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ACCESS THE POWER IN PEOPLE

The role of Values in The role of Values in Assessment CentresAssessment Centres

ASCG conference, South Africa, March 2002

by

Charmaine SwanevelderManaging Consultant, SHL Cape Town



Thus far, to gain unconditional Thus far, to gain unconditional commitment to company objectives...commitment to company objectives...

Elizabeth Etsko J eroen Nando’s CE

Competency Grow Others Capability(Competencyx Knowledge)

‘Gooi’

Genuineconcern forothers

Care ‘Gees’

Admirablecharacter

Commitmentto people(role models)

Commitmentand Vision

If we succeed in these things, results will follow (‘Geld’)

Behaviour and performanceBehaviour and performance

Skills and knowledgeSkills and knowledgeMotivation and personalityMotivation and personality

Intellectual capabilitiesIntellectual capabilities



Individual exercise:Individual exercise:

Note on a piece of paper the 5 things that are most important to

you in your ideal job(keep until later)



Values?. . . Values?. . .

Impact upon people’s decisions and governs their behaviour

In employment arena can help improve person-organisation fit

Important implications for team-building



Representation of identity, values, Representation of identity, values, competencies and behaviour competencies and behaviour

Identity

Values

Competencies

Behaviour

Person or Group

Who am I? (Personality, gender, nationality, etc.)

Why am I behaving as I do? (Motivation and values)

ContextWhen do I behave as I do? (Corporate culture, etc.)



Defining valuesDefining values

• Core to human existence.• Actual values endorsed depends on own

external circumstances (Maslow, 1943), yet are considered closely connected to the identity or individuality of an individual.



Theories on valuesTheories on valuesMany people know the price of things, few the value-Oscar Wilde

• Values provide stability in a rapidly changing world. Stability comes from the values we hold in common (Brian Hall)

• Potential capability increases when the values that underpin the corporate vision are shared by all the stakeholders in the organisation (Tom Carter)

• Organisations that are successful over long periods of time are values-based organisations (Values Technology Inc.)



Theories on values (Rokeach, 1979)Theories on values (Rokeach, 1979)• number number of human values areof human values are small small• the samesame the world over• capable of different structural arrangementsdifferent structural arrangements• are the resultants of societal demands and psychological societal demands and psychological

needsneeds• they are learned learned and determined by culture, society, culture, society,

society’s institutions, and personal experiencesociety’s institutions, and personal experience• they are determents in turn of attitudes, judgements, attitudes, judgements,

choices, attributions, and actionchoices, attributions, and action• they are capable of undergoing changecapable of undergoing change as a result of

changes in society, situation, self-conception, and self-awareness

• that changes in values represent centralchanges in values represent central rather than peripheral changes, thus having important consequences important consequences for other cognition’s and social behaviour’for other cognition’s and social behaviour’



Theories on values Theories on values (Gordon, 1963)(Gordon, 1963)

• In personality assessment, an individual may be described by what he characteristically does in particular situations, that is in what terms of traits that typify his behaviour.

• In addition, he may be described in term of his basic motivational patterns, or the values that he holds.

• In understanding the individual, both types of understanding the individual, both types of measurement are importantmeasurement are important



The SHL The SHL Value Value

TheoryTheory

Upbringing Peer groups

Society

Personal norms

Societal norms

Compe-tencies

SituationBehaviour

motivation

Values

Internal External

Past

Present



About Values. . . About Values. . .

• Beliefs about the importance of goals

• People differ in their relative ordering of importance of basic values

• In employment, values affect perceived worth of organisational goals, person-organisation fit – and hence job satisfaction and retention



Motivation

“Effort”

Personality

“Preference”

Values “Importan

ce”



How to access values in assessment How to access values in assessment centre technology?centre technology?

Values@Work QuestionnaireValues@Work Questionnaire



DevelopmentDevelopment

• Research began in 1998 – lead by Wouter Schoonman (SHL Netherlands)• Literature review• Some 12 major models found• Adopted Schwartz (1992) model of 10

basic values• Adapted these to work-oriented

content



Universalism

Benevolence

Conformity Tradition

Security

Achievement

Stimulation

Self-Direction

Hedonism

Openness to Change Self-Transcendence

ConservationSelf-Enhancement

Power

Schwartz model of basic values



The SHL Values ModelThe SHL Values Model

SHL Model

Influence Exercising influence on processes andpeople. Wanting to take decisions, havingfinal responsibility, possessing power overpeople.

Achieve-ment

Delivering recognisable achievements andexcelling in this regard. Experiencingsuccess, being respected and having asolid reputation.

Enjoyment Having pleasant experiences, enjoyingthose joyful things that can come withwork. Having a nice working environmentand having fun at work.



SHL Model

Adventure Experiencing many different things, a lot ofvariety, doing interesting things.Venturing into the unknown, having newexperiences.

Self-direction

Determining direction by oneself, choosingone’s own goals, taking the fate in ownhands. Experiencing freedom, beingindependent, organising one’s own work.

