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The Bright Side and Dark Side of Personality: How does this affect job performance and how can we manage this? Richard Brady, C Psychol Chief Executive.

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Presentation on theme: "The Bright Side and Dark Side of Personality: How does this affect job performance and how can we manage this? Richard Brady, C Psychol Chief Executive."— Presentation transcript:

1 The Bright Side and Dark Side of Personality: How does this affect job performance and how can we manage this? Richard Brady, C Psychol Chief Executive Officer Mentis, UK & Middle East

2 2 What’s Life About?  Freud: Overcoming your neurosis.  Jung: Overcoming your neurosis.  Maslow: Overcoming your neurosis.  Hogan's: Getting along and getting ahead.

3 3 Socioanalytic Theory Group Living Animals Needs Get Along Get Ahead Find Meaning Hogan & Hogan, 2001; Hogan, 2007

4 4 Socioanalytic Theory  These needs are met through interactions at work  Social contact (get along)  Status and power (get ahead)  Gain purpose for their lives (find meaning)

5 5 What is Personality? Two Perspectives Perspective 1: From the Inside Personality from the inside, or actor’s view, is defined in terms of a person’s identity.  How a person sees him/herself  Defined by hope, dreams and aspirations  Difficult to measure  Difficult to study  Not always reflected in behaviors

6 6 What is Personality? Two Perspectives Perspective 2: From the Outside Personality from the outside, or observer’s view, is a person’s reputation.  Defined in terms of traits (e.g., calm, ambitious, careful, etc.)  Reflects how a person’s behavior has been evaluated after repeated interactions with others  Used to predict a person’s performance  Easy to study -- most of what we know about personality and job performance is based on observer’s perspectives

7 7 Why Personality Matters World-wide research of employment issues General Reasons People Fail  Poor fit with job  Poor fit with organisation General Reasons Managers Fail  Inability to build and motivate a team  Inability to develop or adapt  Poor working relations  Lack of vision or “big picture”  No strategic execution

8 HPI HDSHBRI MVPI

9 Hogan inventories concern dimensions that are crucial for getting along and getting ahead:  Hogan Personality Inventory (HPI)  concerns strengths that enhance an individual’s career  characterises the person at his/her best  Hogan Development Survey (HDS)  concerns dysfunctional dispositions that can derail a person’s career  these tendencies appear when people let down their guard—fatigue, illness, frustration  Motives, Values, Preferences Inventory (MVPI)  concerns personal drivers and fit with organisational culture

10 10 Cost of a New Hire  Year 1 Costs of a $50,000 Employee  Salary $ 50,000  Bonus at 30% $ 15,000  Benefits at 40%$ 20,000  Recruitment / Placement at 25%$ 12,500  Selection Process at 10%$ 5,000  Relocation at 15%$ 7,500  Development / Training at 50%$ 25,000 Total Cost of New Hire $ 135,000  Year 1 Costs run between 1.8 and 2.5 Times Base Salary  It is expensive to make a mistake

11 Personality & leadership

12  Leadership is either a function of circumstances (Enron)  Or leadership is a function of personality (GE)  We believe leadership is related to personality Two Views of Leadership

13 How to Define and Evaluate Leadership  Leadership should be defined in terms of the ability to build and maintain a high performing team  Leadership should be evaluated in terms of the performance of the team relative to the other teams with which it competes  This is rarely done

14 Implicit Leadership Themes People want to see four things in their leaders:  Integrity: keep their word, don’t play favorites  Decisiveness: make good decisions quickly  Competence: be good at the business  Vision: explain why it matters

15 Good to Great Themes Characteristics of CEOs of Fortune 1000 companies with 15 years sustained superior performance: –Amazingly persistent –Humble

16 Competency Models: I Every well-run organization has a competency model. Every competency model contains the same four themes:  Intrapersonal skills:  Integrity, emotional stability, self-control  Interpersonal skills:  Able to build and maintain relationships, compassion, empathy, humility  Business skills:  Analyzing data, allocating resources, forecasting budgets  Leadership skills:  Vision, empowering staff, being a good role model

17 Competency Models: II Any competency model can be translated into an assessment model: Competency ThemeAssessment Dimension  Intrapersonal skillsAdjustment, Prudence  Interpersonal skillsInterpersonal sensitivity  Business skillsCognitive ability  Leadership skillsAmbition, Inquisitive

18 Personality and Leadership Research shows overwhelmingly that personality (reputation) can be defined in terms of five broad dimensions: 1.Adjustment – core self-esteem 2.Ambition – social potency 3.Interpersonal Sensitivity – social charm 4.Prudence – conscientiousness and rule-following 5.Inquisitive – curiosity and vision

19  MOVE AWAY FROM  Excitable: Erratic emotional outbursts  Cautious: Risk averse, won’t make decisions  Skeptical: Mistrustful and vindictive  Reserved: Poor communicator, insensitive to morale issues  Leisurely: Passive-Aggressive meanness  MOVE AGAINST  Arrogant: Narcissistic feelings of entitlement  Mischievous: Careless about commitments  Colorful: Manages by crisis to be center of attention  Imaginative: Bad ideas and decisions  MOVE TOWARDS  Diligent: Over-controlling micro-manager  Dutiful: Too concerned about pleasing superiors Dimensions of Managerial Incompetence (HDS)

20 A recent and definitive meta-analysis (Harter, Schmidt, & Hayes, 2002) shows five important things: 1.The personalities of managers directly influence employee satisfaction. 2.When employee satisfaction is high, positive business outcomes result. 3. When employee satisfaction is low, negative business outcomes result. 4.The link between leadership and unit performance is mediated by staff morale. 5.People don’t quit organizations, they quit their boss. Leadership and Business Unit Performance

21 Executive profiling & job performance

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23 Personality & individual contributors

24  HIRE BETTER EMPLOYEES Fortune 25 Telecommunications Company  8 weeks: Attrition rate decreased from 25.7% to 5.9%  Stable or increased performance trends  14 weeks: Attrition rate decreased from 27% to 14% (nearly 50% lower), with savings over $750,000  Employees selected with assessment earned company $50,000 more per pay period than those not selected by assessments Results - 1

25  HIRE BETTER EMPLOYEES Results - 2

26  SAFETY CONCERNS  PIPELINE DEVELOPMENT Results - 3

27 Personality & Teams

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30 Thank you Questions please?


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