Knowing the characteristics of people working in your organization is an essential step in the present scenario, made of constant and quick changes in the market. Designing and implementing an evaluation system based on competencies is the starting point for all the HR Development programs (coaching, training, etc.) and a prerequisite for giving real value to the potential of each individual, coherently  to the culture and strategic objectives of the Company.

The success of a Company is always strongly related to the “human factor”, so each Company should have an effective evaluation system, able to assess individual skills and competencies owned by an employee in a specific moment, regardless of the organizational role. All our projects are designed using our competency model, based on the Big Five Model of Personality, that takes in consideration the organizational culture and values, and is focused on the individual and the specific behaviors that allow him to perform successfully his job role. Our competency model is a state-of-the-art tool that combines a strong scientific approach (it’s the only one psychometrically validated in Italy and adapted for Chinese culture) and an high face validity, so to reduce all possible mistakes and biases in the evaluation processes and to bring a new, simple and practical language in all HR processes (from recruitment to coaching/training). Designing a competency-based evaluation system allows to:

  • Identify what are the dimensions/competencies strategic for the future of the Company;
  • identify who owns the characteristics needed to drive and support the success of the Company and contribute to its development;
  • use the results as a starting point for designing development paths consistent with the real needs emerged during the evaluation process.

 Our approach

Our consultancy model is divided into several phases, customized and designed according to the specific needs and peculiarities of the Company. It’s a process that starts from the design of the Company competency framework, built from scratch or adapted from an existing model, and ends up with the verification of the results of the evaluation process.

Our consultants define the job profiles, by analyzing and identifying the competencies and behavioral indicators that are considered more representative of a specific job position.

Subsequently we proceed with the definition of the evaluation process, which can be managed completely through our online platforms and ensures high accessibility and optimization of the administration and reporting system and can be used for:

  • Top-down evaluation (a manager/supervisor evaluate his direct subordinates);
  • bottom-up assessment (a group of subordinates evaluate their direct manager/supervisor);
  • multi-source evaluation (a person is evaluated from multiple sources, e.g. by his colleagues and his direct manager/supervisor);
  • 360-degree feedback (overall evaluation process that integrates self-assessment with an evaluation from different sources, e.g. by colleagues, direct manager/supervisor, other manager/supervisors, clients, etc.).

Our consultants design and implement all the other steps of the process, such as: training for evaluators and evaluate; managing the on-line administration process of the evaluation sheets and – through the use of statistical techniques for validating the competency model and identifying which competencies can predict the Company results – providing individual and group-level reports that can be used as a starting for planning customized Development paths, based on the results reported during the evaluation program.


What are the key roles and what makes them such? What are the areas of responsibility and the specific activities of those who contribute to the uniqueness of your Company? A proper analysis and definition of the job roles is a key moment to improve the overall quality  of all HR processes.

The definition of the job roles is one of the most strategic and sensitive processes for the HR management and development. This process allows a Company to develop a coherent strategy for the different HR processes and can have several applications, including: ensuring organizational clarity; identifying the right people to perform a certain role; motivate and give value to the resources; support and orient the development programs.

The job roles definition process is indeed a preliminary phase for interventions that affect the entire Human Resources management (recruitment, potential assessment, performance appraisal, training & development).

Our approach

O.S. China consultants provide the Companies its tested experience in the design and implementation of analysis and definition of job roles processes and uses only scientific approaches and methodologies. The entire process is built keeping in mind the work processes, the structure and the organizational culture in which the roles are operating.

Our projects of analysis and definition of job roles start with the analysis of organizational roles, in which O.S. China consultants collect all the elements that characterize the work, regardless of the individual characteristics or performance of the holders, ending up with a complete description that includes both hard dimensions (activities; responsibilities; position in the organizational chart; relationships; economic and operational dimensions; purpose; results, etc.) and soft (competency; behaviors and skills; technical expertise). This phase involves the use of different methodologies (preliminary study of the all the organizational documents available for the specific role; interviews with HR Management; interviews with those in charge of the positions in question and/or their managers; critical incidents technique) on the basis of the organizational needs and the type of role. These methodologies helps to know precisely all of these elements, cause all the information is collected by those who cover that specific position in the company and know better than anyone else the real nature of the job role. The information collected is processed and summarized in the job profile.



