Hbr article review
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The document discusses the limitations of people analytics and algorithms in fully capturing and evaluating people. It notes that assumptions in tests can be biased and discriminate unfairly. The best information about a person's character comes from talking to people they have worked with and getting feedback on how they made others feel. While algorithms can help define thresholds, interviews are better for assessing character traits like integrity and compassion that drive business success but are difficult to capture through tests alone.
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Sample performance appraisal form
This document provides guidance on conducting effective performance appraisals. It discusses establishing good relationships between managers and subordinates and involving subordinates in the self-appraisal process. The primary purposes of appraisals are to provide feedback on performance, assess training needs, and inform salary and promotion decisions. Key aspects of appraisals include maintaining transparency, finalizing reports with subordinates, and addressing both strengths and areas for improvement. Attitudes, both of managers and subordinates, also factor significantly in appraisals and should be understood to help motivate improved performance.
Performance appraisal reports
Performance appraisal reports are used by organizations to regularly review employee performance, usually annually. The purpose is to provide feedback to employees, plan promotions and training, and inform compensation decisions. A good appraisal establishes an open relationship where all feedback is shared openly with the employee. It should involve self-appraisal by the employee to get their perspective on career goals. Both managers and employees may feel anxiety during the process, so establishing trust is important. Ultimately, the goal is to understand attitudes and motivate improved performance.
Tugas 7, faeqal hafidh muhammad asfian
The document discusses different types of interviews and factors that can influence the quality of information obtained. It describes interviews as:
FIRST, to determine if plans are working or why they are not working. SECOND, to understand people's attitudes and feelings about something. THIRD, to predict future performance.
It also outlines background characteristics, psychological factors, and interviewer behavior as potential sources of error and bias. Effective interviewers structure the interaction to obtain relevant information while limiting irrelevant details, and behave in ways that reduce factors distorting or withholding information.
Glenn's Detailed Personality Profile
Glenn is highly accurate and detail-oriented, seeking the perfect solution using logic and facts. He is outgoing and skilled at managing people to achieve results harmoniously. Quick-thinking and driven, Glenn enjoys juggling multiple projects precisely and profitably. He is motivated by achieving elegant solutions and dislikes boredom or compromise. Glenn responds well to respect and clear guidelines, and can be an inspirational leader provided he accepts others' differing abilities.
MB SOI Snapshot
Matthew scored highly on the cognitive, relational, and detail scales, indicating he thinks in an abstract way, is empathetic to others' emotions, and likes to maintain order and routine. He has a tendency to get caught up in details but also likes to think big picture. Matthew works best when he can be involved in designing and implementing projects while having freedom to be creative. He prefers working on teams but wants flexibility.
Managers have feeling too!
1. A manager's emotions can impact how they inspire and build relationships with employees. The way managers manage their own emotions and interact with employees on an interpersonal level influences organizational citizenship behaviors and the leader-member exchange relationship.
2. How managers solve problems, deploy attention, modulate emotional responses, and their overall decisions and behaviors directly impact employee performance and decision making. Recent research also shows that a manager's feelings can influence how employees make decisions.
3. While managerial empathy may strengthen relationships with employees, it could also potentially derail the manager if not properly managed. A manager's emotions are an important factor that affects the workplace.
Behind the success of a manager
Mindset - Skillset - Toolset
In that order, you'll learn some ideas about the critical role of a leader, then recognize common leadership mistakes through case studies and some suggestions on "tools" that could help.
Note: This presentation was presented in an internal event at KMS Technology Vietnam Ltd. company. The purpose of this document is to spread great ideas for supporting people to grow in their professional and personal life for FREE. Please be cautious if you're going to make money from the content directly as it may contain the copyrights of knowledge of so many others.
soi_snapshot
Jeff Newman took an SOI assessment that analyzed his cognitive style, relational tendencies, goal orientation, and approach to detail. The assessment found that he has a moderate preference for concrete thinking over abstract ideas, highly empathetic relational skills, an accommodating goal orientation, and a preference for routine over focus when dealing with details. His strengths include being disciplined, accurate, and desiring to support teammates, while potentials for improvement include avoiding getting lost in details and being more assertive with ideas. Overall, he is described as a supportive specialist who excels at accomplishing tasks through cooperation and ensuring details are handled efficiently.
