10 more years boosting performance. How EI is making a difference in the workplace.

Size: px
Start display at page:

Download "10 more years boosting performance. How EI is making a difference in the workplace."

Transcription

1 10 more years boosting performance. How EI is making a difference in the workplace.

2 Emotional Intelligence research series. Korn Ferry Hay Group s partnership with Richard Boyatzis and Dan Goleman provides a validated measure of emotional and social intelligence competencies and an extensive source of behavioral data. The Emotional and Social Competency Inventory (ESCI) also benefits from ongoing studies that explore emotional intelligence (EI) and its relationship to performance at work and other key outcomes. What s inside? This series of updates shares recent research and its implications for developing EI through training, coaching and education. In this report. 03 Introduction. 04 The development of the ESCI. 05 How is the validity of the ESCI measured? 06 The studies. 15 References. This report summarizes recent validity studies carried out using the ESCI or its education version, the ESCI-U. It is based on excerpts from the ESCI Research Guide and Technical Manual (Korn Ferry Hay Group, 2017). Use of the ESCI has grown from 4,000 to nearly 80,000 participants, from 273 to over 2,000 organizations and from 42,000 to nearly 700,000 raters. 2

3 10 more years boosting performance. Introduction When emotional intelligence became part of our everyday language in the 1990s, two decades of research had already established the significance of competencies for organizations. How EI competencies support performance. SELF OTHERS Derived from studies of performance, and using self and others perceptions, competencies were demonstrating strong relationships to important workplace outcomes. Competencies capture the behaviors that distinguish outstanding performance. Intelligence, knowledge, expertise and experience describe the threshold abilities required for standard performance in a role. Observation of the positive impact of specific EI competencies on the more measurable outcomes sales, revenue, profit, customer satisfaction has been followed by a growing understanding of their links to employee engagement, satisfaction, leadership effectiveness and other more subtle indicators. EI describes a range of high performance behaviors, from which employees, leaders and talent practitioners can select the best match for their contexts, cultures, sectors, roles and job levels. ACTIONS AWARENESS Self awareness Self management PERFORMANCE Social awareness Relationship management 3

4 The development of the ESCI. Its origins Ongoing developments led to the creation, from 1996 to 1998, of the Emotional Competence Inventory (ECI) by Richard Boyatzis, Daniel Goleman and Hay Group, in parallel with Goleman s publication of Working with emotional intelligence. Many academic and client-based research studies were beginning to investigate EI behaviors, as opposed to traits or abilities, and the 2006 ECI-2 Technical Manual reported a number of criterion validity studies. In 2007 Boyatzis and Hay Group reviewed the ECI and the version for educators (the ECI-U) to achieve even higher, research level, psychometric standards. The resulting Emotional and Social Competency Inventory (ESCI) and ESCI-U, its educational version provided a 360-degree measure of emotional and social intelligence competencies that gave organizations and educators confidence that they were assessing observable, recognizable and distinct behaviors. Recent findings 10 years on, many more clients are using the ESCI to develop their leaders and key talent its database has grown from 4,000 to nearly 80,000 participants, from 273 to over 2,000 organizations and from 42,000 to nearly 700,000 raters. We have revised the ESCI norms and reviewed its psychometric based properties so that practitioners have the most current findings to share with their clients. In addition, research has investigated the incremental validity of the ESCI the extent to which it can provide unique predictive value to real-world outcomes, beyond that provided by measures of intelligence and personality (Boyatzis, 2016). We find that most of the characteristics that differentiate outstanding performers are these things that we call social and emotional competencies. Richard Boyatzis. Distinguished Professor of Organizational Behavior at the Weatherhead School of Management at Case Western Reserve University. 4

5 10 more years boosting performance. How is the validity of the ESCI measured? The following studies report recent research findings from a number of different countries. They investigate a range of workplace outcomes in different contexts, often business organizations within which Korn Ferry Hay Group, or other researchers, are studying or providing consultancy services. They explore the use of emotional and social intelligence behaviors by leaders and employees in different roles, along with other factors that affect outcomes. They also offer recommendations for the use of emotional and social intelligence competencies in HR practices. Most of these studies use the ESCI, the ESCI-U or parts of these instruments. Others use interview techniques to gather behavioral data and code it against ESCI competencies. They build on decades of research studies that focused on the ECI and ECI-U. Validation studies build our understanding of how EI supports performance. They help practitioners to focus their coaching and development interventions. And they help organizations to understand the full impact of using the ESCI, so that they can maximize its benefits for their leaders and employees. The rules for work are changing. We re being judged by a new yardstick: not just by how smart we are, but by how we handle ourselves and each other. Daniel Goleman. Working with Emotional Intelligence. 5

6 The studies Financial services sales leaders performance. This study (Boyatzis, Good & Massa, 2012) investigated how emotional and social intelligence competencies, cognitive intelligence and personality affected the performance of 60 financial services sales leaders. The purpose was to assess what predictive value EI has in terms of impact on performance, beyond that provided by personality factors and intelligence. One of the key factors affecting the organization s financial results was the ability of its sales leaders to recruit and train new sales staff, since they helped to offset losses when more experienced staff left the organization and took their clients with them. Accordingly, the number of new financial advisors joining their team over a one-year period was used as the objective outcome measure for participant performance. Since the size of their division was strongly correlated with the performance outcome variable, it was used as a control variable in all analyses. The study s overall findings were: 1 Emotional and social intelligence, as measured by the ESCI, predicted performance. ESCI total others scores, combined across the 12 competencies, were significantly, positively related to the number of new recruits (r =.33, p<.01). 2 Conscientiousness, as measured by the NEO Personality Inventory-Revised (Costa & McCrae, 1992), predicted performance. This was the only one of the big five traits that related to the number of new recruits (r =.30, p<.05) 3 Cognitive intelligence, as measured by Raven s Advanced Progressive Matrices (Raven, 1962) and the Mill Hill Vocabulary (MHV) Scale (Raven, 1982), did not predict performance. Nor did it correlate with any other variable in the study, including ESCI scores. 4 Multiple regression analyses demonstrated that only combined ESCI total others scores had significant incremental predictive value beyond that provided by division size, cognitive intelligence and personality. 5 When the EI and SI competencies within the ESCI were examined independently, Adaptability and Influence emerged as significant predictors of performance. The study recommended that training and development for aspiring sales leaders focus on Adaptability and Influence and concluded that the findings suggest the importance of training future sales leaders about the emotional aspects of leadership in influencing followers to promote organizational objectives (p. 198). 6

