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Transcript of Assessments whitepaper
A People Assessment Approach Document
(C) 2001, Casper Abraham
URL : http://www.edgevalue.com Email : [email protected]
Version 1.0 :JAN 2003
edgevalue from
Expert(s), Advisor(s), Consultant(s), Staff The Firm
The Software, Product, Platform, Tool, Enabler
Business Model, Methodology & System(s)
Training Methodology. Assessments. Course Content. Faculty options. Pre, In & Post options.
Initially all Behaviour Assessments were done under the brand 'dextra texts'. This has been consolidated into the following ... 1. HR and People Management Solutions are incorporated within the 'clextra' software, tool & platform. 2. A People Risk Model called PRAY is led by RiskPro India ltd. (http://riskpro.in) and the tool for this continues to be clextra PRAY Module. 3. The Individual Behavioural Assessments; IQ & EQ, Group Interactions; Leadership Assessment & Development and several related programmes have been incorporated into the clextra Platform. 4. Training & Development Programmes are now called 'Skretch'.
Testing insights "Human Beings can't and should not be tested". Unfortunately it's being done all the time. Canada immigration. US driving licence. Defense Services Recruitment. Astronauts for Space. Marine Biologists. Management Trainees. Kindergarten children in Japan. Engineering Students in India.
Source : Casper Abraham ([email protected])
“If you think Education is expensive, try Ignorance”.
In a 'Demand & Supply' situation in education and occupational areas; when the Supply is large usually an 'elimination' method is enforeced, first, before a 'selection' method is adopted. If the Supply is small; then 'Training' & 'Learning' makes imperative. If the 'demand' is high 'SelfLearning' to the point of fulfilling the demand will take place in the marketplace. If the demand is low; it's a hobby.
“Give me a fish, I eat for a day; Teach me to fish, and I eat a lifetime."
"If you can't measure it, you don't anything about it." Six Sigma.
Choice of sounds, words, language and linguistic preference to actualise a 'thought', 'feeling' or 'idea' AND expect an identical comprehension from another living being is ludicrous, ridiculous and incredulous.
Testing along sensory lines may involve; motion or depth in visual perception. Recognition and depth in auditory perception; senses of smell, taste and touch may also be relevant to many occupational situations.
Those dreams that on the silent night intrude, And with false flitting shapes our minds delude, Jove never sends us downward from the skies, Nor can they from infernal mansions rise, But all are mere productions of the brain, And fools consult interpreters in vain.
"On Dreams" Jonathan Swift 1727
Assessment Systems Ranking System(s) Rating System(s)
Slotting System(s) Mapping System(s)
A B C D E
GPA (Grade Point Average)
TPA (Technical Point Average)
Bell Curve on Population
List 1. 2. 3. 4. 5. 6. 7. .. .. .. 56. 57.
Sports
1 2 3
Sports Divsions * Premiere * 2nd Division * 3rd Division * Under 19
The GE Way 5% 15% 30% 30% 15% 5%
Stable
Unstable
Extrovert Introvert
Sanguine
Choleric
Phlegmatic
Melancholic
Intuitive
Sensing Extrovert
Introvert
Thinking
Feeling Perceiving
Judging
dextra GSA
mensa IQ
Guns of Navrone
Microsoft Feature Teams
dextra Competency Mapping
dextra 'Pattern Maps' CLevel Dashboard
dextra ProblemSolution Map(s) Medical Doctor Diagnostics Engineer Machine Diagnostics Society Economist Models
Example : MBTI Map
Introverts direct their dominant function inwardly and their auxiliary function towards the outside world. Extraverts direct their dominant function towards the outside world and their auxiliary function inwardly. The dominant function & auxiliary function are determined by the ‘judging’ or ‘perceiving’ preference.
What are you testing for? The entire population of the world can be fit into this statistical graph in Figure 1. The majority are in the middle. Those few without or with LESS than the capability we are testing for are a few at the bottom, left side of the graph. A few with MORE than required or exceeding capability are again only a few at the top, right side of the graph.
