The Gallup Q12 is a widely used survey that measures employee engagement. It identifies 12 key factors that contribute to strong feelings of engagement when satisfied. Over 1.5 million employees across 87,000 work units have participated. Research shows organizations with high Q12 scores experience lower turnover, higher sales growth, better productivity and customer loyalty.
The Q12 sorts employees into engaged (28%), not engaged (54%) or actively disengaged (17%). Engaged employees are passionate and connected while disengaged employees are essentially "checked out." Actively disengaged employees undermine the work of others. The majority (71%) are either underperforming or counterproductive.
Unit 1 Introduction to Organizationa and Industrial PsychologyMichael Galanakis
Industrial/organizational (I/O) psychology applies psychological principles and theories to understand workplace behavior and optimize employee and organizational effectiveness. I/O psychology focuses on areas like personnel selection, training, performance evaluation, and organizational development. It aims to balance both organizational efficiency and employee well-being. I/O psychology is a growing field with opportunities in consulting, private companies, government, and academia. A graduate degree is typically required to become an I/O psychologist.
The document outlines a hierarchy of employee engagement factors with 12 levels ranging from basic needs being the foundation to growth being the peak. Levels include expectations, recognition, caring about employees, valuing opinions, quality work, meaningful mission, learning and progress opportunities. Higher levels involve teamwork, management support, and facilitating employee growth.
Importance of Employee Engagement Programs - Employee Engagement, Employee Em...Xoxoday
Employee engagement programs are important for organizations to implement in order to directly and indirectly benefit the workforce and the organization. Direct benefits include happier and more satisfied employees who are safer, healthier, and have better work-life balance. This leads to improved productivity, customer experience, and loyalty. Indirect benefits are improved organizational reputation, customer loyalty, higher customer satisfaction scores, better sales/growth, profitability, stock price, and innovation. Implementing engagement programs helps drive positive business results and improves company culture by lowering attrition and increasing retention rates, attendance, and productivity.
This document discusses motivation at work and provides helpful vocabulary and phrases related to motivation. It presents scenarios and asks which options would motivate certain actions. It then provides synonyms for words like "driven", "engaged", "recognition", "advancement", "praise", "correlation", "evaluate", "foster", "discouraged", "status", and "competence" to describe different types of motivation factors and goals. The document aims to expand one's vocabulary for discussing workplace motivation.
Best Practices for Developing Your Emerging LeadersBizLibrary
This document summarizes a webinar presentation about developing leadership programs. It introduces the presenters and provides an overview of 5 ways to unlock the hidden value in emerging leaders: 1) strong executive involvement, 2) tailored leadership competencies, 3) alignment with business strategy, 4) targeting multiple levels of leadership, and 5) learn by doing and application. It then discusses each of these 5 areas in more detail and provides examples and research to support developing effective leadership programs.
The survey aimed to understand what motivates employees. It found that employees are highly motivated when there is a clear link between effort, performance, and rewards like merit bonuses. Individual performance-related rewards motivated employees more than group rewards. Intrinsic rewards like promotion opportunities had the strongest motivational effect, followed by extrinsic rewards like paid leave and merit bonuses. Job design factors like feedback and autonomy were also strong motivators, while task identity mattered less. The results provide insights into improving employee motivation through performance-based compensation and job characteristics.
High Performance Culture Presentation for LinkedInSam Drexler
This document proposes researching companies with high-performance cultures in the Bay Area to identify best practices for fostering employee acquisition, retention, engagement, and productivity. The goals are to demonstrate how companies use culture to maximize talent, recommend ideas for Gracenote's culture, identify competencies of high performers, and compare Gracenote's benefits. It discusses characteristics of high-performing employees and organizations, including values like integrity, passion, courage, communication, and leadership. Quotes from LinkedIn and Workday emphasize the importance of transparency, positive culture, and leadership in driving engagement. The document cites Peter Drucker and a Deloitte study that highly engaged companies with the right culture have lower turnover, better execution, and
The Gallup Q12 is a widely used survey that measures employee engagement. It identifies 12 key factors that contribute to strong feelings of engagement when satisfied. Over 1.5 million employees across 87,000 work units have participated. Research shows organizations with high Q12 scores experience lower turnover, higher sales growth, better productivity and customer loyalty.
The Q12 sorts employees into engaged (28%), not engaged (54%) or actively disengaged (17%). Engaged employees are passionate and connected while disengaged employees are essentially "checked out." Actively disengaged employees undermine the work of others. The majority (71%) are either underperforming or counterproductive.
