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No organization, regardless of its character, can rise higher than the quality and competency of its supervisory officials.

—AUGUST VOLLMER (Peak, K., Gaines, L. & Glensor, R, 2010, p.4)

The important part people in these positions play in human resource management is undisputed; they communicate, negotiate, train, evaluate, discipline, and deploy and must be sensitive to subordinates’ needs and administrative goals and objectives. (Peak, K., Gaines, L. & Glensor, R, 2010, p.4). Every organization needs to use human resource management requires adopting the practice of assessment center. This includes a series of tests and activities as well as simulation exercises aimed at selecting the right personnel for the right role in the organization.  The assessment center process requires components as well as a number of assessors who monitors the performance of personnel throughout the process.

Using the assessment centers in the process of hiring and promoting personnel are both useful to the organization as well as the employees themselves. They allow organization or department to know how one reacts in working environment that is similar to any other former working experience. They are good in selecting the potential candidate for a certain position or for promotion. Assessment centers are also beneficial in instilling a sense of knowledge and skills needed for the role taken by the officers (Weiner, 2013). In essence, it serves as a job preview to test the likeliness of a person in enjoying the real organization culture. One is able to decide the fitness of the role in the workplace. The policing department will require the assessment center as in any other organization.

Promoting a person will require the competencies and skills that the organization may be looking after. Among the factors influences whether to promote or not includes the nature of work, the structure of organization and the workforce diversity. Having assessed the personnel and relying on the organization culture. By assessing the competence to hold certain officers, the management will be able to know who to take certain roles and who deserves a promotion (Folsom & Boulware, 2004). After assuming a high position, it is likely that one may face challenges such as coping with the pressure in the position, accepting the culture and pressure from them that depend on the new position for them to work better.

References

Folsom, W. D., & Boulware, R. (2004). Encyclopedia of American business. New York: Facts On File.

Peak, K., Gaines, L. & Glensor, R. (2010). Police supervision and management in an era of community policing (3rd ed.) Upper saddle, NJ: Pearson Education, Inc. ISBN: 9780135154663

Weiner, I. B. (2013). Handbook of psychology. Hoboken, N.J: Wiley.