Figure 1
Figure 2
Minority few LESS than average.
Minority few MORE than
average. Majority MOST below average, average to above
average.
You could make the test too difficult to
eliminate most, select a few or to rank the top 3.
You could make the test too easy to allow most to pass, reject only a few; even rank
the worst
You could set the test just right to achieve your objective(s)
Figure 2 Reasons could include : Mental
imparitment, disorders and syndromes.. Mental or physical illness.
Genetic Factors. Environment Conditioning. Want of opportunity.
Lack in economic resources. Lack of Motivation. Want of Stimulation.
Competitive Factors. Peer Pressure.
Reasons could include : High IQ. Quality Learning & Teaching resources. Economic strenght. High Motivation. Sufficient Stimulation. Genetics. Parenting & upbringing. Adequate opportunity. Competitive Factors. Peer Pressure.
Will you decide?
Do you really need Talent?
Capital
Labour
Talent
Capital
Labour
Talent
Capital
Labour
Talent
(a)
(b)
(c)
What do you 'Preach' and what do you 'Practice' ....
a, b or c?
Testing Areas
Educational Clinical Occupational
The dextra SOLUTION
Adequate Current State of Subject Expertise
Partnerships with 'Best Exponents' globally
Understand enduser / customer / patient 'Need'
Match 'Need(s)' to 'Best Exponent(s)'
Integrate & recommend Solution based on TOTAL 'Need' with SIGMA of 'Exponents'
Commercial Proposal.
Deliver 'offer' and ensure 'Customer' Relationship.
Recruit
Occupational
Assess Learning Role Assignment
Leading Tests .... Globally known & Accepted Tests :
The PA Preference Inventory Myers Briggs Type Indicator (MBTI) Cattell 16PF The OPQ 4.2 FIROB GMA Abstract Test Sweney's Decision Profile Sweney's Stress Index Fleishman's Leadership Opinion Questionnaire The ThomasKilman Modes of Conflict Instrument The Insight Profile The SPQR The Omega Motivation and Competency Inventory Raven's Progressive Matrices Watson Glaser Critical Thinking Analysis The Colour Test The DMT Belbin's Team Role Model The Bartner Type A Weschler Adult Intelligence Scales (WAIS) DISC Test Graphology Test
Immediately Available Tests : mensa IQ test (Used by mensa international for testing IQ) dextra APT Aptitude test, with interpretive results for India dextra SAT A SAT equivalent test with interpretive results for India. TPA (Framework for Mapping Technical Skills to Tasks &
Performance Appraisals in Software & IT Organisations). ROP Return on People. Includes and based on Return on Investment,
People Assessment & links to Financials norms & metrics. Individual ROP's linked back to Corporate ROP.
Graphology Test General test on personality MicroInnovation Test Ability for microinnovation. Personality Test Eysenck Test on General Personality Management Potential latent and inherent potential for management. Motor Skills Test For candidates requiring functional Handeye coordination Visual Imagination Visual creative ability. LeaderFollower Used by 'dextra' to asssess; Team Leader & Followers; (Boss
employees) relationship gap. Software aptitude Everyone wants to be in IT. Do theuy understand Software?
Coding? This test establishes basic aspirations. Executive Potential Fresher & other recruitment tests. Occupational Advisory Career start and midcareer occupational satisfaction advisory. Children Advisory From Gifted to Problem children, counselling and advisory.
dextra 'TESTS' : * dextra methods; can source and
procure known and globally accepted tests.
* dextra methods (Edgevalue is the company that owns dextra) has an arrangement with 'some' partners to adminster tests on their behalf.
* dextra has its' own set of tests; proven over 15 years of Management; adapted to India.
* dextra can 'design', 'manage' and 'monitor' specificcustommade tests for customers.
