-
7/29/2019 Psychological Assessment in Executive Coaching
1/44
Psychological assessment inexecutive coaching
Dr Elizabeth Allworth
Allworth Juniper Organisational Psychologists
&
Barbara Griffin
The University of Sydney
The University of Sydney
-
7/29/2019 Psychological Assessment in Executive Coaching
2/44
Overview
Types of tests and measures used incoaching
Job-person fit model Testing issues Benefits and limitations of testing
The University of Sydney
-
7/29/2019 Psychological Assessment in Executive Coaching
3/44
Case study Steve, your new client, is the marketing director for a
major Australian retail organisation
A recent merger has resulted in a narrowing ofSteves responsibilities
His most recent performance review highlightsleadership and planning as areas for development
Having been in the role for five years, Steve isconsidering what he wants to do next
He is not getting on well with his new CEO whodoesnt seem to listen to him Can psychological assessment help Steve?
The University of Sydney
-
7/29/2019 Psychological Assessment in Executive Coaching
4/44
Types of psychological
assessment measures Psychometric tests
Performance measures Job analysis
-
7/29/2019 Psychological Assessment in Executive Coaching
5/44
Psychometric tests
Standardised measure of: ability/aptitude cognitive ability tests personality
values interests etc. Scores compared with a norm group e.g.
other managers
Used to profile an individuals preferences,work style, capabilities, needs etc.
The University of Sydney
-
7/29/2019 Psychological Assessment in Executive Coaching
6/44
Performance measures
Ratings of observable behaviours 360-degree feedback
Multi-rater feedback Supervisor/manager ratings Upward feedback
Used to establish a base-lineperformance level and to monitor/reviewprogress
The University of Sydney
-
7/29/2019 Psychological Assessment in Executive Coaching
7/44
Job analysis
Importance of understanding the coacheesjob context in terms of:
Job requirements Cultural environment Current and future change Future opportunities
Assessment of the individual needs to bematched with an assessment of the job
The University of Sydney
-
7/29/2019 Psychological Assessment in Executive Coaching
8/44
Tenure
A model for assessment in coaching:Minnesota Theory of Work Adjustment (Dawis & Lofquist, 1984)
JOB
Requirementsfor knowledge,
skills & abilities(KSAs)
PERSON
Individualsupplies
of KSAs
Supply of
rewards &reinforcers
Individual
needs, values,goals,
interests etc.
SatisfactoryPerformance
Satisfaction
The University of Sydney
-
7/29/2019 Psychological Assessment in Executive Coaching
9/44
Individual KSAs
JOB PERSON
Individualsupplies
of KSAs
The University of Sydney
-
7/29/2019 Psychological Assessment in Executive Coaching
10/44
Coachees KSAs
What do they do well? What skills & knowledge do they have?
work or non-work related; transferrable
How do these relate to job requirements? What are the gaps?
Individualsupplies of
KSAs
The University of Sydney
-
7/29/2019 Psychological Assessment in Executive Coaching
11/44
Cognitive ability tests
Measures of: General cognitive (intellectual) ability: Specific abilities - numerical, verbal and abstract
problem-solving
Provide an indication of: learning potential
capacity to manage complexity in problem solving,decision making etc. speed of thinking and judgment
The University of Sydney
-
7/29/2019 Psychological Assessment in Executive Coaching
12/44
Examples of cognitive ability
tests SHL Management & Graduate Item
Bank (numerical and verbal)
ACER Graduate and ManagerialAssessment
Ravens Standard and AdvancedProgressive Matrices
Wonderlic Personnel Test
The University of Sydney
-
7/29/2019 Psychological Assessment in Executive Coaching
13/44
Personality tests
Three types of measures: Broad based measures of personality e.g.
OPQ, CPI, 16PF Measures of Type e.g. MBTI Measures of the Big Five e.g. NEO-PI-R,
NEO-FFI, Hogan Personality Inventory
The University of Sydney
-
7/29/2019 Psychological Assessment in Executive Coaching
14/44
Broad-based personality
measuresAssess a range of attributes e.g.
interpersonal confidence, team style,
achievement drive, organisation andplanning, resilience, energy, empathyetc
Results should be interpreted againstthe requirements of the coachees job
The University of Sydney
-
7/29/2019 Psychological Assessment in Executive Coaching
15/44
Measures of the Big Five
Five factors that account for most ofpersonality
Conscientiousness
Neuroticism (Emotional Stability)Agreeableness Extroversion Openness to Experience
The University of Sydney
-
7/29/2019 Psychological Assessment in Executive Coaching
16/44
The Big Five and job
performance Conscientiousness & Emotional Stability
predictive across most jobs
Extroversion & Agreeableness predictmanagement and sales
Openness to Experience predictstraining outcomes
The University of Sydney
-
7/29/2019 Psychological Assessment in Executive Coaching
17/44
Individual needs, values, interests
JOB PERSON
Individualsupplies
of KSAs
The University of Sydney
Individualneeds, values,
goals,interests etc.