Unit 1 Introduction to Organizationa and Industrial PsychologyMichael Galanakis
Industrial/organizational (I/O) psychology applies psychological principles and theories to understand workplace behavior and optimize employee and organizational effectiveness. I/O psychology focuses on areas like personnel selection, training, performance evaluation, and organizational development. It aims to balance both organizational efficiency and employee well-being. I/O psychology is a growing field with opportunities in consulting, private companies, government, and academia. A graduate degree is typically required to become an I/O psychologist.
The document outlines a hierarchy of employee engagement factors with 12 levels ranging from basic needs being the foundation to growth being the peak. Levels include expectations, recognition, caring about employees, valuing opinions, quality work, meaningful mission, learning and progress opportunities. Higher levels involve teamwork, management support, and facilitating employee growth.
Importance of Employee Engagement Programs - Employee Engagement, Employee Em...Xoxoday
Employee engagement programs are important for organizations to implement in order to directly and indirectly benefit the workforce and the organization. Direct benefits include happier and more satisfied employees who are safer, healthier, and have better work-life balance. This leads to improved productivity, customer experience, and loyalty. Indirect benefits are improved organizational reputation, customer loyalty, higher customer satisfaction scores, better sales/growth, profitability, stock price, and innovation. Implementing engagement programs helps drive positive business results and improves company culture by lowering attrition and increasing retention rates, attendance, and productivity.
This document discusses motivation at work and provides helpful vocabulary and phrases related to motivation. It presents scenarios and asks which options would motivate certain actions. It then provides synonyms for words like "driven", "engaged", "recognition", "advancement", "praise", "correlation", "evaluate", "foster", "discouraged", "status", and "competence" to describe different types of motivation factors and goals. The document aims to expand one's vocabulary for discussing workplace motivation.
Best Practices for Developing Your Emerging LeadersBizLibrary
This document summarizes a webinar presentation about developing leadership programs. It introduces the presenters and provides an overview of 5 ways to unlock the hidden value in emerging leaders: 1) strong executive involvement, 2) tailored leadership competencies, 3) alignment with business strategy, 4) targeting multiple levels of leadership, and 5) learn by doing and application. It then discusses each of these 5 areas in more detail and provides examples and research to support developing effective leadership programs.
The survey aimed to understand what motivates employees. It found that employees are highly motivated when there is a clear link between effort, performance, and rewards like merit bonuses. Individual performance-related rewards motivated employees more than group rewards. Intrinsic rewards like promotion opportunities had the strongest motivational effect, followed by extrinsic rewards like paid leave and merit bonuses. Job design factors like feedback and autonomy were also strong motivators, while task identity mattered less. The results provide insights into improving employee motivation through performance-based compensation and job characteristics.
High Performance Culture Presentation for LinkedInSam Drexler
This document proposes researching companies with high-performance cultures in the Bay Area to identify best practices for fostering employee acquisition, retention, engagement, and productivity. The goals are to demonstrate how companies use culture to maximize talent, recommend ideas for Gracenote's culture, identify competencies of high performers, and compare Gracenote's benefits. It discusses characteristics of high-performing employees and organizations, including values like integrity, passion, courage, communication, and leadership. Quotes from LinkedIn and Workday emphasize the importance of transparency, positive culture, and leadership in driving engagement. The document cites Peter Drucker and a Deloitte study that highly engaged companies with the right culture have lower turnover, better execution, and
The document discusses talent management, which refers to anticipating an organization's human capital needs and developing a plan to meet those needs. It involves managing employees' abilities to recruit, retain, develop, reward, and motivate high-performing talent. Benefits include hiring the right people, retaining top performers, better decisions, and understanding employees. The talent management process involves understanding needs, sourcing, attracting, selecting, training, retention, promotion, assessment, planning, and exits. Effective talent management is important but complex to implement.
- Nearly 9 out of 10 companies offer recognition programs to acknowledge employee contributions. Recognition programs are generally less expensive than other forms of compensation.
- The key purposes of recognition programs are to motivate high performance, reinforce desired behaviors, and create a positive work culture. Recognition can include both monetary and non-monetary rewards.
- Successful recognition programs have characteristics like senior management support, employee input in design, simplicity, tailored rewards, clear communication, and timely recognition of specific achievements.
Kelly Warren's Hogan Personality Inventory (HPI) results indicate strengths in Adjustment, Ambition, Interpersonal Sensitivity, Prudence, and Learning Approach. This profile suggests Kelly typically maintains a positive attitude and remains calm under pressure, while also being hard-working and achievement-oriented. However, Kelly may sometimes overlook mistakes and be reluctant to accept negative feedback due to high self-confidence. The report provides implications for Kelly's leadership competencies and tendencies in building relationships and managing stress.
