No Slide Title

download report

Transcript No Slide Title

PEOPLE PERFORMANCE
PEOPLE PERFORMANCE
Experian UK
An introduction to Personality Questionnaires
Christine Cowburn
May 2004
1
PEOPLE PERFORMANCE
Developments in Personality Assessment Psychometrics
PEOPLE PERFORMANCE
1914 - 1918 Woodworth’s Personal Data Sheet
1940 - 1950 Cattell’s 16 PF
1942
1943
Humm’s Minnesota Personality Inventory
Myers-Briggs Type Indicator
(using Jung’s Typology)
1947
1984
Eysenck’s Personality Inventory
SHL® Occupational Personality
Questionnaires
1991
Barrick and Mount Meta-analysis
2
Type vs. Trait Theories
PEOPLE PERFORMANCE
• 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
PEOPLE PERFORMANCE
I’m an ENTP
you know!
3
Type vs Trait Theories
PEOPLE PERFORMANCE
• Trait Theories:
– Look directly at individual
characteristics, each
assessed separately
– Place emphasis on differences
between people
– Sometimes seen as “atheoretical”,
e.g. OPQ, 16PF
PEOPLE PERFORMANCE
I’m much more of
an extrovert than
most people
4
PEOPLE PERFORMANCE
OPQ Definition of Personality
PEOPLE PERFORMANCE
Personality is concerned with a
person’s typical or preferred way
of behaving, thinking and feeling
5
Most Definitions Agree that Personality…...
PEOPLE PERFORMANCE
PEOPLE PERFORMANCE
• Characteristics are largely stable and enduring
• Has a structure
• Varies between individuals
6
PEOPLE PERFORMANCE
PEOPLE PERFORMANCE
Your Driving Will be Governed to Some
Extent by Situation…
7
PEOPLE PERFORMANCE
PEOPLE PERFORMANCE
……Most People Have a Preferred Style of
Driving!
8
Influences on Human Adult Personality
PEOPLE PERFORMANCE
PEOPLE PERFORMANCE
Physiological
Genetic
Constitutional
Life experiences
Educational
Situational
Family
Socio-cultural
Age
9
PEOPLE PERFORMANCE
PEOPLE PERFORMANCE
A Practitioner’s Guide to Assessment Techniques
V
A
L
I
D
I
T
Y
• 65
• 45
• 40
• 35
• 30
HIGH
Assessment Centres
Ability Tests
Personality Questionnaires
Group Activities
Structured Interviews
In-trays
Bio-data
Appraisals
Interviews (Traditional)
• 15
• 10
LOW
References
Astrology / Graphology
Phrenology
Source: Mike Smith
10
PEOPLE PERFORMANCE
Applications of the OPQ
PEOPLE PERFORMANCE
Development
Selection
Research
Training
Personality
Team
Building
Outplacement
Restructuring
Counseling
11
PEOPLE PERFORMANCE
What are Competencies?
PEOPLE PERFORMANCE
“Attributes important for effective performance which
can be observed through behaviour”
Ability
Personality
Motivation
Knowledge
& Skills
12
PEOPLE PERFORMANCE
Assessment Criteria in One Airline
•
Influence/Leadership
•
Analytical
•
Communication Skills
•
Empathy
•
Organising/Planning
•
Emotional Maturity
•
Motivation/Energy
•
Decision Making
•
Creativity
•
Commercial Awareness
PEOPLE PERFORMANCE
13
PEOPLE PERFORMANCE
Summary of OPQ Versions
•
•
•
•
OPQ32*
Customer Contact (CCSQ)*
Works Styles (WSQ)
Motivation Questionnaire
(MQ)