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Sample performance appraisal form
This document provides guidance on conducting effective performance appraisals. It discusses establishing good relationships between managers and subordinates and involving subordinates in the self-appraisal process. The primary purposes of appraisals are to provide feedback on performance, assess training needs, and inform salary and promotion decisions. Key aspects of appraisals include maintaining transparency, finalizing reports with subordinates, and addressing both strengths and areas for improvement. Attitudes, both of managers and subordinates, also factor significantly in appraisals and should be understood to help motivate improved performance.
Performance appraisal reports
Performance appraisal reports are used by organizations to regularly review employee performance, usually annually. The purpose is to provide feedback to employees, plan promotions and training, and inform compensation decisions. A good appraisal establishes an open relationship where all feedback is shared openly with the employee. It should involve self-appraisal by the employee to get their perspective on career goals. Both managers and employees may feel anxiety during the process, so establishing trust is important. Ultimately, the goal is to understand attitudes and motivate improved performance.
Tugas 7, faeqal hafidh muhammad asfian
The document discusses different types of interviews and factors that can influence the quality of information obtained. It describes interviews as:
FIRST, to determine if plans are working or why they are not working. SECOND, to understand people's attitudes and feelings about something. THIRD, to predict future performance.
It also outlines background characteristics, psychological factors, and interviewer behavior as potential sources of error and bias. Effective interviewers structure the interaction to obtain relevant information while limiting irrelevant details, and behave in ways that reduce factors distorting or withholding information.
Glenn's Detailed Personality Profile
Glenn is highly accurate and detail-oriented, seeking the perfect solution using logic and facts. He is outgoing and skilled at managing people to achieve results harmoniously. Quick-thinking and driven, Glenn enjoys juggling multiple projects precisely and profitably. He is motivated by achieving elegant solutions and dislikes boredom or compromise. Glenn responds well to respect and clear guidelines, and can be an inspirational leader provided he accepts others' differing abilities.
MB SOI Snapshot
Matthew scored highly on the cognitive, relational, and detail scales, indicating he thinks in an abstract way, is empathetic to others' emotions, and likes to maintain order and routine. He has a tendency to get caught up in details but also likes to think big picture. Matthew works best when he can be involved in designing and implementing projects while having freedom to be creative. He prefers working on teams but wants flexibility.
Managers have feeling too!
1. A manager's emotions can impact how they inspire and build relationships with employees. The way managers manage their own emotions and interact with employees on an interpersonal level influences organizational citizenship behaviors and the leader-member exchange relationship.
2. How managers solve problems, deploy attention, modulate emotional responses, and their overall decisions and behaviors directly impact employee performance and decision making. Recent research also shows that a manager's feelings can influence how employees make decisions.
3. While managerial empathy may strengthen relationships with employees, it could also potentially derail the manager if not properly managed. A manager's emotions are an important factor that affects the workplace.
Behind the success of a manager
Mindset - Skillset - Toolset
In that order, you'll learn some ideas about the critical role of a leader, then recognize common leadership mistakes through case studies and some suggestions on "tools" that could help.
Note: This presentation was presented in an internal event at KMS Technology Vietnam Ltd. company. The purpose of this document is to spread great ideas for supporting people to grow in their professional and personal life for FREE. Please be cautious if you're going to make money from the content directly as it may contain the copyrights of knowledge of so many others.
soi_snapshot
Jeff Newman took an SOI assessment that analyzed his cognitive style, relational tendencies, goal orientation, and approach to detail. The assessment found that he has a moderate preference for concrete thinking over abstract ideas, highly empathetic relational skills, an accommodating goal orientation, and a preference for routine over focus when dealing with details. His strengths include being disciplined, accurate, and desiring to support teammates, while potentials for improvement include avoiding getting lost in details and being more assertive with ideas. Overall, he is described as a supportive specialist who excels at accomplishing tasks through cooperation and ensuring details are handled efficiently.
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This document contains assignments and responses related to organizational behavior and personality assessments. It discusses how different personality traits would be important for different jobs at Marriott. It argues that being honest on personality assessments is best so you are placed in a suitable role. It also analyzes different approaches companies use to assess personality during hiring and their strengths/weaknesses. The responses also discuss reacting favorably to being asked to take a personality test during hiring and why using an integrity test during hiring rather than after experiencing employee theft would be preferable.
