Developing Station Managers with Personality and Leadership Assessments

Transcription

1 Developing Station Managers with Personality and Leadership Assessments Annual Conference of the Society of Industrial and Organizational Psychology (SIOP) San Diego, 2012, April 26 Rene Immanuel Kusch, Peter Moser, Maret Kassner Management Summary Business need Swissport What predicts success at stations? Metaberatung s value though the application of LEAD & LVI Validated assessments predicting successful leadership behaviors Increasing leaders strategic self awareness Reliable data for personnel decisions Key results Adjustment counts Education, leadership and impulse control, too 66 1

2 Agenda 1. The Project 1.1 The Company 1.2 The Requirements 1.3 The Process and Solution 2. Empirical findings from validity generalization and criterion validity studies 2.1 Primary scales 2.2 Subscale level information 2.3 Versatility scores 3. Next steps & take away message Agenda 1. The Project 1.1 The Company 1.2 The Requirements 1.3 The Process and Solution 2. Empirical findings from validity generalization and criterion validity studies 2.1 Primary scales 2.2 Subscale level information 2.3 Versatility scores 3. Next steps & take away message 2

3 Swissport International Ltd. Worldwide brand leader in aircraft ground handling 2012: 177 airports in 36 countries Business portfolio ground handling (station management, passenger services) cargo services (freight and ramp services, warehousing) fueling services, maintenance services and executive aviation Culture Very international, high level of ambiguity, many problems, quick problem solving, fire fighter mentality, safety first, I can t work at the HQ. I need to smell kerosine Very low profit margins, high cost pressure Strategic objective: Competitive advantage through people. > Development Assessments for Station Managers positions Requirements: Personality assessment and 360 feedback Performance rating by line manager with numerical score Compliance with EEOC requirements Global application Coaching, individual development plans and follow ups Foundation for talent management & succession planning Integration into Human Ressource Information System (HRIS) 3

4 scope 1. Research and Analysis 2. Training internal HR 3. Station Manager Online Tests Job Analysis Validation Certification workshops Swissport Learning Curve Hogan Assessment Systems (HPI, HDS, MVPI) Leadership Versatility Index (360 Feedback) 4. Station Manager Feedback 5. Support of Corporate HR Processes Validated Development Sessions Talent Management Succession Planning July 2009 August 2009 September 2009 October 2009 Validated feedback sessions Who you are is how you lead Internal HR Core team provides feedback in person and on the phone (n=18). Potential, Challenge & Value report (LEAD, Hogan & Hogan, 2007, 2009, 2010) and Leadership Versatility Index (LVI; Kaiser, Overfield, & Kaplan, 2010) integrated in the same as well as in separated sessions (Kaiser, & Overfield, 2010a). Increasing strategic self awareness (Hogan & Benson, 2009) and creating a development plan (Kaiser & Overfield, 2010b). Diverse follow up methods: formal trainings, coaching, e learning tools, etc. Documentation of personal development plan, accountability with the line managers, tracking though global HR and escalation if necessary. 72 4

5 Key components of the project Tools psychometrically sound & validates, EEOC compliance EVP owns the project. Monitors personally. Direct reporting lines. Clearly defined roles and responsibilities between Swissport and Metaberatung. Leveraging on the expertise of both parties. Both represented through experienced project manager. Close cooperation. Top Down approach, full support and involvement of the management board. Continuous quality control. 73 Value for the organization Unified language and transparency across boarders and cultures. Reliable Information for better decisions. Process as the basis for personnel changes in the stations. Positioning and visibility of the EVP during his first months. Fully accepted project and methods. 74 5

6 Agenda 1. The Project 1.1 The Company 1.2 The Requirements 1.3 The Process and Solution 2. Empirical findings from validity generalization and criterion validity studies 2.1 Primary scales 2.2 Subscale level information 2.3 Versatility scores 3. Next steps & take away message ADJUSTMENT is a relevant predictor for job performance Meta Analyses: r=.25 (Hogan & Holland 2003) Hogan validity studies for station managers: r=.24 is a relevant predictor for Forceful Current Study: r=.20 1 Kaiser & Hogan (2012): r=.16 1 = Spearman's rank correlation coefficient, n=

7 ADJUSTMENT & FORCEFUL The right amount (Kaiser & Kaplan, 2005) differs depending on requirements Current Study too much 60 right amount = 70 too little 80 Current Study Kaiser & Hogan (2012): too much 41 right amount = 50 too little 59 Kaiser & Hogan 77 PRUDENCE is a relevant predictor for job performance Meta Analyses: r=.22 (Hogan & Holland 2003) Hogan validity studies for station managers: r=.11 is a relevant predictor for Operational Current Study: r 1 =.34 Kaiser & Hogan (2012):.33 1 = Spearman's rank correlation coefficient, n=

