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 Predictive Index (PI) assessment: for individuals
The Predictive Index behavioral assessment is the foundation of the Predictive Index system, with more than 2 million assessments completed every year. It is a science-based assessment that provides managers with accurate, actionable data quantifying the unique motivating needs and behavioral drives of each employee and potential employee.
The document summarizes the science behind the Predictive Index assessments. It describes how the PI Behavioral Assessment and PI Learning Indicator were developed based on scientific standards and decades of validation research. The assessments measure personality traits and cognitive ability that are proven to predict job performance. Research shows the assessments are reliable, valid, unbiased and do not result in adverse impact. When used together, the assessments can increase the chances of predicting on-the-job performance by eight times.
3. Summary of 8 Topics - M. Athar Jamil (Assignment#2).pptxssuser0bcda8
This document provides an overview of 8 advanced topics in human resource management: job crafting, positive and emotional intelligence, self-efficacy, personality traits, organizational citizenship behavior, decision making, cynicism, and organizational religiosity. For each topic, it summarizes 1-2 research papers related to that topic in 3-4 sentences. The document discusses the purpose and key findings of the research presented in each paper.
Mc swainhiott whitepaper_predictiveassesments_3Bailey Hood
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.
1. The document provides information about the format and contents of a psychology practical file, including an index, introduction, types of psychological tests, concepts of psychological testing, applications of testing, and pioneers in the field.
2. It discusses key aspects of psychological testing such as standardization, objectivity, test norms, reliability, and validity. Different types of validity including face, content, criterion, and construct validity are defined.
3. Applications of psychological testing discussed include detection of specific behaviors, measuring individual differences, diagnosis, legal classification, self-understanding, program evaluation, research, military selection, industry, and education.
Attitude is an important factor that influences job satisfaction. Attitude is composed of cognitive, affective, and behavioral components and determines how people feel and act in situations. While early research assumed attitudes determined behavior, later work found attitudes sometimes follow behavior due to cognitive dissonance. Job satisfaction is positively related to job performance, organizational citizenship behaviors, and customer satisfaction, while negatively related to absenteeism and turnover. Satisfied employees benefit organizations.
Foundation to indivudal behaviour personality theoriesPriyanshu Gandhi
This document provides an overview of organizational behavior. It discusses how organizational behavior studies the impact of individuals, groups, and structure on behavior in organizations. It also summarizes several key topics in organizational behavior, including attitudes and their relationship to behavior, major job attitudes and what causes job satisfaction, personality and models for measuring it, perception and attribution theory, and impression management.
Personnel Profiles Assessment Testing for EmployersEliassen Group
HR ProFile, Inc. is proud to host Paul Nolan, President of Personnel Profiles, Inc. as the presenter in the upcoming FREE Webinar, What’s the Best Way to Hire? Employment Screening and Assessments; Know which Applicants Will Succeed, to be held on Wednesday, July,15, 2pm EST. This webinar is part of HR ProFile’s bi-monthly webinar series and on-going commitment to communicate the latest and most innovative topics, compliance changes, trends, and best practices within the Human Resource Industry. This webinar will concentrate on…
Key Take-Aways from this webinar include:
1) Discovering top performers before you hire them
2) Different types of testing, what will fit for your organization
3) Legalities of Testing and Examples of different testing systems
The Predictive Index (PI) assessment: for individuals
The Predictive Index behavioral assessment is the foundation of the Predictive Index system, with more than 2 million assessments completed every year. It is a science-based assessment that provides managers with accurate, actionable data quantifying the unique motivating needs and behavioral drives of each employee and potential employee.
The document summarizes the science behind the Predictive Index assessments. It describes how the PI Behavioral Assessment and PI Learning Indicator were developed based on scientific standards and decades of validation research. The assessments measure personality traits and cognitive ability that are proven to predict job performance. Research shows the assessments are reliable, valid, unbiased and do not result in adverse impact. When used together, the assessments can increase the chances of predicting on-the-job performance by eight times.
3. Summary of 8 Topics - M. Athar Jamil (Assignment#2).pptxssuser0bcda8
This document provides an overview of 8 advanced topics in human resource management: job crafting, positive and emotional intelligence, self-efficacy, personality traits, organizational citizenship behavior, decision making, cynicism, and organizational religiosity. For each topic, it summarizes 1-2 research papers related to that topic in 3-4 sentences. The document discusses the purpose and key findings of the research presented in each paper.
Mc swainhiott whitepaper_predictiveassesments_3Bailey Hood
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.
1. The document provides information about the format and contents of a psychology practical file, including an index, introduction, types of psychological tests, concepts of psychological testing, applications of testing, and pioneers in the field.