Human Behaviours
Eyesenck
(E)xtroverion (I)ntroversion
(S)ensing I(N)tuition
(T)hinking (F)eeling
(J)udging (P)erceiving
Carl Jung
We still use the 4 basic personality types originally specified as the 4 humours by Hippocrates of ancient Greece. These original 4 are; Sanguine, Melancholic, Choleric and Phlegmatic.
Throughout history there have been debates of differentiating between heart and mind. Brain & Matter; Soul & Body. Often they have been kept apart; sometimes treated as a whole. Used wrongly to divide and rule, often to understand; sometimes to help and alleviate the human condition; but mostly never understood and unlikely to be understood at anytime in the future.
With modern influences; complexity of understandin of the huamn psyche is only increasing.
UNSTABLE
Melancholic
STABLE
INTROVERT EXTROVERT
Choleric
Phlegmatic Sanguine
Touchy Restless Aggressive Excitable Changeable Impulsive Optimistic Active
Sociable Outgoing Talkative Responsive Easygoing Lively Carefree Leadership
Passive Careful Thoughtful Peaceful Controlled Reliable Eventempered Calm
Moody Anxious Rigid Sober Pessimistic Reserved Unsociable Quiet
MBTI / PF16 etc. ExtroversionIntroversion Preferred Vocabulary Extroversion, E (75% of Population) Introversion, I (25% of Population) sociability territoriality breadth depth external internal extensive intensive interaction concentration expenditure of energy conservation of energy interest in external events interest in internal reaction multiplicity of relationships limited relationships
SensingIntuition Preferred Vocabulary Sensing, S (75% of Population) Intuition, N (25% of Population) experience hunches past future realistic speculative perspiration inspiration actual possible downtoearth headinclouds utility fantasy fact fiction practicality ingenuity sensible imaginative
ThinkingFeeling Preferred Vocabulary Thinking, T (50% of Population) Feeling, F (50% of Population) objective subjective principles values policy social values laws extenuating circumstances criterion intimacy firmness persuasion impersonal personal justice humane categories harmony standards good or bad critique appreciate analysis sympathy allocation devotion
JudgementPerception Preferred Vocabulary Judgement, J (50% of Population) Perception, P (50% of Population) settled pending decided gather more data fixed flexible plan ahead adapt as you go run one’s life let life happen closure open options decisionmaking treasure hunting planned open ended completed emergent decisive tentative wrap it up something will turn up urgency there’s plenty of time deadline! what deadline? get show on the road let’s wait and see...
FiveFactor Model : FFM or Big5
Map that anyone should agree
While population
Generians. 6599 years old
Toddlers 6 years and less
Our Target Population
Children 6 to 18 year olds
Men Women
Competency Mapping
Global, Regional or Internal Context
Internal People Competencies
Task(s) on hand
OutSource People
Competencies
An individual Self
Known
Others
Unknown
Your Firm
Self
Known
Others
Unknown
PR Process
IPR Consulting
Analytical Intelligence. High grades and test scores in traditional school. Good at anlayzing, planning, judging, evaluating, comparing, contrasting, critiquing, explaining why and examining. Using statistical methods and concern about quality of information.
Practical Intelligence Good common sense. Use knowledge, adapt it to situations, get along with others. Involves doing, practicing, demonstrating, using, applying and implementing. Making best use of a household budget. Tom Sawyer getting the fence whitewashed.
Creative Intelligence Original thinking, Sees things differently. discovering, imagining, supposing, designing, ‘what if’ inventing and producing. Coming up with an unusual novel or surprising solution to a problem. Able to apply problemsolving skills in a new situation. See relationships others just don’t see
The ability to manipulative language effectively, the sort shown in the extreme by poets, people write in complete sentences rather than point form, enjoy crossword puzzles and word games such as Scrabble.
The ability to manipulate symbols, not only displayed in logic and mathematics but in science in general, people can balance their check book, understand Stephen Hawking’s book A Brief History of Time.
The ability to process conitnously information in 3 dimensions like a sailor or sculptor, the ability to hold in your head a model of the organisation of the world around you.