7 10 more years boosting performance. IT and Administration team members engagement. In response to reports that a low percentage of people feel engaged in their work, researchers (Mahon, Taylor & Boyatzis, 2014) explored how emotional intelligence is related to engagement. Their study started from an accepted understanding that a number of factors contribute to employee engagement, including: Employees perceptions that their organizations value their contributions and care about their wellbeing (organizational support). Two climate factors: positivity about their organizations view of the future (shared personal vision) and positivity about their work and their organizations (shared positive mood). The study tested the further contribution of emotional intelligence as a moderator; amplifying or depressing the effect that these factors have on employee engagement. The IT department of a manufacturer and administrative staff in a community college, both based in the U.S., were approached. The researchers recruited over 600 employees, 231 of whom completed a number of surveys to measure their perceptions of shared personal vision, shared positive mood, organizational support and engagement. They also completed the 360-degree ESCI, rating only the emotional intelligence competencies (EI) and excluding the social intelligence (SI) competencies to avoid potential duplication with the other measures. The findings confirmed that EI does not have its own direct relationship with engagement. However, the researchers clarified the way that EI interacted with the conditions for engagement: 1 EI increased the potency of shared personal vision. On its own, shared personal vision related positively with engagement (b=.24, p<.01). EI amplified the relationship (b=.31, p<.01). Compared with individuals with low EI, those with high EI and low shared vision were less engaged. Those with high EI and high shared vision were more engaged. 2 Shared positive mood contributed to engagement. On its own, shared positive mood showed the strongest relationship with engagement (b=.46, p<.01). EI showed no moderating effect. 3 EI increased the potency of perceived organizational support. On its own, perceived organizational support related positively with engagement (b=.24, p<.01). EI amplified the relationship (b=.16, p<.05). Compared with individuals with low EI, those with high EI and low perceived organizational support were less engaged; those with high EI and high perceived organizational support were more engaged. The researchers concluded that EI alone is insufficient to increase engagement. However, the self-management abilities within EI appear to work with shared personal vision and perceived organizational support to activate an employee s ability to commit themselves to their organization. They attributed the low association between EI and shared positive mood to the differences in their focus: EI reflecting our ability to be aware of and manage specific emotions, while mood reflects more general and diffuse feeling states. The findings encouraged the researchers to recommend that HR practitioners invest in strengthening the conditions for engagement, and measure and develop EI, in order to strengthen their employees capacity to engage positively in their work and their organizations. 7

8 Engineers effectiveness This study by Boyatzis, Rochford and Cavanagh (2017) was designed to examine the relationship between EI and peer rated effectiveness and to look at the impact of EI above and beyond that provided by personality and general mental ability in a highly technical occupation. The study was conducted in a multi-national manufacturing organization with 40 engineers from the U.S. and Northern Europe. They were rated by their peers on effectiveness and their peers also completed the multi rater ESCI. Participants completed measures of personality (using the NEO-FFI, Costa & McCrae, 1992) and general mental ability (Raven s APM, Raven, 1962). Results of multiple regression analyses showed that: These findings strongly indicate that emotional and social competencies are important for success even in a highly technical field such as engineering. The authors recommended expanding the training of engineers to include EI. They also commented that: These results shed light on a very powerful idea: People do not get convinced of things by rational arguments. People are convinced of things by emotional arguments and then use rational arguments later to feel better about it. Emotional and social intelligence (ESI) enables people to work together, communicate well, and help others share in the excitement about innovations and ideas. (p. 78) 1 31% of the unique variance in the engineers effectiveness was predicted by ESCI ratings. of the unique variance in the engineers effectiveness was predicted by ESCI ratings. 2 T here were no significant effects for either personality or general mental ability. NORTHERN EUROPE UNITED STATES 8 31%

9 10 more years boosting performance. Software managers leadership effectiveness and leadership style. This study (Bajaj, 2013, Bajaj & Medury, 2013) investigated how emotional and social intelligence competencies affected the leadership effectiveness of managers in a number of Indian software organizations. Building on the strong links between EI and leadership effectiveness, in particular transformational leadership, the researcher explored the relationships between emotional and social intelligence competencies, three leadership styles and leadership outcomes. Conducted with a number of software organizations employing at least 100 people in the Northern Capital Region of India, 156 managers and their direct reports took part and completed the ESCI and the Multifactor Leadership Questionnaire (MLQ) 5x (rater form). The MLQ 5x assesses three leadership outcomes (effectiveness, generates extra effort, generates satisfaction) and 3 leadership styles (transformational, transactional and passive/ avoidant leadership). Structural equation modelling was used to explore the correlations between EI and these leadership measures. The findings for these software managers were: 1 Emotional intelligence was significantly and positively related to leadership effectiveness. 55.7% of the variance in leadership effectiveness was explained by the demonstration of emotional and social intelligence competencies The Social Awareness and Relationship Management clusters of the ESCI related most positively to leadership effectiveness. Team members were likely to perceive supervisors with high EI to be more effective, be satisfied with their leadership and put in extra effort. 2 Emotional intelligence was significantly and positively related to use of the transformational leadership style. 60% of the variance in transformational leadership was explained by EI, particularly by the Social Awareness and Relationship Management clusters. Individuals, teams and organizations experiencing significant change are likely to be positively influenced by leaders with high social awareness and relationship management competencies. 3 Emotional intelligence was significantly and positively related to use of the transactional leadership style. 68% of the variance in transactional leadership was explained by the Social Awareness cluster of competencies: Empathy and Organizational awareness. Team members who perceive their supervisors to have high social awareness were likely to feel rewarded and supported for their efforts. 4 The Relationship Management competencies were significantly negatively related to use of the passive/avoidant leadership style. 31% of the variance in this style was explained by EI. Relationship management related negatively to it. This study offers a valuable insight into the crosscultural relevance of EI and supports the case for the assessment and development of emotional and social intelligence competencies to improve leadership effectiveness across a range of leadership styles. 9

10 Business unit managers financial performance. Tasked with building and validating a 360-degree competency-based questionnaire for use in succession planning and management development, Ryan, Spencer and Bernhard (2012) explored the specific competencies that best predicted business unit profit growth in a European-based electronic controls firm. They carried out a two-part study. In the first part, critical incident interviews were conducted with 15 superior performing business unit managers from the U.S. and six European countries. Interviews were coded and analysed with results showing that 12 competencies accounted for over 80% of the behaviors demonstrated by these managers. The competencies described most frequently in the interviews included Achievement orientation, Impact and influence, Team leadership, Interpersonal understanding, Analytical thinking, Teamwork and cooperation, and Initiative. In the second part of the study, questionnaire items were developed for each competency to create a competency-based questionnaire, which was then completed by the bosses of 70 business unit managers from North America and two European countries. The outcome measure was business unit profit growth assessed over a two to three year period. Results showed that: 1 Eight competencies predicted profit growth. Results of a preliminary review of the 12 competencies showed that eight of them were correlated with profit growth at levels that exceeded the screening threshold of r 2 >.05. They were Achievement orientation, Impact and influence, Developing others, Teamwork and cooperation, Analytical thinking, Concern for quality and order, Conceptual thinking, and Information seeking. 2 Eight competencies differentiated the best from the average managers. Achievement orientation, Impact and influence, Developing others, Initiative, Interpersonal understanding, Teamwork and cooperation, Concern for quality and order, and Conceptual thinking (p<.05). 3 Four competencies explained 17% of the variance in profit growth. Team leadership, Developing others, Achievement orientation, and Impact and influence made the greatest contribution to performance outcomes in this context. The broad and open approach of this study revealed the significance of emotional and social intelligence competencies to the profitability of the business units led by these managers. Of note is that the four competencies that collectively explained 17% of the variance in profit growth are all elements of the Selfmanagement and Relationship management clusters within the ESCI. Team leadership Developing others Achievement orientation Impact and influence EXPLAINED 17% of the variance in profit growth 10