2. It discusses key aspects of psychological testing such as standardization, objectivity, test norms, reliability, and validity. Different types of validity including face, content, criterion, and construct validity are defined.
3. Applications of psychological testing discussed include detection of specific behaviors, measuring individual differences, diagnosis, legal classification, self-understanding, program evaluation, research, military selection, industry, and education.
Attitude is an important factor that influences job satisfaction. Attitude is composed of cognitive, affective, and behavioral components and determines how people feel and act in situations. While early research assumed attitudes determined behavior, later work found attitudes sometimes follow behavior due to cognitive dissonance. Job satisfaction is positively related to job performance, organizational citizenship behaviors, and customer satisfaction, while negatively related to absenteeism and turnover. Satisfied employees benefit organizations.
Foundation to indivudal behaviour personality theoriesPriyanshu Gandhi
This document provides an overview of organizational behavior. It discusses how organizational behavior studies the impact of individuals, groups, and structure on behavior in organizations. It also summarizes several key topics in organizational behavior, including attitudes and their relationship to behavior, major job attitudes and what causes job satisfaction, personality and models for measuring it, perception and attribution theory, and impression management.
Personnel Profiles Assessment Testing for EmployersEliassen Group
HR ProFile, Inc. is proud to host Paul Nolan, President of Personnel Profiles, Inc. as the presenter in the upcoming FREE Webinar, What’s the Best Way to Hire? Employment Screening and Assessments; Know which Applicants Will Succeed, to be held on Wednesday, July,15, 2pm EST. This webinar is part of HR ProFile’s bi-monthly webinar series and on-going commitment to communicate the latest and most innovative topics, compliance changes, trends, and best practices within the Human Resource Industry. This webinar will concentrate on…
Key Take-Aways from this webinar include:
1) Discovering top performers before you hire them
2) Different types of testing, what will fit for your organization
3) Legalities of Testing and Examples of different testing systems
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.
The document discusses various assessment tools used by 1st Franklin Financial for recruiting, hiring, career development, and leadership purposes. It provides descriptions of several assessments, including the Talent Lens assessment for customer service roles, Myers-Briggs Type Indicator for personality typing, California Psychological Inventory for personality traits, ProScan for work styles, Occupational Personality Questionnaire for relationships, thinking style and feelings, Watson-Glaser Critical Thinking Appraisal for critical thinking, and Thurstone Mental Alertness Test for general mental ability. The assessments are used to evaluate fit for roles and the company culture, identify strengths and development areas, and support talent identification, training programs, and leadership development.
1st Franklin Financial uses a variety of assessments as part of their career development and talent management initiatives. Assessments are used for recruiting, hiring, promotions, leadership development, and identifying strengths and areas for improvement. Some of the main assessments used include Talent Lens, Myers-Briggs Type Indicator, California Psychological Inventory, ProScan, Occupational Personality Questionnaire, Watson-Glaser Critical Thinking Appraisal, and Thurstone Mental Alertness Test. The assessments evaluate abilities, personality, work styles, decision-making skills, and other important traits.
1. The document discusses applying an evidence-based approach to solving organizational problems using Novartis as a case example.
2. The first step in evidence-based management is to clearly define the problem being addressed. Often, problems presented are vague and unclear.
3. The case focuses on people's performance in the workplace. Key assumptions about factors like feedback, meaningful work, and recognition were examined based on scientific literature.
4. Evidence showed these factors can positively impact performance when implemented appropriately. Novartis then applied these findings by developing tools and training, and conducting a randomized study to measure effects.
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.
This document discusses attitude and job satisfaction. It defines attitude as having cognitive, affective, and behavioral components representing a person's beliefs, feelings, and tendencies towards an object. While attitudes do not always perfectly predict behavior, the relationship is stronger when the attitude is important, specific to the behavior, accessible, and involves social pressures or direct experience. The document then discusses major job attitudes like job satisfaction, involvement, and organizational commitment, and their relationship to factors like performance, absenteeism, and turnover. It aims to understand causes and impacts of attitudes on job satisfaction for elementary supervisors.
Recruitment selection process,methods and stepsMayur Khatri
The document discusses recruitment and selection processes. It defines recruitment as organizational activities that provide a pool of applicants to fill job openings. Selection is the process of discovering job applicants' qualifications and suitability for positions.
The document outlines factors that influence recruitment, sources for finding applicants, the selection process, and uses of psychological testing in candidate evaluation. It also discusses challenges in recruitment and selection, differences between the two processes, and provides a case study on practices at Wipro Technologies.