The ability to manipulate sound in a complex way like a composer or with other below skills like a performer.
The sort shown by, say, dancers using the whole or parts of the body to fashion some product or performance timing in sportsman.
The ability to know what is happenning between people and to mobilise it as good teachers and salespersons do.
The ability for self understanding, without which, all the others maybe distorted in use.
Adaptiveness. The ability to harness self & community to holistic cycles in nature. Geology; Biosphere; Animal & Plant kingdoms. Existential questioning & comprehension.
1. Linguistic
2. Logical mathematical
3. Spatial
4. Musical
5. Bodily kinesthetic
6 Interpersonal
7 Intrapersonal
8. Environmental
Howard Gardener MultpleIntelligence
Robert Sternberg SuccessfulIntelligence
Casper Abraham Integration
Spearman 'g' Theory
Intelligence Array
Source : Casper Abraham ([email protected])
Intelligence Map
Chimpanze
Amoeba
Single skill Human Expert Fighter Pilot Oil Painter Village Craftsman
Trained Animal Dolphin Police Dog Carier Pigeon
BioTech / DNA modified
FPGA / ASIC / AI
Automated Machine
Gardener all 8 Multiple Intelligences
Sternberg Creative, Practical AND Analytical Intelligence
A B
A B
The task at hand, that needs to be done to get and meet your set objectives.
The 'ideal' or nearideal person to can ensure meetng the above stated needs or getting the required task done.
Spearman 'g'
Factor
Innate Abilities
Primary Task
Role Motivation Skill
Knowledge Learnable
Innate
Intellectual Firepower
Theory KnowHow
Practice Skills
Motivation
Intellectual Firepower ...
… Psychological Damage
'Talent' an often used word; implies a 'complete' person. A human being with an allround certain 'ability'. The totality of a person prerecruitment, postrecrutiment; midcareer; onretirement can be summed up in these diagarams. The one at the side being a summary of the one below.
If you have 'NOT TESTED' for this; the relationship is doomed to fail.
Source : Alistair Mant : from his book 'Intelligent Leadership'.
'Motivation'. No one can motivate anyone to do anything at any time. There is no text book nor lessons on motivation. 'Stimulii', however is a keyword in creating short & longterm motivation in a human being.
VII Global Corporate Prescience Sustaining longterm viablity, 2550 defining values, moulding contexts.
VI Global Corporate Citizenship Readinginternational contexts 1520 to support/alert level V strategic business units.
V Strategic Intent Overview of organisational purpose in context. 1 100 IV Strategic Development Investing, modelling new futures, positioning the organisation. 1 5 III Good Practice Constructing, connecting and finetuning systems. 1 2/3 II Service Supporting/serving Level I and customers/clients. 1 1 I Quality Handson skill
Suggested Growth and Thinking associated with a minimum of 7layers for a Global Transnational Company. Levels of Authority, Complexity & Talent.
Today 1 wk 1 mo 1 qtr 1 yr 2 yrs 3 yrs 10 yrs ahead ahead ahead ahead ahead ahead ahead
President 1% 2% 5% 17% 15% 25% 30% 5%
Vice President 2% 4% 10% 29% 20% 20% 13% 2%
General Manager 4% 8% 15% 38% 20% 10% 5% 0
Divisional Manager 6% 10% 20% 43% 10% 9% 2% 0
Team Manager 10% 10% 25% 39% 10% 5% 1% 0
Supervisor 38% 40% 15% 5% 2% 0 0 0
Advance Planning. How does your workday compare with the following :
Executive Growth
Set 'goals' for your wards ....
Venture Capitalist
Entrepreneur
Intrapreneur
Manager
Executive
Fresher
Realist Pessimist
Dreamer Optimist
Builder(s)
Achiever
Abdicator Dreamer
Administrator
LEFT BRAIN
RIGHT BRAIN
'dextra' to help you meet midcareer skills enhancement OR change.
