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PEOPLE PERFORMANCE
Experian UK
An introduction to Personality QuestionnairesChristine Cowburn
May 2004
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Developments in Personality Assessment - Psychometrics
1914 - 1918 Woodworth’s Personal Data Sheet
1940 - 1950 Cattell’s 16 PF
1942 Humm’s Minnesota Personality Inventory
1943 Myers-Briggs Type Indicator(using Jung’s Typology)
1947 Eysenck’s Personality Inventory
1984 SHL® Occupational PersonalityQuestionnaires
1991 Barrick and Mount Meta-analysis
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PEOPLE PERFORMANCEType vs. Trait Theories
• Type Theories:– Group people according to
a combination of characteristics– Place emphasis on similarities
between people– Tend to “pigeon-hole” individuals,
e.g. MBTI, Belbin Team Types
I’m an ENTP you know!
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PEOPLE PERFORMANCEType vs Trait Theories
• Trait Theories:– Look directly at individual
characteristics, each assessed separately
– Place emphasis on differences between people
– Sometimes seen as “atheoretical”, e.g. OPQ, 16PF
I’m much more of an extrovert than
most people
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PEOPLE PERFORMANCEOPQ Definition of Personality
Personality is concerned with a person’s typical or preferred way of behaving, thinking and feeling
Personality is concerned with a person’s typical or preferred way of behaving, thinking and feeling
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PEOPLE PERFORMANCEMost Definitions Agree that Personality…...
• Characteristics are largely stable and enduring
• Has a structure
• Varies between individuals
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PEOPLE PERFORMANCEYour Driving Will be Governed to Some Extent by Situation…
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Influences on Human Adult Personality
Physiological
Life experiences
Situational
Socio-cultural
GeneticConstitutional
Educational
Family
Age
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PEOPLE PERFORMANCE
Assessment Centres
Ability TestsPersonality QuestionnairesGroup ActivitiesStructured InterviewsIn-traysBio-data
AppraisalsInterviews (Traditional)
ReferencesAstrology / GraphologyPhrenology
VALIDITY
• 65
• 45
• 40
• 35
• 30
• 15
• 10
Source: Mike Smith
HIGH
LOW
A Practitioner’s Guide to Assessment Techniques
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Personality
Selection
Development
Training
Team Building
CounselingRestructuring
Outplacement
Research
Applications of the OPQ
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“Attributes important for effective performance which can be observed through behaviour”
Ability Personality
Motivation Knowledge& Skills
What are Competencies?
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PEOPLE PERFORMANCEAssessment Criteria in One Airline
• Influence/Leadership
• Communication Skills
• Organising/Planning
• Motivation/Energy
• Creativity
• Analytical
• Empathy
• Emotional Maturity
• Decision Making
• Commercial Awareness
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PEOPLE PERFORMANCESummary of OPQ Versions
• OPQ32*• Customer Contact (CCSQ)*• Works Styles (WSQ)• Motivation Questionnaire (MQ)
Professional/Managerial/Graduates Sales & Customer Service (non-managerial) Manufacturing & Production (non-managerial)
* Ipsative and normative versions available
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PEOPLE PERFORMANCENormative Questionnaires
• Normative versions (format):
Example Question: I tend to liven up group activities
1 = strongly disagree2 = agree3 = unsure4 = agree5 = strongly agree
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PEOPLE PERFORMANCEPitfalls of using normative format for recruitment
• Very transparent
• A rating scale for each item (1-5) means it is easy to fake
• Central tendency results
• Acquiescence results
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PEOPLE PERFORMANCEIpsative Questionnaires
Ipsative format:
Example question:Choose ONE statement which is Most and one which is Least like
you:
• I really like to help others• I work best in teams• I like to get things exactly right• I sustain high levels of energy
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PEOPLE PERFORMANCEBenefits of using Ipsative format for recruitment
• No rating scale• All positive or all negative statements – grouped• Consistency check built in - aka “lie scale”• Extremely hard to fake!• Any distortion can be monitored• More reliable results
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PEOPLE PERFORMANCEOPQ range of Outputs
• Profile charts• Expert narrative reports:
e.g. Interpretations Questions to guide interview
Links to competencies• Team types, leadership styles, and reporting styles
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Regardless of version, interpretation is based on stensRegardless of version, interpretation is based on stens
1 2 3 4 5 6 7 8 9 10
Typical
SlightPreference
DefinitePreference
Very StrongPreference
Extreme Preference
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PEOPLE PERFORMANCEThe OPQ 32 – key features
• 32 dimensions• Professionals & managers• Work-related (occupational)• Designed for use by HR professional and psychologists• Strong and powerful validation• Available in many languages• Available online
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PEOPLE PERFORMANCEThe OPQ Structure of Personality
Feeling Domain
Relating Domain
Thinking Domain
ENERGIES
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PEOPLE PERFORMANCEWhose profile?