The document discusses the history and types of behavioral assessments. It describes how assessments have evolved from ancient theories like the four humors to modern tools like the Myers-Briggs Type Indicator. The document also outlines the U.S. Department of Labor's guidelines for appropriate use of assessments in hiring decisions, including their recommendation that assessments account for no more than one-third of decisions. Further, it discusses the importance of ensuring assessments are reliable, valid, and job-relevant.
This document provides an overview and introduction to a handbook on behavioral competencies in the workplace. It discusses how developing a competency framework can help structure the hiring process and assess a candidate's cultural fit. The handbook focuses on four categories of behavioral competencies - personality attributes, analytical ability, interpersonal skills, and leadership skills. Each category contains a list of relevant competencies that are important for various job levels. The document provides examples of key indicators for competencies like curiosity, adaptability, discipline, and self-confidence, as well as suggested interview questions to evaluate candidates on those competencies.
PI Behavioral Assessment Free from M.E.G. RoyANNE PRYOR, MA
PI Behavioral Assessment from M.E.G. Roy defines who you're working with? Are they the right fit for your organization and team. It helps you be more self-aware of your behavior and goals.
This document summarizes key concepts related to individual behavior from chapters 2-5 of an organizational behavior textbook. It discusses how ability, personality traits, values, and biological characteristics can predict employee performance and satisfaction. It also outlines several theories of individual learning and motivation, including classical conditioning, operant conditioning, and reinforcement strategies used by managers. Cultural differences in areas like power distance and individualism are examined, as well as how perception, attitudes, personality, and values shape individual behavior in organizations.
Recruitment Selection Process Methods And StepsBalakrisna
The document discusses recruitment, selection processes, and the use of psychological testing in organizations. It provides details on the key steps in recruitment including identifying job requirements, attracting candidates, screening applications, interviews and assessments. The selection process involves preliminary interviews, tests, employment interviews, reference checks and making a final job offer. Psychological tests are used to objectively and validly measure candidate abilities and personality traits relevant to job performance. The role of recruitment consultants is also outlined along with common challenges they may face.
Job satisfaction is important for both employees and organizations. It occurs when an individual's job fulfills their values and needs. Dissatisfaction can negatively impact mental health, physical health, employee turnover and absenteeism. Job satisfaction is influenced by both individual characteristics like age, education and gender as well as job characteristics. The study aims to analyze job satisfaction levels at an organization, identify causes of satisfaction and dissatisfaction, and suggest improvements. Primary data collection methods for the study include questionnaires, observation and experiments to understand employee satisfaction.
Improved Selection, Reduced Turnover: Identify and Retain Top TalentZsuzsanna Vida
Improved Selection, Reduced Turnover, Higher Performance. The secret is finding individuals with the key motivation and work attitude, as they are likely to be high performers. Learn how to retain your top talent using their motivational patterns!
Attitudes are evaluative statements that reflect how one feels about objects, people or events, and have three main components: cognitive, affective, and behavioral. Job satisfaction is a positive feeling about one's job resulting from an evaluation of its characteristics, and the major factors that influence job satisfaction are the nature of the work itself, pay, promotion opportunities, supervision, and relationships with coworkers. Dissatisfied employees may respond through exit, voice, loyalty, or neglect behaviors, with exit and neglect being more destructive responses and voice and loyalty being more constructive.
Employer Work & Life Balance Policies and its impacty on Employee PerformanceHussain Mumtaz
This document outlines a thesis proposal on the relationship between employee trust in employer work-life balance policies and employee performance. The study will quantitatively examine how elements of trust (ability, benevolence, integrity), leave policies, well-being policies, and flexible work arrangements impact performance in the private banking sector of Pakistan. Surveys will be used to collect data, which will be analyzed using statistical methods like regression to test hypotheses about the effects of work-life balance policies on reducing conflict and improving attitudes, attendance, and productivity.
The document discusses various psychological tests used in the employee selection process. It begins by outlining the general steps in employee selection such as ability and personality tests, interviews, and assessment centers. It then describes several specific psychometric tests used to evaluate candidates, including the OPQ32r, SHL tests, Bennett Mechanical Comprehension Test, IQ/achievement tests, Manchester Personality Questionnaire, and Applied Technology Series. The document emphasizes that psychometric tests provide objective, standardized, and valid measures of candidates' abilities, personalities, and potential job success.
The document summarizes several theories of motivation from organizational behavior literature. It discusses Maslow's hierarchy of needs theory, McGregor's Theory X and Theory Y, Herzberg's two-factor theory, Alderfer's ERG theory, McClelland's needs theory, goal-setting theory, equity theory, expectancy theory, and job characteristics model among others. The theories help explain factors that influence employee motivation, satisfaction, and performance in work settings.
