In part 1, I discussed the different types of assessments and their uses, as well as their advantages and disadvantages. In part 2, I covered three misunderstandings that I often hear when companies choose which assessment to use.
In this part 3, I will outline how companies can use Trait assessments to help build global competency frameworks, to improve the selection process of participants for global leadership programs, and finally, to add value when developing global leaders. Continue reading “Use of Psychometric Assessments in Global Organizational Development (Part 3)”
In my previous article, I discussed the types of assessments there are and how they can be used to add value to specific OD-related projects and processes, particularly in global companies. In this part 2, I will focus mostly on Trait and Type assessments and correct some common misunderstandings.
“It’s a popular assessment so it must be good”
Written like that, you will of course be thinking that the sentence above is clearly wrong, but it is amazing how many times I hear that comment. There are many reasons why an assessment might be popular including great marketing, bright colors and attractive reports that are easy to understand, and a free/freemium offering. Often a test may ‘look’ or ‘feel’ right (so called “face validity1”), especially if the results match how a person feels about themselves (another bias called the Barnum Effect2 ). Continue reading “Use of Psychometric Assessments in Global Organizational Development (Part 2)”
Co-authored by Monique Valcour and John McNulty. Published in Harvard Business Review online August 2018.
Human beings crave coherence. We long to be true to ourselves and to act in a way that’s consistent with what we believe and value. We want to live and work authentically. This quest for coherence is hardwired; psychologists often refer to human beings as “meaning-making machines.” Our brains create coherence by knitting together our internal experience and what we observe in our environment, through an automatic process of narration that explains why we and others do what we do. As we repeat the resulting stories to ourselves (often unconsciously), they become scripts and routines that guide our actions. And instead of recognizing our stories for the constructions they are, we may mistakenly interpret them as immutable truths, as “the way things are.” Continue reading “To Make a Change at Work, Tell Yourself a Different Story”
In this part 1, I am going to discuss how psychometric assessments can be used to add value to any company’s people development initiatives.
When thinking about assessments there are several broad types that come to mind. The first two are straightforward.
These are the assessments that are designed to measure general IQ; that is, the speed, clarity and accuracy of a person’s thinking, often in a variety of ways, such as mathematical, logical reasoning, spatial thinking, etc. Many companies also have their own technical assessments of certain key skills required for a specific role.
Continue reading “Use of Psychometric Assessments in Global Organizational Development (Part 1)”