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Moving from Subjective to Objective

  1. 1. MOVING FROM SUBJECTIVE TO OBJECTIVE: THE ROLE OF PSYCHOMETRIC ASSESSMENTS IN DEVELOPING TALENT FOR GROWTH Mark Burden, CPBA, CPVA, CIA Partner, Assessments/Talent Management Peak Performance Systems
  2. 2. Moving from jective to jective
  3. 3. Question How many of you are currently using psychometric assessments in your organizations? (DISC, MBTI, McQuaig, P.I., etc.)
  4. 4. - HR Magazine
  5. 5. )
  6. 6. ectivity is more important than before
  7. 7. Question Do you currently “profile” the job/role in terms of personality traits before hiring or promoting?
  8. 8. Today’s Overview • The role of in 1 job-candidate fit • How affect job 2 performance 3 as performance indicators
  9. 9. The Role of Behaviours ecisiveness - Problems nteractivity - People tability - Pace autiousness - Procedures D I S C
  10. 10. Today’s Overview
  11. 11. How Motivators Affect Performance David McClelland – Achievement, Affiliation, Power • Achievement– Challenging goals, calculated risks, regular feedback
  12. 12. How Motivators Affect Performance David McClelland – Achievement, Affiliation, Power • Affiliation– Belong to group, be liked, collaborate
  13. 13. How Motivators Affect Performance David McClelland – Achievement, Affiliation, Power • Power– Control, influence, win arguments, status and recognition
  14. 14. How Motivators Affect Performance Allport/Spranger Values Hierarchy • Aesthetic– form, harmony, beauty, balance
  15. 15. How Motivators Affect Performance Allport/Spranger Values Hierarchy • Economic– practical returns on investments of time, people, resources
  16. 16. How Motivators Affect Performance Allport/Spranger Values Hierarchy • Individualistic– independent, above the crowd, personal expression
  17. 17. How Motivators Affect Performance Allport/Spranger Values Hierarchy • Political– lead, influence, control, compete
  18. 18. How Motivators Affect Performance Allport/Spranger Values Hierarchy • Altruistic– humanitarianism, aid, service
  19. 19. How Motivators Affect Performance Allport/Spranger Values Hierarchy • Regulatory– order, routine, structure, policies, tradition
  20. 20. How Motivators Affect Performance Allport/Spranger Values Hierarchy • Theoretical– truth, knowledge, rational thinking, reasoning
  21. 21. Today’s Overview
  22. 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. 23. Cognitive performance indicators Robert S. Hartman – Hartman Value Profile Three Dimensions of Thought • Personal - HEART • Practical - HANDS • Analytical - HEAD How a person thinks
  24. 24. Three Dimensions of Thought Heart Hands Head Heart Hands Head
  25. 25. Seeing in the Dimensions 2 3 1
  26. 26. 78 COGNITIVE COMPETENCIES
  27. 27. COMPETENCIES AS SKILL CATEGORIES
  28. 28. Behaviours THE COMPLETE PICTURE Motivators Competencies
  29. 29. Behaviours “HOW” THE COMPLETE PICTURE WILL Competencies Motivators “WHAT” “WHY”
  30. 30. WHAT IT ALL MEANS… RESUMES TALENT MANAGEMENT
  31. 31. MOVING FROM SUBJECTIVE TO OBJECTIVE: THE ROLE OF PSYCHOMETRIC ASSESSMENTS IN DEVELOPING TALENT FOR 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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