3Major Topics I’ll Learn and Questions I Should Be Able to A.docx
3
Major Topics I’ll Learn and Questions I Should Be Able to Answer
3.1 The Differences Matter
MAJOR QUESTION: How does understanding the relative stability of
individual differences benefit me?
3.2 Intelligences: There Is More to the Story Than IQ
MAJOR QUESTION: How do multiple intelligences affect my
performance?
3.3 Personality, OB, and My Effectiveness
MAJOR QUESTION: How does my personality affect my performance at
school and work?
3.4 Core Self-Evaluations: How My Efficacy, Esteem, Locus, and Stability
Affect My Performance
MAJOR QUESTION: How do self-evaluations affect my performance at
work?
3.5 The Value of Being Emotionally Intelligent
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3.6 Understand Emotions to Influence Performance
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How Does Who I Am Affect My Performance?
INDIVIDUAL DIFFERENCES
AND EMOTIONS
The Organizing Framework for Understanding and Applying OB shown in Figure 3.1
summarizes the key concepts in Chapter 3. This chapter builds on Chapters 1 and 2
and explores a number of additional person factors, such as intelligence, personality,
proactive personality, self-efficacy, self-esteem, locus of control, and emotional intelli-
gence. We add to this an important individual-level process—emotions. Personality
and the other person factors are related not only to emotions, but also to a host of
other processes and outcomes across levels in the Organizing Framework. While
reading this chapter, pay attention to the way these person-factor inputs influence in-
dividual-level outcomes, such as task performance, workplace attitudes ( job satisfac-
tion), well-being/flourishing, citizenship behaviors/counterproductive behaviors,
turnover, and career outcomes. These inputs also might contribute to explaining
group/team conflict and performance, as well as organizational-level outcomes such
as poor firm performance and low customer satisfaction.
79
FIGURE 3.1 ORGANIZING FRAMEWORK FOR UNDERSTANDING AND APPLYING OB
© 2014 Angelo Kinicki and Mel Fugate. All rights reserved. Reproduction prohibited without permission of the authors.
INPUTS PROCESSES OUTCOMES
Person Factors
΄� Intelligences
΄� Personality
΄� Proactive personality
΄� Core self-evaluations
΄� Self-efficacy
΄� Locus of control
΄� Self-esteem
΄� Emotional intelligence
Situation Factors
Individual Level
΄� Emotions
Group/Team Level
΄� Group/team dynamics
Organizational Level
Individual Level
΄� Task performance
΄� Work attitudes
΄� Well-being/flourishing
΄� Turnover
΄� Career outcomes
Group/Team Level
΄� Group/team performance
΄� Group satisfaction
Organizational Level
΄� Financial performance
΄� Survival
΄� Reputation
A seemingly infinite number of characteristics make us who we are as individuals. It therefore is helpful to
organize these individual differences so we can better understand and use them to manage people at work.
One me.
Know Advantages of Psychometric Testing
Psychological measurement tests are evaluation tools that objectively measure a person's personality traits, aptitude, intellect, skills, and behavioral style. Psychological assessments are commonly used in career counseling and employment to match an individual's skills and personality with the appropriate career or role.
What people analytics can not capture.
Many businesses are seeing benefits from analyzing big data, but there are also limitations. Experts warn that algorithms can make flawed assumptions, and focusing only on performance metrics ignores important human factors like employee well-being that impact long-term success. Specifically for managers, algorithms have inherent biases, and the best predictor of future performance remains past performance itself rather than personality assessments.
Hiring the Best for a Law Office
The document discusses how to improve hiring practices and find the right candidates for jobs. It notes that companies often hire based on liking a candidate rather than fit for the role. Assessments that measure behaviors, skills, and traits can improve hiring success rates to 75% or higher. The document recommends developing structured interview questions focused on skills and behaviors, using multi-stage interviews and assessments, and matching candidates' characteristics to the specific requirements of the job.
Brain-based Career Reports - Using the Myers-Briggs Type Indicator®
We are excited to introduce the Brain-based Career Reports - Using the Myers-Briggs Type Indicator® and Striving Styles® Personality System http://conta.cc/1GpQF77 Available at StrivingStyles.com or Amazon.com
The Brain-based Career Report helps you understand the need satisfiers and dissatisfiers of your MBTI Personality Type or Striving Style to ensure the career, job and the organization will meet your needs.
