Framework First Test - Revision history

Flc: /* Introduction */

2026-01-04T02:31:10Z

Introduction

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	=Introduction=		=Introduction=
	Two cases of companies were used in the project’s phase 1 to both refine and test the initial framework. Following a research methodology focused on the impact of leaders' assessment techniques on an organization’s performance, initial observations were conducted in a large exploration field and tested through two case studies. This article describes those two case studies<ref> See more [[Research_Methodology \| here about the methodology followed for the project.]]<br/>The large exploration field and the interaction with the two case studies are [[Large Exploration Field \| discussed here in this other article]].</ref>.		Two cases of companies were used in the project’s phase 1 to both refine and test the initial framework. Following a research methodology focused on the impact of leaders' use of assessment techniques on an organization’s performance, initial observations were conducted in a large exploration field and tested through two case studies. This article describes those two case studies<ref> See more [[Research_Methodology \| here about the methodology followed for the project.]]<br/>The large exploration field and the interaction with the two case studies are [[Large Exploration Field \| discussed here in this other article]].</ref>.

	=Testing the Hypotheses=		=Testing the Hypotheses=

Flc at 20:18, 24 November 2025

2025-11-24T20:18:14Z

← Older revision		Revision as of 20:18, 24 November 2025
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			=Introduction=
	Two cases of companies were used in the project’s phase 1 to both refine and test the initial framework. Following a research methodology focused on the impact of leaders' assessment techniques on an organization’s performance, initial observations were conducted in a large exploration field and tested through two case studies. This article describes those two case studies<ref> See more [[Research_Methodology \| here about the methodology followed for the project.]]<br/>The large exploration field and the interaction with the two case studies are [[Large Exploration Field \| discussed here in this other article]].</ref>.		Two cases of companies were used in the project’s phase 1 to both refine and test the initial framework. Following a research methodology focused on the impact of leaders' assessment techniques on an organization’s performance, initial observations were conducted in a large exploration field and tested through two case studies. This article describes those two case studies<ref> See more [[Research_Methodology \| here about the methodology followed for the project.]]<br/>The large exploration field and the interaction with the two case studies are [[Large Exploration Field \| discussed here in this other article]].</ref>.

Flc: /* Data Analysis and Conclusions */

2025-11-24T20:17:48Z

Data Analysis and Conclusions

← Older revision		Revision as of 20:17, 24 November 2025
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	The two analyses and conclusions were reported in two separate articles.		The two analyses and conclusions were reported in two separate articles.

			=Notes=
	[[Category:General Framework]]		[[Category:General Framework]]

Flc at 20:16, 24 November 2025

2025-11-24T20:16:52Z

← Older revision		Revision as of 20:16, 24 November 2025
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			Two cases of companies were used in the project’s phase 1 to both refine and test the initial framework. Following a research methodology focused on the impact of leaders' assessment techniques on an organization’s performance, initial observations were conducted in a large exploration field and tested through two case studies. This article describes those two case studies<ref> See more [[Research_Methodology \| here about the methodology followed for the project.]]<br/>The large exploration field and the interaction with the two case studies are [[Large Exploration Field \| discussed here in this other article]].</ref>.

	=Testing the Hypotheses=		=Testing the Hypotheses=
	The project hypotheses were first tested on two companies, with three executives each. In both companies, executives and their managers had been trained in the adaptive profiles. All used them in a wide range of applications. Both companies were in a position to share measures of economic performance, and the adaptive profiles of their leaders and employees, at two time intervals. The leaders and other managers were interviewed following an interview plan.		The project hypotheses were first tested on two companies, with three executives each. In both companies, executives and their managers had been trained in the adaptive profiles. All used them in a wide range of applications. Both companies were in a position to share measures of economic performance, and the adaptive profiles of their leaders and employees, at two time intervals. The leaders and other managers were interviewed following an interview plan.