The methodology of Assessment Centers (AC) was born it the late ‘30s for military recruiting purposes, and it has started to be used in HR in the ‘50s in a few big U.S. firms (AT&T; IBM, Sears; General Electric) that used this technique to evaluate and develop the potential of their junior managers.

This methodology become very popular only in the ‘60s, and at the moment it’s the most popular, reliable and valid method to recruit and evaluate the potential of specific classes of workers, usually middle or top managers, the so-called key roles.

O.S. China has become a leader in China in this field, thanks to various years of experience and having designed and delivered Assessment Centers for important International and Chinese Companies.

Combining the scientific approach given by our psychometric tools,our Senior Psychologists Assessors team and a deep knowledge of the Chinese and International context, we provide customized solutions that will give the HR Departments fundamental information to face with optimism their great challenges for the future.

Assessment Centers have a specific purpose: evaluate all the aptitudes and behavioral characteristics of a worker, in relation to the coverage of specific job roles, minimizing all the possible sources of distortion and error.

The layout of our AC can be completely different from project to project, but usually a typical Assessment Center session involves 6-8 candidates/participants and 2 Assessors for a full day, during which various exercises are used to verify if the person match or not the job profile (in recruitment processes) or to evaluate the participants’ degree of possession of some soft competencies that have been identified by our Assessors/Consultants together with the HR Department and, in some cases, also with the direct intervention of the Executive Board (in potential assessment processes).

All the exercises used during the AC are chosen according to the competency model built for the specific process (each competence must be assessed by at least 2 exercises) and they are customized for the specific needs of the client and for the peculiarities of the project, and usually some of them are specifically designed from the beginning to be more adherent to the characteristics of a specific job role. Among these exercises the most popular are:

  • Psychometric tests, to assess personal characteristics such as motivation, personality, Leadership style, emotional intelligence, etc. Usually during an Assessment Center or, in some cases, a few days before the AC, the participants are asked to take 1-2 tests;
  • Individual exercises such as: in-baskets (also called in-trays); in-basket interviews; analysis exercises; self-presentations; etc. Usually 1-2 individual exercises are included in each Assessment Center as they are fundamental tools to assess competencies related to the “quality of work” (e.g. planning; time management; organization; problem solving; etc.) and to the ability to manage stressful situations effectively. These exercises are usually taken in the first part of the AC cause they can be quite heavy and stressful;
  • Role-playings, one-to-one simulations that can be used to assess a wide range of competencies and can contain problems of various nature (technical; staff management; administrative, etc.);
  • Group Discussions, such as: leaderless group discussions (LGD); business games; group-level role-playings; etc. This class of exercises can be uses to assess a wide range of competencies, and it gives important information about the “social” competencies (e.g. teamwork; co-cooperativeness; communication skills; etc.) and the Leadership style.
  • Psychological-motivational Interview; usually it lasts 1 hour and it gives the possibility to deepen the analysis and the results reported in the tests and in the exercises, to explore the personality and motivational characteristics, and besides, to have information about: future expectations, values, leadership style, self-efficacy, resilience, self-control, etc.

During the day the Assessors use observation forms, specifically designed for each of the exercises that compose the AC, which contain the behaviors related to the competencies to assess and some specific information and help them to give a more precise and detailed evaluation of the participant in all the areas of interest.

After the Assessment Center  our Assessors will complete, for each of the participants, a personal report containing a descriptive and quantitative evaluation, as well as information about the strong and the weak points and some suggestion about how to develop the competencies through training, individual coaching, team coaching, etc.

According to the specific need of the clients, we can also provide an overall report that contains some statistical analysis and the overall results, giving to the HR Department an overview of the project and the possibility to operate in some specific areas in order to better drive the future of the Company, giving it a tremendous competitive advantage over their competitors.