What Raters Look for in Subordinate Counseling/Employee Problem Exercises

Have you ever wondered what you’re being rated on when you do a subordinate counseling exercise in an assessment center or a promotional process? Raters are given guidelines for scoring candidates based on how the candidate performs.
Candidates that score the highest usually exhibit the behaviors/traits below that raters are looking for:

• Maintains control of the meeting
• Is able to identify and address the main issue(s)
• Stays courteous and respectful to the role-player
• Appears organized in the approach
• Has a method for discipline (if discipline is needed)
• Recognizes discipline is not always needed (sometimes coaching is needed)
• Directs the role player to EAP when appropriate
• Addresses the concerns of the role-player
• Shows effective communication skills by leading a two-way discussion
• Listens effectively to the role player’s side without cutting him/her off
• Makes consistent and friendly eye contact
• Uses a calm tone of voice and friendly body language
• Discusses how the role player’s actions/decisions affect the whole crew
• Gets a commitment from the role player to change behavior
• Shows compassion towards role player
• Focuses on steering the role player back to the values of the dept.
• Establishes an action plan to correct issues
• Demonstrates a willingness to follow up on action plan
• Uses positive influence to get the role player to buy-in to the solution (doesn’t“strong arm” the role player or try to intimidate him/her)
• Exercises self-control and doesn’t lose patience
• Involves the role player in the process of developing solutions
• Demonstrates good command presence with confidence and courtesy
• Explains to the role player his/her leadership philosophy/style
• Uses time effectively (doesn’t go over time limit)
• Asks questions of the role players to ensure he/she gathers all the necessary facts and information
• Demonstrates approachability
• Demonstrates strong leadership skills

Candidates score in the lower categories and even fail when they exhibit these behaviors/traits:

• Lets the role player dictate the flow of the meeting
• Demonstrates poor listening skills (interrupts, interjects, is defensive, etc.)
• Shows a lack of comprehension of the issues.
• Does not take responsibility for what he/she should
• Demonstrates a low level of confidence and command presence
• Is too cocky/arrogant
• Jumps to conclusions without gathering information
• Appears disorganized and unprepared
• Allows the meeting to run too long or too short
• Takes the side of the role player against management or the chief
• Lets the role player get off track with the real issues (and stays off track)
• Does not take corrective actions
• Does not administer discipline (if needed)
• Does not recognize the importance of leadership
• Fails to recognize need to be a mentor, coach, and role model
• Is hard to understand (talks too fast, mumbles, talks to low, etc).
• Demonstrates too much nervousness
• Keeps repeating himself/herself
• Has aggressive body language
• Comes across as pushy and hard to follow as a leader
• Comes across as too passive or a “push-over”
• Will not take a stand for the mission, vision, and goals of the dept.
• Shows defensiveness and an inability to take responsibility
• Demonstrates rude behavior
• Raises voice at role player
• Lets the role player continue to make excuses for behavior
• Lets the role player roll over the top of him/her
• Is not viewed as someone people could follow as a leader

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