11 10 more years boosting performance. High potential executives performance. This research (Ryan, Emmerling & Spencer, 2009) explored the EI competencies that predict performance and differentiate effective executives in two different European organizations. Study 1 explored the competencies demonstrated by managers in a professional knowledge worker company. Two contrasting groups were formed from amongst a pool of managers who had previously been identified as possibilities for promotion. Group 1 consisted of 17 managers who ultimately were promoted while group 2 consisted of 30 managers who were not. Prior to the promotion decision, each manager underwent critical incident interviews (Spencer & Spencer, 1993), which was then coded for evidence of 12 emotional, social and cognitive intelligence competencies. Results showed the two groups differed on 11 of the 12 competencies. Further investigation explored the correlation with manager performance ratings for 15 managers who had been promoted and in their new position for one year or more. Initiative and Developing Others showing the strongest relationships with overall manager ratings. Study 2 explored the competencies demonstrated by managers in a fast-moving consumer goods company. The company had been running a high potential program for three years, and decided to compare 44 participants competency results against another group of 62 managers who had not participated in the program. Again, 12 emotional, social and cognitive intelligence competencies were measured using critical incident interviews. Ten of the twelve competencies differentiated the high potential group of managers from the comparison group (p<.05). A subsequent study in this same organization used structural equation modelling to examine the predictive value of competencies. Results showed that six competencies (Achievement, Team leadership, Teamwork, Analytical thinking, Conceptual thinking and Expertise) explained 35% of the variance in the identification of star performers (i.e., managers with top performance ratings over multiple years). These multi-stage, multi-context studies confirmed the researchers confidence in the ability of emotional, social and cognitive intelligence competencies to differentiate superior performers from others and to predict future performance. Achievement Team leadership Teamwork Analytical thinking Conceptual thinking Expertise EXPLAINED 35% of the variance in the identification of star performers (i.e., managers with top performance ratings over multiple years). 11

12 Principals of urban schools performance. This study (Williams, 2008) focused on a group of 20 principals from a large Midwestern United States urban school district. Nominations from peers and supervisors, as well as ratings from teachers, over a two-year period were used to identify twelve outstanding and eight typical performers. Behavioral event interviews (Spencer & Spencer, 1993) were then used to gather demonstrated behaviors, coded against 20 emotional and social intelligence competencies. An analysis of the frequency and complexity of the competencies used by these school principals showed significant differences between the two groups: 1 Outstanding school principals use more EI competencies. At least 50% of the outstanding group demonstrated 18 competencies at least once. In contrast, the same proportion of the typical group demonstrated only 10 competencies at least once. 2 Outstanding school principals use EI competencies more often. At least 25% of the outstanding group demonstrated eight competencies three times. None of the typical group demonstrated any competencies three times. 3 Twelve of the 20 competencies distinguish outstanding performance. The two groups differed significantly in their use of Selfconfidence, Self-control, Conscientiousness, Achievement orientation, Initiative, Organizational awareness, Developing others, Leadership, Influence, Change catalyst, Conflict management, and Teamwork and collaboration. 4 Six competencies stand out as the most critical differentiators. 80 to 100% of the outstanding principals demonstrated Selfconfidence, Achievement orientation, Initiative, Organizational awareness, Leadership, and Teamwork and collaboration in at least two of their three events, compared with only 25% of the typical group. This study concluded that emotional and social intelligence competencies support school principals through the demands of their leadership role. It encouraged urban school districts to use competencies as the basis for preparing candidates for the role. It also recommended that universities and other development providers incorporate competency assessment and development into their programs. 50% of the outstanding group demonstrated 18 competencies at least once. 25% of the outstanding group demonstrated eight competencies three times. 12

13 10 more years boosting performance. Family businesses nextgeneration leadership talent. In his doctoral dissertation, Miller (2015) investigated the development of leadership talent in family businesses using several measures including 44 items from the ESCI-U. The findings revealed that: 1 Emotional and social intelligence as seen by others is significantly related to leadership effectiveness amongst next-generation leaders of family owned businesses (β =.64, p<.01). 2 Leaders who rated themselves higher on EI and SI competencies were also more engaged in their work (β =.48, p<.01). However, those who were low in self-awareness were less engaged (β = -.21, p<.05). The study offered a number of recommendations on how best to support the development of nextgeneration family business leaders, including focusing on communication within the family and conducting regular multi-rater assessments to ensure leaders are receiving honest feedback on how their behaviors are perceived by others. Emotional and social intelligence is related to next-generation leaders effectiveness and engagement. HIGH EI LEADERSHIP EFFECTIVENESS NEXT GENERATION TALENT WORK ENGAGEMENT HIGH SI Emotional and social intelligence, as seen by others, is significantly related to leadership effectiveness amongst next-generation leaders of family owned businesses. HIGH EI HIGH SI 13

14 IT professionals engagement. This study (Pittenger, 2015) addressed a concern that the engagement gap is greatest amongst IT professionals and could be contributing to performance deficits across the industry. It explored how EI impacts employees perceptions of their interpersonal environments and their levels of engagement. By approaching several professional IT associations, the study recruited over 1,000 IT professionals working in global companies. 795 of them completed a number of surveys to measure their emotional and social competencies, their readiness to go beyond the confines of their roles, their perceptions of their interpersonal environments and their levels of engagement. A shortened version of the ESCI-U was used, to gather self-report data only, limited to those competencies that the researcher perceived most applicable to employee engagement. The relationships between competencies and employees perceptions of their interpersonal environment were many and complex. Following are two relevant findings that emerged from structural equation modelling: 1 Achievement orientation had an overall positive impact on all three aspects of interpersonal environment that were assessed. It related positively to shared vision (β =.385, p=.000), shared compassion (β =.192, p=.000) and shared positive mood (β =.442, p=.000). The tendency in IT professionals to overachieve seemed to relate to two things: their belief that success is a choice, and their sense of what matters for their organizations as well as for themselves. 2 Influencing others had an overall negative impact on all three aspects of interpersonal environment that were assessed. It related negatively to shared vision (β =-.101, p=.000), shared compassion (β =-.312, p=.000) and shared positive mood (β =-.138, p=.004). It was considered that this finding aligns with research on the personality traits of IT professionals. With a tendency to be introverted, influencing others is unlikely to appeal to most IT professionals. The study offered an understanding of how specific EI competencies might make a difference to IT professionals, for whom low engagement levels can present particular concerns. OVER 1,000 IT PROFESSIONALS WORKING IN GLOBAL COMPANIES. 14

