The EQ 360 is a powerful tool for leader development. this case study revels the difference between leaders Self Report and how they were scored by their raters.
The Pearman Personality Integrator (The PearmanTM) sets a new standard for assessing personality. With an innovative assessment experience coupled with a deeper look into the individuality of personality type, The Pearman provides a measure of personality in one’s natural state (i.e., what your clients feel most comfortable doing) and in one’s every day environment (i.e., how your clients are required to act in their profession). It also explores any disconnects your clients have by providing insight into their level of flexibility. Going back to the roots of personality type theory while incorporating new insights into the way individuals operate in the 21st century, The Pearman is perfectly suited for use with your talent development initiatives.
The Pearman Personality Integrator allows for incorporation of a clients EQ-i 2.0 results for conversation around the EI connection to overall Attitude, Perceiving, and Judging.
Why sales professionals love to help customers | Professional CapitalProfessional Capital
Prof. Willem Verbeke has found the gene that explains why sales professionals love to help customers. Are you perceived as enjoyable and convivial by clients? Read why.
The Pearman Personality Integrator (The PearmanTM) sets a new standard for assessing personality. With an innovative assessment experience coupled with a deeper look into the individuality of personality type, The Pearman provides a measure of personality in one’s natural state (i.e., what your clients feel most comfortable doing) and in one’s every day environment (i.e., how your clients are required to act in their profession). It also explores any disconnects your clients have by providing insight into their level of flexibility. Going back to the roots of personality type theory while incorporating new insights into the way individuals operate in the 21st century, The Pearman is perfectly suited for use with your talent development initiatives.
The Pearman Personality Integrator allows for incorporation of a clients EQ-i 2.0 results for conversation around the EI connection to overall Attitude, Perceiving, and Judging.
Why sales professionals love to help customers | Professional CapitalProfessional Capital
Prof. Willem Verbeke has found the gene that explains why sales professionals love to help customers. Are you perceived as enjoyable and convivial by clients? Read why.
Attachment Styles and Sales Persons Behavior by Prof Willem VerbekeProfessional Capital
Attachment Styles and Sales Persons Behavior by Prof Willem Verbeke. The article seeks to understand the biological process - hard-wired neurological and endrocine processes conserved over millions of years in different spieces - that might help us to understand how people operate in organisations, particular those who work with others outside the organisation like clients and customers.
Study or assessment of individuals' perceptions of their own emotional intelligence. This research likely explores whether people accurately gauge their emotional intelligence through self-reported assessments. It may delve into the alignment between self-perceived emotional intelligence and objective measures, shedding light on potential gaps or biases in self-assessment.
Why should your business be interested in an esoteric subject such as Emotional Intelligence? Why should your firm invest training dollars in a program designed to increase emotional competencies for your staff? Does it make a difference when employees are aware of their feelings, values, and goals? Kindly Call us for More information tel: +2 01223575508 - Email: info@360solutionsegypt.com - website : www.360experientialsolutions.com
Attachment Styles and Sales Persons Behavior by Prof Willem VerbekeProfessional Capital
Attachment Styles and Sales Persons Behavior by Prof Willem Verbeke. The article seeks to understand the biological process - hard-wired neurological and endrocine processes conserved over millions of years in different spieces - that might help us to understand how people operate in organisations, particular those who work with others outside the organisation like clients and customers.
Study or assessment of individuals' perceptions of their own emotional intelligence. This research likely explores whether people accurately gauge their emotional intelligence through self-reported assessments. It may delve into the alignment between self-perceived emotional intelligence and objective measures, shedding light on potential gaps or biases in self-assessment.
Why should your business be interested in an esoteric subject such as Emotional Intelligence? Why should your firm invest training dollars in a program designed to increase emotional competencies for your staff? Does it make a difference when employees are aware of their feelings, values, and goals? Kindly Call us for More information tel: +2 01223575508 - Email: info@360solutionsegypt.com - website : www.360experientialsolutions.com
The Importance of Performance Appraisals One-panel comic of .docxMARRY7
The Importance of Performance Appraisals
One-panel comic of a woman reading to her daughter before bed. The girl says to her mother, "I think the Little Engine was probably worried about his performance reviews."
Throughout your life, people will make life-changing evaluations of your performance. From elementary school through college, on the playing field and in your community, from your first part-time job to your adult career, others will give you tests and evaluate and compare your performance, the results of which will determine your advancement (or failure to advance) to the next phase of life.
Within organizations, assessment of employees' performance tends to be perceived as a necessary evil that neither managers nor staff particularly like. Many employees fear that even one low performance rating could affect their pay or damage their career. Even more frightening is the prospect of receiving low ratings from a manager who doesn't ever directly observe or work with the employee but uses secondhand information or personal biases to make his or her evaluations. Sadly, this frequently happens.
