Concern about the construct validity of assessment centre judgements has led to calls for research into observers' cognitive processes. In an experiment comparing the Traditional observation procedure against use of a Behavioural Checklist and of Behavioural Coding, six outcome variables were examined. The methods were found to yield similar outcomes in terms of accuracy of judgement, accuracy of written evidence, correlation between dimension ratings, and attitude toward the method employed. However, significant between-method differences were observed in variability between observers and in their willingness to recommend a procedure. It is argued that Behavioural Coding has special merit in assessment centres; the method reduces the cognitive demands placed on assessors, and valuably structures their information-processing. Traditional objections to simultaneous observation and classification are shown to be inappropriate.

PurposeThis paper sets out to explore the value of HR in times of change, providing an overview of current organizational change issues and against this backdrop exploring perceptions and requirements of the HR function. It also seeks to look at the important role that HR can play in taking the lead in talent management activities that can help to secure future organizational sustainability.Design/methodology/approachData were collected through Roffey Park's annual The Management Agenda survey, which encompasses a sample of 500 UK managers across a wide range of sectors, organizational sizes and national/international structures. Further organizational data was collected for two case studies; the latter case study on talent management was taken from The Talent Management Journey.FindingsThe paper offers a number of practical recommendations for HR professionals. These include that HR needs to be flexible to both changing business and people requirements; focus attention on customer needs and delivering value; and work in partnership with various stakeholders to ensure successful talent management processes.Originality/valueThe paper is based on original Roffey Park research, both The Management Agenda survey, now in its 11th year, and Roffey Park's The Talent Management Journey research guide. It translates the research findings into practical implications for HR professionals and organizations in times of change.

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