cognadev · consider the insights of leading researchers in psychology: no psychological...
TRANSCRIPT
![Page 1: Cognadev · Consider the insights of leading researchers in Psychology: No psychological characteristic varies as a quantity Barrett (2013), Michell (1999, 2009), Borsboom et al (2009),](https://reader036.vdocument.in/reader036/viewer/2022071018/5fd2373334f27847361a5a11/html5/thumbnails/1.jpg)
Cognadev
People Assessment and Development
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New Frontiers in Harnessing Intellectual Capital
What could be more interesting than how the mind
works?
- Stephen Pinker
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We want to know how the mind works
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Why?
Executive
successionJob
Profiling
Career
guidance
and pathing
Selection
and
Placement
Identify
talent
Job
structuring
Development(derailers &
enablers)
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What is it that we need to know?
How people think and learn
• Personal preferences and capabilities
• Strategic thinking
• Executive judgement and decision making
• Specialist capabilities and problem solving
• Learning potential (cognitive modifiability)
• Work complexity
• Values and worldviews
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Cognition
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What is Cognition?
How we make meaning of our world
The universe is made of stories, not atoms
- Muriel Rukeyser
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Why assess cognition?
To measure is to manage
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Current practices in assessing Intellectual
functioning
• IQ test
• Structured interviews
• Assessment centers
• Situational judgement tests
• Simulations and gaming
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IQ tests
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Interviews
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Assessment centers
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Questionnaires
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Academic results(knowledge based and not psychometric test)
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Simulation exercises
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Simulation exercises
Aim: - to externalize and track thinking processes
Focus: - meaningfully interpret unfamiliar information
Measures: - cognitive preferences and capabilities:- learning potential, complexity capabilities
Uses: - selection, placement, development, succession
Strengths: - no manipulation of results, no reliance on knowledge- no subjective rater evaluations- no speed and power contamination- cross-culturally applicable
Criticism: - computer and performance anxiety
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Statistics
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Statistics
Psychometric measurement rely on statistical manipulation of data.
Consider the insights of leading researchers in Psychology:
No psychological characteristic varies as a quantityBarrett (2013), Michell (1999, 2009), Borsboom et al (2009), Grice (2012) and others
Equilibrium forces are at work when averaging findings. Meaning is lost through the calculation of averages and normal distributions.
Criticism by Nassim Taleb (2010) on bell curve; correlations, standard deviations, etc.
Significance testingZiliak and McCloskey (2009) sees it as a cult.
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Statistics
David Freedman (2009) recommended a “low-tech” approachwhich “relies on intimate knowledge of the subject matter and ameticulous research design that eliminates rival explanations”.
Important are: careful planning of a research design, a fair degree ofaction research, appropriate statistical analysis, and the careful useand blending of intuitive insights.
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Cognition: typical HR Challenges
Identify leadership potential
Retail
Ensure strategic capability
Succession planning
Selection and placement
Cognitive development
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Key challenges in designing cognitive
assessment methodologies
Create a theoretical model (with construct validity) of the
cognitive constructs involved
Conceptualise a methodology to externalise and track
cognitive functioning
Capture this data numerically for algorithmic interpretation by
an expert system
Accommodate the challenges posed by cultural diversity
Measure learning potential and cognitive modifiability
Meet the psychometric requirements of validity and reliability
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A new approach
Integration of existing paradigms in intelligence research
o the differential
o information processing
o developmental
o contextual approaches
Sound theoretical foundation
Measurement methodology anchored in systems modelling
Accuracy in measurement of thinking processes
Cross-cultural validity (no adverse impact)
Practical utility within the work environment
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For these purposes the following assessments were
created:
The Cognitive Process Profile
(CPP)
The Learning Orientation Index (LOI)
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The Cognitive Process Profile
(CPP)
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Simulation exercises
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The theoretical model of thinking processes
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The Metacognitive criteria which guide
thinking processes
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The CPP: Methodological approach
• An automated, online simulation exercise
• which externalises and tracks thinking processes
• according to thousands of measurement points and
feedback loops
• an expert system interprets the results algorithmically
• a report is generated automatically
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The CPP: Methodological approach
- Thinking processes - operationalised in terms of micro building blocks
- Tasks were created to reflect the use of these building blocks
- Automated tracking and interpretation by an algorithmic expert system
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The Constructs measured by the CPP
- Cognitive styles which indicate a preference for certain types of environments, work challenges
and subject matter
- Learning potential which indicates potential
growth and adaptability
- Complexity preferences and capabilities
- Suitability for particular work environments
(ranging from operational to strategic work)
- Processing strengths and development areas
- Developmental guidelines
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The Constructs measured by the CPP
Problem Solving StylesExplorativeAnalyticalStructured
HolisticIntuitiveMemory
IntegrativeLogical Reasoning
ReflectiveLearningRandom
ImpulsiveMetaphoric
Efficient/Quick InsightBalanced Profile
Left/Right Brain Metaphor Logical-Analytical
Integrative-Metaphoric-IntuitiveStructured-Memory-Reflective
Flexibility & Open-Minded Awareness, Learning
Current and Potential Level of Work Purely Operational
Diagnostic AccumulationAlternative Paths/Tactical Strategy
Parallel ProcessingPurely Strategic
Work-Related Processing Dimensions Detail Complexity
Dynamic ComplexityOperational Approach
Strategic ApproachShort-term OrientationLong-Term Orientation
StructuredUnstructured