This document outlines the Army Leader Development Strategy (ALDS) to develop leaders across all cohorts to meet 21st century challenges. It discusses the complex strategic environment involving increased uncertainty and threats. The ALDS aims to balance training, education, and experience after an emphasis on warfighting. It will develop leaders capable of critical thinking, understanding joint operations, adapting to change and uncertainty, and operating effectively through empowerment and trust.
Definition of Leadership:
Leadership refers to the relation between an individual and a group around some common interest and behaving in a manner directed or determined by him. Leadership may be defined in terms of totality of functions performed by executives as individuals and as a group.
or
Leader is a person who leads his team in an Organization or business for better results in doing their task or job given
Developing the Coaching Skills of Your Managers and LeadersBizLibrary
What are the obligations of managers? It varies from organization to organization based upon a number of factors such as industry, culture, department, skill level of the team, etc. Regardless of the organization, at the very heart of this question lies a dilemma. In this webinar we'll discuss:
• Why coaching skills are important
• Traditional coaching models and how we can improve them
• Emerging principles and competencies for managers and leaders
• The difference between coaching and mentoring
www.bizlibrary.com
This seminar presentation discusses competency mapping in corporations. Competency mapping is a process that assesses an individual's strengths and examines areas like emotional intelligence, teamwork, leadership, and decision-making. It also describes competent behaviors for different jobs. A case study examines competency mapping of 30 middle managers at a company manufacturing power steering systems. Issues like a lack of common HR guidelines and integrated functions motivated the study. The study's objectives were to adopt competency-based HR management, link organizational issues to functions through mapping, and develop a competency model. Managers were assessed on parameters like quality improvement techniques. The analysis identified training needs for different roles. Competency mapping was concluded to not be complex but can
This Powerpoint slide show was created for the course OT 431 Leadership I for Master's level occupational therapy students at the University of Tennessee Health Science Center.
The document discusses the Gallup Questions, which are questions that Gallup has found effectively measure employee engagement through extensive research. It provides explanations for each of the 12 questions, which assess things like whether employees know what is expected of them, have the materials they need to do their work, feel their opinions count, and have opportunities to learn and grow. The questions are meant to help organizations develop environments that foster engaged employees.
Hogan Motives, Values, Preferences Inventory (MVPI) ReportWork Life Metrics
This document provides an overview and definitions for understanding a person's Hogan Motives, Values, Preferences Inventory (MVPI) assessment results. It describes how a person's core values influence their career drivers, fit with organizational culture, leadership style, and unconscious biases. The report analyzes scores on 10 scales that define key values and goals. High or low scores have implications, and becoming aware of one's values helps adapt behavior to create a productive work situation and minimize biases.
The document discusses the basics of the balanced scorecard approach. It explains that the balanced scorecard addresses weaknesses of classical strategic planning and performance management by providing an integrated framework. Key aspects include having objectives and metrics in four perspectives (financial, customer, internal processes, innovation and learning) and cascading scorecards from the enterprise level down. The document also discusses how HR can develop an HR scorecard aligned with business strategy to measure its contribution in areas like employee capabilities and satisfaction.
Companies spend significant investments in creating market differentiation through advertising, promotions and social media. However, most companies do not fully leverage their CEO as a persona for their brands, missing on an opportunity to provide a human touch to what has been traditionally a media driven approach
For more white papers and webinars, go to http://www.sldesignlounge.com
Or visit us at http://www.sld.com
Succession planning is a systematic approach to ensure leadership continuity by building a talent pool, developing potential successors based on their strengths, and identifying the best candidates for positions. It recognizes that some jobs are too critical to leave vacant and aims to create an effective process for growing and retaining top leaders through identifying long-term strategic needs, analyzing talent gaps, developing a succession strategy, and continually monitoring and evaluating the process. When done effectively, it is linked to strategic planning and critical for organizational success.
Herzberg's two-factor theory proposes that there are two sets of factors that influence job satisfaction and dissatisfaction: motivators and hygiene factors. Motivators such as achievement, recognition, responsibility, and advancement can increase job satisfaction, while hygiene factors like company policies, supervision, salary, and job security prevent dissatisfaction if adequately managed but do not strongly motivate. Herzberg conducted interviews with engineers and accountants to develop this theory. The theory suggests addressing both hygiene factors and motivators to improve satisfaction and productivity in an organization.
Employee Engagement Best Practices: Survey Process Tips to Improve Trust, Acc...Qualtrics
To view the on-demand webinar for this presentation see the below link: https://success.qualtrics.com/survey-process-tips-watch.html?utm_source=slideshare
Measuring employee engagement can drive positive organizational change and increase revenue, retention, and overall productivity. However, mismanaging your employee engagement program can actually decrease trust, accountability, and empowerment amongst employees.