8 PRUDENCE & OPERATIONAL The right amount (Kaiser & Kaplan, 2005) is similar Current Study too little 38 right amount = 53 too much 68 Current Study Kaiser & Hogan (2012): too little 32 right amount = 51 too much 70 Kaiser & Hogan 79 AMBITION is a relevant predictor for job performance Meta Analyses: r=.20 (Hogan & Holland 2003) Hogan validity studies for station managers: r=.28 is a relevant predictor for Operational Current Study: r 1 =.20 Kaiser & Hogan (2012): n.s. 1 = Spearman's rank correlation coefficient, n=

9 AMBITION & OPERATIONAL The right amount (Kaiser & Kaplan, 2005) Current Study too much 60 right amount = 70 too little 80 Current Study Kaiser & Hogan (2012) n.s. 81 Adding subscale information in regression analyses (Ones, & Viswesvaran, 1996; Paunonen, 1998; Wittmann, 1988) Forceful: Subscales correlate significantly, but not incremental to primary level Enabling: significant correlation with Education (r 1 =.28) with no correlations for primary scales too little 2 (out of 3 Items) right amount = 3 (out of 3 Items) 82 9

10 Adding subscale information in regression analyses Operational: Impulse Control (r 1 =.29; β=.31) adds incremental information to Ambition (r 1 =.20; β=.22, multiple R=.39), with Prudence not being significant anymore too little 1 (out of 5 Items) right amount = 2 3 (out of 5 Items) too much 4 (out of 5 Items) Strategic: significant connection to Leadership (r 1 =.23) with no correlations for primary scales too little 4 (out of 6 Items) right amount = 5 (out of 6 Items) too much 6 (out of 6 Items) 83 Versatility Scores Adjustment is the single best predictor from the HPI Versatility: Operational Strategic: r 1 =.25 Versatility: Forceful Enabling: r 1 =.26 Versatility: Overall Versatility: r 1 =

11 Agenda 1. The Project 1.1 The Company 1.2 The Requirements 1.3 The Process and Solution 2. Empirical findings from validity generalization and criterion validity studies 2.1 Primary scales 2.2 Subscale level information 2.3 Versatility scores 3. Next steps & take away message Take Away Message Adjustment is THE success factor. Company specific right amounts matter and can be measured. Subscales (education, impulse control, leadership) carry incremental validities. The right amount can be applied to subcales. HAS & LVI help define requirements more precisely. Next Steps TALEO Integration Integrating more precise requirements into the feedback sessions. Applying experiences to recruiting, succession and talent management projects. Integrating HDS and MVPI into the analyzes. Investigating compensation strategies of deviation from the right amount for traits contributing to the same performance indicator 11

12 References Hogan, R., & Benson, M. J. (2009). Personality theory and positive psychology: Strategic self awareness. In R. B. Kaiser (Ed.), The perils of accentuating the positive ( ). Tulsa, OK: Hogan Press. Hogan, J., & Hogan, R. (2009). Hogan Development Survey Manual (2 nd Ed.) Tulsa: Hogan Assessment Systems. Hogan, J., & Hogan, R. (2010). Motives, Values, Preferences Inventory Manual (2 nd Ed.). Tulsa: Hogan Assessment Systems. Hogan, R., & Hogan, J. (2007). Hogan Personality Inventory Manual (3 rd Ed.) Tulsa: Hogan Assessment Systems. Hogan, J., & Holland, B. (2003). Using Theory to Evaluate Personality and Job Performance Relations: A Socioanalytic Perspective. Journal of Applied Psychology, 88, Kaiser, R.B., & Hogan, J. (2011). Personality, leader behavior, and overdoing it. Consulting Psychology Journal: Practice and Research, 63, Kaiser, R. B., & Overfield, D. V. (2010a). The leadership value chain. The Psychologist Manager Journal, 13, Kaiser, R.B., & Overfield, D.V. (2010b). Assessing flexible leadership as a mastery of opposites. Consulting Psychology Journal: Practice and Research, 62, Kaiser, R. B., Overfield, D. V., & Kaplan, R. E. (2010). Leadership Versatility Index version 3.0 Facilitator s Guide. Greensboro, NC: Kaplan DeVries Inc. Ones, D. S. & Viswesvaran, C. (1996). Bandwith fidelity dilemma in personality measurement for personnel selection. Journal of Organizational Behavior, 17, Paunonen, S. V. (1998). Hierarchical organization of personality and prediction of behavior. Journal of Personality and Social Psychology, 74, Wittmann, W. W. (1988). Multivariate reliability theory: Principles of symmetry and successful validation strategies. In J.R. Nesselroade & R. B. Cattell (Hrsg.), Handbook of multivariate experimental psychology (2. Aufl., S ). New York: Plenum. Thank you very much for your attention: Contact information : Rene Immanuel Kusch Head Product Management Metaberatung GmbH rene.kusch@metaberatung.de