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Employee selection

  • Employee selection

Innovation potential: Why and how to strengthen traits that predict unique thought

Innovation potential is the ability of a person to think in a unique and boundary breaking way. More than just creativity, innovation potential speaks to an individual’s capacity to generate novel and useful ideas that can inspire others and produce growth.
Measuring Innovation Potential: Traits that Predict Unique Thought
Wanda Tiefenbacher, 04.08.2020
Creativity, Innovation, Employee selection, Five Factor Model (FFM), Diversity and Inclusion, Unique thinking, Evidence-based Innovation Management

Competencies and competency models: What is it and how professionals can benefit from competency frameworks

This CQ Dossier describes the foundation of competencies and competency models and how they can be used by professionals.
Competency-Based Hiring rely on competency frameworks developed by an organization and can be used in selection and assessment processes
Dr. Annette Towler, 19.04.2020
Evidence-based HR, Employee selection, Competency

Narcissistic leadership: How to identify narcissists and cope with narcissism at work

In recent years, there has been a focus on the destructive side of leadership and how dysfunctional leaders can undermine an organization’s value. In fact, empirical research has focused on the personality characteristics of flawed leaders and have pointed to negative personality traits as predictors of leadership derailment (Hogan & Hogan, 2001; Kippenberger, 1997). There appear to be several personality traits that are related to leader failure yet the three that are consistent across all studies are narcissism, psychopathy, and Machiavellianism, referred to as the “Dark Triad” (Paulhus & Williams, 2002).
Total votes: 1174
Dr. Annette Towler, 31.12.2019 | Posted in Leadership 0 comment
Dark traits, Employee selection, Leadership, Narcissism, Performance management, Toxic leadership

Job performance: Why task and contextual performance matter from an Evidence-based Management perspective

Job performance (sometimes also called work performance) is a widely used tool in management, however organizations rarely address what it really is, which dimensions it includes, and in which areas of work it becomes important.
This CQ Dossiers addresses job performance from an evidence-based management point of view.
Dr. Markus Nini, 30.12.2019
Job performance, Contextual performance, Personality, Employee selection

Selection processes in the digital age: Which innovative selection methods do really add value?

Rapid changes in technology have impacted the way in which selection processes take place. We have a look at the three major trends in selection and assessment in this CQ Dossier.
Technology enables a set of new selection methods
Dr. Annette Towler, 26.12.2019
Employee selection

Composing innovative teams for creative insight: How to form innovative groups and manage them

In most professional settings, doing innovative, meaningful work requires effective collaboration with a team. This CQ Dossier provides an overview of evidence-based practices to form innovative groups.
Innovative teams need member that are both creative and team players
Dr. Devon Price, 30.05.2019
Innovation, Creativity, Diversity and Inclusion, Team Building, Team Dynamics, Employee selection, Evidence-based Innovation Management

Challenging Myths about Selection and Recruitment. Which selection methods do really make a difference?

Many organizations use selection methods that are not valid based on myths surrounding selection and recruitment. This CQ Dossier describes and challenges those myths and provides an overview of different selection approaches and their effectiveness to predict job performance.
Proper selection methods support organizations to hire top talent and gain a competitive advantage
Dr. Annette Towler, 17.04.2019
Evidence-based HR, Employee selection, Cognitive ability, Personality

Structured interviews as selection method to predict job performance

This CQ Dossier describes how organizations can utilize structured interviews to attract and retain talented personnel. In particular, it focuses on general cognitive ability (IQ) and how HR professionals can utilize situational structured interviews to assess those competencies that are reflective of an applicant’s IQ.
Structured interviews are a cost effective selection method to predict job performance
Dr. Annette Towler, 17.04.2019
Evidence-based HR, Employee selection, Cognitive ability

How Toxic Leadership can Undermine and Destroy Effective Performance Management Systems

Most of the research on leader effectiveness has focused on the positive side of leader behavior. However, there is evidence that toxic leaders can seriously undermine organizational life through creating a climate of intolerance and incivility. This CQ Dossier describes toxic leadership and how this negative form of leadership can disrupt effective performance management.
Toxic leadership can disrupt effective performance management systems when not addressed properly
Dr. Annette Towler, 03.07.2018
Performance management, Dark traits, Narcissism, Machiavellianism, Toxic leadership, Performance appraisal, Employee selection

The future of performance management: A critical review of current practices and innovations

Recently, there has been a trend among top-performing companies to reinvent their performance management systems. Organizations are discarding the traditional practice of evaluation through a system of training, promotion, and reward to a  nimble system that works in the present moment (Buckingham & Goodall, 2015). These new systems focus on assessing future performance or potential rather than a focus on the past. This blog post will describe the latest innovations in performance management and their viability.
What innovations do exist in the area of performance management and what is there benefit from an evidence-based management point of view?
Total votes: 1358
Dr. Annette Towler, 08.03.2018 | Posted in Leadership, Learning & Development 0 comment
Employee engagement, Employee selection, Evidence-based Management, Goal Agreement, Goal setting theory, Performance appraisal, Performance management

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