Korn Ferry Four Dimensional Executive Assessment

1 Research guide and technical manualKorn FerryFour Dimensional Executive AssessmentKorn Ferry four Dimensional Executive AssessmentResearch guide and technical manual Korn Ferry 2015. All rights part of this work may be copied or transferred to any other expression or form without a license from Korn the sake of linguistic simplicity in this product, where the masculine form is used, the feminine form should always be understood to be Ferry four Dimensional Executive Assessment Research guide and technical manualVersion 01/2016 Author James L. Lewis Contributors Maynard Goff Jeff Jones Sarah Hezlett King Y. Tang Guangrong Dai Susan D Mello Lauren Henry David Zes Jeffrey Fetzer Chelsy Xie Paul Scheer iii | Korn Ferry 2015. All rights reserved. Table of contents Section 1: Introduction to Korn Ferry s four Dimensions of Leadership and Talent.

2 1 Purpose of Technical Manual .. 2 Korn Ferry s four Dimensions of Leadership and Talent: A brief and general overview .. 3 Competencies .. 3 Experiences .. 3 Traits .. 3 Drivers .. 4 How to use Korn Ferry s four Dimensional Executive Assessment .. 4 Section 2: The scientific foundation for Korn Ferry s four Dimensional Executive Assessment .. 5 Measures in the workplace .. 6 The moderated desirability of Assessment scores and profiles .. 6 Descriptive utility always .. 7 Describing, fitting, and succeeding .. 7 Traits .. 8 Agility .. 8 Social leadership .. 13 Energy .. 18 Competencies .. 23 A subset of 15 .. 23 Self-efficacy for competencies .. 25 Thought competencies .. 27 Results competencies .. 29 People competencies .. 30 Self competencies .. 32 Drivers .. 34 What are drivers? .. 35 The benefits of assessing drivers .. 35 Taxonomy of drivers.

3 36 Descriptions and known correlates of specific drivers .. 38 Balance .. 38 Collaboration .. 39 Structure .. 39 Power .. 40 Challenge .. 41 Independence .. 41 Organizational culture .. 42 Origin and functionality of organizational culture .. 42 What is organizational culture? .. 43 Where does organizational culture come from? .. 44 How does culture impact performance? .. 44 Is a strong culture always beneficial? .. 45 The role of leaders .. 46 Assessing organizational culture in Executive search .. 48 Collaborative .. 48 Innovative .. 48 Competitive .. 48 Regulatory .. 48 Cultural features are not mutually exclusive .. 49 The benefits of assessing organizational culture in Executive search .. 50 iv | Korn Ferry 2015. All rights reserved. Section 3: Measurement methods .. 52 Datasets and measurement .. 53 Traits measurement calibration sample.

4 53 Traits and drivers correlational analyses sample, drivers measurement calibration sample .. 53 Competencies measurement calibration and correlational analyses sample .. 54 Measurement models .. 54 Addressing the problem of faking .. 54 Forced-choice IRT models .. 55 KF4D-Exec IRT model .. 55 Results, IRT parameters and reliabilities .. 57 Traits .. 57 Drivers .. 59 Competencies .. 59 Construct correlations .. 59 Section 4: Empirical findings .. 62 Associations with outcomes .. 63 Role variability .. 63 Measuring the nature of leadership roles .. 66 Average Assessment scores across work-analysis variables .. 72 Trait, driver, and competency associations with outcomes .. 74 Traits, work engagement, and organizational commitment .. 74 Agility traits .. 74 Social leadership traits .. 77 Energy traits .. 80 Competencies, work engagement, and organizational commitment.

5 82 Thought competencies .. 82 Results competencies .. 85 People competencies .. 87 Self competencies .. 89 Drivers, work engagement, and organizational commitment .. 92 Multivariate considerations .. 95 Profile models .. 96 Latent profiles on all KF4D measures .. 96 Class 1 Rational Independent Strategists .. 97 Class 2 Assertive Persuasive Flexible Managers .. 98 Class 3 Detail-Oriented Empathetic Structured Experts .. 99 Class 4 Inspirational Tactical Managers .. 100 Class 5 Inspirational Transformational Architects .. 101 Class 6 Rational Structured Expert Builders .. 102 Class 7 Curious Rational Innovative Introverts .. 103 Class 8 Sociable Structured Balanced Collaborators .. 104 Class-based fit impressions .. 105 A second model .. 108 Relationships between culture and drivers .. 111 v | Korn Ferry 2015. All rights reserved.