PEOPLE PERFORMANCE
Professional/Managerial/Graduates
Sales & Customer Service (non-managerial)
Manufacturing & Production (non-managerial)
* Ipsative and normative versions available
14
Normative Questionnaires
PEOPLE PERFORMANCE
• Normative versions (format):
PEOPLE PERFORMANCE
Example Question: I tend to liven up group activities
1
2
3
4
5
=
=
=
=
=
strongly disagree
agree
unsure
agree
strongly agree
15
Pitfalls of using normative format for
recruitment
PEOPLE PERFORMANCE
PEOPLE PERFORMANCE
• Very transparent
• A rating scale for each item (1-5) means it is easy to fake
• Central tendency results
• Acquiescence results
16
Ipsative Questionnaires
PEOPLE PERFORMANCE
PEOPLE PERFORMANCE
Ipsative format:
Example question:
Choose ONE statement which is Most and one which is Least like
you:
•
•
•
•
I
I
I
I
really like to help others
work best in teams
like to get things exactly right
sustain high levels of energy
17
PEOPLE PERFORMANCE
Benefits of using Ipsative format for
recruitment
•
•
•
•
•
•
PEOPLE PERFORMANCE
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
18
PEOPLE PERFORMANCE
OPQ range of Outputs
PEOPLE PERFORMANCE
• Profile charts
• Expert narrative reports:
e.g. Interpretations
Questions to guide interview
Links to competencies
• Team types, leadership styles, and reporting styles
19
PEOPLE PERFORMANCE
Regardless of version, interpretation is based on stens
PEOPLE PERFORMANCE
1
2
3
4
5
6
7
8
9
10
Typical
Slight
Preference
Definite
Preference
Very Strong
Preference
Extreme Preference
20
PEOPLE PERFORMANCE
The OPQ 32 – key features
•
•
•
•
•
•
•
PEOPLE PERFORMANCE
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
21
PEOPLE PERFORMANCE
The OPQ Structure of Personality
Feeling
Domain
PEOPLE PERFORMANCE
Relating
Domain
ENERGIES
Thinking
Domain
22
Whose profile?
PEOPLE PERFORMANCE
PEOPLE PERFORMANCE
Mystery profile? – who do you think it is?
23
PEOPLE PERFORMANCE
Reports that can be used
PEOPLE PERFORMANCE
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
24
PEOPLE PERFORMANCE
PEOPLE PERFORMANCE
New Leadership
Report
25
AGENDA
PEOPLE PERFORMANCE
SHL’s New Leadership Report
PEOPLE PERFORMANCE
• Background Research
• The Leadership Model
• The Expert Report
• Applications
26
Background Research
PEOPLE PERFORMANCE
PEOPLE PERFORMANCE
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
27
PEOPLE PERFORMANCE
SHL’s View
PEOPLE PERFORMANCE
“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
28
The Functional Model
PEOPLE PERFORMANCE
Sharing the Goals
Delivering
Success
Gaining Support
PEOPLE PERFORMANCE
Developing the
Vision
29
Management & Leadership
The Transactional & Transformational Effect
PEOPLE PERFORMANCE
PEOPLE PERFORMANCE
ORGANISATIONALS
UCCESS
Combination
Transactional
Transformational
Factors that underpin
successful management
Factors that underpin
successful leadership
30
PEOPLE PERFORMANCE
Great 8 Competencies
Transformational & Transactional
PEOPLE PERFORMANCE
Transactional
Management Focus
Leadership
Function
Transformational
Leadership 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
31
The Report
PEOPLE PERFORMANCE
PEOPLE PERFORMANCE
• 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
32
PEOPLE PERFORMANCE
PEOPLE PERFORMANCE
Report Structure
33
Management vs Leadership
PEOPLE PERFORMANCE
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
PEOPLE PERFORMANCE
CORPORATE
LEADER
Combining transactional
and transformational
styles Corporate
Leaders typically excel
at the development and
implementation of a
vision.
SPECIALIST
MANAGER
Specialists take
pride in applying
and honing their
expertise. Typically
less comfortable in
a generalist role
Transactional managers
drive operational
success in the here-andnow. However, future
success can depends on
a steady flow of
innovative ideas
34
Developing the Vision
PEOPLE PERFORMANCE
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.
PEOPLE PERFORMANCE
Analysing & Interpreting
Gets to the heart of
complex problems and
issues. Applies own
expertise effectively.
Quickly learns new
technology.
OPQ Scales:
OPQ Scales:
•Conceptual
•Conventional (-)
•Evaluative
•Innovative
•Forward Thinking
•Data Rational
•Evaluative
•Conceptual
•Data Rational
•Independent Minded
•Innovative
35
PEOPLE PERFORMANCE
Strategy - Developing the Vision
PEOPLE PERFORMANCE
CREATOR
VISIONARY
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
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
ANALYST
Conservators strive in
environments where they
can continue to use wellproven methods,
discouraging
incompatible ideas from
emerging
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
36
PEOPLE PERFORMANCE
PEOPLE PERFORMANCE
Questions and Answers?
37