Consider This: How Do You Feel About Being Evaluated?
•Think about one or more occasions in which you were being evaluated. It could be at work, school, a playing field, or elsewhere.
•Describe your feelings and thoughts before receiving these evaluations. Were you anxious? Were you looking forward to the evaluations?
•Describe your feelings and thoughts while receiving these evaluations. Were you surprised? Upbeat? Interested in receiving feedback? Actively involved? Passively receiving the information? Feeling under attack?
•Describe your feelings and thoughts immediately after these evaluations. Were you excited? Flattered? Humiliated? Angry? Defensive?
•What effects did these evaluations have on your personal, social, or professional life? Did they make you a better person in any way? Explain.
Managers also suffer anxiety when completing performance appraisals. Most often, they worry that criticisms, no matter how small, might provoke negative reactions, ranging from disappointment and frustration to anger and hostility. These emotions can put strain on the manager-employee relationship or cause the employee to become less motivated or even to quit. As a result, managers tend to shy away from providing negative performance feedback, which of course negates accuracy.
Consider This: How Do You Feel About Evaluating Others?
•Think about one or more occasions in which you had to evaluate or give feedback to someone. Again, it can be at work, school, or a playing field. Personal and social settings can also be used for this exercise.
•Describe your feelings and thoughts before you gave your evaluation or feedback. Were you anxious? Hesitant? Excited?
•What were your primary concerns? The fairness of your evaluations? The reactions of the people you were evaluating? The repercussions of your evaluation for yourself and/or the person you ...
The Case for Emotional Intelligence – A Pinnacle Management Group, Inc. White...Pinnacle Management Group
This informative white paper outlines emotional intelligence and addresses some common myths. Additionally, it explores the results of the extensive research that has been performed in this field with specific focus on how EI impacts performance as compared to IQ, and specific competencies that are differentiators in performance.
1.The TEIQue instrument is used as a self-reporting assessment tha.docxchristiandean12115
1.The TEIQue instrument is used as a self-reporting assessment that includes multiple different items, facets and factors to assess one’s EI. The four main factors the TEIQue uses to evaluate emotional intelligence is Well-being, Self-Control and Sociability. To assess these main factors, TEIQue breaks it down into fifteen facets such as happiness, emotion regulation, awareness, etc. This is done through rating different statements on a scale of how much you agree with the statement. Through analyzing one’s answers, the TEIQue is able to thoroughly assess one’s emotional intelligence accurately.
The EQi instrument is also a self-reporting assessment. However, it is guided by five domains: intrapersonal, interpersonal, stress management, adaptability, general mood. The layout of this self-report uses short sentence prompts analyzing these domains, in which the assessment taker can rate on a scale of “not true of me” to “very true of me”.
While both instruments are self-reporting assessments that are similar, I believe that the TEIQue assessment would do the best job of measuring EI because it uses fifteen specific facets that help make the assessment more specific to the respondent.
2.The TEIQue is successful because it uses trait emotional self-efficacy model of EI, which has been proven to be a reliable model for assessing EI. Additionally, it splits the four main factors of the test into fifteen facets, so that the TEIQue can fully assess the factors. The weakness of this instrument is that due to it being a self-reporting assessment, if the one taking this assessment has an unusual mood on the day of testing, it can create unreliable or incorrect results.
The EQi instrument use of both interpersonal and intrapersonal EQ allows the assessment to fulsomely measure how one understands or processes emotions. Additionally, it places an emphasis on general mood, so that the test assesses ones ability to generate a positive or self-motivated state. I believe the rating scale of this assessment is a weakness. One must answer based on “very seldom or not true of me: to “very often true of me”. I believe this is a difficult scale to answer to because it is hard to examine where you actually lie in the rating scale, which could generate inaccurate results.
Instrument 1: MSCEIT
The Mayer Salovey Caruso Emotional Intelligence Test (MSCEIT) is a measure based on performance of one’s EI abilities (i.e. perceiving emotions, facilitating emotions, understanding emotions, and managing emotions) that results in EIQs. The Assessment is broken up into two parts: strategic EI and Experiential EI. This measure is based on a series of tasks that evaluate one’s EI and is NOT self-reporting.
Instrument 2: TEIQue
The Trait Emotional Intelligence Questionnaire (TEIQue) is a self-reporting assessment known for its four factors of well-being, self-control, emotionality, and sociability which is then broken up into 15 facets ranging from adaptability, optimism,.
Assessment Programs for Selection and Organizational Improvement. Integrating multiple validated assessment tools into your selection process and organizational performance improvement process.
