Page 206 - Psychological Management of Individual Performance

measuring and developing high potential 189
When the labour market is tight organisations are more inclined to base their decision
purely on intelligence. This is often a conscious management decision whereby intelli-
gence is regarded as a basic condition indicative of whether someone has the capacity
to develop further or not. Although intelligence measurements do have a considerable
predictive value (Schmidt & Hunter, 1998), there are enough documented cases of “the
little boy who was the best in the class, but who was prevented from ‘making’ it because
of circumstances”. Sometimes this is due to environmental factors, but it may also be that
“this boy” lacks specific competencies or motivation. A one-sided focus on intelligence
measurement is then, in our opinion, not to be recommended.

Personality measurements
Besides cognitive skills, companies are increasingly also considering personality factors
as contributing to the success of somebody within an organisation. In the first place
personality questionnaires are used, which are available on the market in various forms.
A personality questionnaire tries to identify an individual’s more or less stable traits.
Although it is often the case that people are able and/or prepared to adapt their be-
haviour to the circumstances that arise, there are still certain personality traits that recur
in different situations, and are, thus, characteristic of somebody’s attitude or behaviour
(Barrick, Mount, & Judge, 1999). These personality traits may be relevant to the manner
in which the organisation wishes the position(s) to be exercised, or career development
within the organisation. Such tests also offer additional information which can be used to
determine whether the person fits in the organisation, department or team that he or she
will become part of (among others: Altink & Verhagen, 1999). A specific example of the
latter is the Occupational Personality Questionnaire (SHL, 1978) which, in addition to
a profile based on a number of specific behavioural dimensions, also gives a verdict on
team roles, management styles and the management tasks suitable for the person in ques-
tion. A translation to competencies (by means of an expert system) is also possible. As
was observed above with regard to intelligence measurements, a too one-sided interest in
personality factors is not to be recommended when the determination of potential is the
objective. If people do not possess a number of essential skills (competencies) which are
of importance for employment or promotion, the “perfect personality” will show little
development.

Values and motivation measurements

In the past, values and motivation measurements were often used to determine potential.
The idea behind this was that somebody who has to develop, must also possess a certain
drive. If the development is to be successful, this person should also fit in with the value
pattern that is specific to the organisation in question. Values also influence individuals in
the choices they make and, therefore, form motives. Until recently, these measurements
particularly concerned clinical instruments, which are less suitable for the determination
of potential. Not only because the validity was not normally that high, but also because
it was less acceptable for the target group concerned. At the present time, questionnaires
are available that are more modern and more valid. An example of this is Values at
Work (SHL, 2000), with which values can be measured on the basis of the person,
group, organisation and national level. Subsequently, all kinds of comparisons can be