99 Die
65 Retire
0 Born
21 Graduate
30 Learning Crisis
Source : Casper Abraham ([email protected])
People Metrics ....
Eg a 4year Mechanical Engineering Degree for a Shopfloor Supervisor; gets 4 points. while a Chemcial Engineer for the same task gets 3. Diplomas; PhD; Post Graduate; 1st Line College; 2nd or 3rd Line Unviersity each gets a rating.
Years of 'relevant' and 'nonrelevant' experience get points. The 'past' 'skills' and 'knowhow' are quantified.
Standard behaviourial tests apart; a clear 'understanding' of the required 'role' and 'aptitude' and 'attitude' towards this must be clearly understood; in terms of timeframe for the next job and daytoday operations must be known and quantified. This is the present.
The 'innate' ability to do the given 'role' well; and then move to the next levels of improved 'efficienty', 'effectiveness', 'growth' and 'leadership' can affect today's decision. No one can predict the 'future' but it must be quantified.
1.Genetic
7. Potential
6. Aptitude
5. Experience
4. Qualifications
2.Environs 3.Community
Your DNA; protein expression; mind body chemical controls; food & energy metabolism are all dictated by your genes. No choice on this one.
Upbringing; Social enriorment; family; friends & peers and society in large and your up to now 'fit'.
Like it or not call it caste, creed, racial, religion, colour or nationality occupational differences DO exist based on who you are and where you came from.
You can't motivate a person. The Balance and Hole Equalisation Model … At any given point in time the following 8 need to be in equilibrium. Failing which they will be an overwhelming motivation, desire and action towards achieving this balance …
Stimulus … No one stays motivated or can be motivated. However periodic and timely supply of a stimulus of the appropriate type and level is the real ‘fuel’ for motivation. Customised to individuals or teams and buil tin for Configurability within Clextra … please talk to us for a Solution to motivate your workforce.
Motivators Influencers … The 5 common motivator influencers are … 1. The carrot 2. A stick 3. The father figure or authority of upbringing. 4. The boss or superior or paycheck person. 5. The guru, priest, godfather, mentor.
More so in Asian countries ‘bias’ to motivator influences include .. 1. The respect for age and on older person. The role of the ‘mother’, ‘sister’, ‘wife’ … other women acceptable in that community or
society.
BioRhythms The chemical composition of the human body, anatomy and the brain cannot be ignored. While the following ups and downs are easily recognized …
1. Physical biorhythm 2. Mental biorhythm 3. Intellectual biorhythm
The following cannot be ignored … 1. Spiritual biorhythm 2. Awareness biorhythm 3. Aesthetic biorhythm and 4. Intuitive biorhythm
More obvious in women as the menstrual cycle; perhaps linked to the tides, the moon and alignment of stars or singular origin of matter the pulse and rhythm of life at the micro, nuclear, subatomic and molecular level with the macro, planetary and stellar level is best left undisclosed.
People Risk
People Actions Costs
Employees
Suppliers
Customers
TEMPS
Catering Staff
Housekeeping
Security Staff
Drivers
Ghost Employees
Order Acceptance
Procurement
Wrong Vendor
Wrong Hiring
Poor Decisions
Direct OR Indirect
Fixed OR Variable
Liable for Litigation Negligence
Graft (CORRUPTION)
Cartel
Behavioural
Not Insured
100% Revenue Loss
Increased Cost
Lower Profits
High Risk Behavour
Stopped Learning
Ego – AlphaMale
Long term consequence
Personal Debt
Greed
Clinical Problem(s)
No Succession Planning
Poor DueDiligence
Obsolescence
Rework & Waste
Whether you like it or not ... other than Force Majeure causes ... all risk is created, managed, mitiaged and provided for by People.
Whether you agree or not ... at the core to every human being are basic conflicts, curiosity, likes & dislikes, wishes, desires, fears, concerns ....