In this file, you can ref useful information about performance appraisal rating scale such as performance appraisal rating scale methods, performance appraisal rating scale tips, performance appraisal rating scale forms, performance appraisal rating scale phrases … If you need more assistant for performance appraisal rating scale, please leave your comment at the end of file.
International Journal of Humanities and Social Science Invention (IJHSSI) is an international journal intended for professionals and researchers in all fields of Humanities and Social Science. IJHSSI publishes research articles and reviews within the whole field Humanities and Social Science, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
The Pearman Personality Integrator (The PearmanTM) sets a new standard for assessing personality. With an innovative assessment experience coupled with a deeper look into the individuality of personality type, The Pearman provides a measure of personality in one’s natural state (i.e., what your clients feel most comfortable doing) and in one’s every day environment (i.e., how your clients are required to act in their profession). It also explores any disconnects your clients have by providing insight into their level of flexibility. Going back to the roots of personality type theory while incorporating new insights into the way individuals operate in the 21st century, The Pearman is perfectly suited for use with your talent development initiatives.
Emotional Intelligence
Emotional intelligence (EI) is the unique repertoire of emotional skills that a person uses to navigate the everyday challenges of life. Research has demonstrated that an individual's EI or (EQ) is often a more accurate predictor of success than the individual's IQ. No matter how intellectually intelligent someone is, their success is still governed by how well they communicate their ideas and interact with their peers.
Considering an Emotional Intelligence Assessment for your organization, company, or practice?
Questions you should ask:
Is the assessment a Level B instrument and is it scientifically validated? Level B means that the assessment has been constructed to a robust psychometric standard. Most EI assessments in the marketplace today are not Level B. Non Level B EI assessments may still provide some value but they are not backed the science, reliability, and validity of a Level B. The EQ-i is the worlds first scientifically validated assessment of emotional intelligence. One option to investigate the assessment you are considering is The Mental Measurement Yearbook, from the Buros Institute. The Buros Insitute reviews psychological assessment tools. It is a highly respected publication in the assessment industry. To ensure that you are using a well normed, well validated, and reliable assessment go to their website (http://buros.unl.edu/buros/jsp/search.jsp ) to see if the emotional intelligence assessment you are considering is listed. For the EQ-i search Emotional Quotient Inventory. What does it take to make their list? More Information Buros Institute
Is the assessment reliable? The EQ-i has been proven as a reliable assessment of emotional intelligence ( it measures what is says it measures) Based on results from numerous statistical analyses, users of the EQ-i 2.0 can be confident that the scores generated by this assessment will be consistent and reliable. The EQ-i is recognized by the American Psychological Association as a reliable assessment of emotional intelligence and considered a Level B Instrument that requires it's users to be certified.
Is there a technical manual that describes the assessment development and validation methods? The EQ-i has a comprehensive technical manual that gives the Certified practitioner access to extensive data on the research, testing, validation, and reliability.
Initially based on the 20 years of research by Dr. Reuven Bar-On and completed by over 1 million people worldwide, the EQi® report is the premier measure of self-report social emotional intelligence. The EQi® and EQ-360® assessments measure one's self-reported potential to deal with daily environmental demands and pressures, and helps predict one's success in both professional and personal pursuits.
Assessing and coaching emotional intelligence is an emerging area in the development of medical professionals. More information is available at www.leadershipcall.com
The EQ-i® 2.0 Group Report combines the EQ-i 2.0 scores of individuals in a manner that allows you to make interpretations at the group or team level. This report presents an overview of group results that identifies group strengths as well as the areas where the group as a whole can be more effective. Furthermore, the EQ-i 2.0 Group Report discusses the organizational implications of a group’s emotional intelligence (EI) score and recommends strategies for action that can further develop the group’s potential.
The Group Emotional Intelligence EQ-i Report gives an overall view of the total EQ of the group and is based on the EQ-i 2.0 model of emotional & social intelligence. Unlike other group emotional intelligence assessments which are subjective in nature by asking the individual to assess the group the new EQ-i Group Report will be a complete picture of the group based on the self assessment of the individual group members. It can be used in conjunction with either the Individual or Leader Reports. Whether it's on the sports field, in the military, the business office, or boardroom, effective engagement between individuals is what drives performance. Learn more at www.leadershipcall.com
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
The key differences between the MDR and IVDR in the EUAllensmith572606
In the European Union (EU), two significant regulations have been introduced to enhance the safety and effectiveness of medical devices – the In Vitro Diagnostic Regulation (IVDR) and the Medical Device Regulation (MDR).
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Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
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Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
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Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
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Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
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Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
1. EMOTIONAL INTELLIGENCE
RATER-FEEDBACK SCORES:
WHAT DO OTHERS SEE?
