use the assessment results of each candidate, compare one against another, and predict
the best performer for the real job for the present and in the future.
Developing assessment tools
The power of the tools used to predict performance and the potentials of managers and
leaders in the future is a major reason for using assessment centres. Each behavioural
indicator for a specific competence or talent for a job has a specific tool of assessment.
For example, written exercise is useful in assessing conceptual and written communica-
tion skills while team exercises assess personal assertiveness, teamwork, interpersonal
effectiveness and drive for results. Therefore, different tools will be developed to cover
several assessment techniques including simulations. These have high validity as they
are designed to replicate the kinds of tasks we complete in our daily work. These tools
will have to be standardised to provide objective prediction of performance in a current
job, which serves as a good indicator of future potential. For example, in Tanzania, key
result area 5 of phase 11 of the public service reform programme (2008-2012) expresses
the government intention, strategies and challenges in the management of public ser-
vants in the process of improving public service delivery. In terms of improving human
resources, one of the government’s planned outcomes is to ensure that recruitment proc-
esses result in the selection of the best available candidates, and appointments and pro-
motions are based on merit.
Referring to leadership, key result area six of the public service reform phase 11 em-
phasises the importance and need for strategies, required interventions and expected
outcomes of leadership in public service. It shows that ministries, departments and
agencies (MDAs) have different leadership cadre for different roles with different re-
sponsibilities depending on the level and functional responsibilities. Therefore, in terms
of recruitment, the assessment centres for leadership position such as those of commis-
sioners, directors, and permanent secretaries will emphasise the different aspects of
leadership qualities depending on the leaders’ position and the required competencies.
Essential leadership capabilities in the Tanzania public service, which were empha-
sised by His Excellence President Jakaya Kikwete as quoted by the key result area 6 of
the public service reform phase 11 are 8, which are summarised as follows:
- Able to lead by example.
- Able to use powers prudently.
- Able to abide by laws, rules and regulations.
- Demonstrate strong public relations skills.
- Able to act promptly when required.
- Be innovative.
- Able to instil a spirit of self-reliance.
- Ability to build team spirit between the government and the citizenry.
Each of the above attributes will require systematic unpacking in order to be able to
provide specific observable indicators that will predict the presence or non-presence of
such qualities. For example, it will be difficult to make a judgement on whether the job
applicant is a ‘law abider’ or not if we cannot design specific tools to establish whether
it’s true or not in the same way in which we may test integrity, honesty and fair judge-
ment. With this background, assessors will benchmark aggregated competencies and
talents from the results of assessment techniques for each job applicant against the