08-10-2006
Eugene Burke
The practice of assessment is being influenced by technology in the design of assessments and in their delivery, particularly in the use of the Internet as a means of administering unsupervised assessments. How do organisations safeguard the integrity of objective assessments? How do organisations deal with the threats presented by those who pirate online assessment content and who engage in cheating?
06-30-2006
SHL Business Issues Series
The identification and assessment of competencies in the workforce has become one of the key components in successful person/job matching and accounts for the plethora of new competency models emerging with within the corporate environment.
03-13-2006
James Bywater & Tamsin Martin
Selection & Development Review, Volume 22 No.1, 2006
12-09-2005
SHL Business Issues Series
This paper presents common myths of graduate recruitment and suggests innovative ways to improve your recruitment program.
11-24-2005
SHL Business Issues Series
Does your company champion the benefits of 'teamwork', yet has few (if any) practical ways to encourage team development?
10-19-2005
SHL Business Issues Series
Organisations today are driving ever harder to demonstrate value. Business cases are scrutinised and go-to-market plans, product strategies and sales channels are investigated in detail to ensure that organisations have managed the risk in their investment of time and money, and that they can measure a return on the investments they make.
10-12-2005
SHL Business Issues Series
The paper addresses what is the best way of assessing a candidate’s current skills, future potential and personality drivers that is far, fast, objective and cost efficient.
09-01-2005
SHL Business Issues Series
The focus of this article is; “What is the financial return to organisations from assessing personality?”
11-01-2002
Professor Dave Bartram
The SHL Corporate Leadership Model combines ‘transformational’ and ‘transactional’ themes into four main functions that describe the leadership process. Each function has its characteristic types of behaviour.
1. Developing the Vision : The strategy domain
2. Sharing the Goals : The communication domain
3. Gaining Support : The people domain
4. Delivering Success : The operational domain
This White Paper elaborates on these four leadership functions and shows the Great 8 Competency Factors of the SHL Competency Framework (Kurz and Bartram 2002) combine in pairs and link to these functions. The issue of risk factors is also addressed, looking particularly at misbehaviour and incompetence at an individual level and also the impact of organizational effectiveness. This report presents an approach to leadership that builds on the best current research and thinking in this area.