EMOTIONALINTELLIGENCEINTHEENERGYSECTOR
A
s part of their leadership
development efforts,
Oklahoma Gas & Electric
Company™
(OG&E™
) administered the
EQ 360®
(a 360 degree Emotional
Intelligence (EI) assessment) to
individuals across a variety of roles,
and Multi-Health Systems™
(MHS™
),
publisher of the EQ 360, examined
the results of the assessments. In
the previous article, I explored the
self-report results for the group. In
this article, I will delve into the rater-
feedback scores (from groups such
as Peers and Direct Reports), and
explore how these ratings agree with
the self-assessment scores.
The group of people being rated
is divided into five categories:
Executives (175 raters), Directors
(594 raters), Managers (916 raters),
Supervisors (including Foremen,
1108 raters), and Employees (those
who did not fall into any of the
previous categories, 388 raters).
As observed in Figure 1, rater-
feedback scores for each group fell
within the Average (90-109) or High
(110 and above) ranges. However,
the Executive and Employee groups
received lower ratings than the other
groups.
While the rater-feedback suggests
that Employees may be more
emotionally intelligent than they
realize (higher rater-feedback
scores than the corresponding
self-report scores, which can be
found in the previous article), it also
suggests that the Executives may
be over-estimating their emotional
intelligence (lower rater-feedback
scores than the corresponding
self-report scores). Both of these
findings suggest that there are
awareness gaps within each group,
providing ample opportunity for
leadership development.
The Executive group possesses an
awareness gap in their Interpersonal
composite (self-report score =
Figure 1. “Total
Emotional Intelligence”
and “Composite
Scale” scores (rater-
based feedback).
02
EXPERTSERIES
108.00, rater score = 101.70).
This composite scale includes
competencies such as Interpersonal
Relationships, Empathy and
Social Responsibility. Leadership
development efforts can be focused
towards these competencies,
helping the executive team to
connect with others in the company
in a meaningful way. This meaningful
connection is beneficial when trying
to gain buy-in from others about new
initiatives or proposals.
The Employee group possesses
an awareness gap in their Self-
Expression composite (self-report
score = 100.68, rater score =
107.37). This composite scale
includes competencies such as
Emotional Expression, Assertiveness
and Independence. As this group is
composed of many individuals with
technical expertise, they may be able
to identify risks and benefits unseen
to others. Clear communication
of these observations can provide
Leadership
&Individual
Development
Selection&
Succession
Planning
Organizational
&Team
Development
360O
Feedback
Measuring &
Managing Talent
with Scientifically
Validated
Assessment
PART2OF4
2. opportunity for innovation or risk
prevention. This group feels that they
are less expressive than their raters
believe, creating an awareness gap.
Individuals within the group may be
unaware of this strength and should
work towards harnessing it to their
own satisfaction.
As mentioned in the previous article,
OG&E had identified two subscales
of interest: Impulse Control (part of
the Decision Making composite) and
Empathy (part of the Interpersonal
composite). While the self-report
scores were in the Average range,
Figure 2. “Impulse
Control” subscale
scores (self-report
scores and rater-based
feedback compared).
Figure 3.“Empathy”
subscale scores
(self-report scores and
rater-based feedback
compared).
About the Author
– Justin M. Deonarine
Justin Deonarine is a Research
Analyst on the Research and
Development team for the
Talent Assessments Division
of Multi-Health Systems Inc.
(MHS). Justin’s work at MHS
includes custom analyses
for a variety of organizations,
including those in the music
industry and reality television.
Additionally, Justin was
the lead researcher in the
development of the Leadership
EQ 360 Report (a leadership-
based report of the EQ
360). He has co-authored
a textbook chapter on
emotional intelligence, as well
as published articles around
various topics (including
emotional intelligence, risk
appetite, innovation and
leadership development).
Justin’s professional interests
include predicting and
improving human performance.
Article first published in the
Choice Magazine Expert Series
on September 9, 2015.
www.choice-online.com
what do the rater-based scores
suggest?
The rater-feedback scores of Impulse
Control (Figure 2) were in the High
range (110 and above). All scores
were above their respective self-
report rating also, suggesting that
others are perceiving each group to
be less impulsive than they feel they
are.
The rater-feedback scores of
Empathy (Figure 3) all fell in
the Average range (90-109),
corresponding with the self-report
scores. However, there is a large
discrepancy between the self-
report and rater-feedback scores
for the Executive group, providing
support for the awareness gap in
the Interpersonal composite. This
indicates that perhaps the executives
are not demonstrating Empathy as
effectively as they believe they are.
In the next article, I will delve into
the strengths of the group, and how
they can harness these strengths for
continued success.
EMOTIONALINTELLIGENCEINTHEENERGYSECTOR