The document summarizes several theories of motivation from organizational behavior literature. It discusses Maslow's hierarchy of needs, McGregor's Theory X and Y, Herzberg's two-factor theory, Alderfer's ERG theory, McClelland's needs theory, goal setting theory, equity theory, expectancy theory, and job characteristics model among others. The theories help explain factors that influence employee motivation, satisfaction, and performance in work settings.
The document discusses recruitment, selection processes, methods, and psychological testing used in hiring. It defines recruitment as activities that provide applicants for open positions. Selection involves evaluating applicants' qualifications and characteristics for suitability. Common steps include interviews, tests, reference checks, and making a job offer. Psychological testing aims to objectively and validly assess personalities and competencies relevant to jobs. The document also discusses advertisements used in recruitment and the roles of recruitment consultants.
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.
The document discusses various assessment tools used by 1st Franklin Financial for recruiting, hiring, career development, and leadership purposes. It provides descriptions of several assessments, including the Talent Lens assessment for customer service roles, Myers-Briggs Type Indicator for personality typing, California Psychological Inventory for personality traits, ProScan for work styles, Occupational Personality Questionnaire for relationships, thinking style and feelings, Watson-Glaser Critical Thinking Appraisal for critical thinking, and Thurstone Mental Alertness Test for general mental ability. The assessments are used to evaluate fit for roles and the company culture, identify strengths and development areas, and support talent identification, training programs, and leadership development.
1st Franklin Financial uses a variety of assessments as part of their career development and talent management initiatives. Assessments are used for recruiting, hiring, promotions, leadership development, and identifying strengths and areas for improvement. Some of the main assessments used include Talent Lens, Myers-Briggs Type Indicator, California Psychological Inventory, ProScan, Occupational Personality Questionnaire, Watson-Glaser Critical Thinking Appraisal, and Thurstone Mental Alertness Test. The assessments evaluate abilities, personality, work styles, decision-making skills, and other important traits.
1. The document discusses applying an evidence-based approach to solving organizational problems using Novartis as a case example.
2. The first step in evidence-based management is to clearly define the problem being addressed. Often, problems presented are vague and unclear.
3. The case focuses on people's performance in the workplace. Key assumptions about factors like feedback, meaningful work, and recognition were examined based on scientific literature.
4. Evidence showed these factors can positively impact performance when implemented appropriately. Novartis then applied these findings by developing tools and training, and conducting a randomized study to measure effects.
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.
This document discusses attitude and job satisfaction. It defines attitude as having cognitive, affective, and behavioral components representing a person's beliefs, feelings, and tendencies towards an object. While attitudes do not always perfectly predict behavior, the relationship is stronger when the attitude is important, specific to the behavior, accessible, and involves social pressures or direct experience. The document then discusses major job attitudes like job satisfaction, involvement, and organizational commitment, and their relationship to factors like performance, absenteeism, and turnover. It aims to understand causes and impacts of attitudes on job satisfaction for elementary supervisors.
Recruitment selection process,methods and stepsMayur Khatri
The document discusses recruitment and selection processes. It defines recruitment as organizational activities that provide a pool of applicants to fill job openings. Selection is the process of discovering job applicants' qualifications and suitability for positions.
The document outlines factors that influence recruitment, sources for finding applicants, the selection process, and uses of psychological testing in candidate evaluation. It also discusses challenges in recruitment and selection, differences between the two processes, and provides a case study on practices at Wipro Technologies.
The document discusses the history and types of behavioral assessments. It describes how assessments have evolved from ancient theories like the four humors to modern tools like the Myers-Briggs Type Indicator. The document also outlines the U.S. Department of Labor's guidelines for appropriate use of assessments in hiring decisions, including their recommendation that assessments account for no more than one-third of decisions. Further, it discusses the importance of ensuring assessments are reliable, valid, and job-relevant.
This document provides an overview and introduction to a handbook on behavioral competencies in the workplace. It discusses how developing a competency framework can help structure the hiring process and assess a candidate's cultural fit. The handbook focuses on four categories of behavioral competencies - personality attributes, analytical ability, interpersonal skills, and leadership skills. Each category contains a list of relevant competencies that are important for various job levels. The document provides examples of key indicators for competencies like curiosity, adaptability, discipline, and self-confidence, as well as suggested interview questions to evaluate candidates on those competencies.