Speed and Timing Speed
Quick InsightPace ControlQuick Closure
Learning PotentialTendency to prefer difficult to easy information
High general level of cognitive functioningCapacity to access higher levels of complexity
Tendency to seek cognitive challenge Good metacognitive awareness
Good learning capacity and cognitive modifiabilityTendency to get bored with unchallenging tasks
Insufficient detail & precisionApplication of weak problem solving strategies
Relatively quick insight, yet a tendency to work slowlyHolistic evaluation of the overall profile
Tendency to distrust own judgementHigh scores on verbal conceptualisation processes
Already developed strategies for managing complexityRight brain orientation
Low confidence
Information Processing CompetenceExploration: PragmaticExploration: Exploring
Analysis: AnalyticalAnalysis: Rule Oriented
Structuring: CategorisationStructuring: IntegrationStructuring: Complexity
Transformation: Logical ReasoningTransformation: Verbal Abstraction
Memory: Use of MemoryMemory: Memory StrategiesMetacognition: Judgement
Metacognition: Quick Insight LearningMetacognition: Experiential Learning
CPP
The pure and simple truth is rarely pure and never simple•Oscar Wilde
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The Results reported on by the CPP
• A suitable work environment that matches
the person’s cognitive preferences and
capabilities (SST)
• Work-related preferences (styles) and
capabilities
• Units of information (complexity)
• Cognitive strengths and development areas
• Learning potential
• Speed, quick insight and pace control
• Developmental guidelines
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Logical Memory
Analytical Learning
Explorative Metaphoric
Trail-and-error
(Random)
Quick Insight
Reflective Structured
Reactive
(Impulsive)
Holistic
Intuitive Integrative
Cognitive Styles
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The SST work environments
-
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Generic Level Representation
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Processing Competencies
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CPP Research findings
• Construct validity
• Concurrent Validity
• IQ tests
• Structured interviews
• 360 degree evaluations
• Assessment centre results
• Personality tests
• Emotional Intelligence tests
• Values
• Predictive validity
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Learning Orientations Index
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Typical HR Challenges
Reducing academic failure
RetailIdentifying learning potential
Identifying bursary candidates
Career guidance
Cognitive development
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Gen Y and Millennials
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The game
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Metacognition
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But all Cognitive results must be
contextualised
The educational or work context
The value system or worldview of the person
The motivational drivers
As context, values and motivation play a
critical role in intellectual functioning
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Recommended: A four-tiered assessment approach for HR
• Job analysis: of competency requirements of work
• Screening via volume assessment on social media
• In-depth individual assessment of a person’s:
o cognition,
o values
o motivation
• Competency-based reporting by linking people and
job profiles and by specifying developmental
guidelines
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Recommended solution Solutions People management functions
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Volume assessment x x x
Job analysis x x x x x x x x x
Competency analysis & 360
degree evaluation
x x x x x x x x
Indepth assessment of: x x x x x
Values x x x x x x x
Cognition x x x x x
Motivation x x x x x x
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Cognition
Values
Motivation
Competencies
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Job Analysis
The CCM analyses:
SST level of the position
Cognitive competency requirements of work
Job-related competencies
Generates many different reports
Linked to an integrated report writer (ICR)
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The Value Orientations (VO)
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I learn
I perform
I control
We experience
We relate
We conform
We protect
Expressive (I) value systems Sacrificial (we) value systems
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Motivational Profile
(MP)
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Archetype Brief description
Mother Acting as source of nurturing and
unconditional love
Warrior To protect and fight for whatever is seen as
“right”
Guru Taking the role of teacher to the spiritual level
Martyr Defines life in terms of suffering and sacrifice
Father Protects, provides and oversees others, at
times also authority
Servant Bound by service to others whilst relinquishing
own power and needs
Beggar Dependent on kindness of others (e.g. for
money, love, approval, etc.)
Examples of archetypes
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Motivation
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Quick and affordable online psychometric assessment platform
to facilitate volume assessment, analytics and reporting.
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Purposes of assessment
Mass assessments: organisationalaudits
Recruitment: internal and external Selection Placement SuccessionDevelopment Capitalising on social networks Analytics Reporting & HR planning
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Cliquidity: tests for “Personal” use
Introducing the Cliquidity User Interface:
An easy-to-understand dashboard to guide candidates/ employees through the assessment process.
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Cliquidity: for “Business”
Introducing the Cliquidity for Business Dashboard:
Making it quick and easy to find and assess job candidates and employees.
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ROI of assessment
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ROI of assessment
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ROI of assessment
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ROI of assessment
The cost of poor hiring decisions?
Costs include:
Advertising, interviews, administration, induction and on-
boarding, training and relocation expenses and the time it
takes to become effective.
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ROI of assessment
Estimates for cost of poor hiring decisions:
- in excess of 30% of the person’s annual salary
and benefits
- plus the placement fee which could be as high
as 20% – 33% of annual salary
The more influential the role involved, the more
expensive the direct cost of poor hiring decisions
become.
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ROI of assessment
Direct costs pale in comparison to the
indirect costs
Indirect costs include: severance expenses and legal
fees, retrenchment packages, staff replacement costs,
loss of customers, damage to the organisation’s
reputation and brand, as well as effects on team morale
and productivity.
Estimates of indirect costs come to 100% to 250% of
annual employment costs
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Question time
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