Leadership Selection Candidate Report
Looking for the right leaders for your organization? Here is an example of the type of psychological, behavioral and competency report we develop for our clients. This report informs you of the candidate's suitability to your organizations culture and a specific management or leadership role. The report offers detailed information regarding the candidate’s strengths and weaknesses relevant to the role as well as general information regarding the candidate’s leadership and behavioral style and abilities. The report includes recommended interview questions, which can be used to further probe issues identified in the report. The report is tailored to measure experience against the role expectations in the job description.
Personality
Personality is defined as the set of psychological traits that distinguish individuals, including behaviors and reactions to social stimuli. It is determined by heredity, environment, and situational factors. Personality influences behaviors in groups and decision-making. Personality tests can help match individuals to jobs and the work environment based on theories like Holland's typology. The Big Five model identifies the main personality dimensions of extraversion, agreeableness, conscientiousness, emotional stability, and openness. Measuring personality through inventories, projective tests, and assessment centers can provide insights into individual traits relevant to organizational behavior.
Emotional intelligence & leadership
This document summarizes research comparing scores on a leadership assessment tool (Benchmarks) with a measure of emotional intelligence (BarOn EQ-i). The research found:
1) Higher emotional intelligence is associated with better performance in skills like participative management, self-awareness, and relationship building.
2) Lower emotional intelligence is linked to career derailment issues like problems with interpersonal relationships and difficulty adapting to change.
3) Developing self-awareness through feedback, managing stress through new responsibilities, and focusing on cooperation can help improve leadership skills and emotional intelligence.
Mc swainhiott whitepaper_predictiveassesments_3
The document discusses using predictive assessments to help address human resource challenges in hiring and retaining the right employees. It explains that employee performance is determined by three factors - talent, effort, and opportunity. Predictive assessments can provide objective insights into an individual's inherent talents and natural effort levels by measuring traits, behaviors, attitudes, and beliefs. Considering an individual's talent and effort profiles alongside job requirements can help determine good fits and identify areas that may require extra effort. The assessments are statistically validated tools that predict high performance and allow comparisons between individuals.
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The document discusses perception and decision making in organizations. It describes the perceptual process, how individuals organize and interpret sensory information to understand their environment. It also discusses social perception and identity, how people perceive themselves and others based on personal and group identities. Stereotyping and attribution processes are examined, how people make judgments of others and attribute causes of behavior. Common perceptual errors like primacy effects, selective perception, and attribution biases are also summarized.
Personality .
This document discusses personality types and their importance in organizational behavior and staffing. It describes the "Big Five" personality traits of conscientiousness, agreeableness, neuroticism, openness to experience, and extroversion. Certain personality traits like agreeableness predict less conflict and better teamwork. When staffing, managers should consider which personality types are best suited for different roles based on strengths and weaknesses to improve success. There are four main personality types - action-oriented, social, supportive, and detail-oriented analytical - that each contribute uniquely to the workplace.
Performance appraisal doc
This document provides guidance on how to rate workplace satisfaction. It explains that workplaces vary significantly in their structure, management styles, and treatment of employees. To compare workplaces, it recommends measuring employee satisfaction across three dimensions: connection, appreciation, and trust. Employees are asked to rate their workplace from 1 to 5 stars in each of these areas to calculate an overall satisfaction score. Providing honest ratings can help both employees and management better understand how happy or unhappy workers feel in their current job. It also helps job seekers identify workplaces that are more likely to meet their needs and preferences.
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Presentation on what is Emotional Intelligence (EQ) and how you can help improve your emotional intelligence. It covers tools to help and explains why it's important to be emotionally intelligent. The end as examples of companies using emotional intelligence to get results for their companies.
MVPI
The Motives, Values, Preferences Inventory (MVPI) measures 10 core motives through 200 questionnaire items. It allows evaluation of an individual's fit with an organizational culture by directly assessing their motives around concepts like aesthetics, affiliation, altruism, and power. The MVPI contains no right or wrong answers and screens out private or offensive content. High, average, and low scores for each of the 10 scales are described to indicate preferences and likely workplace behaviors.
