When you think of an entrepreneur, the kind of person that has started and grown numerous companies, what words come to mind describing them? Some that I think of include bold, creative, hustler...
As children, we are encouraged in school to achieve high scores on tests. Students are taught that achieving high scores on tests is good as that would demonstrate their knowledge and expertise over a subject area. However, when it comes to psychological assessments, is a high score always desirable? For example, when interpreting the results of the EQ-i 2.0, one of the questions that we frequently get is, “Can you be too high in emotional intelligence?”
When it comes to selecting and developing talent, assessments are used across a global market as a tool to hire the right people and to make them better managers and leaders. Simply put, they are a fundamental component of the talent management process. When it comes to creating a successful program, consider starting with a scientiﬁcally validated assessment that will match or map to organizational goals or key competencies required for specific job functions.
Organizations that invest in the proper program design can see signiﬁcant value for matching the right person to the right role, as well as identifying areas of strength and for professional development. For example, organizations that use assessments as part of their learning and development process report receiving economic beneﬁts in areas such as improved hiring success rates, reduced employee turnover, increased employee productivity, and a strengthening of overall corporate culture.
Here at MHS, we have a lot of people talking about building, integrating, and using APIs. I have been able to use APIs to make testing more automated in my own role and provide my test-takers with a more seamless process when they need to take multiple tests. Whenever I talk to someone new about how I’m using these APIs, almost everyone asks me the same question: “What’s an API?!”.
It’s a great question, and anyone who is not a programmer (myself included) likely hasn’t had much exposure to what an API is, or how they can use one. An API is an Application Programming Interface. Basically, it’s a way for different applications to communicate and use each other’s services and integrate with each other. At MHS, our APIs are a way to integrate our assessments into our client’s systems and processes.
It started with everyone being frustrated. One research report showed that employees spend 31 hours a month in unproductive meetings. Another report, drawing from Microsoft’s survey, showed that employees spend nearly a full workday’s time (5.6 hours) in meetings and 69% of them feel ineffective. This sort of frustration resonates with our organizations’ experience, so we were fueled with the desire to making meetings better. We tackled this organizational development problem by gathering the intelligence from a multidisciplinary team composed of an assessment consultant, research scientist, eLearning instructional designer, project manager, and psychometrician.
I recently had the honor of sitting down to interview Randy Manner (Ret.), a former senior military officer turned Executive Leadership Coach. For over three decades, he served in a variety of positions in the Pentagon and around the world. Prior to retiring from the Army as a Major General, he served as the Deputy Commanding General of the United States 3rd Army in Kuwait, as the Acting Vice Chief of the National Guard Bureau, and as the Acting and Deputy Director of the Defense Threat Reduction Agency. He facilitated the withdrawal of US forces from Iraq, helped neutralize chemical weapons in Russia, oversaw investments in biological prophylactic research on deadly pathogens, to include Ebola, and helped coordinate military emergency response support to States during natural disasters.
Resilience has been and still is an integral part of Randy’s life and career. He coaches executives as they transition to more senior levels, mentors business leaders in improving their value propositions to their clients, and coaches senior military officers on leadership, ethics, and transition from service to our country.
I asked Randy the following questions:
A Swiss-based company, IWG, ran a study back in 2018 and discovered that 70% of people globally work remotely at least once a week. It also found that 53% percent of that same group works remotely for at least half of the week. The remote worker trend does not seem to be fading away anytime soon and it’s predicted by some that 50% of the U.S workforce will soon be remote too.
As someone who has been a remote worker for over a year, I have discovered a few things have helped me. Here are a few tips for people who are beginning their new remote lifestyle and even if you have been a remote worker for years, I think some of these tips can help.
Anyone who works in research in the behavioral sciences learns to appreciate the value of data. Psychological research, as it is practiced in North American universities and those who follow the same model, has been dubbed the science of first year university students. Most of the undergraduate and graduate studies, and probably many published articles relied on that easy to gather convenience sample that is those enrolled in Psychology 101. Most studies tend to require filling up some battery of questionnaire and relinquish part of your personal information (after signing a vaguely worded consent form).
In Part 1 of this post, we looked at the popular EQ-i 2.0 and MSCEIT and highlighted the key differences between the two.
Although the EQ-i 2.0 and the MSCEIT are both EI assessments, they use different methods of measurement because they focus on different aspects of emotional intelligence.
As emotional intelligence (EI) rose in popularity over the last two decades, the concept of EI has been examined using a variety of assessments. Today’s blog article will compare the major differences between the Emotional Intelligence Quotient 2.0 (EQ-i 2.0) and the Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT).