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Moving from Subjective to Objective
Moving from Subjective to Objective
Moving from Subjective to Objective
Moving from Subjective to Objective
Moving from Subjective to Objective
Moving from Subjective to Objective
Moving from Subjective to Objective
Moving from Subjective to Objective
Moving from Subjective to Objective
Moving from Subjective to Objective
Moving from Subjective to Objective
Moving from Subjective to Objective
Moving from Subjective to Objective
Moving from Subjective to Objective
Moving from Subjective to Objective
Moving from Subjective to Objective
Moving from Subjective to Objective
Moving from Subjective to Objective
Moving from Subjective to Objective
Moving from Subjective to Objective
Moving from Subjective to Objective
Moving from Subjective to Objective
Moving from Subjective to Objective
Moving from Subjective to Objective
Moving from Subjective to Objective
Moving from Subjective to Objective
Moving from Subjective to Objective
Moving from Subjective to Objective
Moving from Subjective to Objective
Moving from Subjective to Objective
Moving from Subjective to Objective
Moving from Subjective to Objective
Moving from Subjective to Objective
Moving from Subjective to Objective
Moving from Subjective to Objective
Moving from Subjective to Objective
Moving from Subjective to Objective
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Moving from Subjective to Objective

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  • 1. MOVING FROM SUBJECTIVE TO OBJECTIVE:THE ROLE OF PSYCHOMETRIC ASSESSMENTS IN DEVELOPING TALENTFOR GROWTH Mark Burden, CPBA, CPVA, CIA Partner, Assessments/Talent Management Peak Performance Systems
  • 2. Moving from jective to jective
  • 3. QuestionHow many of you are currentlyusing psychometric assessmentsin your organizations?(DISC, MBTI, McQuaig, P.I., etc.)
  • 4. - HR Magazine
  • 5. )
  • 6. ectivity ismore importantthan before
  • 7. QuestionDo you currently “profile”the job/role in terms ofpersonality traits beforehiring or promoting?
  • 8. Today’s Overview • The role of in 1 job-candidate fit • How affect job 2 performance 3 as performance indicators
  • 9. The Role of Behaviours ecisiveness - Problems nteractivity - People tability - Pace autiousness - Procedures D I S C
  • 10. Today’s Overview
  • 11. How Motivators Affect PerformanceDavid McClelland – Achievement, Affiliation, Power• Achievement– Challenging goals, calculated risks, regular feedback
  • 12. How Motivators Affect PerformanceDavid McClelland – Achievement, Affiliation, Power• Affiliation– Belong to group, be liked, collaborate
  • 13. How Motivators Affect PerformanceDavid McClelland – Achievement, Affiliation, Power• Power– Control, influence, win arguments, status and recognition
  • 14. How Motivators Affect Performance Allport/Spranger Values Hierarchy• Aesthetic– form, harmony, beauty, balance
  • 15. How Motivators Affect Performance Allport/Spranger Values Hierarchy• Economic– practical returns on investments of time, people, resources
  • 16. How Motivators Affect Performance Allport/Spranger Values Hierarchy• Individualistic– independent, above the crowd, personal expression
  • 17. How Motivators Affect Performance Allport/Spranger Values Hierarchy• Political– lead, influence, control, compete
  • 18. How Motivators Affect Performance Allport/Spranger Values Hierarchy• Altruistic– humanitarianism, aid, service
  • 19. How Motivators Affect Performance Allport/Spranger Values Hierarchy• Regulatory– order, routine, structure, policies, tradition
  • 20. How Motivators Affect Performance Allport/Spranger Values Hierarchy• Theoretical– truth, knowledge, rational thinking, reasoning
  • 21. Today’s Overview
  • 22. Dr. Robert S. Hartman• b. Berlin, 1910• Ph.D., 1946 Northwestern University• Father of Formal Axiology• Discovered direct correlation between thought/value structures and the sets in transfinite set calculus
  • 23. Cognitive performance indicators Robert S. Hartman – Hartman Value ProfileThree Dimensions of Thought• Personal - HEART• Practical - HANDS• Analytical - HEAD How a person thinks
  • 24. Three Dimensions of Thought Heart Hands Head Heart Hands Head
  • 25. Seeing in the Dimensions2 31
  • 26. 78 COGNITIVECOMPETENCIES
  • 27. COMPETENCIESAS SKILLCATEGORIES
  • 28. BehavioursTHE COMPLETEPICTURE Motivators Competencies
  • 29. Behaviours “HOW”THE COMPLETEPICTURE WILL Competencies Motivators “WHAT” “WHY”
  • 30. WHAT IT ALL MEANS…RESUMESTALENT MANAGEMENT
  • 31. MOVING FROM SUBJECTIVE TO OBJECTIVE:THE ROLE OF PSYCHOMETRIC ASSESSMENTS IN DEVELOPING TALENTFOR GROWTH Mark Burden, CPBA, CPVA, CIA Partner, Assessments/Talent Management Peak Performance Systems www.ppsgta.com For a free assessment contact: assessments@ppsgta.com

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