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Perception and individual decision making are influenced by various factors. Perception depends on the perceiver's characteristics and attitudes, the target being perceived, and the situation. Decision making involves identifying problems, developing alternatives, and making choices that can be biased by perceptual distortions. Common biases include overconfidence, anchoring, confirmation bias, availability bias, and escalation of commitment. Managers must consider how perception and biases can influence evaluation, rewards, regulations, precedents, and decision making.
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The Values and Motives Inventory (VMI) is a test that measures 11 determinants of workplace behavior including altruism, achievement, economic status, security, aesthetics, and moral values. It categorizes values into interpersonal, extrinsic, and intrinsic areas. The VMI aims to assess which environments and cultures best match individuals' values to maximize job satisfaction and motivation. It can be used for recruitment, incentive program design, career development, and counseling. The VMI identifies what drives a person and where they will gain the most satisfaction to help match employees to suitable job environments and address factors that make employees feel undervalued.
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Similar to Hbr article review
What peple analytics can't capture
People analytics applies statistics and technology to large sets of employee data to help managers make better decisions. However, people analytics has limitations as the analytics are only as good as the questions being asked, and algorithms can make unfair assumptions. While performance metrics are important, focusing only on performance at the expense of employee well-being can be harmful to an organization long-term. People analytics should be used as a tool alongside other considerations when evaluating employees, rather than being the sole determining factor, as performance is best judged by those who know the individual.
What People Analytics Can’t Capture - by Daniel Goleman
Data analytics and personality tests are increasingly being used to predict job fit, but they have limitations. While some businesses see rewards from big data, there are also disappointments as algorithms make assumptions. Managers who focus only on performance can damage organizations, as metrics like earnings ignore impact on employee morale, loyalty and stress. Algorithms and tests themselves can be biased and discriminate unfairly. The best predictor of future behavior remains past performance.
MGT301 Organizational Behaviour.docx
This document contains assignments and responses related to organizational behavior and personality assessments. It discusses how different personality traits would be important for different jobs at Marriott. It argues that being honest on personality assessments is best so you are placed in a suitable role. It also analyzes different approaches companies use to assess personality during hiring and their strengths/weaknesses. The responses also discuss reacting favorably to being asked to take a personality test during hiring and why using an integrity test during hiring rather than after experiencing employee theft would be preferable.
3Major Topics I’ll Learn and Questions I Should Be Able to A.docx
3
Major Topics I’ll Learn and Questions I Should Be Able to Answer
3.1 The Differences Matter
MAJOR QUESTION: How does understanding the relative stability of
individual differences benefit me?
3.2 Intelligences: There Is More to the Story Than IQ
MAJOR QUESTION: How do multiple intelligences affect my
performance?
3.3 Personality, OB, and My Effectiveness
MAJOR QUESTION: How does my personality affect my performance at
school and work?
3.4 Core Self-Evaluations: How My Efficacy, Esteem, Locus, and Stability
Affect My Performance
MAJOR QUESTION: How do self-evaluations affect my performance at
work?
3.5 The Value of Being Emotionally Intelligent
MAJOR QUESTION: What is emotional intelligence and how does
it help me?
3.6 Understand Emotions to Influence Performance
MAJOR QUESTION: How can understanding emotions make me more
effective at work?
How Does Who I Am Affect My Performance?
INDIVIDUAL DIFFERENCES
AND EMOTIONS
The Organizing Framework for Understanding and Applying OB shown in Figure 3.1
summarizes the key concepts in Chapter 3. This chapter builds on Chapters 1 and 2
and explores a number of additional person factors, such as intelligence, personality,
proactive personality, self-efficacy, self-esteem, locus of control, and emotional intelli-
gence. We add to this an important individual-level process—emotions. Personality
and the other person factors are related not only to emotions, but also to a host of
other processes and outcomes across levels in the Organizing Framework. While
reading this chapter, pay attention to the way these person-factor inputs influence in-
dividual-level outcomes, such as task performance, workplace attitudes ( job satisfac-
tion), well-being/flourishing, citizenship behaviors/counterproductive behaviors,
turnover, and career outcomes. These inputs also might contribute to explaining
group/team conflict and performance, as well as organizational-level outcomes such
as poor firm performance and low customer satisfaction.