15 Avoiding the perils of polarized leadership. 10 more years boosting performance. Shifting the balance of power. Shifting the balance of power. The fourth report in the series, Shifting the balance of power, provides a summary of recent findings from neuroscience and psychology that show how EI can help leaders reconcile the need to be task focused and people focused. The 360-degree Emotional and Social Competency Inventory is available through Korn Ferry Hay Group. If you would like to find out more about the tool and its applications, please visit References Bajaj, B. (2013). An examination of the relationship between emotional intelligence, leadership styles and leadership effectiveness. (Unpublished doctoral dissertation) Jaypee Institute of Information Technology, Noida, India. Bajaj, B. & Medury, Y. (2013). Relationship between emotional and social competences and transformational leadership style. International Journal of Research in Commerce, IT & Management. 3(2), Boyatzis, R.E. (2016). Commentary on Ackley (2016): Updates on the ESCI as the behavioral level of emotional intelligence. Consulting Psychology Journal: Practice and Research, 68(4), Boyatzis, R.E., Good, D. & Massa, R. (2012). Emotional, social and cognitive intelligence and personality as predictors of sales leadership performance. Journal of Leadership & Organizational Studies, 19(2), Boyatzis, R. E., Rochford, K., & Cavanagh, K. (2017). Emotional intelligence competencies in engineer s effectiveness and engagement. Career Development International, 22(1), Costa, P.T., Jr. & McCrae, R.R. (1992). Revised NEO personality inventory (NEO-PI-R) and NEO Five- Factor Inventory (NEO-FFI) professional manual. Odessa, FL: Psychological Assessment Resources, Inc. Korn Ferry Hay Group (2017). ESCI research guide and technical manual. Mahon, E. G., Taylor, S.N. & Boyatzis, R.E. (2014). Antecedents of organizational engagement: exploring vision, mood and perceived organizational support with emotional intelligence as a moderator. Frontiers in Psychology, 5:1322. Miller, S.P. (2015). Developing next-generation leadership talent in family businesses: The family effect. (Unpublished doctoral dissertation). Weatherhead School of Management, Case Western Reserve University, Cleveland, Ohio. Pittenger, L.M. (2015). Emotional and social competencies and perceptions of the interpersonal environment of an organization as related to the engagement of IT professionals. Frontiers in Psychology, 6:623. Raven, J.C. (1962), Advanced Progressive Matrices, set I, London: H. K. Lewis (distributed in the U.S. by The Psychological Corporation, San Antonio, TX). Raven, J.C. (1982). The 1979 Standardisation of the Standard Progressive Matrices and Mill Hill Vocabulary Scale. Research Supplement No. 1 to the Manual for Raven s Progressive Matrices and Vocabulary Scales. London: H. K. Lewis. Ryan, G., Emmerling, R.J. & Spencer, L.M. (2009). Distinguishing high-performing European executives. Journal of Management Development, 28(9), Ryan, G., Spencer, L.M. & Bernhard, U. (2012). Development and validation of a customized competency questionnaire: Linking social, emotional and cognitive competencies to business unit profitability. Cross Cultural Management, 19(1), Spencer, L.M., Jr. & Spencer, S.M. (1993). Competence at work: Models for superior performance. New York: John Wiley and Sons. Williams, H. (2008). Characteristics that distinguish outstanding urban principals: emotional intelligence, social intelligence and environmental adaptation. Journal of Management Development, 27(1),

16 ABOUT KORN FERRY Korn Ferry is the preeminent global people and organizational advisory firm. We help leaders, organizations, and societies succeed by releasing the full power and potential of people. Through our Executive Search, Hay Group, and Futurestep divisions, our nearly 7,000 colleagues deliver services in the following areas: Strategy Execution and Organization Design Talent Strategy and Work Design Rewards and Benefits Assessment and Succession Executive Search and Recruitment Leadership Development See how we help your organization rise UP at kornferry.com Korn Ferry All rights reserved.

The power of EI: The soft skills the sharpest leaders use. Comparisons across data from Korn Ferry Hay Group leadership and employee surveys

The power of EI: The soft skills the sharpest leaders use. Comparisons across data from Korn Ferry Hay Group leadership and employee surveys The power of EI: The soft skills the sharpest leaders use Comparisons across data from Korn Ferry Hay Group leadership and employee surveys What s emotional intelligence got to do with leadership? Organizations

More information

Job Evaluation. Manager SM

Job Evaluation. Manager SM Job Evaluation Manager SM For organizations of any size, job evaluation can be a complex task. Korn Ferry Hay Group Job Evaluation Manager SM (JEM) builds class-leading methodology into a powerful online

More information

Ability tests, such as Talent Q Elements, have been scientifically proven* to be strong predictors of job performance.

Ability tests, such as Talent Q Elements, have been scientifically proven* to be strong predictors of job performance. Talent Q Elements Ability tests, such as Talent Q Elements, have been scientifically proven* to be strong predictors of job performance. Elements is a suite of online adaptive ability tests measuring verbal,

More information

Emotional Competence and Leadership Excellence at Johnson & Johnson: The Emotional Intelligence and Leadership Study

Emotional Competence and Leadership Excellence at Johnson & Johnson: The Emotional Intelligence and Leadership Study Consortium for Research on Emotional Intelligence in Organizations Leadership & EI at J&J 1 Emotional Competence and Leadership Excellence at Johnson & Johnson: The Emotional Intelligence and Leadership

More information

Psychometrics and Assessment Tools Provided by Azure Consulting

Psychometrics and Assessment Tools Provided by Azure Consulting Psychometrics and Assessment Tools Provided by Azure Consulting Contents Page 1. Occupational Personality Questionnaire (OPQ) 3 2. Team Management Profile (TMP) 4 3. Myers Briggs Type Indicator (MBTI)

More information

BUSINESSES DRIVE PERFORMANCE UP WITH KORN FERRY

BUSINESSES DRIVE PERFORMANCE UP WITH KORN FERRY BUSINESSES DRIVE PERFORMANCE UP WITH KORN FERRY UP IT S WHERE EVERY BUSINESS WANTS TO GO. UP. It s the journey toward a stronger, more sophisticated workforce. It s where you ll develop your future leaders.

More information

Predicting who will be a successful expatriate

Predicting who will be a successful expatriate Predicting who will be a successful expatriate This report summarises previous research, a recent study and presents a best practice model to predicting success as an expatriate. cut-e Group info@cut-e.com

More information

Measures for success. Assessment of two E s engagement and enablement can give organizations powerful insights on inclusion beyond diversity.

Measures for success. Assessment of two E s engagement and enablement can give organizations powerful insights on inclusion beyond diversity. Measures for success Assessment of two E s engagement and enablement can give organizations powerful insights on inclusion beyond diversity. Companies for years measured the diversity of their workforce

More information

Saville Consulting Wave Professional Styles Handbook

Saville Consulting Wave Professional Styles Handbook Saville Consulting Wave Professional Styles Handbook PART 1: OVERVIEW Chapter 2: Applications This manual has been generated electronically. Saville Consulting do not guarantee that it has not been changed

More information

MODULE 6. Planned Change Introduction To Od

MODULE 6. Planned Change Introduction To Od MODULE 6 Planned Change Introduction To Od Organization Development (Od) A long-term effort, led and supported by top management, to improve an organization's visioning, empowerment, learning, and problem-solving

More information

1. Presenter: 2. Title of Presentation. Testing the Emotional Intelligence of Leaders as an Antecedent to Leader-Member Exchanges: A Field Study

1. Presenter: 2. Title of Presentation. Testing the Emotional Intelligence of Leaders as an Antecedent to Leader-Member Exchanges: A Field Study 1. Presenter: John E. Barbuto, Jr. Associate Professor of Leadership University of Nebraska-Lincoln 300 Ag Hall Lincoln, NE 68583-0709 (402) 472-8736 jbarbuto@unl.edu 2. Title of Presentation Testing the

More information

2017 Training Programmes

2017 Training Programmes 2017 Training Programmes Job Analysis & Job Evaluation Job Analysis This programme will enable you to translate strategic, tactical and operational organisational goals into clear accountabilities and

More information

UNIVERSITY OF TEXAS AT AUSTIN EMPLOYEE ENGAGEMENT GUIDE

UNIVERSITY OF TEXAS AT AUSTIN EMPLOYEE ENGAGEMENT GUIDE UNIVERSITY OF TEXAS AT AUSTIN EMPLOYEE ENGAGEMENT GUIDE WHAT IS THE SURVEY OF EMPLOYEE ENGAGEMENT? The Survey of Employee Engagement facilitated by the UT Austin Institute for Organizational Excellence,

More information

Introduction. Products and Services

Introduction. Products and Services List 2018 Introduction Psysoft is an occupational psychology consultancy providing services to clients throughout the UK to support their selection and people development projects. We specialise in running

More information

Korn Ferry Executive to Leader Institute. Accelerating development for senior executives and enterprise leaders.