Join Qualtrics and Sarah Marrs, Employee Engagement Specialist, as we discuss common pitfalls that undermine engagement programs along with some practical tips to ensure a successful experience.
The document discusses the importance of creating great workplaces where employees feel engaged. It notes that most organizations are not truly great places to work, with high percentages of disengaged or stressed employees in many countries. The missing link is often the line manager and how they interact with and develop their employees on a daily basis. Practicing "Giftwork" through generous, unique, individualized, fitting interactions can help build the trust that is key to employee engagement. Doing small caring acts each day, even when busy, can make a difference in the workplace culture and employees' perception of their managers.
A new model of transformational leadershipNick Burnett
(1) The document discusses transformational leadership models and a new transformational leadership questionnaire (TLQ) developed in the UK.
(2) The TLQ measures scales such as leading others, personal qualities, and leading the organization. Validation studies show it increases motivation, job satisfaction, and organizational commitment.
(3) A project applying the TLQ in schools found it useful for teacher development and improving school culture through transformational leadership.
Employee empowerment involves increasing the enabling capacity of individuals by sharing authority and power with lower-level employees so they can make more decisions. This allows employees to better serve customers and feel more in control. Ways to empower employees include expressing confidence in them, including them in decision making, and giving them freedom and autonomy while limiting coercive power. Benefits include improved satisfaction and performance from employees and increased trust in the organization. However, some managers may be reluctant to give up control or share power. Overall, empowerment can be a positive element that develops loyalty if implemented based on organizational needs.
This document discusses various aspects of organizational behavior including attitude, identity, organizational justice, training, learning principles, and leadership styles. It notes that individuals have attitudes towards work and two identities - personal and social. It describes four forms of organizational justice and lists varieties of training. Key learning principles are identified as participation, repetition, transfer of training, feedback, and 360 degree feedback. Autocratic and participative leadership styles are compared, noting their different impacts on employee behavior, performance, goals, and the organization's image. The conclusion states that an individual's career path is in their own hands.
Use of psychometric assessments through universally accepted tests such as Workplace Big Five contribute huge value to various HRM processes such as competency based recruitment/ selection, performance and potential appraisal, competency mapping, assessment and development centres, training and development etc. The data obtained through such provides profound picture of the innate behavioral qualities of our human resources and help us make profitable people decisions.
Learn about the most effective assessments used in coaching such as Marston adjective-based DISC, psychological question-based Hogan or Harrison, MBTI, Strength Finder, EI tests, EUM for team work, 360 Feedback and Enneagram.
The document discusses talent management, which refers to anticipating an organization's human capital needs and developing a plan to meet those needs. It involves managing employees' abilities to recruit, retain, develop, reward, and motivate high-performing talent. Benefits include hiring the right people, retaining top performers, better decisions, and understanding employees. The talent management process involves understanding needs, sourcing, attracting, selecting, training, retention, promotion, assessment, planning, and exits. Effective talent management is important but complex to implement.
- Nearly 9 out of 10 companies offer recognition programs to acknowledge employee contributions. Recognition programs are generally less expensive than other forms of compensation.
- The key purposes of recognition programs are to motivate high performance, reinforce desired behaviors, and create a positive work culture. Recognition can include both monetary and non-monetary rewards.
- Successful recognition programs have characteristics like senior management support, employee input in design, simplicity, tailored rewards, clear communication, and timely recognition of specific achievements.
Kelly Warren's Hogan Personality Inventory (HPI) results indicate strengths in Adjustment, Ambition, Interpersonal Sensitivity, Prudence, and Learning Approach. This profile suggests Kelly typically maintains a positive attitude and remains calm under pressure, while also being hard-working and achievement-oriented. However, Kelly may sometimes overlook mistakes and be reluctant to accept negative feedback due to high self-confidence. The report provides implications for Kelly's leadership competencies and tendencies in building relationships and managing stress.
This document outlines the Army Leader Development Strategy (ALDS) to develop leaders across all cohorts to meet 21st century challenges. It discusses the complex strategic environment involving increased uncertainty and threats. The ALDS aims to balance training, education, and experience after an emphasis on warfighting. It will develop leaders capable of critical thinking, understanding joint operations, adapting to change and uncertainty, and operating effectively through empowerment and trust.
