1 / 30

The Bright Side and Dark Side of Personality: How does this affect job performance and how can we manage this? Richard

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 www.mentis-consulting.com. What’s Life About?. Freud: Overcoming your neurosis.

dannon
Download Presentation

The Bright Side and Dark Side of Personality: How does this affect job performance and how can we manage this? Richard

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

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 www.mentis-consulting.com

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

  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. 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. 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. 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 HBRI HDS 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. 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. Two Views of Leadership • Leadership is either a function of circumstances (Enron) • Or leadership is a function of personality (GE) • We believe leadership is related to personality

  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 Theme Assessment Dimension • Intrapersonal skills Adjustment, Prudence • Interpersonal skills Interpersonal sensitivity • Business skills Cognitive ability • Leadership skills Ambition, Inquisitive

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

  19. Dimensions of Managerial Incompetence (HDS) • 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

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

  21. Executive profiling & job performance

  22. Personality & individual contributors

  23. Results - 1 • 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 • HIREBETTER EMPLOYEES

  24. Results - 2 • HIREBETTER EMPLOYEES

  25. Results - 3 • SAFETY CONCERNS • PIPELINE DEVELOPMENT

  26. Personality & Teams

  27. Thank you Questions please?

More Related