79
FIGURE 3.1 ORGANIZING FRAMEWORK FOR UNDERSTANDING AND APPLYING OB
© 2014 Angelo Kinicki and Mel Fugate. All rights reserved. Reproduction prohibited without permission of the authors.
INPUTS PROCESSES OUTCOMES
Person Factors
΄� Intelligences
΄� Personality
΄� Proactive personality
΄� Core self-evaluations
΄� Self-efficacy
΄� Locus of control
΄� Self-esteem
΄� Emotional intelligence
Situation Factors
Individual Level
΄� Emotions
Group/Team Level
΄� Group/team dynamics
Organizational Level
Individual Level
΄� Task performance
΄� Work attitudes
΄� Well-being/flourishing
΄� Turnover
΄� Career outcomes
Group/Team Level
΄� Group/team performance
΄� Group satisfaction
Organizational Level
΄� Financial performance
΄� Survival
΄� Reputation
A seemingly infinite number of characteristics make us who we are as individuals. It therefore is helpful to
organize these individual differences so we can better understand and use them to manage people at work.
One me.
Know Advantages of Psychometric Testing
Psychological measurement tests are evaluation tools that objectively measure a person's personality traits, aptitude, intellect, skills, and behavioral style. Psychological assessments are commonly used in career counseling and employment to match an individual's skills and personality with the appropriate career or role.
What people analytics can not capture.
Many businesses are seeing benefits from analyzing big data, but there are also limitations. Experts warn that algorithms can make flawed assumptions, and focusing only on performance metrics ignores important human factors like employee well-being that impact long-term success. Specifically for managers, algorithms have inherent biases, and the best predictor of future performance remains past performance itself rather than personality assessments.
Hiring the Best for a Law Office
The document discusses how to improve hiring practices and find the right candidates for jobs. It notes that companies often hire based on liking a candidate rather than fit for the role. Assessments that measure behaviors, skills, and traits can improve hiring success rates to 75% or higher. The document recommends developing structured interview questions focused on skills and behaviors, using multi-stage interviews and assessments, and matching candidates' characteristics to the specific requirements of the job.
Brain-based Career Reports - Using the Myers-Briggs Type Indicator®
We are excited to introduce the Brain-based Career Reports - Using the Myers-Briggs Type Indicator® and Striving Styles® Personality System http://conta.cc/1GpQF77 Available at StrivingStyles.com or Amazon.com
The Brain-based Career Report helps you understand the need satisfiers and dissatisfiers of your MBTI Personality Type or Striving Style to ensure the career, job and the organization will meet your needs.
Leadership Selection Candidate Report
Looking for the right leaders for your organization? Here is an example of the type of psychological, behavioral and competency report we develop for our clients. This report informs you of the candidate's suitability to your organizations culture and a specific management or leadership role. The report offers detailed information regarding the candidate’s strengths and weaknesses relevant to the role as well as general information regarding the candidate’s leadership and behavioral style and abilities. The report includes recommended interview questions, which can be used to further probe issues identified in the report. The report is tailored to measure experience against the role expectations in the job description.
Personality
Personality is defined as the set of psychological traits that distinguish individuals, including behaviors and reactions to social stimuli. It is determined by heredity, environment, and situational factors. Personality influences behaviors in groups and decision-making. Personality tests can help match individuals to jobs and the work environment based on theories like Holland's typology. The Big Five model identifies the main personality dimensions of extraversion, agreeableness, conscientiousness, emotional stability, and openness. Measuring personality through inventories, projective tests, and assessment centers can provide insights into individual traits relevant to organizational behavior.
Emotional intelligence & leadership
This document summarizes research comparing scores on a leadership assessment tool (Benchmarks) with a measure of emotional intelligence (BarOn EQ-i). The research found:
1) Higher emotional intelligence is associated with better performance in skills like participative management, self-awareness, and relationship building.
2) Lower emotional intelligence is linked to career derailment issues like problems with interpersonal relationships and difficulty adapting to change.
3) Developing self-awareness through feedback, managing stress through new responsibilities, and focusing on cooperation can help improve leadership skills and emotional intelligence.