Definition of Leadership:
Leadership refers to the relation between an individual and a group around some common interest and behaving in a manner directed or determined by him. Leadership may be defined in terms of totality of functions performed by executives as individuals and as a group.
or
Leader is a person who leads his team in an Organization or business for better results in doing their task or job given
Developing the Coaching Skills of Your Managers and LeadersBizLibrary
What are the obligations of managers? It varies from organization to organization based upon a number of factors such as industry, culture, department, skill level of the team, etc. Regardless of the organization, at the very heart of this question lies a dilemma. In this webinar we'll discuss:
• Why coaching skills are important
• Traditional coaching models and how we can improve them
• Emerging principles and competencies for managers and leaders
• The difference between coaching and mentoring
www.bizlibrary.com
This seminar presentation discusses competency mapping in corporations. Competency mapping is a process that assesses an individual's strengths and examines areas like emotional intelligence, teamwork, leadership, and decision-making. It also describes competent behaviors for different jobs. A case study examines competency mapping of 30 middle managers at a company manufacturing power steering systems. Issues like a lack of common HR guidelines and integrated functions motivated the study. The study's objectives were to adopt competency-based HR management, link organizational issues to functions through mapping, and develop a competency model. Managers were assessed on parameters like quality improvement techniques. The analysis identified training needs for different roles. Competency mapping was concluded to not be complex but can
This Powerpoint slide show was created for the course OT 431 Leadership I for Master's level occupational therapy students at the University of Tennessee Health Science Center.
The document discusses the Gallup Questions, which are questions that Gallup has found effectively measure employee engagement through extensive research. It provides explanations for each of the 12 questions, which assess things like whether employees know what is expected of them, have the materials they need to do their work, feel their opinions count, and have opportunities to learn and grow. The questions are meant to help organizations develop environments that foster engaged employees.
Hogan Motives, Values, Preferences Inventory (MVPI) ReportWork Life Metrics
This document provides an overview and definitions for understanding a person's Hogan Motives, Values, Preferences Inventory (MVPI) assessment results. It describes how a person's core values influence their career drivers, fit with organizational culture, leadership style, and unconscious biases. The report analyzes scores on 10 scales that define key values and goals. High or low scores have implications, and becoming aware of one's values helps adapt behavior to create a productive work situation and minimize biases.
The document discusses the basics of the balanced scorecard approach. It explains that the balanced scorecard addresses weaknesses of classical strategic planning and performance management by providing an integrated framework. Key aspects include having objectives and metrics in four perspectives (financial, customer, internal processes, innovation and learning) and cascading scorecards from the enterprise level down. The document also discusses how HR can develop an HR scorecard aligned with business strategy to measure its contribution in areas like employee capabilities and satisfaction.
Companies spend significant investments in creating market differentiation through advertising, promotions and social media. However, most companies do not fully leverage their CEO as a persona for their brands, missing on an opportunity to provide a human touch to what has been traditionally a media driven approach
For more white papers and webinars, go to http://www.sldesignlounge.com
Or visit us at http://www.sld.com
Succession planning is a systematic approach to ensure leadership continuity by building a talent pool, developing potential successors based on their strengths, and identifying the best candidates for positions. It recognizes that some jobs are too critical to leave vacant and aims to create an effective process for growing and retaining top leaders through identifying long-term strategic needs, analyzing talent gaps, developing a succession strategy, and continually monitoring and evaluating the process. When done effectively, it is linked to strategic planning and critical for organizational success.
Herzberg's two-factor theory proposes that there are two sets of factors that influence job satisfaction and dissatisfaction: motivators and hygiene factors. Motivators such as achievement, recognition, responsibility, and advancement can increase job satisfaction, while hygiene factors like company policies, supervision, salary, and job security prevent dissatisfaction if adequately managed but do not strongly motivate. Herzberg conducted interviews with engineers and accountants to develop this theory. The theory suggests addressing both hygiene factors and motivators to improve satisfaction and productivity in an organization.
Employee Engagement Best Practices: Survey Process Tips to Improve Trust, Acc...Qualtrics
To view the on-demand webinar for this presentation see the below link: https://success.qualtrics.com/survey-process-tips-watch.html?utm_source=slideshare
Measuring employee engagement can drive positive organizational change and increase revenue, retention, and overall productivity. However, mismanaging your employee engagement program can actually decrease trust, accountability, and empowerment amongst employees.
Join Qualtrics and Sarah Marrs, Employee Engagement Specialist, as we discuss common pitfalls that undermine engagement programs along with some practical tips to ensure a successful experience.
The document discusses the importance of creating great workplaces where employees feel engaged. It notes that most organizations are not truly great places to work, with high percentages of disengaged or stressed employees in many countries. The missing link is often the line manager and how they interact with and develop their employees on a daily basis. Practicing "Giftwork" through generous, unique, individualized, fitting interactions can help build the trust that is key to employee engagement. Doing small caring acts each day, even when busy, can make a difference in the workplace culture and employees' perception of their managers.