Korn Ferry Executive to Leader Institute. Accelerating development for senior executives and enterprise leaders. Korn Ferry Executive to Leader Institute Accelerating development for senior executives and enterprise leaders. Are your senior leaders ready for enterprise leadership? The transition from executive to

More information

Three Research Approaches to Aligning Hogan Scales With Competencies

Three Research Approaches to Aligning Hogan Scales With Competencies Three Research Approaches to Aligning Hogan Scales With Competencies 2014 Hogan Assessment Systems Inc Executive Summary Organizations often use competency models to provide a common framework for aligning

More information

Peer reviewed. W. Lee Grubb III is an Assistant Professor of Management at East Carolina University.

Peer reviewed. W. Lee Grubb III is an Assistant Professor of Management at East Carolina University. Peer reviewed W. Lee Grubb III (grubbw@mail.ecu.edu) is an Assistant Professor of Management at East Carolina University. Abstract As organizations continue to strive to hire the most productive employees,

More information

Emotional Intelligence & Leadership Global Health Institute Chiang Mai Thailand

Emotional Intelligence & Leadership Global Health Institute Chiang Mai Thailand Emotional Intelligence & Leadership Global Health Institute Chiang Mai Thailand University of Minnesota Jenny The Best & Worst of Times Instructions: Think of a person in your current or past workplace

More information

ASSESSMENT & DEVELOPMENT CENTRE. Increasing Productivity Retaining Talent Addressing Needs Recognising Potential Ensuring Fit

ASSESSMENT & DEVELOPMENT CENTRE. Increasing Productivity Retaining Talent Addressing Needs Recognising Potential Ensuring Fit Research demonstrates that that there is no substitute for objectively observing and systematically measuring how people actually perform "on the ground". A well designed Assessment Centre is the most

More information

Competency Model for HR Professionals

Competency Model for HR Professionals Business Partner Mission Oriented Strategic Planner Systems Innovator Understands Team Behavior Leader EthicalTakes Risks NAPA Competency Model for HR Professionals Ethical Decisive Develops Staff Creates

More information

Strategic Hiring. Dr. Mark Frost. Dr. Robert Vogelaar Assistant superintendent for human resources services Liberty School District, Liberty, Missouri

Strategic Hiring. Dr. Mark Frost. Dr. Robert Vogelaar Assistant superintendent for human resources services Liberty School District, Liberty, Missouri Strategic Hiring Dr. Mark Frost Retired assistant superintendent of HR services, Park Hill Schools, Kansas City Strategic accounts executive, PeopleAdmin Dr. Robert Vogelaar Assistant superintendent for

More information

How do teams contribute to organizations?

How do teams contribute to organizations? Teams and Teamwork How do teams contribute to organizations? Team A small group of people with complementary skills, who work together to achieve a shared purpose and hold themselves mutually accountable

More information

CGMA Competency Framework

CGMA Competency Framework CGMA Competency Framework Leadership skills CGMA Competency Framework 1 Leadership skills : This requires a basic understanding of the business structures, operations and financial performance, and includes

More information

Succession Planning. Dan Rochon, CPA, CA Helping First Nations Succeed

Succession Planning. Dan Rochon, CPA, CA Helping First Nations Succeed Succession Planning Dan Rochon, CPA, CA Helping First Nations Succeed Agenda Background Succession Planning Process Accountability Benefits Accessing Potential and Readiness Accessing Vacancy Risk Successor

More information

Assessments and Tools in Coaching. Assessments

Assessments and Tools in Coaching. Assessments Assessments and Tools in Coaching by Brian Nichol and Lou Raye Nichol Business coaches draw on many assessment instruments and training tools in their work with clients. It s important that a coach becomes

More information

Assessment Center Report

Assessment Center Report Assessment Center Report Candidate Name: Title: Department: Assessment Date: Presented to Company/Department Purpose As of the Assessment Center Service requested by (Company Name) to identify potential

More information

EQ Competencies Assessment

EQ Competencies Assessment EQ Competencies Assessment The research validates that what separates superior leaders from average leaders is Emotional Intelligence (EQ). When measuring IQ, Technical Expertise and EQ, the results validated

More information

2012 fast-moving consumer goods industry pricing summary Hay Group Services

2012 fast-moving consumer goods industry pricing summary Hay Group Services 2012 fast-moving consumer goods industry pricing summary Hay Group Services This summary provides descriptions, prices, and the schedule for 2012 Hay Group services offerings for the fast-moving consumer

More information

Hiring and Developing. An Academic and Practitioner s Point of View. Jacquelyn H. Wolf, PhD August 14, 2012

Hiring and Developing. An Academic and Practitioner s Point of View. Jacquelyn H. Wolf, PhD August 14, 2012 Hiring and Developing Person-Organization Fit: An Academic and Practitioner s Point of View Jacquelyn H. Wolf, PhD August 14, 2012 1 Fit Matters Fish out of water Right person...wrong place A square peg

More information

MANAGEMENT AND LEADERSHIP QUESTIONNAIRE

MANAGEMENT AND LEADERSHIP QUESTIONNAIRE MANAGEMENT AND LEADERSHIP QUESTIONNAIRE Personal Report JOHN SMITH 2017 MySkillsProfile. All rights reserved. Introduction The MLQ30 leadership assessment test measures your management and leadership competencies

More information

Highways England People Strategy

Highways England People Strategy Highways England People Strategy 1. Accountable Leadership 2. Capable Employees We require positive, proactive and engaging leadership to be demonstrated at all levels of the organisation, through all

More information

THE LEADERSHIP LAB FOR WOMEN IN STEM

THE LEADERSHIP LAB FOR WOMEN IN STEM THE LEADERSHIP LAB FOR WOMEN IN STEM WEATHERHEAD EXECUTIVE EDUCATION THE LEADERSHIP LAB FOR WOMEN IN STEM CHANGED MY LIFE! Christine Rollet, Senior Engineer Toshiba Medical Research Institute, USA, Inc.

More information

OPQ Profile OPQ. Universal Competency Report. Name Mr Sample Candidate. Date September 20,

OPQ Profile OPQ. Universal Competency Report. Name Mr Sample Candidate. Date September 20, OPQ Profile OPQ Universal Competency Report Name Mr Sample Candidate Date September 20, 2013 www.ceb.shl.com INTRODUCTION This report is intended for use by managers and HR professionals. It summarizes

More information

OPQ Manager Plus Report OPQ. > Manager Plus Report. Name Ms Sample Candidate

OPQ Manager Plus Report OPQ. > Manager Plus Report. Name Ms Sample Candidate OPQ Manager Plus Report OPQ > Manager Plus Report Name Ms Sample Candidate Date 26 September 2012 INTRODUCTION This report is intended for use by line managers and HR professionals. It contains a range

More information

Part 3 - Beyond hire: The long-term impact of talent acquisition on an organization.

Part 3 - Beyond hire: The long-term impact of talent acquisition on an organization. The Talent Forecast Part 3 - Beyond hire: The long-term impact of talent acquisition on an organization. A global study to uncover what today's talent acquisition leaders can tell us about tomorrow's workplace.

