Assessment centres can play a crucial role in the recruitment and onboarding process by facilitating informed hiring decisions, supporting onboarding and informing future development, and aligning organisational goals and individual’s capabilities. This article summarises key points from the session where guest speakers, listed below, joined Gareth John to discuss how to run a successful assessment centre. Speakers discussed:
- The purpose and benefits of assessment centres and how they can aid recruitment and development
- What employers can do to utilise effective assessment exercises that help to enhance their recruitment and selection process
- Best practices for running and implementing assessment centres
Speakers and panelists
You can watch the recording of the session below.
Recruiting in accountancy has evolved, with candidates often having multiple options and frequently changing fields after a few years. To tackle these challenges, many firms rely on assessment centres to better engage and evaluate candidates for a trainee role. Below, we outline strategies from a recent First Intuition webinar on how firms of various sizes can run effective assessment centres to attract, assess, and retain the right talent.
Understanding today’s recruitment landscape
Recruitment in accountancy has become more candidate-driven, with students often viewing accountancy as a stepping stone rather than a lifelong career. Firms need to account for this shorter ‘shelf life’ by engaging with candidates early and often to encourage commitment and a larger pipeline to replace employees who leave. This includes regularly engaging with schools to get in front of potential future candidates.
Additionally, there has been an increase in candidates reneging on offers or not showing up. As a result, many employers over-recruit to mitigate these losses and start onboarding well before the candidate’s official start date to keep new starters engaged and committed to the company they are going to start at.
Promoting opportunities
To attract the right candidates, firms are investing in outreach across multiple channels:
- School and College Outreach: Firms are building relationships with local schools, attending career fairs, and hosting open evenings. By showcasing their company at the grassroots level, they reach potential candidates early in their decision-making process.
- Digital Job Boards and Website Presence: Firms can utilise job boards, qualification sites, and even incentive-based referrals to reach potential hires. Building a dedicated “careers” section on the company website also provides candidates with detailed information about opportunities and company culture.
For firms of all sizes, visibility is key. The process is ongoing, with promotion efforts happening consistently throughout the year. Businesses should aim to be posting job opportunities ‘everywhere and anywhere’:
Structuring the assessment centre process
Assessment centres vary by firm size and location, but the typical structure includes multiple touchpoints to evaluate skills, cultural fit, and enthusiasm for the company and role. Below outlines how the speakers from different-sized firms structured their assessment centres:
Large firms:
Larger firms may opt for virtual assessment centres to increase accessibility using PowerPoint live so candidates cannot share documents used with others. These sessions typically last 3-4 hours and are structured ensure all candidates can participate from wherever they are based. Activities might include:
- Workplace Simulations: Exercises that mimic real-life tasks in accountancy help assess engagement and enthusiasm over technical ability.
- Virtual Group Work: Breakout rooms allow for small group discussions, providing insights into candidates’ teamwork and communication styles.
- Formal interview: Candidates have a one-on-one interview conducted using a script for fairness between candidates. At the beginning it is explained that candidates will be assessed on how engaged they are rather than technical experience to forewarn what the employer is looking for.
Medium firms:
In-person assessment centres in central locations like London are still popular. Some employers will also cover candidates travel expenses to get to there. Firms can use this opportunity to see how candidates interact with each other and immerse candidates in their company culture:
- Introductions: The day starts with an icebreaker so candidates feel comfortable, followed by an introductory presentation about the company, the training programme, and what candidates can expect from the day.
- Presentations and Group Exercises: Candidates participate in group exercises that emphasise collaboration and problem-solving. These activities reveal how well candidates engage and express ideas with others as well as reflect the company’s core values. How candidates interact with others at tea breaks is also observed to get a feel for candidate attitudes when they know they are not being directly assessed.
- One-on-One Interviews: 15-minute individual interviews help assess the candidate’s motivations, experience, education and ability to manage the demands of studying whilst working. There is less emphasis on candidates having technical knowledge, and more on transferable skills and passion/ drive for the profession.
Small firms:
Assessment centres are a valuable yet resource-intensive process for small firms, especially if recruitment budgets are limited. Smaller firms may have to wait longer to receive enough candidates to make the assessment day worthwhile than larger firms. This means they may have to work harder to keep potential candidates engaged. The focus of the day is often on:
- Relaxed Introductions: A welcoming start to the day with introductions to the firm, its values, careers in accountancy and the expectations of the day. Candidates are encouraged to relax and express themselves authentically.
- Simple, Interactive Exercises: Group exercises and informal discussions allow assessors to gauge interpersonal skills and enthusiasm in a relaxed setting.
- Free time to chat to others: Candidates have time to chat amongst themselves so employers can assess how they interact with others, they also have previous trainees in the room to talk about it with them. It is helpful for employers to know what questions candidates are asking.
- Interviews: Interviews are conducted with the employee who will be training the successful candidate, or those that have done the process before. Templates of questions are used so answers can be compared easily for each candidate. Verbal reasoning and numerical tests are also included in the day.
Key attributes to look for
Across the board, firms prioritise finding candidates who are enthusiastic, adaptable, and culturally aligned with the organisation. This means focusing less on technical knowledge and more on soft skills and genuine interest in the field. Exercises and interview prompts can also assess attributes such as resilience, the ability to work under pressure, and adaptability in learning.
Non-assessed opening questions provide a benchmark for candidates’ engagement, helping assessors determine what enthusiasm looks like for each candidate for a fairer way of assessing without the bias of different personalities.
Ongoing engagement and follow-up
To prevent drop-off, many firms now maintain regular contact with candidates between the offer and start date. Initiatives include:
- Scheduled Check-ins: Two to three monthly touchpoints, such as company updates, social events or meet-up days help candidates feel connected and invested in the firm.
- Pre-start Materials and Events: Some firms organise pre-start meetings, summer company days, and even create WhatsApp groups for new hires to build relationships and ease the transition into the company.
Building an inclusive experience
Virtual assessment centres present opportunities for greater accessibility but also pose challenges, such as ensuring fair access to necessary technology. To mitigate this, some firms offer to cover travel expenses for candidates attending in-person sessions and try to ensure the process reflects the actual working environment. This could include bringing the company culture to the assessment centre and dressing as is company policy, so candidates know what to expect if they were to join the company.
Final thoughts
Running a successful assessment centre requires planning, flexibility, and a commitment to building long-term relationships with candidates. Whether a firm is large or small, the assessment centre should provide a comprehensive view of your company’s culture, values, and opportunities. Firms can improve retention and attract skilled and committed candidates by focusing on engagement and a seamless candidate experience.