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MOVING FROM SUBJECTIVE TO OBJECTIVE:
THE ROLE OF PSYCHOMETRIC ASSESSMENTS IN DEVELOPING TALENT
FOR GROWTH


                               Mark Burden, CPBA, CPVA, CIA
                              Partner, Assessments/Talent Management
                                   Peak Performance Systems
Moving from
   jective to
  jective
Question
How many of you are currently
using psychometric assessments
in your organizations?
(DISC, MBTI, McQuaig, P.I., etc.)
Moving from Subjective to Objective
Moving from Subjective to Objective
Moving from Subjective to Objective
Moving from Subjective to Objective
Moving from Subjective to Objective
- HR Magazine
)
Moving from Subjective to Objective
ectivity is
more important
than      before
Question
Do you currently “profile”
the job/role in terms of
personality traits before
hiring or promoting?
Today’s Overview

         • The role of               in
     1     job-candidate fit

         • How                 affect job
     2     performance


     3    as performance indicators
The Role of Behaviours
  ecisiveness - Problems
 nteractivity - People
 tability     - Pace
  autiousness - Procedures




   D    I    S   C
Today’s Overview
How Motivators Affect Performance
David McClelland – Achievement, Affiliation, Power
• Achievement– Challenging goals, calculated
  risks, regular feedback
How Motivators Affect Performance
David McClelland – Achievement, Affiliation, Power
• Affiliation– Belong to group, be
  liked, collaborate
How Motivators Affect Performance
David McClelland – Achievement, Affiliation, Power
• Power– Control, influence, win
  arguments, status and recognition
How Motivators Affect Performance
       Allport/Spranger Values Hierarchy

• Aesthetic– form, harmony, beauty, balance
How Motivators Affect Performance
       Allport/Spranger Values Hierarchy

• Economic– practical returns on investments of
                time, people, resources
How Motivators Affect Performance
       Allport/Spranger Values Hierarchy

• Individualistic– independent, above the
                     crowd, personal expression
How Motivators Affect Performance
       Allport/Spranger Values Hierarchy

• Political– lead, influence, control, compete
How Motivators Affect Performance
       Allport/Spranger Values Hierarchy

• Altruistic– humanitarianism, aid, service
How Motivators Affect Performance
       Allport/Spranger Values Hierarchy

• Regulatory– order, routine, structure,
                  policies, tradition
How Motivators Affect Performance
       Allport/Spranger Values Hierarchy

• Theoretical– truth, knowledge, rational
                  thinking, reasoning
Today’s Overview
Dr. Robert S. Hartman



•   b. Berlin, 1910
•   Ph.D., 1946 Northwestern University
•   Father of Formal Axiology
•   Discovered direct correlation between
    thought/value structures and the sets in
    transfinite set calculus
Cognitive performance indicators
   Robert S. Hartman – Hartman Value Profile
Three Dimensions of Thought
• Personal - HEART
• Practical - HANDS
• Analytical - HEAD      How a person thinks
Three Dimensions of Thought




       Heart
       Hands
       Head


       Heart
       Hands
       Head
Seeing in the Dimensions

2
    3
1
78 COGNITIVE
COMPETENCIES
COMPETENCIES
AS SKILL
CATEGORIES
Behaviours




THE COMPLETE
PICTURE
                          Motivators

          Competencies
Behaviours
                       “HOW”
THE COMPLETE
PICTURE                   WILL
           Competencies           Motivators
              “WHAT”               “WHY”
WHAT IT ALL MEANS…
RESUMES
TALENT MANAGEMENT
MOVING FROM SUBJECTIVE TO OBJECTIVE:
THE ROLE OF PSYCHOMETRIC ASSESSMENTS IN DEVELOPING TALENT
FOR GROWTH


                             Mark Burden, CPBA, CPVA, CIA
                            Partner, Assessments/Talent Management
                                 Peak Performance Systems
                                          www.ppsgta.com

                             For a free assessment contact:
                                 assessments@ppsgta.com

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Moving from Subjective to Objective

  • 1. MOVING FROM SUBJECTIVE TO OBJECTIVE: THE ROLE OF PSYCHOMETRIC ASSESSMENTS IN DEVELOPING TALENT FOR GROWTH Mark Burden, CPBA, CPVA, CIA Partner, Assessments/Talent Management Peak Performance Systems
  • 2. Moving from jective to jective
  • 3. Question How many of you are currently using psychometric assessments in your organizations? (DISC, MBTI, McQuaig, P.I., etc.)
  • 10. )
  • 13. Question Do you currently “profile” the job/role in terms of personality traits before hiring or promoting?
  • 14. Today’s Overview • The role of in 1 job-candidate fit • How affect job 2 performance 3 as performance indicators
  • 15. The Role of Behaviours ecisiveness - Problems nteractivity - People tability - Pace autiousness - Procedures D I S C
  • 17. How Motivators Affect Performance David McClelland – Achievement, Affiliation, Power • Achievement– Challenging goals, calculated risks, regular feedback
  • 18. How Motivators Affect Performance David McClelland – Achievement, Affiliation, Power • Affiliation– Belong to group, be liked, collaborate
  • 19. How Motivators Affect Performance David McClelland – Achievement, Affiliation, Power • Power– Control, influence, win arguments, status and recognition
  • 20. How Motivators Affect Performance Allport/Spranger Values Hierarchy • Aesthetic– form, harmony, beauty, balance
  • 21. How Motivators Affect Performance Allport/Spranger Values Hierarchy • Economic– practical returns on investments of time, people, resources
  • 22. How Motivators Affect Performance Allport/Spranger Values Hierarchy • Individualistic– independent, above the crowd, personal expression
  • 23. How Motivators Affect Performance Allport/Spranger Values Hierarchy • Political– lead, influence, control, compete
  • 24. How Motivators Affect Performance Allport/Spranger Values Hierarchy • Altruistic– humanitarianism, aid, service
  • 25. How Motivators Affect Performance Allport/Spranger Values Hierarchy • Regulatory– order, routine, structure, policies, tradition
  • 26. How Motivators Affect Performance Allport/Spranger Values Hierarchy • Theoretical– truth, knowledge, rational thinking, reasoning
  • 28. Dr. Robert S. Hartman • b. Berlin, 1910 • Ph.D., 1946 Northwestern University • Father of Formal Axiology • Discovered direct correlation between thought/value structures and the sets in transfinite set calculus
  • 29. Cognitive performance indicators Robert S. Hartman – Hartman Value Profile Three Dimensions of Thought • Personal - HEART • Practical - HANDS • Analytical - HEAD How a person thinks
  • 30. Three Dimensions of Thought Heart Hands Head Heart Hands Head
  • 31. Seeing in the Dimensions 2 3 1
  • 34. Behaviours THE COMPLETE PICTURE Motivators Competencies
  • 35. Behaviours “HOW” THE COMPLETE PICTURE WILL Competencies Motivators “WHAT” “WHY”
  • 36. WHAT IT ALL MEANS… RESUMES TALENT MANAGEMENT
  • 37. MOVING FROM SUBJECTIVE TO OBJECTIVE: THE ROLE OF PSYCHOMETRIC ASSESSMENTS IN DEVELOPING TALENT FOR GROWTH Mark Burden, CPBA, CPVA, CIA Partner, Assessments/Talent Management Peak Performance Systems www.ppsgta.com For a free assessment contact: assessments@ppsgta.com