More information

WorkPlace Engagement Survey

WorkPlace Engagement Survey WES Report designed for WEC - WECTest WorkPlace Engagement Survey Survey Taken: 12/26/08 Printed: 7/20/09 Profile Strategies 800 406 0087 jobfitnow@tcsn.net www.personnelinsights.com Copyright 2001 2009

More information

Evaluating the differences between Managerial and Executive level Personal Competencies -A critical analysis of select IT companies

Evaluating the differences between Managerial and Executive level Personal Competencies -A critical analysis of select IT companies BHAVAN S INTERNATIONAL JOURNAL OF BUSINESS Vol:4, 2 (2010) 71-76 ISSN 0974-0082 Evaluating the differences between Managerial and Executive level Personal Competencies -A critical analysis of select IT

More information

Performance Management. Leadership Roundtable May 14, 2008

Performance Management. Leadership Roundtable May 14, 2008 Performance Management Leadership Roundtable May 14, 2008 Today s Presentation: The Performance Management Approach Guidelines and Resources for Performance Evaluations Performance Management Defined:

More information

Transactional Leadership

Transactional Leadership DePaul University From the SelectedWorks of Marco Tavanti 2008 Transactional Leadership Marco Tavanti, DePaul University Available at: https://works.bepress.com/marcotavanti/15/ Transactional Leadership

More information

A Study of the Employee Engagement Practices in the Indian Manufacturing Sector

A Study of the Employee Engagement Practices in the Indian Manufacturing Sector A Study of the Employee Engagement Practices in the Indian Manufacturing Sector 1 Dr Shilpa Varma, 2 Ms PriyaVij, 3 Dr R Gopal 1 Associate Professor DY Patil University School of Management 2 Assistant

More information

The Concepts: Team Management Systems

The Concepts: Team Management Systems The Concepts: Team Management Systems The Concepts: Work Preferences Understanding work preferences is a critical component in developing individual, team and organizational performance. The Team Management

More information

The SHL Universal Competency Framework

The SHL Universal Competency Framework SHL White Paper 2006 > The SHL Universal Competency Framework Professor Dave Bartram, SHL Research Director Revised: June 2006 Summary (UCF) presents a state-of-the-art perspective on competencies and

More information

LEARN TO CONTROL YOUR EMOTIONS Hogan Assessment Systems, Inc.

LEARN TO CONTROL YOUR EMOTIONS Hogan Assessment Systems, Inc. LEARN TO CONTROL YOUR EMOTIONS. 2013 Hogan Assessment Systems, Inc. THE CURRENT GENERATION IS THE MOST EDUCATED AND TECHNOLOGICALLY ADVANCED TO EVER ENTER THE WORKFORCE. However, according to recent numbers

More information

OPQ Profile. Person Job Match. Selection Report. Name Mr Sample Candidate. Date 18 September

OPQ Profile. Person Job Match. Selection Report. Name Mr Sample Candidate. Date 18 September OPQ Profile Person Job Match Selection Report Name Mr Sample Candidate Date 18 September 2013 www.ceb.shl.com EXECUTIVE SUMMARY This report tells you about Mr Sample Candidate s potential fit to the competency

More information

Santa Monica College

Santa Monica College Santa Monica College Proposed Course Outline BUSINESS (#), Quality Customer Service Module 2: Building the Relationship with the Customer Course Title: Quality Customer Service: Building the Relationship

More information

Employee engagement is promoted by a myriad of

Employee engagement is promoted by a myriad of SHRM Foundation Executive Briefing Employee Engagement: Your Competitive Advantage Sponsored by Randstad Employee engagement is promoted by a myriad of consultants, books and articles, but does it really

More information

Workshop A: Case Study Implementing a Certified Sales Coach Program. Taking Sales from Competent to Effective!

Workshop A: Case Study Implementing a Certified Sales Coach Program. Taking Sales from Competent to Effective! Workshop A: Case Study Implementing a Certified Sales Coach Program Taking Sales from Competent to Effective! Today s Topics Strategic Drivers for Implementing a Certified Sales Coach Program @ Schlumberger

More information

Multifactor Leadership Questionnaire Feedback Report

Multifactor Leadership Questionnaire Feedback Report Multifactor Leadership Questionnaire Feedback Report Bernard M. Bass and Bruce J. Avolio MLQ 360º Prepared for 2006 Effective Your Raters Average Scores Builds Trust (IA) Acts With Integrity (IB) Inspires

More information

EQ 4 Law-Academy Syllabus Emotional Intelligence Training for Law Enforcement

EQ 4 Law-Academy Syllabus Emotional Intelligence Training for Law Enforcement The ability to (a) interpret, (b) understand, and (c) manage one s own and (d) others emotions. Emotional Intelligence (E.I.) is not about becoming emotionally detached; it is about becoming emotionally

More information

A Study of Employer Branding on Employee Attitude

A Study of Employer Branding on Employee Attitude A Study of Employer Branding on Employee Attitude Seema Wadhawan 1 and Smrita Sinha 2 1 Research Scholar -Amity Business School, Amity University, Noida 2 Assistant Professor, Head of the Dept., Business

More information

HIGH PERFORMANCE TEAMS

HIGH PERFORMANCE TEAMS HIGH PERFORMANCE TEAMS Tri-State Consortium of Opportunity Programs in Higher Education Leadership institute April 11-15, 2015 Glenn B. Lang, EdD doctorg96@gmail.com None of us is smart as all of us Ken

More information

Marshall Goldsmith Stakeholder Centered Coaching. for. Guaranteed & Measurable Leadership Growth

Marshall Goldsmith Stakeholder Centered Coaching. for. Guaranteed & Measurable Leadership Growth Marshall Goldsmith Stakeholder Centered Coaching for Guaranteed & Measurable Leadership Growth 1500 Coaches 200 Cities 45 Countries 35 Languages ONE Process 1 I. Marshall Goldsmith - World's # 1 Leadership

More information

Creative Leadership Questionnaire (CLQ)

Creative Leadership Questionnaire (CLQ) MSP Feedback Guide 2009 Creative Leadership Questionnaire (CLQ) Feedback to Test Takers www.myskillsprofile.com Introduction (page 2 of the report) Key points to make The Creative Leadership Questionnaire

More information

Developing managers to manage sustainable employee engagement, health and well-being

Developing managers to manage sustainable employee engagement, health and well-being in partnership with Stage 2 checklist During the development programme February 2017 Developing managers to manage sustainable employee engagement, health and well-being Refined checklist for those designing

More information

1 WE ARE 01 I Talentis

1 WE ARE 01 I Talentis 1 WE ARE 01 I 01 GENERAL PRESENTATION OF TALENTIS is one of the top 3 international executive coaching companies, with 65 senior coaches present in 17 countries. Founded by Valérie Rocoplan in June 2003,

More information

THE FOLLOWER PROFILE. The Performance and Relationship Questionnaire

THE FOLLOWER PROFILE. The Performance and Relationship Questionnaire THE FOLLOWER PROFILE And The Performance and Relationship Questionnaire William E. Rosenbach, Ph.D. Research and Technical Support Provided by Dr. Ruediger Mueller, CTP Copyright 2007, 2008, by William

More information

Performance Appraisal: Methods

Performance Appraisal: Methods Paper: 01 Module: 20 Principal Investigator Co-Principal Investigator Paper Coordinator Content Writer Prof. S P Bansal Vice Chancellor Maharaja Agrasen University, Baddi Prof YoginderVerma Pro Vice Chancellor

More information

Professional and Managerial Assessment

Professional and Managerial Assessment Professional and Managerial Assessment Assess is a web-based talent assessment platform that provides in-depth assessment for selection and development of managers and professionals. Developed by organizational