'Fear' vs 'Greed'. 'Fright' vs 'Flight'. 'Survival vs Procreation'. 'Victim or Victimiser'. 'Parent, Child OR Adult'.
Quantifying and measuring these are the first steps to fairness, consistency, transparency and a move towards a more rational, nearscientific, winwin situation for BOTH partiies in every interaction. Whether 'forced' or 'voluntary'.
We know how to quantify 'Risk' ... especailly 'People Risk'. http://riskpro.in
Domain Expertise Overload ...
The total volume of data, information or knowhow that you have in your organisation.
The total volume of acquisition, creation & 'content facilitation' withis new Project.
The total volume of knowhow in the entire world through history across all media.
* Body of world knowledge * About 320 Exa Bytes
Ü Target Group Ü Target knowhow Level Ü Selflearning Ü Assisted Learning Ü Available Aids/Resources Ü Rrequired Aids/Resources Ü Delivery in Calendar Time Ü Time in Hours Ü Quality requirements Ü Cost Ü Starter Status Ü End Goal definition Ü Gap Analyses
Deliverable System
Global Volumes : JUNE 2001 HTML Internet 100 TB
Analog Film etc. 300 EB
Online Harddisks 1 EB+
Offline Digital 20 EB
Your Current Information
Analog With People Digital Paper
Further ‘You & I’ Created
Internet New Media Activity
Intranet Extranet
The ‘idea’
wired wireless Lowcost
Lifestyle Single Feature
Local use
Multi Feature
Global use
Multimedia Communications a=text, b=audio, c=video, d=visuals, e=animation
Kilo=1024 bytes Mega=1000 KB Giga=1,000 MB Tera=1000 GB Peta=1,000,000 GB Exa=1000 PB Zeta=1000 EB Yotta=1000 ZB
Source : Casper Abraham ([email protected])
The initial set of knowledge that exists in
your organisation.
All other knowledge that you will create, acquire
or gain over tiime
♦ Teacher ♦ Lecturer ♦ Professor ♦ Student
♦ Employee ♦ Executive ♦ Labourer ♦ Citizen
♦ Mentor ♦ Guru
♦ Manager ♦ Administrator ♦ Advertiser ♦ Politician
♦ Social Service
Money Flow
Informatio
n Divide
Knowled
ge Barri
er
Who is the Customer?
♦ dextra Altruessor
Source : Casper Abraham ([email protected])
Barriers to Learning
Source : Casper Abraham ([email protected])
Individual Easiest. Sometimes happens despite the organisation.
Group or Team More difficult than individual learning, but given the right 'anxiety' any team or group will acquire the requisite learning.
Organisation Extremely difficult. When involving the whole organisation, changing the culture and very fabric in even small ways may take even decades to achieve.
Resistance to Change
Pareto applied to Organizational Learning
Current state of
Organizational Learning
Desired state of
Organizational Learning
10% WILL LEARN ‘too well’ and will leave the
organization or work against the common objective(s)
10% WILL NOT LEARN nor change OR choose not to learn
and will deliberately or inadvertently work against the
organization’s learning objectives.
The majority 80% will stay on a passive ‘stayput’, ‘nonlearning’ straight line unless
survival anxiety exists or is introduced.
Source : Casper Abraham ([email protected]) : Excerpts from Edgar Schein, Cambridge Masuchussets
Learning Testing Threshold
Learning Threshold #1
No stretch. Not challenging nor sufficient
motivation to Learn. Ideal 'stretch' &
Motivation to be set for an individual
Too much expected of the individual, cannot be motivated to reach this much. Willing individuals can have a burnout
or other health related problems.
An individual's current, skills & mental
firepower.
An individual's current, skills & mental
firepower.
Learning Threshold #2 Will learn anyway
Won’t learn anyway
Baseline
Sufficient to Perform
Ignorance OR Partial know how
Recruitment
Training
Learning happens only when 'Survival Anxiety' is greater than 'Learning Anxiety'.