-
7/29/2019 Psychological Assessment in Executive Coaching
18/44
Motivation/Values What drives the person
dynamic work environment, need for security or achievementetc
How they like to be rewarded money, status, advancement etc
Preferred management style directive vs participative
Preferred work style structured vs flexible Match with the organisational culture or values
The University of Sydney
Individualneeds, values,
goals, interestsetc.
-
7/29/2019 Psychological Assessment in Executive Coaching
19/44
Examples of motivation/values
assessments Work Aspect Preference Scale (WAPS)ACER Occupational Motivation
Questionnaire (OMQ)
SHL Motivation Questionnaire (MQ) Gordon Personal and Interpersonal
Values
The University of Sydney
-
7/29/2019 Psychological Assessment in Executive Coaching
20/44
Career interests
What do you like doing? work and non-work:
Helping peopleAnalysing problems/diagnosing Managing, promoting services Handling data/writing reports Using your handsArt
Individual
needs, values,
goals, interests
etc.
The University of Sydney
-
7/29/2019 Psychological Assessment in Executive Coaching
21/44
Examples of interest
measures Strong Interest Inventory (SII) Self-Directed Search (SDS) Occupational Card Sorts - Centre for
Work Life Counseling
SHL Advanced Occupational andManagement Interest Inventories
Campbell Interest & Skill Survey
The University of Sydney
-
7/29/2019 Psychological Assessment in Executive Coaching
22/44
Individualneeds, values,goals, interests
etc.
Requirements
for knowledge,skills andabilities(KSAs)
Individualsupplies of
KSAs
JOB PERSON
Linking individual KSAs with
job requirements
The University of Sydney
-
7/29/2019 Psychological Assessment in Executive Coaching
23/44
Requirement for KSAs
What is done on the job? What are the skills, knowledge and
attributes that are critical to success? Qualifications? Experience?
What are the organisations goals andstrategies? - competencies needed?
Requirementsfor knowledge,
skills andabilities(KSAs)
The University of Sydney
-
7/29/2019 Psychological Assessment in Executive Coaching
24/44
Models and tools for
assessing jobs Interview; observation; diaries; task lists O*Net (Occupational Information
Network)
TMS Types of Work Profile SHL Work Profiling System
The University of Sydney
-
7/29/2019 Psychological Assessment in Executive Coaching
25/44
Individualneeds, values,goals, interests
etc.
Supply ofrewards andreinforcers
Requirements
for knowledge,skills andabilities(KSAs)
Individualsupplies of
KSAs
JOB PERSON
Linking individual needs
with job rewards/reinforcers
The University of Sydney
-
7/29/2019 Psychological Assessment in Executive Coaching
26/44
Rewards and reinforcement
Money Promotional opportunities
Social interaction Being able to do what you like doing Opportunities for learning
Opportunities to manage people Security.
Supply ofrewards andreinforcers
The University of Sydney
-
7/29/2019 Psychological Assessment in Executive Coaching
27/44
Assessment of
organisational/job reinforcers Self-ratings against same dimensions in
which the individuals needs/reinforcers
were assessed Culture surveys,e.g. Human
Synergistics OCI
Climate surveys e.g. MacquarieUniversity VOICE.
-
7/29/2019 Psychological Assessment in Executive Coaching
28/44
Job performance
JOB
Requirementsfor knowledge,
skills & abilities(KSAs)
PERSON
Individualsupplies
of KSAs
Supply of
rewards &reinforcers
Individual
needs, values,goals,interests etc.