More information

Business Benefits of Work Inclusion

Business Benefits of Work Inclusion Business Benefits of Work Inclusion Why working with people from disadvantaged groups works well for business In a nutshell Find out about the business benefits of delivering Work Inclusion initiatives

More information

LEADERSHIP POTENTIAL INDICATOR

LEADERSHIP POTENTIAL INDICATOR LEADERSHIP POTENTIAL INDICATOR Personal Report John Smith 2017 MySkillsProfile. All rights reserved. Introduction The (LPI) measures aspects of your leadership style by asking you questions about your

More information

EFFECT OF LEADERSHIP STYLE ON ORGANIZATIONAL COMMITMENT

EFFECT OF LEADERSHIP STYLE ON ORGANIZATIONAL COMMITMENT EFFECT OF LEADERSHIP STYLE ON ORGANIZATIONAL COMMITMENT Olayide Abosede Aina, MBA, DM Esteamop Consulting, Atlanta, GA, USA Kewal K. Verma, M.Tech., Ph.D. BCA International, Austin, TX, USA July 2017 1

More information

Talent Review and Development Process: A Step-by-Step Guide

Talent Review and Development Process: A Step-by-Step Guide Talent Review and Development Process: A Step-by-Step Guide Context and introduction Developing leadership in the home office is one of the most important and valuable things you do as an organization.

More information

LEADERSHIP DEVELOPMENT TOOLS

LEADERSHIP DEVELOPMENT TOOLS LEADERSHIP DEVELOPMENT TOOLS SELF-EXPLORATION IN AN ORGANISATIONAL CONTEXT CAN HELP EXECUTIVES WITH ONE OF THE MORE DIFFICULT LEADERSHIP TASKS THEY MAY EVER FACE: CHANGING THEMSELVES. Manfred Kets De Vries

More information

Emotional Profile of a Leader: Top 10 Leadership Competencies Identified.

Emotional Profile of a Leader: Top 10 Leadership Competencies Identified. Emotional Profile of a Leader: Top 10 Leadership Competencies Identified. Abstract The paper is an attempt to develop An Emotional Profile of Leader and identify the top 10 leadership competencies focusing

More information

Introduction to Harrison Assessments

Introduction to Harrison Assessments Introduction to Harrison Assessments 009 Copyrights belong to CONCHIUS Limited, all rights reserved CONCHIUS Master Distributor for Harrison Assessments in China 7F-G, Liangfeng Mansion 8 Dongfang Rd Pudong

More information

Building leadership capacity is one of the most

Building leadership capacity is one of the most Building Leadership Capacity through Integrated Leadership Development Programs Arlene Etengoff, MA, Director of Staff Development and Training at OHEL Bais Ezra, and the Institute for Advanced Professional

More information

What do effective leaders do? What should leaders do?

What do effective leaders do? What should leaders do? EI & Leadership What do effective leaders do? What should leaders do? Some questions to ponder Existing studies detail: What leaders are like, what they do! How they make decisions, the effects of leaders

More information

Person Job Match. Selection Report - Short Form. Name Mr Sample Candidate. Date September 18,

Person Job Match. Selection Report - Short Form. Name Mr Sample Candidate. Date September 18, Person Job Match Selection Report - Short Form Name Mr Sample Candidate Date www.ceb.shl.com EXECUTIVE SUMMARY This report tells you about Sample Candidate s potential fit to the competency requirements

More information

Executive Recruitment

Executive Recruitment Executive Recruitment Design Build Attract No margin for error. The most powerful business decision you will ever make is selecting the executives you hire. There are thousands of executive candidates

More information

Diagnostic tools we offer

Diagnostic tools we offer Diagnostic tools we offer Diagnostics are carried out through a range of validated and respected profiling tools. We are able to assess personality, behaviours, occupational competence, leadership style,

More information

Leverage Learning to Onboard Top Talent

Leverage Learning to Onboard Top Talent Leverage Learning to Onboard Top Talent What s in this guide? Explore the top five ways that learning is used to enhance onboarding. Click to jump to a chapter. 2 33% of employees know whether they want

More information

SPRING 2012 EMPLOYEE OUTLOOK PART OF THE CIPD OUTLOOK SERIES

SPRING 2012 EMPLOYEE OUTLOOK PART OF THE CIPD OUTLOOK SERIES SPRING 2012 EMPLOYEE OUTLOOK PART OF THE CIPD OUTLOOK SERIES EMPLOYEE OUTLOOK PART OF THE CIPD OUTLOOK SERIES Summary of key findings 2 Job satisfaction and engagement 4 Employee attitudes towards managers

More information

EMCC Ireland. Accelerating & Sustaining Leadership Power: Developing a Culture of Coaching

EMCC Ireland. Accelerating & Sustaining Leadership Power: Developing a Culture of Coaching EMCC Ireland Accelerating & Sustaining Leadership Power: Developing a Culture of Coaching Agenda Opening Paula King Welcome and Introduction Ryan Shanks Accelerating & Sustaining Leadership Power: Developing

More information

Part 2: Improving talent acquisition through alignment, strategy, technology, and partnerships.

Part 2: Improving talent acquisition through alignment, strategy, technology, and partnerships. The Talent Forecast Part 2: Improving talent acquisition through alignment, strategy, technology, and partnerships. A global study to uncover what today's talent acquisition leaders can tell us about tomorrow's

More information

How to apply participatory leadership in the organisation? 5 case studies

How to apply participatory leadership in the organisation? 5 case studies How to apply participatory leadership in the organisation? 5 case studies Jan Hein Nielsen, april 2016 How to apply participatory leadership in the organization? The above question is a question often

More information

Prepared for: Joe Sample 2/2/15

Prepared for: Joe Sample 2/2/15 Leadership Potential Inventory Report Prepared for: Joe Sample 2/2/ Introduction Your Leadership Potential Inventory Report collects feedback about your behavior and performance from you and your supervisor.

More information

SHL JobMatch JobMatch Plus Report. JobMatch Plus Report. Name Ms Joan Smith. Job / Position Relationship Manager

SHL JobMatch JobMatch Plus Report. JobMatch Plus Report. Name Ms Joan Smith. Job / Position Relationship Manager SHL JobMatch JobMatch Plus Report JobMatch Plus Report Name Ms Joan Smith Job / Position Relationship Manager Date 12 April 2012 EXECUTIVE SUMMARY This report tells you about Ms Joan Smith s potential

More information

Occupational Solution

Occupational Solution Occupational Solution Accountant and Auditor User's Guide 888-298-6227 TalentLens.com Copyright 2007 NCS Pearson, Inc. All rights reserved. Copyright 2007 by NCS Pearson, Inc. All rights reserved. No part

More information

Organization Conditions Enabling Employee Empowerment and the Moderating Role of Individual Personalities

Organization Conditions Enabling Employee Empowerment and the Moderating Role of Individual Personalities International Journal of Business and Management; Vol. 9, No. 10; 2014 ISSN 1833-3850 E-ISSN 1833-8119 Published by Canadian Center of Science and Education Organization Conditions Enabling Employee and

More information

Understanding the Impact of Organizational Culture in Veterinary Practices

Understanding the Impact of Organizational Culture in Veterinary Practices Understanding the Impact of Organizational Culture in Veterinary Practices Cynthia Fukami, Ph.D Professor of Management Bruce Hutton, Ph.D Professor and Dean Emeritus Dan Hoffman, MBA Affiliate Professor

More information

CREATIVITY AUDIT QUESTIONNAIRE

CREATIVITY AUDIT QUESTIONNAIRE CREATIVITY AUDIT QUESTIONNAIRE CREATIVITY AUDIT This audit aims to record your opinion about creativity at work in order to better address your organizational needs in terms of creativity and innovation.

