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Experian UK

An introduction to Personality QuestionnairesChristine Cowburn

May 2004

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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 PersonalityQuestionnaires

1991 Barrick and Mount Meta-analysis

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PEOPLE PERFORMANCEType vs. Trait Theories

• Type Theories:– Group people according to

a 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!

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PEOPLE PERFORMANCEType vs Trait Theories

• Trait Theories:– Look directly at individual

characteristics, each assessed separately

– Place emphasis on differences between people

– Sometimes seen as “atheoretical”, e.g. OPQ, 16PF

I’m much more of an extrovert than

most people

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PEOPLE PERFORMANCEOPQ Definition of Personality

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

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

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PEOPLE PERFORMANCEMost Definitions Agree that Personality…...

• Characteristics are largely stable and enduring

• Has a structure

• Varies between individuals

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PEOPLE PERFORMANCEYour Driving Will be Governed to Some Extent by Situation…

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PEOPLE PERFORMANCE……Most People Have a Preferred Style of Driving!

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Influences on Human Adult Personality

Physiological

Life experiences

Situational

Socio-cultural

GeneticConstitutional

Educational

Family

Age

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Assessment Centres

Ability TestsPersonality QuestionnairesGroup ActivitiesStructured InterviewsIn-traysBio-data

AppraisalsInterviews (Traditional)

ReferencesAstrology / GraphologyPhrenology

VALIDITY

• 65

• 45

• 40

• 35

• 30

• 15

• 10

Source: Mike Smith

HIGH

LOW

A Practitioner’s Guide to Assessment Techniques

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Personality

Selection

Development

Training

Team Building

CounselingRestructuring

Outplacement

Research

Applications of the OPQ

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“Attributes important for effective performance which can be observed through behaviour”

Ability Personality

Motivation Knowledge& Skills

What are Competencies?

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PEOPLE PERFORMANCEAssessment Criteria in One Airline

• Influence/Leadership

• Communication Skills

• Organising/Planning

• Motivation/Energy

• Creativity

• Analytical

• Empathy

• Emotional Maturity

• Decision Making

• Commercial Awareness

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PEOPLE PERFORMANCESummary of OPQ Versions

• OPQ32*• Customer Contact (CCSQ)*• Works Styles (WSQ)• Motivation Questionnaire (MQ)

Professional/Managerial/Graduates Sales & Customer Service (non-managerial) Manufacturing & Production (non-managerial)

* Ipsative and normative versions available

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PEOPLE PERFORMANCENormative Questionnaires

• Normative versions (format):

Example Question: I tend to liven up group activities

1 = strongly disagree2 = agree3 = unsure4 = agree5 = strongly agree

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PEOPLE PERFORMANCEPitfalls 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

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PEOPLE PERFORMANCEIpsative 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

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PEOPLE PERFORMANCEBenefits 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

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PEOPLE PERFORMANCEOPQ 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

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Regardless of version, interpretation is based on stensRegardless of version, interpretation is based on stens

1 2 3 4 5 6 7 8 9 10

Typical

SlightPreference

DefinitePreference

Very StrongPreference

Extreme Preference

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PEOPLE PERFORMANCEThe 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

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PEOPLE PERFORMANCEThe OPQ Structure of Personality

Feeling Domain

Relating Domain

Thinking Domain

ENERGIES

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PEOPLE PERFORMANCEWhose profile?

Mystery profile? – who do you think it is?

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PEOPLE PERFORMANCEReports 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

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New Leadership Report

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PEOPLE PERFORMANCEAGENDA

SHL’s New Leadership Report

• Background Research

• The Leadership Model

• The Expert Report

• Applications

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PEOPLE PERFORMANCEBackground 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

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“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

SHL’s View

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Developing the Vision

Sharing the Goals

Gaining SupportDelivering Success

The Functional Model

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PEOPLE PERFORMANCEManagement & LeadershipThe Transactional & Transformational Effect

TransactionalFactors that underpin

successful management

Transformational

Factors that underpin successful

leadership

Combination

ORGANISATIONALSUCCESS

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PEOPLE PERFORMANCEGreat 8 CompetenciesTransformational & Transactional

TransactionalManagement Focus

LeadershipFunction

TransformationalLeadership Focus

Analysing & Interpreting

Developing the Vision

Creating & Conceptualising

Interacting & Presenting

Sharing the Goals Leading & Deciding

Supporting & Co-operating

Gaining Support Adapting & Coping

Organising & Executing

Delivering Success Enterprising & Performing

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PEOPLE PERFORMANCEThe 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

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Report Structure

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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

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

Management vs Leadership

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PEOPLE PERFORMANCEDeveloping the Vision

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

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

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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

CONSERVATOR

Conservators strive in environments where they can continue to use well-

proven methods, discouraging

incompatible ideas from emerging

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

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

Strategy - Developing the Vision

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Questions and Answers?