360-Degree Feedback
A developmental feedback tool that enables employees (usually managers) to receive feedback about their workplace behavior from several sources within the organization, including themselves, their supervisor, direct reports and peers. Feedback is typically provided via questions on a survey, although interviews are sometimes used. Results are integrated into a report that details how each source responded (e.g., how a manager's direct reports rated the manager's coaching skills) and highlights the individual’s strengths and development opportunities.
- Any instrument, technique, or methodology used to discern or
describe a personal characteristic or trait. Most assessments
contain a series of questions that relate to a particular topic
of interest. They are used to gather information from people about
a topic in such a way that conclusions can be drawn about those
individuals or groups who answered the questions. An example of
an individual assessment would be a test of software knowledge,
which might be useful when hiring a new employee who needs to
know a particular software application in order to do well on
the job. An example of a grouped assessment might be an employee
opinion survey which is not reporting on how any one person responded,
but rather on how all employees from a particular department responded.
Grouped assessments can be effective in uncovering problems in
an organization's policies or procedures that can be addressed
by management.
- The process by which one collects information about an individual, group of individuals or a program for the purpose of making decisions about the individual, group or program. Assessment can be used for making a wide range of decisions, including whether or not to hire or promote individuals, how to help a group improve morale, or determining what skills an employee needs to develop in order to succeed in a particular job or in a particular company.
Best Practice
The best way of doing something. For example, a healthful diet and exercise is a “best practice” with regard to weight loss. Best practices are methods for achieving a goal that are widely held by experts as the ideal approach. An example of a best practice in 360-degree feedback is to maintain the confidentiality of feedback providers (or “raters”), because confidentiality is considered to be a requirement for honest feedback.
Competency
A measurable workplace behavior, skill, ability, or body of knowledge. A competency may represent a behavior that applies to many tasks and duties of a job, such as “Communication Skills”; or it may represent a more specific body of knowledge, such as “Database Programming.” Most jobs can be described in terms of 10 to 15 measurable competencies.
Customized Surveys
Often, organizations have specific areas about which they need information that are unique to their own situation. For example, a company might be interested in employee opinions about a particular event or initiative, such as a new benefits package or new security procedures. Customized surveys can be created to target these issues. Customized surveys can be designed to address issues ranging from customer satisfaction to organizational culture.
Data Driven Decisions
Decisions in which information (data) has been systematically collected and analyzed in order to assess the best course of action to achieve a set of goals. Data driven decisions are decisions in which conclusions about a course of action (e.g. employee development, organizational policies, program changes) are based entirely on carefully collected information about what works well and what doesn’t.
Development
The process of improving oneself, a group, or a program. Employee development comes in many forms, such as training courses, special assignments, job rotation, and one-on-one coaching.
Industrial and Organizational Psychology
The branch of psychology concerned with developing strategies to build better organizations. Industrial and organizational (I-O) psychologists contribute to an organization’s success by improving the performance and well-being of its people. An I-O psychologist researches and identifies how behaviors and attitudes can be improved through hiring practices, training programs, and feedback systems.*
*Source for definition is The Society for Industrial and Organizational Psychology
Program Evaluation
"The systematic collection of information about the activities, characteristics, and outcomes of programs . . . to reduce uncertainties, improve effectiveness, and make decisions with regard to what those programs are doing and effecting.”*
* Patton, M. Q. (1986). Utilization-Focused Evaluation. Newbury Park, CA: Sage.
Psychometrics
The branch of psychology that deals with the measurement of human characteristics, such as intelligence, vocational aptitude, social skills, and personality. To measure these traits, psychometricians design, administer and interpret a wide variety of quantitative tests. Psychometricians also collaborate with statisticians to develop improved methods of organizing and analyzing data. In addition to developing psychological tests for businesses, schools, hospitals, the military and other organizations, psychometricians perform job analyses, consumer surveys, market research, and the validation of personnel selection procedures. Today, any psychologist who conducts research or develops psychological measures must be concerned with psychometric issues to ensure the validity of his or her work. These psychometric principles provide the backbone of psychology as an objective science.*
*Source for definition is Applied Psychometric Society.
Reliability
Any measurement instrument, in order to yield useful information, must be reliable and valid. Reliability refers to the consistency of the measure (i.e. getting the same results under a variety of conditions). Reliability can be described using the analogy of a clock. A clock is reliable to the extent it maintains time. Thus, a clock may be two hours fast but if it is always two hours fast it is reliable. If the clock is sometimes two hours fast, sometimes one, and sometimes two hours slow, then it is not reliable and isn’t much use for telling time.
Standardized Surveys
Surveys in which the questions, format, and administration methods do not change. The advantage of standardized surveys is that they have been well researched, and are known to assess characteristics related to individual, organizational or program effectiveness. In addition, standardized surveys may have data that have been collected from multiple sources, which allows for normative comparisons. Standardized surveys typically cover topics that are of interest to most organizations, such as job satisfaction, perceptions of on-the-job safety, or trust in senior management.
Training Needs Analysis
Collecting information about existing or future training within an organization to create an effective training strategy. Typically, a training needs analysis solicits feedback from employees about the quality of existing training and requests recommendations for future training. Employees also may be asked about their preference for certain styles of training and the training they think their managers should receive.
Validity
Any measurement instrument, in order to yield useful information, must be reliable and valid. A valid instrument measures what it is supposed to measure (e.g. a measure of math skills should actually measure math skills, not reading ability). An example of validity, and of its importance, is a clock. A clock is valid to the extent that it is “on time.” A clock that is two hours fast is not “valid.” Generally speaking, we prefer clocks that are “on time” (valid) because they give us accurate information.
