Assessments whitepaper
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Assess people correctly, early and regularly. Use tools, appraisal systems, some profiling is inevitable. Bring advertising demographics, psychographics into play. Competency Mapping, Metrics and Gaps are integral to People Development.
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Assessments whitepaper
- 1. from edgevalue A People Assessment Approach Document (C) 2001, Casper Abraham URL : http://www.edgevalue.com Email : casper@edgevalue.com Version 1.0 :JAN 2003
- 2. The Software, Product, Platform, Tool, Enabler Business Model, Methodology & System(s) Training Methodology. Assessments. Course Content. Faculty options. Pre, In & Post options. The Firm Expert(s), Advisor(s), Consultant(s), Staff Initially all Behaviour Assessments were done under the brand 'dextra texts'. This has been consolidated into the following ... 1. HR and People Management Solutions are incorporated within the 'clextra' software, tool & platform. 2. A People Risk Model called PRAY is led by RiskPro India ltd. (http://riskpro.in) and the tool for this continues to be clextra PRAY Module. 3. The Individual Behavioural Assessments; IQ & EQ, Group Interactions; Leadership Assessment & Development and several related programmes have been incorporated into the clextra Platform. 4. Training & Development Programmes are now called 'Skretch'.
- 3. Testing insights "Human Beings can't and should not be tested". Unfortunately it's being done all the time. Canada immigration. US driving licence. Defense Services Recruitment. Astronauts for Space. Marine Biologists. Management Trainees. Kindergarten children in Japan. Engineering Students in India. "If you can't measure it, you don't anything about it." Six Sigma. In a 'Demand & Supply' situation in education and occupational areas; when the Supply is large usually an 'elimination' method is enforeced, first, before a 'selection' method is adopted. If the Supply is small; then 'Training' & 'Learning' makes imperative. If the 'demand' is high 'SelfLearning' to the point of fulfilling the demand will take place in the marketplace. If the demand is low; it's a hobby. “If you think Education is expensive, try Ignorance”. Choice of sounds, words, language and linguistic preference to actualise a 'thought', 'feeling' or 'idea' AND expect an identical comprehension from another living being is ludicrous, ridiculous and incredulous. Testing along sensory lines may involve; motion or depth in visual perception. Recognition and depth in auditory perception; senses of smell, taste and touch may also be relevant to many occupational situations. “Give me a fish, I eat for a day; Teach me to fish, and I eat a lifetime." Those dreams that on the silent night intrude, And with false flitting shapes our minds delude, Jove never sends us downward from the skies, Nor can they from infernal mansions rise, But all are mere productions of the brain, And fools consult interpreters in vain. "On Dreams" Jonathan Swift 1727 Source : Casper Abraham (casper@edgevalue.com)
- 6. What are you testing for? The entire population of the world can be fit into this statistical graph in Figure 1. The majority are in t he middle. Those few without or with LESS than t he capability we are testing for are a few at the bottom, left side of the graph. A few with MORE t han required or exceeding capability are again only a few at the top, right side of the graph. Figure 1 Minority few LESS than average. Majority MOST below average, average to above average. Minority few MORE than average. Figure 2 You could make the test too difficult to eliminate most, select a few or to rank the top 3. You could set the test just right to achieve your objective(s) You could make the test too easy to allow most to pass, reject only a few; even rank the worst Reasons could include : Mental imparitment, disorders and syndromes.. Mental or physical illness. Genetic Factors. Environment Conditioning. Want of opportunity. Lack in economic resources. Lack of Motivation. Want of Stimulation. Competitive Factors. Peer Pressure. Reasons could include : High IQ. Quality Learning & Teaching resources. Economic strenght. High Motivation. Sufficient Stimulation. Genetics. Parenting & upbringing. Adequate opportunity. Competitive Factors. Peer Pressure. Figure 2
