By Gary P. Latham
Into this action-ready toolkit, Gary Latham brings his precise viewpoint as an organizational psychologist and award-winning researcher to translate administration examine of the earlier 50 years into daily examples of confirmed instructions for dealing with the commonest demanding situations managers face in successfully coping with humans. In uncomplicated and sensible language, changing into the Evidence-Based supervisor describes field-tested instruments and strategies, offers lots of examples that exhibit how one can practice them, and explains intimately why they paintings in construction excessive functionality.
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Extra info for Becoming the Evidence-Based Manager: How to Put the Science of Management to Work for You
14 And diversity in your workforce offers many strong advantages. Both the Conference Board and the Society for Human Resource Management have reported that workforce diversity is a business imperative for organizational effectiveness and sustained competitiveness. Diversity enables an organization to attract and retain the best talent and gain and keep new market share, which in turn increases sales and profits. 15 Personality Tests Personality tests may be useful to you because they assess an applicant’s innate traits, dispositions that are relatively stable across time and across situations.
Green found he could cover six competencies in little more than an hour. 9 Rather than only listen to candidates’ responses to interview questions, you get to see firsthand what the candidates can actually do. If you are part of a small or midsize organization, you can use an inexpensive simulation tool: a role-play. A role-play requires only that you and a candidate participate in a scripted job simulation. As is the case with the two structured interviews—situational and patterned behavior—develop a 16 BECOMING THE EVIDENCE-BASED MANAGER behavioral scoring guide that lets your assessors evaluate each applicant’s behavior in a uniform and consistent manner.
11 Seeking Feedback An effective way to assess whether your words and actions show integrity regarding the vision and goals is to invite your employees to give you feedback. ” During this process, you must find ways to make people feel comfortable informing you about what they believe is behavior incongruent with the vision or SMART goals. You can often accomplish this better by informal means, such as a discussion over coffee, in the hallway, or at lunch. The following questions are good ones for soliciting feedback: ● ● Are the vision and goals still applicable?