development Project: Assessor/Facilitator Briefs ....................... 359 The Town of Valleys Merger: Participant Briefs Part 1: Recommendation and Combined..................................................................... 369 Part 2: Planning and Combined................................................................................... 425 Part 3: Contingency and Combined............................................................................. 429 Valleys: Managing the Project: Events............................................................................... 449 The Town of Valleys Merger: Assessor/Facilitator Briefs................................................. 477 The Brabent Hospital Merger: Participant Briefs Part 1: Recommendation and Combined..................................................................... 487 Part 2: Planning and Combined................................................................................... 537 Part 3: Contingency and Combined............................................................................. 541 Brabent: Managing the Project: Events .............................................................................. 561 The Brabent Hospital Merger: Assessor/Facilitator Briefs ................................................ 589

About the Author :
JULIE HAY MPhil DMS CFCIPD CMgrMCMI MBACP MUKCP AEC Chartered Fellow Chartered Institute of Personnel Development (formerly FIPD, FIPM and FITD); Chartered Manager Chartered Management Institute (CMgrMCMI); former Fellow Royal Society of Arts; former Member Chartered Institute of Transport. M. Phil. (management and organisational assessment); Diploma in Management Studies (DMS) - with distinction; internationally accredited as Teaching and Supervising Transactional Analyst (Counselling, Organisational, Psychotherapy & Educational); Master Practitioner and Licensed Trainer NLP (Neuro-linguistic programming); former NVQ Assessor; trained in Open Space Technology with Harrison Owen; formerly Visiting Professor Middlesex University (Developmental Transactional Analysis). Past President of both European and International Transactional Analysis Associations. Inaugural and current Editor International Journal of Transactional Analysis Research & Practice www.ijtarp.org. Founding Director, President 2006-2008 of the European Mentoring and Coaching Council. Author of numerous articles, books and packs on management competences and assessment, action learning, group dynamics, counselling and mentoring, and corporate culture change see http://www.juliehay.org/publications.html Coach, counsellor, psychotherapist, trainer and supervisor of those in the helping professions. Director, Psychological Intelligence Foundation CIC - a non profit educational community interest company www.pifcic.org; Project Manager Transactional Analysis Proficiency Awards www.instdta.org; Director International Centre for Transactional Analysis Qualifications www.ictaq.org (Developmental TA, TA Psychotherapy, Developmental Super-Vision). General Consulting & Training Over 40 years managerial and consultancy experience in the public and private sectors and has trained managers, consultants and trainers in many areas of the world. Has consulted and trained in sectors as varied as banking and insurance, engineering and construction, research, advertising, computer manufacturing and IT, major retail chains, pharmaceutical multinationals, local government, police, probation, prison, court, customs and taxation services, and the armed forces. Before that, employed within the UK civil service, a US based oil company, a major engineering organisation, and British Airways during their first period of major redundancies and subsequent culture change. Acting Training Manager, Glacier Metal Co., with responsibility for all management and technical training, including the engineering apprentice training school and power press safety training. In British Airways she was a management trainer and then ran the airline’s travel industry training business. Transactional Analysis Originator of the term developmental TA to distinguish this ‘positive psychology’ approach from psychotherapeutic TA. Over 45 years experience of teaching transactional analysis and supervising students in more than 40 countries around the world, including leading ongoing TA programmes in several countries. Author of numerous articles, audiotape sets and books on transactional analysis. Designer and programme manager of various TA programmes that lead to international and postgraduate qualifications for a range of TA professional fields. Author of several TA books, workbooks and audio recordings. Supervision Main supervision focus is on enabling supervisees to develop their own ‘super vision’, or meta perspective, of their professional practice; author of Reflective Practice and Supervision for Coaches, Open University Press 2007; over 30 years supervision experience that applies transactional analysis, neuro-linguistic programming and other approaches; leading postgraduate qualifications in supervision; much supervision provided online. Coaching & Mentoring Active in this area for over 30 years, including researching it when writing Transformational Mentoring - Creating Developmental Alliances for Organisational Cultures. This was published in 1995 by McGraw-Hill (and republished by Sherwood in 1999). Much of what was written then is now also commonly referred to as coaching. In 1992, established a network of HR professionals who were keen to know what others were doing; this group met regularly on a quarterly basis until end 2003 when the EMCC succeeded it. Founding Director (with Sir John Whitmore, Prof David Megginson, David Clutterbuck, Eric Parsloe) of the European Mentoring and Coaching Council, President of the first EMCC Pan-European Board, previously member of the Examining Board of the Oxford School of Coaching and Mentoring and hence the CIPD, and regular presenter at European Coaching & Mentoring Conferences. Since 1992 has provided consultancy advice, led senior level discussions to relate coach/mentoring to corporate culture, and/or designed and run training events and provided support materials for a number of organisations in places as varied as India, Australia, Eastern Europe and the UK. Counselling & Psychotherapy Over 40 years’ experience in UK and elsewhere including online plus short–term (brief) interventions when teaching/travelling; internationally accredited in transactional analysis psychotherapy; experience as forensic psychotherapist in high-security male prisons; specialist training in trauma and dissociation; served as staff member on Group Relations Training Association Annual T-group Event. (8 staff, c. 100 participants); taught counselling skills to managers and to volunteers within Employee Assistance Programmes. Assessment & Development Centres As far back as 1979, undertook major research project to identify competencies of managers within British Airways Engineering Department (15000 employees so equivalent to a very large organisation in its own right), leading to award of M Phil at Henley management College/Brunel University. Subsequent design of assessment and development centres for managers at various levels, training of assessors, running of centres for selection, succession planning and development. Consultancy to a range of organisations including Probation Service and Naval Command; developed peer assessment centre methodology. Author of Getting the Best out of Development Centres for the Cabinet Office – booklet circulated to government departments and agencies; wrote The Gower Assessment and Development Centre, manuals containing sample programmes for centres, assessment documentation, assessor and participant briefing notes, assessment guidelines and an extensive collection of simulations that include individual and group activities, in-trays and report writing. This has subsequently been translated into Dutch and Polish; design, with co-author, of Mission to Enernova, board game for use in assessment centres and training programmes – Gower 2001; design of another major series of simulations, published as CD-ROM by Gower. For several years, chaired Network of HR professionals who met regularly to share ideas about running assessment and development centres: members included Benefits Agency, Barnado's, Securicor, DVLA, MBNA, HM Customs & Excise, Insolvency Service, National Police Training