Mystery profile? – who do you think it is?
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PEOPLE PERFORMANCEReports that can be used
For Recruitment:• Profile chart• User report• Managers report• Management Competency profile• Candidate reports
For Development:• Emotional Intelligence• Development action planner• Team types & Leadership styles• Team Impact reports• Maximising Your Learning• Leadership potential Indicator
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PEOPLE PERFORMANCEAGENDA
SHL’s New Leadership Report
• Background Research
• The Leadership Model
• The Expert Report
• Applications
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PEOPLE PERFORMANCEBackground Research
Extensive Research Programme between SHL & Peter Warr, Sheffield University
• Reviewed Best current Leadership Literature
• 25 years of SHL’s experience in assessing and developing Leadership talent across the globe
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“Leadership is about influencing people such that they come to share common goals, values, and attitudes, and work more effectively towards the achievement of the organisation’s vision.
An effective leader is one who makes a demonstrable impact on one or more of these criteria in a positive way by influencing the behaviour and performance of others”
Bartram 2002
SHL’s View
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Developing the Vision
Sharing the Goals
Gaining SupportDelivering Success
The Functional Model
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PEOPLE PERFORMANCEManagement & LeadershipThe Transactional & Transformational Effect
TransactionalFactors that underpin
successful management
Transformational
Factors that underpin successful
leadership
Combination
ORGANISATIONALSUCCESS
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PEOPLE PERFORMANCEGreat 8 CompetenciesTransformational & Transactional
TransactionalManagement Focus
LeadershipFunction
TransformationalLeadership Focus
Analysing & Interpreting
Developing the Vision
Creating & Conceptualising
Interacting & Presenting
Sharing the Goals Leading & Deciding
Supporting & Co-operating
Gaining Support Adapting & Coping
Organising & Executing
Delivering Success Enterprising & Performing
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PEOPLE PERFORMANCEThe Report
• Focus on each of the 4 functions
• Competencies required for success in these functions
• Take into account Transformational and Transactional effect
All from the OPQ32
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CORPORATE LEADER
Combining transactional and transformational
styles Corporate Leaders typically excel at the development and
implementation of a vision.
SPECIALIST
Specialists take pride in applying and honing their
expertise. Typically less comfortable in
a generalist role
MANAGER
Transactional managers drive operational
success in the here-and-now. However, future
success can depends on a steady flow of innovative ideas
LEADER
Transformational leaders seek commercial benefit and get others to make sacrifices for the greater
good. However, they also need to effectively deploy the resources
required to execute their visions
Management vs Leadership
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PEOPLE PERFORMANCEDeveloping the Vision
Analysing & Interpreting
Gets to the heart of complex problems and issues. Applies own expertise effectively. Quickly learns new technology.
OPQ Scales:
•Evaluative•Conceptual•Data Rational•Independent Minded•Innovative
Creating & Conceptualising
Open to new ideas and experiences. Handles situations and problems with innovation and creativity. Thinks broadly and strategically. Supports and drives organisational change.
OPQ Scales:
•Conceptual•Conventional (-)•Evaluative•Innovative•Forward Thinking•Data Rational
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VISIONARY
Visionaries excel in the development of a vision for the organisation, at
the same time managing to critically evaluate the facts, and create ideas and concepts that move the organisation forward
CONSERVATOR
Conservators strive in environments where they can continue to use well-
proven methods, discouraging
incompatible ideas from emerging
ANALYST
In-depth analysis of information aids the development of the vision. Analysts are superb in the critical thinking faculty, but
often struggle to create new ideas and concepts
CREATOR
Creators come up with a wide range of new approaches but may
lack the expertise and in-depth understanding to check the feasibility
of their ideas
Strategy - Developing the Vision