In the past year I've had a number of procurement exercises that have ended in a behavioural assessment. Thankfully in all instances we were successful, but it certainly adds a different dimension to the process.
The behavioural assessment model is an interesting concept - get the potential team into a room and see how they work together. In each of our experiences, we've been given both technical and non-technical challenges to overcome, and have had to work in partnership with competitors to demonstrate collaborative working and the ethos of working for the good of the team.
How these assessments will stand up to scrutiny over time is going to be interesting. Could you justify, in court, that the assessment was undertaken completely fairly without bias? Could incumbents be favoured, given that they understand how the client likes to work and what they want to see?
I hope they stick around. It's a much better way of assessing a team than just an interview, but they take time, something that's alwasy missing in the procurement process.
There's a great bit of practical guidance in the blog I've linked to - well worth a read for bidders and clients.
Behaviours are an important part of our industry during design, construction and operations. Many organisations invest in developing their middle management to work more effectively but many do not. This is why behaviours should be given more consideration in procurement and throughout the projects’ lifecycle. A project team is always an evolving one, how a team gels together can make a huge difference. We have previously discussed the benefits of psychometric testing to build more effective construction teams but what about our bid and procurement teams? Innovative clients across the public and private sector have already seen the benefits of behavioural assessment within the tendering process as a driver for building those effective partnerships. Why aren’t we all doing it?