- 10. Leading Tests .... Globally known & Accepted Tests : The PA Preference Inventory Myers Briggs Type Indicator (MBTI) Cattell 16PF The OPQ 4.2 FIROB GMA Abstract Test Sweney's Decision Profile Sweney's Stress Index Fleishman's Leadership Opinion Questionnaire The ThomasKilman Modes of Conflict Instrument The Insight Profile The SPQR The Omega Motivation and Competency Inventory Raven's Progressive Matrices Watson Glaser Critical Thinking Analysis The Colour Test The DMT Belbin's Team Role Model The Bartner Type A Weschler Adult Intelligence Scales (WAIS) DISC Test Graphology Test dextra 'TESTS' : * * * * dextra methods; can source and procure known and globally accepted tests. dextra methods (Edgevalue is the company that owns dextra) has an arrangement with 'some' partners to adminster tests on their behalf. dextra has its' own set of tests; proven over 15 years of Management; adapted to India. dextra can 'design', 'manage' and 'monitor' specificcustommade tests for customers. Immediately Available Tests : mensa IQ test dextra APT dextra SAT TPA ROP Graphology Test MicroInnovation Test Personality Test Management Potential Motor Skills Test Visual Imagination LeaderFollower Software aptitude Executive Potential Occupational Advisory Children Advisory (Used by mensa international for testing IQ) Aptitude test, with interpretive results for India A SAT equivalent test with interpretive results for India. (Framework for Mapping Technical Skills to Tasks & Performance Appraisals in Software & IT Organisations). Return on People. Includes and based on Return on Investment, People Assessment & links to Financials norms & metrics. Individual ROP's linked back to Corporate ROP. General test on personality Ability for microinnovation. Eysenck Test on General Personality latent and inherent potential for management. For candidates requiring functional Handeye coordination Visual creative ability. Used by 'dextra' to asssess; Team Leader & Followers; (Boss employees) relationship gap. Everyone wants to be in IT. Do theuy understand Software? Coding? This test establishes basic aspirations. Fresher & other recruitment tests. Career start and midcareer occupational satisfaction advisory. From Gifted to Problem children, counselling and advisory.
- 12. MBTI / PF16 etc. ExtroversionIntroversion Preferred Vocabulary Extroversion, E (75% of Population) Introversion, I (25% of Population) sociability territoriality breadth depth external internal extensive intensive interaction concentration expenditure of energy conservation of energy interest in external events interest in internal reaction multiplicity of relationships limited relationships SensingIntuition Preferred Vocabulary Sensing, S (75% of Population) Intuition, N (25% of Population) experience hunches past future realistic speculative perspiration inspiration actual possible downtoearth headinclouds utility fantasy fact fiction practicality ingenuity sensible imaginative ThinkingFeeling Preferred Vocabulary Thinking, T (50% of Population) Feeling, F (50% of Population) objective subjective principles values policy social values laws extenuating circumstances criterion intimacy firmness persuasion impersonal personal justice humane categories harmony standards good or bad critique appreciate analysis sympathy allocation devotion JudgementPerception Preferred Vocabulary Judgement, J (50% of Population) Perception, P (50% of Population) settled pending decided gather more data fixed flexible plan ahead adapt as you go run one’s life let life happen closure open options decisionmaking treasure hunting planned open ended completed emergent decisive tentative wrap it up something will turn up urgency there’s plenty of time deadline! what deadline? get show on the road let’s wait and see...