A new model of transformational leadershipNick Burnett
(1) The document discusses transformational leadership models and a new transformational leadership questionnaire (TLQ) developed in the UK.
(2) The TLQ measures scales such as leading others, personal qualities, and leading the organization. Validation studies show it increases motivation, job satisfaction, and organizational commitment.
(3) A project applying the TLQ in schools found it useful for teacher development and improving school culture through transformational leadership.
Employee empowerment involves increasing the enabling capacity of individuals by sharing authority and power with lower-level employees so they can make more decisions. This allows employees to better serve customers and feel more in control. Ways to empower employees include expressing confidence in them, including them in decision making, and giving them freedom and autonomy while limiting coercive power. Benefits include improved satisfaction and performance from employees and increased trust in the organization. However, some managers may be reluctant to give up control or share power. Overall, empowerment can be a positive element that develops loyalty if implemented based on organizational needs.
This document discusses various aspects of organizational behavior including attitude, identity, organizational justice, training, learning principles, and leadership styles. It notes that individuals have attitudes towards work and two identities - personal and social. It describes four forms of organizational justice and lists varieties of training. Key learning principles are identified as participation, repetition, transfer of training, feedback, and 360 degree feedback. Autocratic and participative leadership styles are compared, noting their different impacts on employee behavior, performance, goals, and the organization's image. The conclusion states that an individual's career path is in their own hands.
Use of psychometric assessments through universally accepted tests such as Workplace Big Five contribute huge value to various HRM processes such as competency based recruitment/ selection, performance and potential appraisal, competency mapping, assessment and development centres, training and development etc. The data obtained through such provides profound picture of the innate behavioral qualities of our human resources and help us make profitable people decisions.
Learn about the most effective assessments used in coaching such as Marston adjective-based DISC, psychological question-based Hogan or Harrison, MBTI, Strength Finder, EI tests, EUM for team work, 360 Feedback and Enneagram.
The document discusses strategies for hiring and promoting the right talent. It emphasizes that assessing suitability factors, not just eligibility, is key to identifying top performers. Behavioral research shows that traits like initiative, collaboration, and strategic thinking correlate highly with sales success. The author advocates defining job requirements and assessing both eligibility and a wide range of behavioral competencies to recruit true business developers for evolving sales roles. Contact information is provided to learn more about assessing suitability.
The document discusses strategies for hiring and promoting the right talent. It emphasizes that assessing suitability factors, not just eligibility, is key to identifying top performers. Behavioral research has identified traits that correlate with success, such as initiative, collaboration skills, and strategic thinking. Hiring based solely on subjective interviews is insufficient; companies need a structured process of defining jobs, assessing eligibility and suitability factors, and conducting effective interviews to recruit the best talent.
The document discusses employee performance appraisals and alternatives. It notes that performance appraisals originated from management-by-objective philosophies in the 1950s where employees were rated on meeting numerical targets. By the 1980s, the efficacy of these appraisal systems was questioned as they failed to motivate employees and data was often manipulated. While intended to evaluate poor performers, appraisals insulted all employees. Leading authors have condemned performance appraisals and suggested alternatives like developing win-win agreements between managers and employees or having unstructured conversations to understand employees' work. Alternatives also include focusing less on individuals and more on improving the overall organization system to better motivate employees.
Measurement is the first step that leads to control and eventually to improvement. If you cannot measure something, you cannot understand it. If you cannot understand it, you cannot control it. If you cannot control it, you cannot improve it.” ― H. James Harrington
Workplace surveys are one of the most common tools used to sense employee pulse and learn what is important to employees. They are generally used to measure satisfaction levels, concerns, and confidence at work. Surveys provide hidden insights on specific as well as broad issues that go unnoticed by the management.
However, conducting a survey is only the first step towards greater engagement. The biggest failure of a survey happens when a survey is conducted before any action is taken for the last survey conducted. Creating a plan to act on the results and implement changes that are visible to others is equally important.
This document provides an overview of various HR services offered by Bengal Hr Solutions, including HR audits, organizational diagnostics, structuring, performance management systems, leadership development, change management, behavioral interventions, and outsourcing of the entire HR function. The services are designed to evaluate and improve the effectiveness of an organization's HR policies, strategies, and operations.
5Personality, Intelligence, Attitudes, and EmotionsKnowl.docxalinainglis
This document discusses personality testing in hiring and provides examples of how different organizations use personality tests. It explains that personality tests assess traits like conscientiousness, ability to handle stress, ability to get along with others, leadership potential, and problem-solving style. Organizations screen for traits that fit their specific culture and job requirements. The document provides examples of hospitals screening for compassion and diplomacy, financial firms assessing stress tolerance, and Southwest Airlines ensuring applicants have a friendly, relaxed personality. It emphasizes that personality is an important consideration in hiring because some traits cannot be easily changed through training.