SatisfactoryPerformance
The University of Sydney
-
7/29/2019 Psychological Assessment in Executive Coaching
29/44
Behavioural measures
Ratings of behaviour on-the-job, insimulations e.g. assessment or development
centres Self assessment, upward feedback, managerfeedback, peer or customer feedback, multi-
rater feedback including 360-degree
Provide a baseline against which progresscan be measured
The University of Sydney
-
7/29/2019 Psychological Assessment in Executive Coaching
30/44
Examples of behavioural
measures Off-the-shelf TMS Linking Skills Profile MLQ Multi-factor Leadership Questionnaire
Human Synergistics Life Styles Inventory (2) andManagement Effectiveness Profile System Customised
designed to measure specific job-relevant ortarget behaviours
enable within-person comparisons over time nonormative data
The University of Sydney
-
7/29/2019 Psychological Assessment in Executive Coaching
31/44
Tenure
Minnesota Theory of Work Adjustment(Dawis & Lofquist, 1984)
JOB
Requirementsfor knowledge,
skills & abilities(KSAs)
PERSON
Individualsupplies
of KSAs
Supply of
rewards &reinforcers
Individual
needs, values,goals,interests etc.
SatisfactoryPerformance
Satisfaction
The University of Sydney
-
7/29/2019 Psychological Assessment in Executive Coaching
32/44
Assessing job satisfaction
Subjective ratings along samedimensions as assessment of individual
needs/reinforcers Staff and climate surveys
-
7/29/2019 Psychological Assessment in Executive Coaching
33/44
Conclusion
Psychological tests represent the best,
fairest, and most accurate technology
available for making many importantdecisions about individuals
National Academy of Science (1982)
The University of Sydney
-
7/29/2019 Psychological Assessment in Executive Coaching
34/44
Limitations of testing
Accessibility requirements forprofessional accreditation
Time requirements Costs of testing Some tests are culturally biased
Validity of tests varies there are goodtests and not so good tests
The University of Sydney
-
7/29/2019 Psychological Assessment in Executive Coaching
35/44
Testing traps
Tests that look good are not necessarilygood
Face validity is important for acceptance -but does not ensure validity
A good test used inappropriately is nolonger a good test
The University of Sydney
-
7/29/2019 Psychological Assessment in Executive Coaching
36/44
How to select a good test
Based on sound scientific theory Measures relevant job competenciesAdequate and appropriate norms
>200 in normative sample
Norms are relevant to your candidate pool
The University of Sydney
-
7/29/2019 Psychological Assessment in Executive Coaching
37/44
How to select a good test
Satisfactory reliability Stability of results over time (test-retest
reliability)
Extent items measure the same thing(internal consistency)
The University of Sydney
> .90 Excellent
.90 - .80 Good
.70 - .80 Adequate
< .70 Limited applicability
-
7/29/2019 Psychological Assessment in Executive Coaching
38/44
How to select a good test
Demonstrated validity The extent to which a test measures what it says it
measures (construct validity)
The extent to which the test items are representative ofthe relevant behaviours or knowledge (content validity) The extent to which performance on the test predicts
performance on the job (criterion validity)
The University of Sydney
> .35 Very beneficial.21 - .35 Likely to be useful
.11 - .20 Depends on circumstances
< .11 Unlikely to be useful
-
7/29/2019 Psychological Assessment in Executive Coaching
39/44
Validity for future performance
Cognitive ability tests .51-.53
Structured behavioural interviews .51
Assessment centres .37Personality tests .13-.31
Unstructured interviews .14
Academic achievement .11Age .01
The University of Sydney
-
7/29/2019 Psychological Assessment in Executive Coaching
40/44
Appropriate use of tests
Accreditation issues
Tests limited to registered psychologists
Tests for registered users e.g. MBTI, SHL
Training
Assessing factors that may impact on testperformance
Language competence, disability, culture, anxiety
Test bias, adverse impact issues
The University of Sydney
-
7/29/2019 Psychological Assessment in Executive Coaching
41/44
Appropriate use of tests
Standardized administration
Provide feedback
Confidentiality issues
Privacy legislation
Clarify who the client is
Future use of test results
Maintain security of test materials
-
7/29/2019 Psychological Assessment in Executive Coaching
42/44
Benefits of psychometric
assessment in coaching Information: Provide data not easily obtained by other
methods
Self-awareness: Profile individual across a widerange of personal attributes
Comparison:An individuals abilities, preferences,values etc benchmarked against others in a particular
norm group e.g. managers, health workers, general
population Reliability and validity: Increases confidencein the
data used to assist planning of coaching program
The University of Sydney
-
7/29/2019 Psychological Assessment in Executive Coaching
43/44
Benefits of behavioural
assessment in coaching Program planning: Establish baseline
performance
Monitor and review progress: Periodicself and other ratings across relevant
behaviours
The University of Sydney
-
7/29/2019 Psychological Assessment in Executive Coaching
44/44
Thank you