Flc: /* Common Characteristics */

2025-11-24T19:45:17Z

Common Characteristics

← Older revision		Revision as of 19:45, 24 November 2025
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	=Common Characteristics=		=Common Characteristics=
	~~Qualibank~~ and ~~Posini were analyzed from different angles:~~ the ~~companies' market positions, deployment timelines, people in place, organizational structures,~~ and their ~~contacts with the facilitator~~. In both cases, ~~markets are optimistic~~ and ~~economic results are excellent~~. ~~The differences~~ in ~~size, organization,~~ and ~~sector between~~ the ~~two companies allowed distinct analyses, avoiding~~ the ~~possibility that some environmental variables or those intrinsic to~~ the ~~organization were present~~ in ~~one company but not the other~~.		The common link between these two companies and their interviewed leaders is the use of the same assessment technique and their training in it. In both cases, the leaders and managers remained in place over the time interval t1 to t2. For Qualibank, the change in leadership at t2 and the collection of additional data at t3 prompted an analysis of the effects of reduced use of the assessment technique, but in a situation nevertheless comparable to that of t1 and t2.

	~~The only common link between these two companies~~ and their ~~interviewed leaders is the use of the same assessment technique~~ and their ~~training in it~~. In both cases, the ~~leaders~~ and ~~managers remained~~ in ~~place over~~ the ~~time interval t1 to t2. For Qualibank~~, the ~~change~~ in ~~leadership at t3 prompted an analysis of~~ the ~~effects of reduced use of the assessment technique, but in a situation nevertheless comparable to that of t1 and t2~~.		Qualibank and Posini were analyzed from different angles: their market positions, deployment timelines, personnel in place, organizational structures, and their contacts with the facilitator. In both cases, the market trend is positive, and financial results are excellent. The differences in size, organization, and sector between the two companies enabled distinct analyses, avoiding the possibility that some environmental variables or organizational factors were present in one company but not the other.

	=Collection of Data, Coding and Scoring=		=Collection of Data, Coding and Scoring=

Flc: /* Posini */

2025-11-24T19:41:16Z

Posini

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	=Posini=		=Posini=
	The first case, Posini, is a subsidiary of a global pharmaceutical company. Its activity is focused on distribution. It is organized into two sales teams with a total of around 350 employees. The data collected on the two sales teams allowed comparisons at two time points, t1 and t2.		The first case, Posini, is a subsidiary of a global pharmaceutical company. Its activity is focused on distribution. It is organized into two sales teams with a total of around 350 employees. The data collected with the assessment technique, along with the results using both objective and subjective indicators for the two sales teams, allowed comparisons at two time points, t1 and t2.

	=Qualibank=		=Qualibank=

Flc: /* Posini */

2025-11-24T19:36:53Z

Posini

← Older revision		Revision as of 19:36, 24 November 2025
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	=Posini=		=Posini=
	The first case, Posini, is ~~a pharmaceutical company of around 350 people,~~ a subsidiary of a global company~~, whose~~ activity is focused on ~~sales~~. It ~~employs~~ two sales teams. The data collected on the two sales teams allowed comparisons at two time points, t1 and t2.		The first case, Posini, is a subsidiary of a global pharmaceutical company. Its activity is focused on distribution. It is organized into two sales teams with a total of around 350 employees. The data collected on the two sales teams allowed comparisons at two time points, t1 and t2.

	=Qualibank=		=Qualibank=

Flc: /* Testing the Hypotheses */

2025-11-24T19:31:25Z

Testing the Hypotheses

← Older revision		Revision as of 19:31, 24 November 2025
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	=Testing the Hypotheses=		=Testing the Hypotheses=
	The project hypotheses were first tested on two companies ~~and through~~ three executives each. In both companies, executives and their managers had been trained in the adaptive profiles. All ~~use~~ them in a wide range of applications. Both companies were in a position to share measures of economic performance, and the adaptive profiles of their leaders and employees, at two time intervals. The leaders and other managers were interviewed following an interview plan.		The project hypotheses were first tested on two companies, with three executives each. In both companies, executives and their managers had been trained in the adaptive profiles. All used them in a wide range of applications. Both companies were in a position to share measures of economic performance, and the adaptive profiles of their leaders and employees, at two time intervals. The leaders and other managers were interviewed following an interview plan.

	The advantage of this approach is that it allows triangulation of information from a minimum number of people. Neither company was subject to critical events, internal or external, that could have prevented the longitudinal study.		The advantage of this approach is that it allows triangulation of information from a minimum number of people. Neither company was subject to critical events, internal or external, that could have prevented the longitudinal study.