PI Behavioral Assessment Free from M.E.G. RoyANNE PRYOR, MA
PI Behavioral Assessment from M.E.G. Roy defines who you're working with? Are they the right fit for your organization and team. It helps you be more self-aware of your behavior and goals.
This document summarizes key concepts related to individual behavior from chapters 2-5 of an organizational behavior textbook. It discusses how ability, personality traits, values, and biological characteristics can predict employee performance and satisfaction. It also outlines several theories of individual learning and motivation, including classical conditioning, operant conditioning, and reinforcement strategies used by managers. Cultural differences in areas like power distance and individualism are examined, as well as how perception, attitudes, personality, and values shape individual behavior in organizations.
Recruitment Selection Process Methods And StepsBalakrisna
The document discusses recruitment, selection processes, and the use of psychological testing in organizations. It provides details on the key steps in recruitment including identifying job requirements, attracting candidates, screening applications, interviews and assessments. The selection process involves preliminary interviews, tests, employment interviews, reference checks and making a final job offer. Psychological tests are used to objectively and validly measure candidate abilities and personality traits relevant to job performance. The role of recruitment consultants is also outlined along with common challenges they may face.
Job satisfaction is important for both employees and organizations. It occurs when an individual's job fulfills their values and needs. Dissatisfaction can negatively impact mental health, physical health, employee turnover and absenteeism. Job satisfaction is influenced by both individual characteristics like age, education and gender as well as job characteristics. The study aims to analyze job satisfaction levels at an organization, identify causes of satisfaction and dissatisfaction, and suggest improvements. Primary data collection methods for the study include questionnaires, observation and experiments to understand employee satisfaction.
Improved Selection, Reduced Turnover: Identify and Retain Top TalentZsuzsanna Vida
Improved Selection, Reduced Turnover, Higher Performance. The secret is finding individuals with the key motivation and work attitude, as they are likely to be high performers. Learn how to retain your top talent using their motivational patterns!
Attitudes are evaluative statements that reflect how one feels about objects, people or events, and have three main components: cognitive, affective, and behavioral. Job satisfaction is a positive feeling about one's job resulting from an evaluation of its characteristics, and the major factors that influence job satisfaction are the nature of the work itself, pay, promotion opportunities, supervision, and relationships with coworkers. Dissatisfied employees may respond through exit, voice, loyalty, or neglect behaviors, with exit and neglect being more destructive responses and voice and loyalty being more constructive.
Employer Work & Life Balance Policies and its impacty on Employee PerformanceHussain Mumtaz
This document outlines a thesis proposal on the relationship between employee trust in employer work-life balance policies and employee performance. The study will quantitatively examine how elements of trust (ability, benevolence, integrity), leave policies, well-being policies, and flexible work arrangements impact performance in the private banking sector of Pakistan. Surveys will be used to collect data, which will be analyzed using statistical methods like regression to test hypotheses about the effects of work-life balance policies on reducing conflict and improving attitudes, attendance, and productivity.
The document discusses various psychological tests used in the employee selection process. It begins by outlining the general steps in employee selection such as ability and personality tests, interviews, and assessment centers. It then describes several specific psychometric tests used to evaluate candidates, including the OPQ32r, SHL tests, Bennett Mechanical Comprehension Test, IQ/achievement tests, Manchester Personality Questionnaire, and Applied Technology Series. The document emphasizes that psychometric tests provide objective, standardized, and valid measures of candidates' abilities, personalities, and potential job success.
The document summarizes several theories of motivation from organizational behavior literature. It discusses Maslow's hierarchy of needs theory, McGregor's Theory X and Theory Y, Herzberg's two-factor theory, Alderfer's ERG theory, McClelland's needs theory, goal-setting theory, equity theory, expectancy theory, and job characteristics model among others. The theories help explain factors that influence employee motivation, satisfaction, and performance in work settings.
The document summarizes several theories of motivation from organizational behavior literature. It discusses Maslow's hierarchy of needs, McGregor's Theory X and Y, Herzberg's two-factor theory, Alderfer's ERG theory, McClelland's needs theory, goal setting theory, equity theory, expectancy theory, and job characteristics model among others. The theories help explain factors that influence employee motivation, satisfaction, and performance in work settings.
The document discusses recruitment, selection processes, methods, and psychological testing used in hiring. It defines recruitment as activities that provide applicants for open positions. Selection involves evaluating applicants' qualifications and characteristics for suitability. Common steps include interviews, tests, reference checks, and making a job offer. Psychological testing aims to objectively and validly assess personalities and competencies relevant to jobs. The document also discusses advertisements used in recruitment and the roles of recruitment consultants.
