Measure whether the participant

• makes a good analysis
• can provide qualitative solutions
• can organise work efficiently

The participant gets an inbox with mails he/she has to deal with and information about the fictitious organisation within which he/she takes up a role.

An in basket can be taken in writing, however, you can also ask the participant to explain his/her approach. An interview allows you to identify other skills (e.g. persuasion) and to ask additional questions in order to gain more insight into the participant's approach.

You wish to check whether the participant

• makes a good analysis
• works out various alternatives
• formulates clear advice
• draws up a concrete action plan

The participant is presented with a case in which he/she is given a large amount of information on one particular topic.

A case can be done in writing, but if you also want to assess interactive and communication skills, you can have the participant present it and ask additional questions afterwards.

You wish to ascertain whether the participant

• has good people management skills
• can offer guidance and support to employees
• can take well-founded decisions
• possesses good communication skills

The participant takes up a fictitious managerial position within a fictitious organisation. In addition, he/she receives information about the employee, his/her performance and how he/she works with others.

You then take on the role of employee yourself.

You wish to ascertain whether the participant

• has good communication skill
• has a collaborative attitude
• can compromise
• dares to give feedback

The participant takes up a fictitious position within a fictitious organisation. In addition, the participant receives information about a project he/she is working on together with a colleague from another department.

During the interview, the assessor assumes the role of colleague.

You wish to check whether the participant

• has good commercial skills and can negotiate
• operates in a customer-oriented manner
• keeps the organisational interests in mind

The participant takes up a fictitious position within a fictitious organisation. The conversation with a customer can be a conversation with a potential customer or a conversation with an existing customer. The participant is also given additional information about the customer, the business it operates in and the reason for the conversation.

During the conversation, the assessor assumes the role of customer.