6 Target scores and interpretation .. 113 Target scores on KF4D trait and driver measures .. 113 Analytic strategy .. 113 Agility results .. 115 Social leadership results .. 117 Energy results .. 119 Trait higher-order factors results .. 121 Drivers results .. 123 Interpreting final equations .. 126 What makes for a target or typical score? .. 127 Agility results .. 128 Social leadership results .. 135 Energy results .. 141 Trait higher-order factors results .. 146 Drivers results .. 149 Target score vector distance tests .. 166 Adverse impact analyses .. 167 Data sources .. 168 Analytic strategy .. 169 Competencies results .. 169 Higher-order trait composites results .. 172 Traits results .. 174 Drivers results .. 177 Section 5: Summary .. 179 Summary and limitations .. 180 Intended use .. 180 References .. 181 Appendices .. 203 A.

7 Acronyms .. 204 B. List of Figures and Tables .. 205 C. Table ACORR and TCORR-IRTL .. 211 1 | Korn Ferry 2015. All rights reserved. Section 1 Introduction to Korn Ferry s four Dimensions of Leadership and Talent Korn Ferry s four Dimensional Executive Assessment Research guide and technical manual 2 | Korn Ferry 2015. All rights reserved. Through decades of experience and insight gleaned from more than million assessments, Korn Ferry has identified four key dimensions that impact and govern leaders job performance. These include Competencies, Experiences, Traits, and Drivers. In addition to predicting differences in performance, these four areas are correlated with critical organizational outcomes, including engagement, commitment, retention, productivity, leadership effectiveness, and leadership potential (Crandell, Hazucha, & Orr, 2015).

8 Competencies and Experiences describe what you do ; Drivers and Traits capture who you are. The four dimensions influence one another and interact within each person. Assessed together, they provide a rich, robust picture of Executive talent, providing deeper insight into which individuals will succeed in which senior leadership roles. Purpose of technical manual This manual provides a detailed technical description of Korn Ferry s four Dimensional Executive Assessment (KF4D-Exec), an Assessment developed for supplemental use in selecting leaders for upper-level management and Executive roles. In addition to describing the content of the Assessment , we delve deeply into its psychometric properties. We describe and validate Korn Ferry s point of view on supplementary use of psychometric-based assessments in recruitment and placement situations, beginning with an overview concerning the use of assessments in organizations.

9 We continue by more specifically explicating our substantive orientation in terms of measuring and employing personality measures (Traits), skill and behavioral measures (Competencies), and motives/values measures (Drivers) for supplemental use in Executive level leadership development and selection. We subsequently turn to a discussion of the nature of Executive job roles and organizational contexts, with particular attention to identifying key variables in these areas that are expected to interact with and moderate the desirability of psychological profiles in a way that facilitates identifying candidates fit for particular roles. Later we describe and report on our own empirical studies designed to validate measures and underscore their descriptive and predictive utility in leadership selection. Before discussing these topics, we provide a succinct overview of Korn Ferry s four Dimensions of Leadership and Talent.

10 Korn Ferry s four Dimensional Executive Assessment Research guide and technical manual 3 | Korn Ferry 2015. All rights reserved. Korn Ferry s four Dimensions of Leadership and Talent: A brief and general overview Competencies Competencies are observable skills and behaviors required for success at work (Lombardo & Eichinger, 2009). They provide a snapshot of a person s level of proficiency on work-related skills, revealing what the person is capable of doing now. Competency models have become a popular and effective tool for aligning and implementing HR and business initiatives. From the proliferation of models, what competencies truly matter? Based on a review of the literature, consideration of key business trends, and insights from our data, Korn Ferry has identified and organized critical leadership competencies. The Korn Ferry Leadership Architect library is comprised of 4 factors, 12 clusters, and 38 competencies (Korn Ferry , 2014a).