- 16. Intelligence Array Robert Sternberg SuccessfulIntelligence Casper Abraham Integration Spearman 'g' Theory Howard Gardener MultpleIntelligence Analytical Intelligence. High grades and test scores in traditional school. Good at anlayzing, planning, judging, evaluating, comparing, contrasting, critiquing, explaining why and examining. Using statistical methods and concern about quality of information. 1. Linguistic The ability to manipulate symbols, not only displayed in logic and mathematics but in science in general, people can balance their check book, understand Stephen Hawking’s book A Brief History of Time. 3. Spatial The ability to process conitnously information in 3 dimensions like a sailor or sculptor, the ability to hold in your head a model of the organisation of the world around you. 4. Musical The ability to manipulate sound in a complex way like a composer or with other below skills like a performer. 5. Bodily kinesthetic The sort shown by, say, dancers using the whole or parts of the body to fashion some product or performance timing in sportsman. 6 Interpersonal The ability to know what is happenning between people and to mobilise it as good teachers and salespersons do. 7 Intrapersonal The ability for self understanding, without which, all the others maybe distorted in use. 8. Environmental Adaptiveness. The ability to harness self & community to holistic cycles in nature. Geology; Biosphere; Animal & Plant kingdoms. Existential questioning & comprehension. Creative Intelligence Original thinking, Sees things differently. discovering, imagining, supposing, designing, ‘what if’ inventing and producing. Coming up with an unusual novel or surprising solution to a problem. Able to apply problemsolving skills in a new situation. See relationships others just don’t see The ability to manipulative language effectively, the sort shown in the extreme by poets, people write in complete sentences rather than point form, enjoy crossword puzzles and word games such as Scrabble. 2. Logical mathematical Practical Intelligence Good common sense. Use knowledge, adapt it to situations, get along with others. Involves doing, practicing, demonstrating, using, applying and implementing. Making best use of a household budget. Tom Sawyer getting the fence whitewashed. Source : Casper Abraham (casper@edgevalue.com)
- 17. Intelligence Map Sternberg Creative, Practical AND Analytical Intelligence Gardener all 8 Multiple Intelligences Spearman 'g' Factor A B Single skill Human Expert Fighter Pilot Oil Painter Village Craftsman Chimpanze Amoeba Trained Animal Dolphin Police Dog Carier Pigeon FPGA / ASIC / AI Automated Machine BioTech / DNA modified A The task at hand, that needs to be done to get and meet your set objectives. B The 'ideal' or nearideal person to can ensure meetng the above stated needs or getting the required task done.
- 18. Innate Abilities 'Talent' an often used word; implies a 'complete' person. A human being with an allround certain 'ability'. The totality of a person prerecruitment, postrecrutiment; midcareer; onretirement can be summed up in these diagarams. The one at the side being a summary of the one below. Intellectual Firepower ... Motivation Theory KnowHow Practice Skills If you have 'NOT TESTED' for this; the relationship is doomed to fail. … Psychological Damage 'Motivation'. No one can mot ivat e anyone to do anything at any time. There is no text book nor lessons on motivation. 'Stimulii', however is a keyword in creating short & longterm motivation in a human being. Primary Task Innate Intellectual Firepower } Motivation Role Skill Knowledge Source : Alistair Mant : from his book 'Intelligent Leadership'. Learnable