The Building Blocks of QuestDB, a Time Series Databasejavier ramirez
Talk Delivered at Valencia Codes Meetup 2024-06.
Traditionally, databases have treated timestamps just as another data type. However, when performing real-time analytics, timestamps should be first class citizens and we need rich time semantics to get the most out of our data. We also need to deal with ever growing datasets while keeping performant, which is as fun as it sounds.
It is no wonder time-series databases are now more popular than ever before. Join me in this session to learn about the internal architecture and building blocks of QuestDB, an open source time-series database designed for speed. We will also review a history of some of the changes we have gone over the past two years to deal with late and unordered data, non-blocking writes, read-replicas, or faster batch ingestion.
STATATHON: Unleashing the Power of Statistics in a 48-Hour Knowledge Extravag...sameer shah
"Join us for STATATHON, a dynamic 2-day event dedicated to exploring statistical knowledge and its real-world applications. From theory to practice, participants engage in intensive learning sessions, workshops, and challenges, fostering a deeper understanding of statistical methodologies and their significance in various fields."
Global Situational Awareness of A.I. and where its headedvikram sood
You can see the future first in San Francisco.
Over the past year, the talk of the town has shifted from $10 billion compute clusters to $100 billion clusters to trillion-dollar clusters. Every six months another zero is added to the boardroom plans. Behind the scenes, there’s a fierce scramble to secure every power contract still available for the rest of the decade, every voltage transformer that can possibly be procured. American big business is gearing up to pour trillions of dollars into a long-unseen mobilization of American industrial might. By the end of the decade, American electricity production will have grown tens of percent; from the shale fields of Pennsylvania to the solar farms of Nevada, hundreds of millions of GPUs will hum.
The AGI race has begun. We are building machines that can think and reason. By 2025/26, these machines will outpace college graduates. By the end of the decade, they will be smarter than you or I; we will have superintelligence, in the true sense of the word. Along the way, national security forces not seen in half a century will be un-leashed, and before long, The Project will be on. If we’re lucky, we’ll be in an all-out race with the CCP; if we’re unlucky, an all-out war.
Everyone is now talking about AI, but few have the faintest glimmer of what is about to hit them. Nvidia analysts still think 2024 might be close to the peak. Mainstream pundits are stuck on the wilful blindness of “it’s just predicting the next word”. They see only hype and business-as-usual; at most they entertain another internet-scale technological change.
Before long, the world will wake up. But right now, there are perhaps a few hundred people, most of them in San Francisco and the AI labs, that have situational awareness. Through whatever peculiar forces of fate, I have found myself amongst them. A few years ago, these people were derided as crazy—but they trusted the trendlines, which allowed them to correctly predict the AI advances of the past few years. Whether these people are also right about the next few years remains to be seen. But these are very smart people—the smartest people I have ever met—and they are the ones building this technology. Perhaps they will be an odd footnote in history, or perhaps they will go down in history like Szilard and Oppenheimer and Teller. If they are seeing the future even close to correctly, we are in for a wild ride.
Let me tell you what we see.
Learn SQL from basic queries to Advance queriesmanishkhaire30
Dive into the world of data analysis with our comprehensive guide on mastering SQL! This presentation offers a practical approach to learning SQL, focusing on real-world applications and hands-on practice. Whether you're a beginner or looking to sharpen your skills, this guide provides the tools you need to extract, analyze, and interpret data effectively.
Key Highlights:
Foundations of SQL: Understand the basics of SQL, including data retrieval, filtering, and aggregation.
Advanced Queries: Learn to craft complex queries to uncover deep insights from your data.
Data Trends and Patterns: Discover how to identify and interpret trends and patterns in your datasets.
Practical Examples: Follow step-by-step examples to apply SQL techniques in real-world scenarios.
Actionable Insights: Gain the skills to derive actionable insights that drive informed decision-making.
Join us on this journey to enhance your data analysis capabilities and unlock the full potential of SQL. Perfect for data enthusiasts, analysts, and anyone eager to harness the power of data!
#DataAnalysis #SQL #LearningSQL #DataInsights #DataScience #Analytics
Predictably Improve Your B2B Tech Company's Performance by Leveraging DataKiwi Creative
Harness the power of AI-backed reports, benchmarking and data analysis to predict trends and detect anomalies in your marketing efforts.
Peter Caputa, CEO at Databox, reveals how you can discover the strategies and tools to increase your growth rate (and margins!).
From metrics to track to data habits to pick up, enhance your reporting for powerful insights to improve your B2B tech company's marketing.
- - -
This is the webinar recording from the June 2024 HubSpot User Group (HUG) for B2B Technology USA.
