Why Individual Assessment Matters
Psychometrics offers a scientific and useful lens for understanding people. Following a well-constructed test battery, the client gains a clear view of an individual’s problem-solving abilities, complexity of thinking, leadership characteristics, interpersonal behaviours and whatever other skillsets were measured. Most batteries measure 40 to 50 separate dimensions, though not all are weighted equally. An individual assessment does a good job of reducing the unknowns about a person, providing a scientific and structured review of the key components of their functioning. This is no small feat.
From Individuals to Group Intelligence
What about group psychometric data? When companies start aggregating assessment results, new opportunities emerge to provide useful business intelligence. At the most basic level, you could measure the average score across dimensions to get a read on group trends. In the example below, the 10 people covered scored concerningly low on Detail Conscious and Conscientious. One might understand why this group is less effective at operational detail, possibly requiring more built-in checks and balances. They may also see deadlines too flexibly and be a set of lone wolves (low Democratic) who are particularly stressed (low Relaxed). There is lots to grapple with and explore from this simple line graph.
Segmenting by Level: Managers vs Staff
Now say this was not a homogeneous group, but comprised two levels: managers and staff. You could overlay level as a segment and see how the managers are differentiated. In the graph below, managers are the blue line.
There is lots to take in and notice, for example that the managers are more Detail Conscious but also more driven (Achieving) and Innovative. On the downside, the managers are less emotionally controlled.
Mapping the Shape of Talent
Let’s go further. Understanding the shape of talent in an organisation is always important. While psychometrics would not be your only lens on this, it does offer infographic opportunities that can be clarifying. In the example below, Intelligence is mapped against Interpersonal attributes. It tells an interesting story:
The talent map yields four quadrants. I have tentatively labelled each quadrant, but these labels should not be reified. Top talent, who are both smart and interpersonally strong, occupy the top right quadrant. They point in a certain direction, but only a richer understanding of each person would truly determine where they fit. The combination of solid interpersonal relations, high empathy and agreeableness, coupled with sharp problem solving and decision making, probably makes them well suited to lead others. In contrast, the bottom left quadrant possibly speaks to some development need, or to being better suited to structured roles with minimal people contact. The top left quadrant are good specialists: thinkers who should not have to give energy to complex human dynamics. They probably don’t have the bandwidth for that, and dealing with relational issues is likely to frustrate them. The talent map is not a blueprint for action, it is a departure point for discussion. All psychological measurement should be treated tentatively and thoroughly checked out.
Potential Meets Performance: The 9-Box Grid
A widely used, more granular matrix is the 9-Box Grid. Here, assessments are used in combination with performance metrics. The performance score could be based on KPIs or whatever unit of measurement is appropriate; it could even be a sales target. The Potential axis is a hybrid of psychometric measures, weighted in whichever way makes sense. See the example below:
Once again cautions abound. There is always some noise in both performance and psychometric data, particularly when aggregating many scores. There is plenty of signal though and the mapping should be useful enough to warrant the exercise.
Letting the Data Tell Its Story
In short, psychometric data should come alive. By moving to metadata, talent managers will be well rewarded in understanding the complex rhythms underlying organisational delivery. Companies making data-driven decisions will benefit by putting some of the puzzle pieces together. Assessment data can tell a good story. Why not listen?
Author: Hilton Rudnick
