01 Apr 04
Assessment in Organizations, Professor Dave Bartram
Published in 'Applied Psychology: An International Review', volume 53, issue 2, April 2004
The article considers current practice and merging trends in assessment in organizations. Particular attention is paid to assessment for recruitment and selection, where the use of meta-analysis techniques has radically changed the way in which psychological tests and other selection techniques are viewed. The impact of the Internet on selection practice is also discussed. For post-hire assessment, the impact of the need for organizations to undergo rapid change is considered in relation to the importance of competency modelling. Some key areas (leadership, 360-degree feedback) of post-hire assessment are reviewed. Issues for future research are outlined. These include the need for better theory and models, together with the need to move ahead of a reliance on old data sets. Finally, it is noted that much of the current literature is based on research in the United States (with some from the United Kingdom and other parts of Europe). Much of the research is also limited in applicability in that it is based on large organizations. The need for more cross-cultural studies and the need to cover the full range of work organizations (large to small; local to global; private to public sector) is emphasised.
To obtain a copy of this article, please contact Ilke.Inceoglu@shlgroup.com.
01 May 03
Nels Wroe
This paper presents common myths of graduate recruitment and suggests innovative ways to improve your recruitment program. It will help you to:
- Learn how the Internet has changed graduate recruiting – and how it will change it even more in the next few years.
- Learn about the common myths in graduate recruitment and how to avoid the “traps” many employers fall into.
- Identify smarter, more effective tactics for your next graduate recruitment program.
Make smart decisions about your next graduate hires.
01 May 03
Eugene Burke
Detecting talent in people is vitally important, especially when you are seeking out the special talents required to succeed in the world of commerce. More than ever, effective recruiting will focus on the 20% of hires that produce 80% of the results. We are now in a culture where the practice of Human Capital Management (HCM) has evolved to secure a competitive edge for businesses through recruiting, developing and maintaining people who match the success criteria required by the business. 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.
01 Nov 02
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.