- 19. Executive Growth Suggested Growth and Thinking associated with a minimum of 7layers for a Global Transnational Company. Levels of Authority, Complexity & Talent. VII Global Corporate Prescience Sustaining longterm viablity, defining values, moulding contexts. VI Global Corporate Citizenship Readinginternational contexts to support/alert level V strategic business units. V Strategic Intent Overview of organisational purpose in context. IV Strategic Development Investing, modelling new futures, positioning the organisation. III Good Practice Constructing, connecting and finetuning systems. II Service Supporting/serving Level I and customers/clients. I Quality Handson skill 2550 1520 1 100 1 5 1 2/3 1 1 Advance Planning. How does your workday compare with the following : Today 1 wk ahead 1 mo ahead 1 qtr ahead 1 yr ahead 2 yrs 3 yrs ahead ahead 10 yrs ahead President 1% 2% 5% 17% 15% 25% 30% 5% Vice President 2% 4% 10% 29% 20% 20% 13% 2% General Manager 4% 8% 15% 38% 20% 10% 5% 0 Divisional Manager 6% 10% 20% 43% 10% 9% 2% 0 Team Manager 10% 10% 25% 39% 10% 5% 1% 0 Supervisor 38% 40% 15% 5% 2% 0 0 0
- 20. Set 'goals' for your wards .... Venture Capitalist LEFT BRAIN RIGH T BRAIN Achiever Entrepreneur Dreamer Abdicator Intrapreneur Administrator Manager Executive Fresher Dreamer Optimist Realist Pessimist Builder(s) 'dextra' to help you meet midcareer skills enhancement OR change. 0 Born 21 30 Graduate Learning Crisis Source : Casper Abraham (casper@edgevalue.com) 65 Retire 99 Die
- 21. People Metrics .... 7. Potential The 'innate' ability to do the given 'role' well; and then move to the next levels of improved 'efficienty', 'effectiveness', 'growth' and 'leadership' can affect today's decision. No one can predict the 'future' but it must be quantified. 6. Aptitude Standard behaviourial tests apart; a clear 'understanding' of the required 'role' and 'aptitude' and 'attitude' towards this must be clearly understood; in terms of timeframe for the next job and daytoday operations must be known and quantified. This is the present. 5. Experience Years of 'relevant' and 'nonrelevant' experience get points. The 'past' 'skills' and 'knowhow' are quantified. 4. Qualifications Engineering Degree for a Eg a 4year Mechanical Shopfloor Supervisor; gets 4 points. while a Chemcial Engineer for the same task gets 3. Diplomas; PhD; Post Graduate; 1st Line College; 2nd or 3rd Line Unviersity each gets a rating. 1.Genetic Your DNA; protein expression; mind body chemical controls; food & energy metabolism are all dictated by your genes. No choice on this one. 3.Community 2.Environs Upbringing; Social enriorment; family; friends & peers and society in large and your up to now 'fit'. Like it or not call it caste, creed, racial, religion, colour or nationality occupational differences DO exist based on who you are and where you came from.
- 22. You can't motivate a person. The Balance and Hole Equalisation Model … At any given point in time the following 8 need to be in equilibrium. Failing which they will be an overwhelming motivation, desire and action towards achieving this balance … Stimulus … No one stays motivated or can be motivated. However periodic and timely supply of a stimulus of the appropriate type and level is the real ‘fuel’ for motivation. Customised to individuals or teams and buil tin f or Configurability within Clextra … please talk to us for a Solution to motivate your workforce. BioRhythms The chemical composition of the human body, anatomy and the brain cannot be ignored. While the following ups and downs are easily recognized … 1. Physical biorhythm 2. Mental biorhythm 3. Intellectual biorhythm The following cannot be ignored … 1. Spiritual biorhythm 2. Awareness biorhythm 3. Aesthetic biorhythm and 4. Intuitive biorhythm More obvious in women as the menstrual cycle; perhaps linked to the tides, the moon and alignment of stars or singular origin of matter the pulse and rhythm of life at the micro, nuclear, subatomic and molecular level with the macro, planetary and stellar level is best left undisclosed. Motivators Influencers … The 5 common motivator influencers are … 1. The carrot 2. A stick 3. The father figure or authority of upbringing. 4. The boss or superior or paycheck person. 5. The guru, priest, godfather, mentor. More so in Asian countries ‘bias’ to motivator influences include .. 1. The respect for age and on older person. The role of the ‘mother’, ‘sister’, ‘wife’ … other women acceptable in that community or society.
