Kaplan Leadership and Professional Development identifies five key workplace findings from three-year study of 4,500 employees
February 20 2020 - 2:15PM
Business Wire
After three years of conducting Situational Judgement
Assessments with 4,500 employees at global firms, Kaplan Leadership
and Professional Development has identified five key workplace
findings.
In a Situational Judgement Assessment, employees are presented
with scenarios that reflect their typical workplace duties and
challenges. Their responses are then analyzed and areas of
corporate risk are identified as well as areas for improvement.
“In simple terms, we presented employees with situations that
ask them to make judgements—often using ambiguous and incomplete
information, to best simulate the real-life conditions of decision
making,” said Dr. Ian Stewart, Executive Director Learning and
Design at Kaplan Leadership and Professional Development. “Across
the thousands of data points, common themes and patterns emerged,
revealing insights -- some relatively obvious, some less so, and
some counterintuitive.”
The five key workplace themes that arose from the work with
4,500 employees:
- Smaller work teams perform better than larger teams. The
smaller the group, the greater the collaboration and sharing of
best practice.
- Individuals and teams with ‘skin in the game’ do
better—incentives matter, though these need to be managed very
carefully. Several times, we found misaligned rewards that created
internal competition at the expense of better organizational
outcomes.
- Teams whose work connects them to other parts of the business
(outside their department) do better. Teams working in silos
perform significantly worse on measures of commercial decision
making.
- People closer to the commercial decision making ‘front line’ do
better. This is partly ‘psychological,’ but the distance between
the individual and the commercial reality is a key predictor of
effective or ineffective practice.
- Teams that are cross-functional do better than specialist
groups—counterintuitively, this holds even when the specialist
group are finance professionals.
“The data provides insight and evidence to challenge some of the
traditional organizational and structural thinking,” said Stewart.
“Is it really more effective to have a dedicated team of
individuals with the same specialty, or should we introduce greater
diversity into the decision-making group? The data certainly
appears to support this. We might also think more about the
physical environment that teams work in—we know that isolated teams
do far worse than connected teams. So, can we connect such a team
to the wider business, and could we create professional networks
that connect teams?”
About Kaplan Leadership and Professional Development
Kaplan believes that an organization’s training investment
should align with its commercial strategy, so they partner with
organizations to assess, design and implement innovative learning
solutions that address the growing challenges facing the
business.
By using diagnostic capabilities, Kaplan identifies learning
priorities, unlocks hidden talent and measures training impact.
These insights are key to developing meaningful, performance-driven
and critical skill sets that businesses and their people need.
With global reach and regional expertise, Kaplan specializes in
tailored learning journeys that scale, turning training investments
into business success.
For more information, go to www.kaplansolutions.com.
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