Watch the video recording at https://youtu.be/5vjwGfPN9lw
Sign up for future HUG events at https://events.hubspot.com/b2b-technology-usa/
2. 2
THE SCIENCE BEHIND PI
Built for Business
The Predictive Index®
, or PI®
, is a proven methodology that allows businesses to understand the
factors driving their workforce. Scientific validation and a 60-year proven track record shows that
business challenges large and small are no match for our unique approach to client education and
knowledge transfer, which ensures swift adoption, direct ROI, and high impact on performance
metrics.
We adhere to professional guidelines and government compliance.
Our assessments and recommended practices have been developed in a manner consistent with
all critical standards and guidelines. They were designed to provide a framework for determining
the proper use of assessments and other selection procedures, as well as preventing discriminatory
employment practices.
The Predictive Index assessments and recommended practices comply with:
• Equal Employment Opportunity Commission (EEOC)
• Uniform Guidelines for the Development and Use of Personnel Selection Procedures (1978)
• American Psychological Association (APA)
• Society for Industrial and Organizational Psychology (SIOP)
• International Test Commission (ITC)
It all started with our founder, the late Arnold S. Daniels.
Arnold S. Daniels, creator of the PI Behavioral Assessment and founder of The Predictive Index, was
introduced to assessments in the 1940’s while serving in the United States Army Air Corps. He was
a bombardier, navigator and gunnery officer. After flying over 30 missions before and after D-day,
Daniels was assigned to partner with a psychologist who had been tasked with understanding
the make-up of successful bombing teams. Daniels was introduced to the subject of tests and
measurements and this is where his obsession with psychometric testing began.
After his discharge, Daniels educated himself in the area of workplace psychology, while briefly
attending Harvard Business School and multiple management consulting firms. Solving business
challenges through the lens of people became Daniels’ sole mission in life. This led to the creation
and initial release of the first PI Behavioral Assessment in 1955.
During this time, The Predictive Index was used with thousands of clients and nearly 500 validation
studies in practically every job and industry in the known work universe. As the assessment gained
more use in business, it received continual updates and today represents a well-established,
business-relevant, and scientifically sound measure of behavioral tendencies in the workplace.
3. 3
THE SCIENCE BEHIND PI
How The PI Behavioral Assessment™ Works
We focus on the person, not the population.
The Predictive Index Behavioral Assessment™ was created through a normative sample of thousands of
people. Data collected from this sample is used to identify a normal range of behavioral factor levels for
the adult working population (e.g., what is high, average, and low). Typically, benchmarked samples only
allow you to see how someone falls on a spectrum relative to others in the working population. While
the PI Behavioral Assessment leverages this benchmarking methodology, it also reaches beyond typical
people-to-people differences to provide a lens into people’s distinct drives and needs by a comparison of
behavioral factors.
For example, even though two people may have equal levels of dominance as compared to each
other, one person may have a high level of extraversion relative to their level of dominance while the
other is low in comparison. The relational difference between each person’s dominance level and
extraversion level represents a very different set of drives and needs, and these differences impact how
each individual will function at their best in the workplace. Unlike many assessments, The PI Behavioral
Assessment provides an especially advanced layer of insight and analysis.
The insight provided allows for a true understanding of what people need to function at their best
— what uniquely motivates, drives or even excites them — in comparison to the needs of others. This
allows the identification of what makes a candidate or employee “tick” before you manage them
and recognize the things that will keep them motivated and working toward your overall business
objectives.
All of our assessments are scientifically validated against
populations large enough to be used for any job, in any industry,
in any location worldwide.
4. 4
THE SCIENCE BEHIND PI
Self Concept
How they believe they need to
adapt to their work environment.
Self
Native Drives — “What comes
naturally” in a person’s behavior.
Synthesis
How the person usually behaves in
the work environment.
Behavioral Drives
The PI Behavioral Assessment predicts four primary personality constructs (see below) and two
secondary constructs (Factors E — Decision Making, and M — Response Level). These are “normal”
(non-clinical) characteristics that describe, explain and predict day-to-day workplace behaviors.
Dominance
HIGH: Independent, assertive and self-confident
LOW: Agreeable, cooperative and accommodating
Extraversion
HIGH: Outgoing, persuasive and socially-poised
LOW: Serious, introspective and task-oriented
Patience
HIGH: Patient, consistent and deliberate
LOW: Fast-paced, urgent and intense
Formality
HIGH: Organized, precise and self-disciplined
LOW: informal, casual and uninhibited
The PI Behavioral Assessment provides two patterns of an individual’s workplace
behavior:
1. SELF
The Self pattern is a reflection of an individual’s natural drives and needs and how they will naturally
react in an environment or in situations.