- 24. Domain Expertise Overload ... Analog Digital With People Paper wired Lowcost Your Current Information wireless Local use Lifestyle Single Feature The ‘idea’ The total volume of data, information or knowhow that you have in your organisation. Global use Multi Feature Further ‘You & I’ Created Internet Intranet Extranet New Media Activity The total volume of acquisition, creation & 'content facilitation' withis new Project. Multimedia Communications a=text, b=audio, c=video, d=visuals, e=animation Global Volumes : JUNE 2001 HTML Internet 100 TB Online Harddisks 1 EB+ Offline Digital 20 EB Analog Film etc. 300 EB Kilo=1024 bytes Mega=1000 KB Giga=1,000 MB Tera=1000 GB Peta=1,000,000 GB Exa=1000 PB Zeta=1000 EB Yotta=1000 ZB The total volume of knowhow in the entire world through history across all media. Deliverable System * Body of world knowledge * About 320 Exa Bytes Source : Casper Abraham (casper@edgevalue.com) Ü Ü Ü Ü Ü Ü Ü Ü Ü Ü Ü Ü Ü Target Group Target knowhow Level Selflearning Assisted Learning Available Aids/Resources Rrequired Aids/Resources Delivery in Calendar Time Time in Hours Quality requirements Cost Starter Status End Goal definition Gap Analyses
- 25. Who is the Customer? All other knowledge that you will create, acquire or gain over tiime The initial set of knowledge that exists in your organisation. e ivid ion D t rma Info ¨ ¨ led now K Mentor Guru ¨ ¨ ¨ ¨ dextra Altruessor Teacher Lecturer Professor ¨ ¨ ¨ ¨ ¨ ¨ ¨ Money Flow Manager Administrator Advertiser Politician Source : Casper Abraham (casper@edgevalue.com) ¨ ¨ ¨ er rri Ba ge Social Service Student Employee Executive Labourer Citizen
- 26. Barriers to Learning Resistance to Change Individual Easiest. Sometimes happens despite the organisation. Group or Team More difficult than individual learning, but given the right 'anxiety' any team or group will acquire the requisite learning. Organisation Extremely difficult. When involving the whole organisation, changing the culture and very fabric in even small ways may take even decades to achieve. Pareto applied to Organizational Learning 10% WILL LEARN ‘too well’ and will leave the organization or work against the common objective(s) Current state of Organizational Learning The majority 80% will stay on a passive ‘stayput’, ‘nonlearning’ straight line unless survival anxiety exists or is introduced. 10% WILL NOT LEARN nor change OR choose not to learn and will deliberately or inadvertently work against the organization’s learning objectives. Source : Casper Abraham (casper@edgevalue.com) Desired state of Organizational Learning
- 27. Learning Testing Threshold Learning Threshold #1 Learning happens = Survival Anxiety > Learning Anxiety An individual's current, skills & mental firepower. Learning happens only when 'Survival Anxiety' is greater than 'Learning Anxiety'. No stretch. Not challenging nor sufficient motivation to Learn. An inherent paradox surrounds learning. Anxiety inhibits learning. However anxiety is also necessary if learning is going to happen at all. There are 2 kinds of anxiety. Learning Anxiety. Being afraid to try something new for feat that it will be too difficult, that I will look stupid in the attempt or that I will have to part from my old habits that have worked for me in the past. It also means a deviant from the group I belong to now. It can threaten my selfesteem and may even affect my identity. Ideal 'stretch' & Motivation to be set for an individual Too much expected of the individual, cannot be motivated to reach this much. Willing individuals can have a burnout or other health related problems. Will learn anyway Learning Threshold #2 Sufficient to Perform Survival Anxiety. Is the horrible realisation that in order to make it, you're going to have t o change. Almost like prisoners of war, potential learners experience some much despair and hopelessness that they eventually become open to the possibility of learning. Sometimes even this dejection is not enough. Individuals can choose or remain in a permanent state of despair without learning. An individual's current, skills & mental firepower. Ignorance OR Partial know how Training Baseline Recruitment Won’t learn anyway Source : Casper Abraham (casper@edgevalue.com) : Excerpts from Edgar Schein, Cambridge Masuchussets
- 29. Learning Options & Methodologies ... Classical The ancient learning and teaching methods of Aristotle, Plato. Japanese & Chinese Methods. Sanskrit, Brahminic, The Vedas and the traditional India way. The way Indian Carnatic and Hindusthani music is still learnt. It could even include being aware of and the observation of the way animals learn from their environment. Traditional All schools, colleges, universities and possibly Corporate Business learning the world over. Books. Reading. Syllabus. Semesters. Professors & Lecturers. Teachers. Portions. Attending classes. Tests & Examinations. Modern Including distance Learning, several methods of educating the population on as diverse subjects as AIDS awareness, population control, organisational design and culture management, adult education in the 3rd world have been attempted with numerous methods. eLearning Essentially a means where with white collared workers, with high PC penetration and possibly Internet or Intranet access, learning can be structured to be interactive and at the Learners pace, without (or only partial) availability of an Instructor, Teacher or Examiner. dextra A method pioneered, followed and maintained by Casper Abraham over 20 years of Teaching & Learning Experience and established at several firms including Ionidea Interactive. Source : Casper Abraham (casper@edgevalue.com