Harmony Being internally balanced, acting ethicallyand respecting the natural envionment.Understanding the world, gatheringknowledge and wisdom, supportingjustice.




SHL Model

Affiliation Helping others, engaging in an open and honestway with others and being patients with others.Having friendly relationships and being trusted.

Respect Supporting traditional ways of acting, doing what isexpected and work according to agreed standards.Keeping up with regular values and customs andengage in a decent way with other people.

Loyalty Changed to Loyalty then merged with Respect.

Certainty Being sure about the job and the future, having welldefined tasks and knowing what is expected.Running small rsiks and respecting those placedabove (now Certainty).




New SHL Scales

Wealth Being strongly rewarded in financial terms,making as much money as possible. Materialrewards in general, having a yearly pay rise,having no worries about money.

Aesthetics Enjoying beautiful things, appreciating designand developing a good taste. Engaging withartistic people and developing own artistictalents further.

Diversity Understanding other cultures. Being sensitiveand accepting with regard to other cultures andcustoms.




The Values@work ModelInfluence

Achievement

Self Direction

Wealth

Enjoyment

Adventure

Harmony

Aesthetics

Diversity

Affiliation

Respect

Certainty

AmbitionAmbition

BalanceBalance

SecuritySecurity

ChallengeChallenge



Values @ Work InstrumentValues @ Work Instrument

12 scales 6 items per scale alpha coefficients .75 - .93



Values@Work

Personality

(OPQ32)

Motivation

(MQ)

Corporate Culture(CCQ Lite)

‘Preferred Style’

‘Effort’/Gordon’s basic motivational patterns

‘determined by culture, society, society’s institutions, and personal experience’ (Rokeach)



Values@work

BIG 5 Personality

Factors

OPQ32



Values and the Big 5Values and the Big 5

• Hypotheses based on research of Roccas et al (1999) using NEO FFI.– Extraversion -> Enjoyment– Openness -> Adventure– Agreeableness -> Affiliation– Conscientiousness -> Certainty

• Bilsky & Schwartz (1994) predict no relationships with Neuroticism



Observed and predicted correlations: Observed and predicted correlations: Big 5: Fit = 76.9%Big 5: Fit = 76.9%

OBSERVED

PREDICTED Positive ? Negative

Positive 9 4 5 0

Negative 4 0 1 3



OPQ32, NEO and the BIG 5OPQ32, NEO and the BIG 5

0.74Detail ConsciousConscientious

Vigorous

Conscientious

0.60CaringDemocratic

Trusting

Agreeableness

0.42ConceptualConventional

Variety Seeking

Openness to Experience

0.51OutgoingModest

Emotionally Controlled

Extraversion

0.80RelaxedWorrying

Tough Minded

Neuroticism

NEO correlation

OPQ32 scaleBIG 5 Construct

N = 155



0

10

20

30Influence

Achievement

Self direction

Wealth

Enjoyment

Adventure

Harmony

Aesthetics

Diversity

Affiliation

Respect

Certainty

Self n=54

Org n=44

Diff Self-Org

Case Study 2: Organisation values, Case Study 2: Organisation values, mean self-ratings and differencesmean self-ratings and differences



Difference in mean Values scores: (Left - Stayed)

-1.00

-0.50

0.00

0.50

1.00

1.50

2.00

Influence

Achievement

Self direction

Wealth

Enjoyment

Adventure

Harmony

Aethetics

Diversity

Affiliation

Respect

Certainty

a

Balance

AmbitionSecurity

Challenge



In summary . . . .In summary . . . .

• Good fit to OPQ, MQ and CCQ predictions

• Support for the ordering of the values around the circumplex model• Good fit on Big 5 scales to predicted

ordering.

• Differences between European and Japanese sample.• Latter show difference in Harmony and

Affiliation correlations with Big 5

• Good support for job relevance of P-O fit measures



Applications of Values@WorkApplications of Values@Work

TypeFocus

Assessment Development Other

Individual Pre-screening Career counselling Conflict resolution

Self Assessment Self DevelopmentPreparing for aninternational job

Team Team performance Team Building Setting up teams

Organisation Mergers & AcquisitionsChanging CorporateCulture

Diagnosing causes ofturnover, job satisfaction,etc.



Levels of Individual AssessmentLevels of Individual AssessmentIndividual Assessment Tools

Performance AppraisalManagement by

Objectives

National QualificationsFramework

Licensing Examinations

Assessment CentreSimulations

Competency basedQuestionnaires; 360’s

Intelligence TestsPersonality Questionnaires

Ability Tests; Motivation; Values

JOB PERFORMANCE& OBJECTIVES

(Targets & Results)

COMPETENCE(Knowledge & Experience)

COMPETENCIES(Skills & Abilities)

POTENTIALITIES(Intelligence, Personality, Traits, Aptitudes)

Information on jobcontextcontext(CCQ)(CCQ)?

(Designed by Prof Hennie Kriek, SHL)

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