More information

A leadership imperative: Building the emotionally intelligent organization

A leadership imperative: Building the emotionally intelligent organization A leadership imperative: Building the emotionally intelligent organization Emotional intelligence is a valuable resource that can renew and re-ignite organizational purpose and inspire people to perform

More information

Corporate culture as a part of hiring process for cultural fit in Slovak enterprises

Corporate culture as a part of hiring process for cultural fit in Slovak enterprises Corporate culture as a part of hiring process for cultural fit in Slovak enterprises Alexandra Turáková* Prešovská univerzita v Prešove Katedra marketingu a medzinárodného obchodu Prešovská ul. 5, 080

More information

EMPLOYEE ENGAGEMENT. Administrative Office Circuit Court of Lake County, Illinois 2014 Court Employee Engagement Survey. Employee Growth & Development

EMPLOYEE ENGAGEMENT. Administrative Office Circuit Court of Lake County, Illinois 2014 Court Employee Engagement Survey. Employee Growth & Development Administrative Office, Illinois 2014 Court Employee Engagement Survey Supportive Co-Workers Employee Growth & Development Trustworthy Leadership Continuous Organizational Improvement EMPLOYEE ENGAGEMENT

More information

Penn State Smeal MBA Program. 2 nd Year Re-Orientation

Penn State Smeal MBA Program. 2 nd Year Re-Orientation Penn State Smeal MBA Program 2 nd Year Re-Orientation Agenda Welcome and Program Strategy Remarks Carrie Marcinkevage Dr. Doug Thomas Career Services Intro Leadership 360 & Coaching Negotiations Immersion

More information

Expert Report for Prof David Hall. Professional. Styles

Expert Report for Prof David Hall. Professional. Styles Expert Report for Prof David Hall Professional Styles Contents Introduction to Assessment Report... 3 Executive Summary Profile... 4 Psychometric Profile Overview... 5 Psychometric Profile - Thought Cluster...

More information

Contents. 01. Our philosophy. 02. What is outplacement & does it actually work? 03. Our approach to outplacement. 04. How we work with organisations

Contents. 01. Our philosophy. 02. What is outplacement & does it actually work? 03. Our approach to outplacement. 04. How we work with organisations Contents Contents 01. Our philosophy 02. What is outplacement & does it actually work? 03. Our approach to outplacement 04. How we work with organisations 05. How we work with individual clients 06. Our

More information

QUALIFICATION AND COURSE CATALOGUE CIPD

QUALIFICATION AND COURSE CATALOGUE CIPD QUALIFICATION AND COURSE CATALOGUE CIPD CIPD CATEGORIES Click on a category to view course titles CIPD Advanced Awards in HR CIPD Intermediate Awards in HR CIPD Intermediate Awards in L&D CIPD Foundation

More information

Research Report: Forget about engagement; let s talk about great days at work

Research Report: Forget about engagement; let s talk about great days at work Research Report: Forget about engagement; let s talk about great days at work May 2017 What does engagement mean? And what exactly does an engaged employee look like? There are many different conceptual

More information

COURSE CATALOG. vadoinc.net

COURSE CATALOG. vadoinc.net COURSE CATALOG 2018 vadoinc.net Welcome Welcome to the Vado 2018 Course Catalog. Vado provides any organization or learner numerous opportunities to build the skills needed to lead and manage others, as

More information

COMPETENCY MAPPING MODEL FOR HR PROFESSIONALS IN INDIA

COMPETENCY MAPPING MODEL FOR HR PROFESSIONALS IN INDIA International Journal of Human Resource Management and Research (IJHRMR) ISSN 2249-6874 Vol. 3, Issue 1, Mar 2013, 113-118 TJPRC Pvt. Ltd. COMPETENCY MAPPING MODEL FOR HR PROFESSIONALS IN INDIA VIKRAM

More information

Creating Satisfied Employees in Christian Higher Education: Research on Leadership Competencies

Creating Satisfied Employees in Christian Higher Education: Research on Leadership Competencies Christian Higher Education ISSN: 1536-3759 (Print) 1539-4107 (Online) Journal homepage: http://www.tandfonline.com/loi/uche20 Creating Satisfied Employees in Christian Higher Education: Research on Leadership

More information

International Journal of Management (IJM), ISSN (Print), ISSN (Online) Volume 1, Number 2, July - Aug (2010), IAEME

International Journal of Management (IJM), ISSN (Print), ISSN (Online) Volume 1, Number 2, July - Aug (2010), IAEME International Journal of Management (IJM), ISSN 0976 6502(Print), ISSN 0976 6510(Online) Volume 1, Number 2, July - Aug (2010), pp. 70-75 IAEME, http://www.iaeme.com/ijm.html IJM International Journal

More information

The High Performance Team Profile

The High Performance Team Profile The High Performance Team Profile The High Performance Team Profile While there are many frameworks and methodologies that can help team effectiveness, they often fail to capture the underlying beliefs

More information

Contents. Shameless Promotion of Aspen OD s 360 Degree Feedback Assessments sorry, we have to do it :-) 3

Contents. Shameless Promotion of Aspen OD s 360 Degree Feedback Assessments sorry, we have to do it :-) 3 Contents Welcome from The Aspen OD Team 2 Shameless Promotion of Aspen OD s 360 Degree Feedback Assessments sorry, we have to do it :-) 3 The WHOs of 360 Degree Feedback Assessments 4 The WHATs of 360

More information

PSYC C performance appraisal 11/27/11 [Arthur] 1

PSYC C performance appraisal 11/27/11 [Arthur] 1 PERFORMANCE APPRAISAL PSYC 353 11C performance appraisal 11/27/11 [Arthur] 1 Personnel Psychology subfield of I/O psychology focusing on the management of human resources Recruitment Selection Placement

More information

Dimensions in Leadership. From Commander to Coach

Dimensions in Leadership. From Commander to Coach Dimensions in Leadership From Commander to Coach Take the driver s seat Engage What do I want to get out of this session? What can I contribute to this conversation? Interact What level of participation

More information

Governance and decision rights. HR Business Partner and Centers of Expertise. The HR Chief Operating Officer. HR Organization

Governance and decision rights. HR Business Partner and Centers of Expertise. The HR Chief Operating Officer. HR Organization 5 HR Business Partner and Centers of Expertise 6 Governance and decision rights HR Organization 4 The HR Chief Operating Officer 5 HR Business Partners and Centers of Expertise HR is at a turning point.

More information

Performance Leader Navigator Individual Feedback Report For: Chris Anderson

Performance Leader Navigator Individual Feedback Report For: Chris Anderson For: Chris Anderson Finding your way in today's world of work Copyright ã 2007, 2008 Wilson Learning Worldwide Inc. This report includes ratings from: Self 1 Manager 1 Direct Report 5 Peer 3 Customer 4

More information

A. OVERVIEW OF THE COMPETENCIES BY CLUSTER

A. OVERVIEW OF THE COMPETENCIES BY CLUSTER A. OVERVIEW OF THE COMPETENCIES BY CLUSTER Marketing Representative Competency Model I. Communication and Influence II. Task Management III. Self Management 1. Interpersonal Awareness: The ability to notice,

More information