Comparison of virtual reality development centers and 270-degree evaluations in the context of mid-level managers’ competencies

Virtual Reality Development Centres (VRDCs) represent a recent extension of Assessment Center (AC) methodology, yet empirical evidence on their validity and their relationship to established evaluation systems remains limited. This study addresses this gap by examining how VRDC assessments—grounded in immersive, real-time behavioral observation—converge with traditional 270-degree evaluations and self-assessments across five managerial competencies. Using a sample of 64 mid-level managers who completed 16 VRDC sessions and parallel 270-degree evaluations, we tested three hypotheses concerning convergent validity and unique diagnostic value. VRDC demonstrated strong inter-rater reliability (rwg = .82–.95; ICC(2) =.76–.92) and showed significant alignment with 270-degree ratings for managing people and tasks, goal orientation, and change management, but not for decision-making or cooperation. Self-assessments correlated with VRDC only for cooperation, and negatively for managing people and tasks, revealing consistent self-perception biases. Across all competencies, VRDC provided diagnostic insights not captured by self-report, supporting its added theoretical value. The findings contribute to theory by clarifying the distinct construct domains captured by immersive behavioral simulations versus retrospective, perception-based evaluations. We argue that VRDC should be conceptualized not merely as a technological enhancement, but as a methodological bridge that integrates AC logic with multi-source frameworks. Practically, VRDC offers organizations a reliable and context-sensitive tool for assessing crisis-relevant competencies, complementing—but not replacing—traditional evaluation methods. The study advances the theoretical understanding of VR-based assessment and informs the development of multimethod competency assessment systems.