Mc swainhiott whitepaper_predictiveassesments_3
The document discusses using predictive assessments to help address human resource challenges in hiring and retaining the right employees. It explains that employee performance is determined by three factors - talent, effort, and opportunity. Predictive assessments can provide objective insights into an individual's inherent talents and natural effort levels by measuring traits, behaviors, attitudes, and beliefs. Considering an individual's talent and effort profiles alongside job requirements can help determine good fits and identify areas that may require extra effort. The assessments are statistically validated tools that predict high performance and allow comparisons between individuals.
Ultimate Guide on Personality test and Eq assessments. (1).pptx
Personality and Eq assessments are essential in the hiring process that can help to identify the best fit for a particular role, reduce turnover, and improve team dynamics. By incorporating personality assessments into the hiring process, recruiters can make more informed decisions about which candidates are the best fit for the job and the company culture.
What people analytics can't capture.
This document discusses the limitations of using people analytics to assess employee and manager performance. It notes that solely using outcome metrics like earnings ignores important factors like a manager's impact on employee morale, loyalty, and stress levels, which can provide a false picture of who is the best boss. Additionally, qualities like integrity and compassion are strong drivers of success but are difficult to capture analytically. The best way to evaluate a person is through feedback from those who know them well. A manager focused only on short-term performance gains may achieve results but damage the long-term health of the organization. Both quantitative data and qualitative employee feedback are needed for a complete people management strategy.
Project manager s competence in emotional intelligence
This document discusses the importance of emotional intelligence for project managers. It argues that people skills are as important as technical skills for project success, yet are often overlooked. Emotional intelligence involves both personal competence, such as self-awareness and self-regulation, and social competence, like empathy and social skills. The document recommends project managers develop emotional intelligence through role models, mentors, self-assessment and establishing rules to guide their behavior. Developing strong emotional intelligence can help project managers build trust, motivate teams and achieve project goals.
Skills intelligence
1) Higher emotional intelligence is associated with better leadership skills like participative management, self-awareness, and maintaining balance between work and personal life.
2) Specific emotional intelligence abilities like impulse control, stress tolerance, and empathy are related to how supervisors rate certain leadership behaviors.
3) A lack of emotional intelligence can be related to career derailment for managers. Developing emotional skills may help prevent derailment issues.
What People Analytics Can't Capture
People analytics has limitations and can miss important human factors that affect workplace performance and culture. Unreasonable bosses negatively impact employee performance and retention, compromising long-term gains for short-term goals. Using data analytics alone to assess job fits or personality carries risks, as correlations may be incorrect and key success metrics for analyzing people are absent. Algorithms also have limits in predicting complex human behavior. Insight emphasizes the importance of valuing people and considering the effects of leadership style on company culture long-term.
Personality.pptx
Introduction
Why are some people quiet and passive, while others are loud and aggressive? Are certain personality types better adapted than others for certain job types?
We often hear people use and misuse the term personality.
For our purposes, we will examine the term from a psychological standpoint as it relates to behavior and performance in the workplace
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Codependent leaders can be very successful at achieving their business objectives, but not their full potential. While they work steadily to achieve their goals and those of the business, part of their attention and energy is going into caretaking, supporting or compensating for employees inadequacies. While it may not look like it, these leaders make people decisions based on their emotions and are easily thrown off course by those of their employee’s, creating business and team problems as a result. 20 Signs That Your Boss May Be a Psychopath
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Hbr article review
- 1. HBR Article Review Kanush Agrawal
- 2. What People Analytics Can’t Capture
- 3. Insight 1
- 4. It's not right to completely judge people from the algorithms. The assumptions built into a test can themselves be biased against certain traits and so discriminate unfairly. Using an outcome metric like an executive’s earnings performance, while ignoring his role as a boss and his impact on the morale, loyalty, focus, and stress levels of his direct reports, may result in a false indication of who’s really the best boss.
- 5. Insight 2
- 6. The best information of a person’s character is not achieved by putting them onto personality tests but rather talking to people with whom they have worked with. It's their reviews and how they felt while dealing with people that matters.
- 8. Character traits like integrity and compassion are surprisingly strong drivers of business success. A person’s character is a factor that interviews, not multiple-choice tests, can assess best as someone who lacks integrity is likely to lie about indicators of honesty. Using such algorithmic patterns to define a minimum threshold is a good idea but using them to completely take a decision is not.
- 9. Thanks