An inherent paradox surrounds learning. Anxiety inhibits learning. However anxiety is also necessary if learning is going to happen at all. There are 2 kinds of anxiety.
Learning Anxiety. Being afraid to try something new for feat that it will be too difficult, that I will look stupid in the attempt or that I will have to part from my old habits that have worked for me in the past. It also means a deviant from the group I belong to now. It can threaten my selfesteem and may even affect my identity.
Survival Anxiety. Is the horrible realisation that in order to make it, you're going to have to change. Almost like prisoners of war, potential learners experience some much despair and hopelessness that they eventually become open to the possibility of learning. Sometimes even this dejection is not enough. Individuals can choose or remain in a permanent state of despair without learning.
Learning happens = Survival Anxiety >
Learning Anxiety
Learning Issues ...
Learning Categorisation E Not important. There is absolutely no anxiety of any kind to learn. In fact resistance to change and
learning. D Average importance. 80% of the people and time in the office, in class, on the shopfloor is in this
passive state. No reason whatsoever to learn or move in any direction from the current situation. C Medium importance. Above average anxiety. I don't mind trying this. It may help, I have nothing to
lose Let me give this a try. I hope it is not too hard. Why should I change? I don't like learning. B Extremely important. Money involved. I have to do something just to stay where I am. May even lead
to loss of lifestyle and social status. A Mindboggling importance. Crucial to Survival, Maximum Anxiety involved. I have to learn.
Alternately, despari and hopelessness and nothing may happen but clearly the 'need' is known and felt.
Recall vs Retention Issues • You retain 10% of what you read. • 20% of what you hear. • 30% of what you hear and see. • Has a halfchance if you can read, hear and see. • Add interactivity and your recall may actually move to the near fulllearning ability
What is the 'Learning Relationship' .... • Teacher & Student? • Coach & Player? • Despatcher & Receiver? • Friend & Friend? • Boss & Subordinate? • Mentor & Protege? • Guru & Sishya? • Shogun & Ninja?
No anxiety. Learning is also affected by the 'Sender' and 'Receiver' of the Learning process as in conventional communications theory.
The 4 Learning Dilemmas.
If you .... • Command your student ... • Instruct your student .. • Reproach your student ... • Entertain your student ...
.... then. • ... is he or she willing to follow? • ... in a position to understand? • ... wants to improve? • ... in a mood to be entertained?
Source : Casper Abraham ([email protected])
Time Space Immediate Future Local Global
Scale Scope Few Many Individual Group
Source : Casper Abraham ([email protected]
Classical The ancient learning and teaching methods of Aristotle, Plato. Japanese & Chinese Methods. Sanskrit, Brahminic, The Vedas and the traditional India way. The way Indian Carnatic and Hindusthani music is still learnt. It could even include being aware of and the observation of the way animals learn from their environment.
Traditional All schools, colleges, universities and possibly Corporate Business learning the world over. Books. Reading. Syllabus. Semesters. Professors & Lecturers. Teachers. Portions. Attending classes. Tests & Examinations.
Modern Including distance Learning, several methods of educating the population on as diverse subjects as AIDS awareness, population control, organisational design and culture management, adult education in the 3rd world have been attempted with numerous methods.
eLearning Essentially a means where with white collared workers, with high PC penetration and possibly Internet or Intranet access, learning can be structured to be interactive and at the Learners pace, without (or only partial) availability of an Instructor, Teacher or Examiner.
dextra A method pioneered, followed and maintained by Casper Abraham over 20 years of Teaching & Learning Experience and established at several firms including Ionidea Interactive.
Learning Options & Methodologies ...
