Cognitive – Problem solving skills
 Consistence in performance
• Out-of-the Classroom activities
• Creativity, Innovation ability
• Ability to work independently
• Spontaneity
Cognitive abilities test- Deductive reasoning, mechanical comprehension, spatial ability test
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Validity: The selection procedure should measure what is supposed to measure. The
performance on the assessment method should be a valid predictor of subsequent
performance on the job
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Criterion validity – shows that those who do well in the assessment also do well on the
job and vice versa
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Content validity – show that the assessment constitutes a fair sample of the content of the
job
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Reliability refers to its consistency – It is “the consistency of scores/ performance
obtained by the same person when retested with the identical assessment or with an
equivalent form of assessment”
Internal: Quality of hire (OUTCOME)
Job-fit
Organisation-fit
Performance
Internal: Efficiency indices (PROCESS)
Time to hire,
Cost of hiring
Retention rate/ probability
External parameters Talent pool, labour market conditions, competitor
False positive- Type I- “yes” to the wrong person
What is Career Management
•Two -way process –employees' perspective as well as company’s perspective
•What are your values? (mirror test)
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Things that could be career-killing: not doing enough research, motivated by one factor
and ignoring others (e.g. money), escaping rather than moving into a new role,
overestimating your own capabilities, thinking short-term over long term
Challenges
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Role conflict, role scarcity and role accumulation
Deriving social identity through careers
Attributional ambiguity
Dynamic environment
Domino effect of incorrect career choices
Ways to take your career in your own hands
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Understand what you’re evaluated on
Solve for your own blind spots
Codify your learnings
Increase your visibility with the leadership
Become an expert in an area of increasing importance to your company
Seek good counsel and mentoring.
What should Rainbarreldo now?
•Immediate damage control by identifying high performing leaders to drive the appropriate
performance culture.
•Management team needs to define clearly the strategic goals for the organization that align
with its culture –both short term and long term
•Two key questions to ask: what do we want employees to do differently to support the
business? Why aren’t they already doing it?
•Seek inputs from employees on ways to reach the goals.
•Communicate the expectations of the organization at different levels
•Align and cascade goal across levels
•Free up budgets with some discretion to managers.
•Hold managers accountable for the goals. Provide support and assistance to do the same.
(Mock interview experiments)
•Go beyond pay for performance and look at recognition like praise, appreciation
•Build on intrinsic motivation (Adam Grant’s study on call centres)
•Creating a culture of performance (Nurse station signs)
•Psychological safety, feeling of commitment, OCB –Building a performance culture
Let’s understand what a meaningful condition vs Sisyphic condition -doing something over
and over and over that seems to be particularly demotivating. (Sisyphic doesn’t work even if
you love the work) (e.g Legos and letter-pairs experiment by Dan Ariely)
Ikea Effect (The Origami Experiment) –evaluator vs. performer
Fiedler’s Contingency Theory
Low LPC- person you hated working with was also someone you did not like on a personal
level- task oriented- favourable/ unfavourable situations
High LPC-person you hated working with was still a nice person- people-oriented
personality- medium
(a) their effort will lead to high performance, (b) their high performance will
be rewarded, and (c) the rewards they will receive are valuable to them.
Transformational leaders lead employees by aligning employee goals
with the leader’s goals. Tools
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Charisma
inspirational motivation
intellectual stimulation
individualized consideration
transactional leaders ensure that employees demonstrate the right behaviours /and provide
resources in exchange. ToolsContingent rewards
Active management by exception- pre-empts errors
Passive management by exception- lets error