The psychological impact of assessment in a development center

This paper extends previous work on the psychological impact on candidates of selection and assessment processes, presenting results from a study of 32 participants in an assessment center (AC) program of a major U.K financial services organization. Both quantitative and qualitative methodologies are used to investigate: (a) the impact of the assessment outcome on cognitive and affective reactions to the assessment process and candidates' post-assessment psychological states, job-related attitudes, and intentions, and (b) the role of factors such as quality of feedback from the assessor, managerial support, and career line position on the impact process. Results show that the assessment outcome decision does have an effect on post-assessment psychological states and work-related attitudes but this effect works through a person's perception of the impact the assessment process will have on their career. This perception of impact is well predicted by the candidate's perceived quality of feedback and current career position. Good feedback helps careers more than poor feedback and the nearer the person's current role is to the position for which they are being assessed the more likely they are to benefit from the process.