2. SELF-CONCEPT
The Self-Concept pattern reflects how an individual may be adapting their natural behaviors to the
expectations of their current work environment.
Comparing the Self to the Self-Concept pattern can reveal tension or synergy between an individual
and their current workplace. This can be used to identify the root of observed behaviors and aid in
managing individuals through the hire-to-retire lifecycle.
5. 5
THE SCIENCE BEHIND PI
How The PI Learning Indicator™ Works
The PI Learning indicator is a general, 12-minute timed cognitive ability assessment that measures
an individual’s capacity to learn quickly, grasp new concepts, adapt to changing circumstances,
and understand complexity in the work place. Cognitive ability is considered to be one of the best
predictors of training success and job performance.
Conclusive research finds that when measured, specific cognitive abilities are so highly-rated that
they represent a single underlying factor known as ‘g’ – general cognitive ability. This means that
when a person scores highly on a ‘g’ measure like this one, they are likely to be strong in the area of
specific cognitive abilities, demonstrating capabilities of performing at higher levels for workplace
tasks. Assessment-takers are tasked with completing as many correct answers as possible to a set of
50 questions of varying difficulty that cover:
1. Numerical – 3 people fail the test. 2 people do not. How many took the test?
2. Abstract - A square is split in half diagonally. Which shape results?
3. Verbal – Sally laughs when the bell rings. The bell rang twice yesterday. Which of the following is true?
The test-engine builds each assessment so that
each candidate experiences a unique set of
questions, minimizing the risk of cheating and
creating the possibility for a second assessment.
Instead of “good” vs. “bad’ scores, it is best to think
of PI Learning Indicator scores in terms of fit with
the cognitive requirements of the role. A “good fit”
shows an increased likelihood of success through
training and job performance, while weaker fit may
indicate difficulties in getting up-to-speed quickly,
catching on or figuring things out. It is best to start
by identifying a recommended target score based on the role and work environment. The level of job
complexity and organizational factors such as the speed of business and structure impact help shape
the cognitive demands of the job and are considered when identifying a recommended target score.
Example Scoring Scenario
6. 6
THE SCIENCE BEHIND PI
You can rely on our assessments.
They are reliable.
Test-retest reliability for the PI Behavioral Assessment™ has been evaluated in multiple studies with
results showing strong stability in intervals of two weeks to four years and adequate reliability from
retest intervals of five to eight years. Internal consistency reliability has been evaluated recently in
three studies with an average internal consistency reliability between .82 and .87. The PI Learning
Indicator™ has been evaluated multiple times over the past four years for test-retest reliability as
well with studies showing test-retest parallel form estimates between 0.71 and 0.81. All estimates for
PI assessments exceed the lowest boundary of acceptability which is .70.
They are scientifically valid.
Multiple construct validation studies have been conducted through the years comparing behavioral
assessment factors to relevant scales in well-established normal personality assessments like the
16PF and NEO PI-R. These studies have shown the strong convergent validity necessary to claim
that the PI Behavioral Assessment is construct-valid. For example, the correlation between the
assessment’s Dominance (A) factor and the 16PF’s Independence factor was .47 (p < .01) and the
correlation between the Extroversion (B) factor and the NEO PI-R Extroversion scale is .63. Strong
concurrent validation evidence with similar assessments (E.g., the Wonderlic, Raven’s Progressive
Matrices, and Cubix Logix) shows that the PI Learning Indicator provides a solid measure of cognitive
ability.
They predict job performance.
The PI Behavioral Assessment has been investigated in nearly 500 criterion-related validity studies
since September of 1976 across almost all jobs and countries. This body of evidence supports the fact
that the assessment is indeed consistently related to important workplace outcomes such as tenure,
turnover, sales and customer satisfaction. Two recent meta-analyses show that it predicts overall job
performance, tenure, sales performance and counterproductive behavior.
The assessment is bias free. In every study in the last two decades, it has been shown that scores do
not differ on the basis of age, gender or ethnicity. In addition, there is no evidence to indicate that its
inclusion in a company’s personnel selection system — either in a compensatory or “multiple-hurdle”
selection model — results in adverse impact against any protected class when examining adverse
impact via the four-fifths rule, Adverse Impact (AI) Rule or the “two Standard Deviations” rule.
The PI Learning Indicator was built following strict standards of the APA (American Psychological
Association), SIOP (Society for Industrial and Organizational Psychologists) and the ITC (International
Test Commission).