Analyzing The Organizational Behavior Chart ElementsAllison Koehn
This document provides an analysis of organizational behavior concepts. It begins with definitions of key terms like organization, organizational behavior, human resources, and stress. It then explores topics like perception, personality, emotions, values, attitudes, diversity, and stress. It examines how these concepts impact individual and group behavior within organizations. The document aims to explain organizational behavior concepts for the purpose of improving organizational effectiveness.
Here is a draft SWOT analysis of yourself:
SWOT Analysis
Strengths:
- Hard working - I am willing to put in long hours to get tasks completed.
- Organized - I plan my time well and am methodical in my approach to projects.
- Adaptable - I am able to adjust to changing priorities and handle unexpected issues that come up.
Weaknesses:
- Perfectionism - I sometimes get bogged down trying to make things perfect instead of good enough.
- Procrastination - I have a tendency to put things off if I don't feel motivated.
- Disorganization - At times I have trouble keeping track of paperwork and schedules.
The document provides a report on employee motivation within an organization. It discusses several key points:
1) The introduction defines motivation and its importance for both employees and employers in understanding what drives performance. It also outlines some of the early research on motivation through the Hawthorne Studies.
2) The research aims and objectives are to understand the relationship between motivation and performance and analyze common motivation theories and approaches used in organizations.
3) Maslow's hierarchy of needs is discussed as one of the motivation theories, outlining the five levels of needs from physiological to self-actualization.
4) Other motivation theories mentioned include Vroom's expectancy theory, Herzberg's two-factor theory, and McG
Discover how the science of PI has helped businesses for over 60 years use analytics to increase sales, recruit the right talent, reduce turnover, and motivate their teams.
The Apollo Personality Test is an online personality test supported by our Psychologists in Hong Kong and Singapore and partners across Asia. Designed to measure personality, work preferences, motivations, and values, Apollo is used to help decisions involving recruitment and selection, training and development, and careers advice.
Rationale behind the Apollo Personality Test
Building on established psychological theories and a model of excellence put forward in the Karpin report “Enterprising Nation”, the Apollo Profile is a comprehensive psychometric test. Designed from the outset to be used internationally, the profile is different to other personality assessments in that it compares test-takers to a model of excellence rather than to the average person.
Employee engagement adds value to any organization. It can make a difference to the individual employee as well as the business as a whole. HR has a significant role in promoting the linkages between the company’s leadership, objectives, and employees. In these slides, we discuss HR’s role in employee engagement.
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.
Assignment On Quot Gender Issues In Performance Appraisal QuotAngelina Johnson
Gender bias can negatively impact performance appraisals if not properly addressed. There are biases that individual raters may have as well as structural biases within an organization's performance evaluation process and criteria. To minimize gender bias, organizations should implement transparent and objective rating criteria, involve multiple evaluators, provide rater training on recognizing biases, and ensure rating areas are structured to value all types of contributions regardless of gender. Regular review of the performance appraisal process can help identify and address biases to create a more equitable system for all employees.
Human Resources:
-- Know where to find resources to support you in your decision-making.
-- Demonstrate HR professionalism in your role.
Understand the value of good HR practice
1. What is HR?
2. What does the HR department do?
3. Different perceptions of HR.
4. Understanding the different views of HR.
5. What and who does HR represents?
6. HR roles in small organisations.
7. HR roles in large organisations.
8. The professional principles:
i) Work matters
ii) People matter
iii) Professionalism matters
9. Types of HR practices.
10. Importance of data.
11. HR analytics & Predictive Analytics.
12. Ethics of data collection.
13. Examples of how HR can use data more ethically.
Assessing people for jobs is the most important task for any organization, as it determines new hire performance and the organization's success. High quality assessment enables better hiring decisions, reducing costs from poor training and development. Effective assessment also improves employee development.
The first challenge is fully understanding the job and identifying key success factors. Without this, assessment cannot be effective. Assessing candidates on eligibility and suitability is complex, requiring research on how different levels of each factor impact performance. Interviews alone cannot accurately assess suitability, as interviewers lack detailed job formulas and are biased. Personality assessments also cannot predict job performance as they were not designed for the workplace.
Effective job behavior assessments measure over 100 traits, are work
The document discusses using implicit motives to improve organizational performance. It describes how implicit motives, the patterns of thought below conscious awareness, drive much of human behavior, especially in stressful situations. Research has found that top performers in roles have consistent implicit motives that differ from average performers. The document outlines how assessing implicit motives can help develop superior performance, select effective leaders, and create a high-performance culture. It then provides a case study of a primary care trust that worked with consultants to transform its culture and performance by focusing on changing managers' implicit motives.
