Experian UK

1. Experian UK An introduction to Personality Questionnaires Christine Cowburn May 2004

2. Developments in Personality Assessment - Psychometrics 1914 - 1918 Woodworth’s Personal Data Sheet 1940 - 1950 Cattell’s 16 PF 1942 Humm’s Minnesota Personality Inventory 1943 Myers-Briggs Type Indicator (using Jung’s Typology) 1947 Eysenck’s Personality Inventory 1984 SHL® Occupational Personality Questionnaires 1991 Barrick and Mount Meta-analysis

3. Type vs. Trait Theories • Type Theories: • Group people according toa combination of characteristics • Place emphasis on similarities between people • Tend to “pigeon-hole” individuals, e.g. MBTI, Belbin Team Types I’m an ENTP you know!

4. Type vs Trait Theories I’m much more of an extrovert than most people • Trait Theories: • Look directly at individual characteristics, each assessed separately • Place emphasis on differences between people • Sometimes seen as “atheoretical”, e.g. OPQ, 16PF

5. OPQ Definition of Personality Personality is concerned with a person’s typical or preferred way of behaving, thinking and feeling

6. Most Definitions Agree that Personality…... • Characteristics are largely stable and enduring • Has a structure • Varies between individuals

7. Your Driving Will be Governed to Some Extent by Situation…

8. ……Most People Have a Preferred Style of Driving!

9. Genetic Physiological Constitutional Educational Life experiences Family Situational Socio-cultural Age Influences on Human Adult Personality

10. HIGH Assessment Centres • 65 • 45 • 40 • 35 • 30 • 15 • 10 Ability Tests Personality Questionnaires Group Activities V A L I D I T Y Structured Interviews In-trays Bio-data Appraisals Interviews (Traditional) References Astrology / Graphology Phrenology LOW Source: Mike Smith A Practitioner’s Guide to Assessment Techniques

11. Applications of the OPQ Development Research Selection Training Personality Team Building Outplacement Restructuring Counseling

12. What are Competencies? “Attributes important for effective performance which can be observed through behaviour” Personality Ability Motivation Knowledge& Skills Competency

13. Influence/Leadership Communication Skills Organising/Planning Motivation/Energy Creativity Analytical Empathy Emotional Maturity Decision Making Commercial Awareness Assessment Criteria in One Airline

14. OPQ32* Customer Contact (CCSQ)* Works Styles (WSQ) Motivation Questionnaire (MQ) Professional/Managerial/Graduates Sales & Customer Service (non-managerial) Manufacturing & Production (non-managerial) Summary of OPQ Versions * Ipsative and normative versions available

15. Normative Questionnaires • Normative versions (format): Example Question: I tend to liven up group activities 1 = strongly disagree 2 = agree 3 = unsure 4 = agree 5 = strongly agree

16. Pitfalls of using normative format for recruitment • Very transparent • A rating scale for each item (1-5) means it is easy to fake • Central tendency results • Acquiescence results

17. Ipsative Questionnaires Ipsative format: Example question: Choose ONE statement which is Most and one which is Least like you: • I really like to help others • I work best in teams • I like to get things exactly right • I sustain high levels of energy

18. Benefits of using Ipsative format for recruitment • No rating scale • All positive or all negative statements – grouped • Consistency check built in - aka “lie scale” • Extremely hard to fake! • Any distortion can be monitored • More reliable results

19. OPQ range of Outputs • Profile charts • Expert narrative reports:e.g. Interpretations Questions to guide interview Links to competencies • Team types, leadership styles, and reporting styles

20. Regardless of version, interpretation is based on stens 1 2 3 4 5 6 7 8 9 10 Typical Slight Preference Definite Preference Very Strong Preference Extreme Preference

21. The OPQ 32 – key features • 32 dimensions • Professionals & managers • Work-related (occupational) • Designed for use by HR professional and psychologists • Strong and powerful validation • Available in many languages • Available online

22. Feeling Domain Relating Domain ENERGIES Thinking Domain The OPQ Structure of Personality

23. Whose profile? Mystery profile? – who do you think it is?

24. Reports that can be used For Recruitment: • Profile chart • User report • Managers report • Management Competency profile • Candidate reports For Development: • Emotional Intelligence • Development action planner • Team types & Leadership styles • Team Impact reports • Maximising Your Learning • Leadership potential Indicator

25. New Leadership Report

26. AGENDA SHL’s New Leadership Report • Background Research • The Leadership Model • The Expert Report • Applications

27. Background Research Extensive Research Programme between SHL & Peter Warr, Sheffield University • Reviewed Best current Leadership Literature • 25 years of SHL’s experience in assessing and developing Leadership talent across the globe

28. SHL’s View “Leadership is about influencing people such that they come to share common goals, values, and attitudes, and work more effectively towards the achievement of the organisation’s vision. An effective leader is one who makes a demonstrable impact on one or more of these criteria in a positive way by influencing the behaviour and performance of others” Bartram 2002

29. Developing the Vision Sharing the Goals Delivering Success Gaining Support The Functional Model

30. Transactional Factors that underpin successful management Transformational Factors that underpin successful leadership ORGANISATIONALSUCCESS Management & LeadershipThe Transactional & Transformational Effect Combination

31. Great 8 CompetenciesTransformational & Transactional

32. The Report • Focus on each of the 4 functions • Competencies required for success in these functions • Take into account Transformational and Transactional effect All from the OPQ32

33. Report Structure

34. LEADER Transformational leaders seek commercial benefit and get others to make sacrifices for the greater good. However, they also need to effectively deploy the resources required to execute their visions CORPORATE LEADER Combining transactional and transformational styles Corporate Leaders typically excel at the development and implementation of a vision. SPECIALIST Specialists take pride in applying and honing their expertise. Typically less comfortable in a generalist role MANAGER Transactional managers drive operational success in the here-and-now. However, future success can depends on a steady flow of innovative ideas Management vs Leadership

35. Creating & Conceptualising • Open to new ideas and experiences. Handles situations and problems with innovation and creativity. Thinks broadly and strategically. Supports and drives organisational change. • OPQ Scales: • Conceptual • Conventional (-) • Evaluative • Innovative • Forward Thinking • Data Rational • Analysing & Interpreting • Gets to the heart of complex problems and issues. Applies own expertise effectively. Quickly learns new technology. • OPQ Scales: • Evaluative • Conceptual • Data Rational • Independent Minded • Innovative Developing the Vision

36. CREATOR Creators come up with a wide range of new approaches but may lack the expertise and in-depth understanding to check the feasibility of their ideas VISIONARY Visionaries excel in the development of a vision for the organisation, at the same time managing to critically evaluate the facts, and create ideas and concepts that move the organisation forward ANALYST In-depth analysis of information aids the development of the vision. Analysts are superb in the critical thinking faculty, but often struggle to create new ideas and concepts CONSERVATOR Conservators strive in environments where they can continue to use well-proven methods, discouraging incompatible ideas from emerging Strategy - Developing the Vision

37. Questions and Answers?