'Selection' & 'Rejection'
Selection Method Predictive Ability • Work Samples Excellent • General Cognitive Ability Excellent • Consistent Structure Interview Excellent • Unstructured Interview Good • Assessment Centre Good • Reference Check Poor
Elimination Methods Implication? • Soft Copy CV ? Hardcopy applicants can be as good. • CV Presentation ? Don't judge on 'appearance' alone. • Insufficient 'reach' to wider population of candidates ? Use the right media to reach out. It costs. • Insufficent numbers of 'applicants' ? Your media choice and position is faulty. • Insufficient number of 'right' applicants ? Your 'creative' was inadequate. • Not referred / nor forwarded by someone you know ? Strangers can also become known, quickly. • No time to interview or meet personally. ? Use quality 'selection' methods. • Cost of 'every' candidate followup. ? Spend to eliminate as well as select. • Delegating to unqualified / uninterested colleague ? The general should select his or her army.
Agriculture Era
Industrial Era
Information Era
BioTech Era
•Physical strength •Artisan skills • Regional • Bioenergy
• Production • Efficiency • Repeatability • Modularity • WinLose • National • Electrical energy • Metals & Minerals
• Timeliness • Speed • Summary • 8020 rule • WinWin • Fuzzy Logic • Global • Electronics energy • Silicon, PLC, FPGA
• Selfrepairing • Integrated Systems • Holistic understanding • Foodchain • Fuzzy Logic • Planetary • Solar energy • DNA & Molecules
Every individual; manager; leader; team; group or community will adapt; learn and behave; motivated only for that moment; living daytoday within their community & industry at a minimum ‘energy’ expedient level.
Be 'clear' as to what you want ...
Team Task
Individual
Manager
Carpenter Plumber Electrician Mason Contractor Designer
Carpenter Plumber Electrician Mason Contractor Designer
Do you want a 'Team' that includes .... ... this combination of skills? OR ... this combination of skills
* Have a 'Job Description'.
* Communicate CLEARLY; what is the 'role' to be performed is.
* CLEARLY indicate what is 'expected' from the 'role' and 'task(s)' and of the candidate.
* STATE and have 'upper', 'lower' and 'average' limits of acceptable performance. You would do this with any machine; why not with people?
* A gentle, loving and human touch; with constant and ongoing 'Stimulus' is important to motivate people to improve their Learning; practice their skills; be motivated to deliver; capitalising on their innate intellecutal firepower while living with the psychological effects of their upbringing.
So what goes into our clextra 'Test'(s)
1. There is a wellthought through proven set of questions; that elicit a certain response from the person being tested.
A wide variety of assumptions exist. On genetics; upbringing & environment; physical or mental impairment or otherwise; lanugage understanding; educational background.
Other factors include whether the 'testee' wants to be tested; his or her expereinces with testing in general; motivation to want to win or beat the test; physcial and mental wellbeing at the time of taking the test etc.
A good test is 'designed' to test the specific response / results tested to meet the set objective(s).
2. An 'Answer Sheet' allows either the testee and/or the observer to make observations, notes and create a record of the test.
3. On completion, a scoring mechanism, allows 'metrics' to be defined for the process. This metric may be a number, position on a scale, a grade, percentage or comparison with a population and or statistical study. This is purely observational and factual without bias within the set parameters.
4. The interpreation or 'match' between the individual tested and the 'knowledge' is the crucial but perhaps pseudoscience. Taking the Believers vs nonbelievers BIGFIGHT; with the constant building up of this data, information and knowledge the comparison, report, feedback and advice improves every time a test is taken and every time additional bits of information are available to this base of 'knowledge'.
For ease of understanding and implementation of the above, we have : 1. TEST SHEET(s) or BOOKLET (Given to each tested candidate and TAKEN BACK) 2. ANSWER SHEET (Given to each tested candidate and TAKEN BACK) 3. SCORING SHEET (For each sheet, never revealed to a candidate, nor our Scorer). 4. INTERPRETATION (A doctorpatient, lawyerclient like confidential Service,
which we call MentorSishya).
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Entrust us with your, not just 'Testing' but 'Learning', we will enhance your 'perperson per year'
profitablity.
edgevalue (C) 2001, Casper Abraham Version 1.0 : FEB 2003 Email : [email protected]
http://edgevalue.com http://edgevalue.com/skretch
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