Similar to Overview Of Hogan Personality Assessments (20)
1. Overview Of Hogan Personality Assessments
There is a range of personality assessments provided by Hogan Assessments that assess individual
attributes that promote success, identify our internal drivers, and expose the behaviors that we
demonstrate when were suffering stress. Outlined below is an overview of several of the most
popular ones:
The Hogan Personality Inventory (HPI)
The Hogan Personality Inventory (HPI) is a personality assessment instrument that is intended to
evaluate normal personality as observed in the business environment. The HPI is used in employee
selection, personnel growth and for occupation-related decision-making.
Personality profiling with the HPI is an increasingly common practice for businesses in their
selection process. This is due to the HPI being a cost effective way to assess how much a candidate's
personality fits both the job criteria and the culture of the organisation. Because different
occupations require different personality characteristics, the HPI is used to assist decisions about
candidate selection, career development and career planning.
The HPI has been developed especially for the business community and was the initial assessment
tool of normal personality centred on the Five-Factor Model. The Five-Factor Model is a purely
descriptive model of personality built upon five broad domains of personality that are used by
modern day psychologists to describe human behaviour. These are: Openness, Conscientiousness,
Extraversion, Agreeableness, and Neuroticism (know as OCEAN
https://bible.org/users/freepersonalitytest in short).
The HPI gives information on what is called the bright side of personality. The bright side of our
personality refers to features that are demonstrated during social interactions that can help or
prevent a person achieving their objectives in their interactions, learning, life and in work.
Having been used in excess of 25 years to estimate employee performance, the HPI has become the
industry standard for measuring normal personality. The HPI has helped organizations to reduce
employee turnover, absenteeism, and underperforming customer service.
The Hogan Motives, Values Preferences Inventory (MVPI)
The Hogan Motives, Values Preferences Inventory (MVPI) psychometric test reveals a persons
intrinsic values that lead to decisions, as well as interests. This makes the MVPI an invaluable
approach for determining the kind of team, department and corporate culture in which the person
will perform best. This benefits the person in ensuring they are selecting the right environment in
which to work, and it benefits organisations by helping them to ensure that a new employees values
are in-line with those of the organisation. It also enables both person and organisation to predict
career success and career satisfaction.
The MVPI is developed from 80 years of academic research on motivation. It has 10 scales to
measure motives based upon a comprehensive business-based system of values. Values, preferences,
and interests are all motivational aspects: values are the most broad and abstract motive, and
interests are the most narrow and specific kind of motive.
2. Measures of motives, values, and interests through the MVPI are different from personality
measures. Personality measures (such as MBTI, HPI or HDS psychometric assessments) provide
insight as to how an employee may behave given a certain situation. Motives, values and interests
inventories instead provide an insight in to what a person feels the need to do.
Motives, values, and preferences are perceived to be largely stable; they tend to change very little as
a person grows older - what attracts you now will have the same effect you later.
The Hogan Development Survey (HDS)
The Hogan Development Survey (HDS) is a unique business-related personality assessment that
seeks to measure a persons impaired behavioural patterns.
HDS evaluates eleven personality-based performance risks that have the ability to hinder work
relationships and impede productivity. These performance hazards also have the capability to
restrain the general career potential of the person. These career derailers, as they are named, are in
effect instilled personality traits which affect upon the persons behaviour and actions.
Because of this it is a useful evaluation amongst senior executives whose actions are vital to the
business. It also provides in-depth information about interpersonal problems that are not always
easily identifiable in interviews. The HDS can help an employee recognise the important factors that
discern personalities and determine occupational achievement.
Many people refer to the Hogan Development Survey as identifying the Dark Side of a persons
behaviour. By this they mean the survey showing what we see when a person is in a situation where
they are under pressure.
When under stress or pressure, a person can display counterproductive tendencies. In normal
circumstances these tendencies or characteristics may actually be seen as strengths.
However, when a person comes under stress or pressure, which may include feeling irate, bored or
distracted, these performance risk factors may hinder a persons abilities, resulting to a decline in
relationships with customers, colleagues and managers. Virtually all employees will at some point
exhibit extreme behaviours, usually due to these circumstances. It is the odd occasions where we
show our dysfunctional behaviour that can have a high negative impact on our career.
The Hogan Development Survey assessment therefore provides valuable information that will
enhance an individuals self-awareness. This can lead them to be better placed to avoid the
detrimental consequences that are connected with these tendencies and characteristics. By
discovering these behaviour patterns it is therefore possible for the individual to compensate for
them through personal improvement.