- 30. 'Selection' & 'Rejection' Selection Method · · · · · · Predictive Ability Work Samples General Cognitive Ability Consistent Structure Interview Unstructured Interview Assessment Centre Reference Check Excellent Excellent Excellent Good Good Poor Elimination Methods · · · · · · · · · Implication? Soft Copy CV CV Presentation Insufficient 'reach' to wider population of candidates Insufficent numbers of 'applicants' Insufficient number of 'right' applicants Not referred / nor forwarded by someone you know No time to interview or meet personally. Cost of 'every' candidate followup. Delegating to unqualified / uninterested colleague ? Hardcopy applicants can be as good. ? Don't judge on 'appearance' alone. ? Use the right media to reach out. It costs. ? Your media choice and position is faulty. ? Your 'creative' was inadequate. ? Strangers can also become known, quickly. ? Use quality 'selection' methods. ? Spend to eliminate as well as select. ? The general should select his or her army. Agriculture Era •Physical strength •Artisan skills • Regional • Bioenergy Industrial Era • Production • Efficiency • Repeatability • Modularity • WinLose • National • Electrical energy • Metals & Minerals Information Era • Timeliness • Speed • Summary • 8020 rule • WinWin • Fuzzy Logic • Global • Electronics energy • Silicon, PLC, FPGA BioTech Era • Selfrepairing • Integrated Systems • Holistic understanding • Foodchain • Fuzzy Logic • Planetary • Solar energy • DNA & Molecules Every individual; manager; leader; team; group or community will adapt; learn and behave; motivated only for that moment; living daytoday within their community & industry at a minimum ‘energy’ expedient level.
- 31. Be 'clear' as to what you want ... Individual Team Task Manager Do you want a 'Team' that includes .... ... this combination of skills? OR ... this combination of skills Carpenter Plumber Electrician Mason Contractor Designer Carpenter Plumber Electrician Mason Contractor Designer * Have a 'Job Description'. * Communicate CLEARLY; what is the 'role' to be performed is. * CLEARLY indicate what is 'expected' from the 'role' and 'task(s)' and of the candidate. * STATE and have 'upper', 'lower' and 'average' limits of acceptable performance. You would do this with any machine; why not with people? * A gentle, loving and human touch; with constant and ongoing 'Stimulus' is important to motivate people to improve their Learning; practice their skills; be motivated to deliver; capitalising on their innate intellecutal firepower while living with the psychological effects of their upbringing.
- 32. So what goes into our clextra 'Test'(s) 1. There is a wellthought through proven set of questions; that elicit a certain response from the person being tested. A wide variety of assumptions exist. On genetics; upbringing & environment; physical or mental impairment or otherwise; lanugage understanding; educational background. Other factors include whether the 'testee' wants to be tested; his or her expereinces with testing in general; motivation to want to win or beat the test; physcial and mental wellbeing at the time of taking the test etc. A good test is 'designed' to test the specific response / results tested to meet the set objective(s). 2. An 'Answer Sheet' allows either the testee and/or the observer to make observations, notes and create a record of the test. 3. On completion, a scoring mechanism, allows 'metrics' to be defined for the process. This metric may be a number, position on a scale, a grade, percentage or comparison with a population and or statistical study. This is purely observational and factual without bias within the set parameters. 4. The interpreation or 'match' between the individual tested and the 'knowledge' is the crucial but perhaps pseudoscience. Taking the Believers vs nonbelievers BIGFIGHT; with the constant building up of this data, information and knowledge the comparison, report, feedback and advice improves every time a test is taken and every time additional bits of information are available to this base of 'knowledge'. For ease of understanding and implementation of the above, we have : 1. TEST SHEET(s) or BOOKLET (Given to each tested candidate and TAKEN BACK) 2. ANSWER SHEET (Given to each tested candidate and TAKEN BACK) 3. SCORING SHEET (For each sheet, never revealed to a candidate, nor our Scorer). 4. INTERPRETATION (A doctorpatient, lawyerclient like confidential Service, which we call MentorSishya).