Flc at 19:30, 24 November 2025

2025-11-24T19:30:01Z

← Older revision		Revision as of 19:30, 24 November 2025
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	All cohort data were commented, and the three groups of performance variables were then analyzed on a company-by-company basis. Finally, the hypotheses were analyzed. The conclusions on the relationship between personality assessment use and performance were provided for each of the two cases tested.		All cohort data were commented, and the three groups of performance variables were then analyzed on a company-by-company basis. Finally, the hypotheses were analyzed. The conclusions on the relationship between personality assessment use and performance were provided for each of the two cases tested.

	The two analyses and conclusions ~~are~~ reported in two separate articles.		The two analyses and conclusions were reported in two separate articles.


			[[Category:General Framework]]

Flc at 18:15, 24 November 2025

2025-11-24T18:15:24Z

← Older revision		Revision as of 18:15, 24 November 2025
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			=Testing the Hypotheses=
			The project hypotheses were first tested on two companies and through three executives each. In both companies, executives and their managers had been trained in the adaptive profiles. All use them in a wide range of applications. Both companies were in a position to share measures of economic performance, and the adaptive profiles of their leaders and employees, at two time intervals. The leaders and other managers were interviewed following an interview plan.

	The ~~project hypotheses were first tested on two companies and through three executives each~~. The first case, Posini, is a pharmaceutical company of around 350 people, a subsidiary of a global company, whose activity is focused on sales. It employs two sales teams.		The advantage of this approach is that it allows triangulation of information from a minimum number of people. Neither company was subject to critical events, internal or external, that could have prevented the longitudinal study.

			=Posini=
			The first case, Posini, is a pharmaceutical company of around 350 people, a subsidiary of a global company, whose activity is focused on sales. It employs two sales teams. The data collected on the two sales teams allowed comparisons at two time points, t1 and t2.

			=Qualibank=
	The second case, Qualibank, is a company of about twenty people founded and led by its CEO. It specializes in the marketing of promotional items to bank card holders. It employs a team of teleoperators for incoming calls during the annual direct marketing campaign, which occurs at year's end.		The second case, Qualibank, is a company of about twenty people founded and led by its CEO. It specializes in the marketing of promotional items to bank card holders. It employs a team of teleoperators for incoming calls during the annual direct marketing campaign, which occurs at year's end.
	In both companies, executives and their managers had been trained in the adaptive profiles. All use them in a wide range of applications. Both companies were in a position to share measures of economic performance, and the adaptive profiles of their leaders and employees, at two time intervals. The leaders and other managers were interviewed following an interview plan.

	~~The advantage of this approach is that it allows triangulation~~ of information ~~from a minimum number of people. Neither company was subject to critical events~~, ~~internal or external~~, ~~that could have prevented~~ the ~~longitudinal study~~.		Between the times of collecting information at t1, t2, and t3, the situations allowed comparisons over time on the impact of using the assessment technique and on the results measured using both objective and subjective indicators within the teleoperator team.

	~~For~~ Qualibank, ~~between the times of collecting information at t1~~, t2, ~~and t3~~, ~~the situations allowed comparisons over time on the impact of using the assessment technique~~ and on the ~~results measured using~~ both ~~objective~~ and ~~subjective indicators within the teleoperator team~~. ~~In the case of Posini~~, ~~the data on~~ the two ~~sales teams~~ allowed ~~comparisons at two time points~~, ~~t1 and t2~~.		=Common Characteristics=
			Qualibank and Posini were analyzed from different angles: the companies' market positions, deployment timelines, people in place, organizational structures, and their contacts with the facilitator. In both cases, markets are optimistic and economic results are excellent. The differences in size, organization, and sector between the two companies allowed distinct analyses, avoiding the possibility that some environmental variables or those intrinsic to the organization were present in one company but not the other.

	~~Qualibank~~ and ~~Posini were analyzed from different angles:~~ the ~~company's market position,~~ the ~~deployment timeline, the people~~ in ~~place, the organization of people, and the organization's contacts with the facilitator~~. In both cases, ~~markets are optimistic~~ and ~~economic results are excellent~~. ~~The differences in size, organization~~, ~~and sector between~~ the ~~two companies allowed distinct analyses, avoiding~~ the ~~possibility that some environmental variables or those intrinsic to~~ the ~~organization were present~~ in ~~one company but not the other~~.		The only common link between these two companies and their interviewed leaders is the use of the same assessment technique and their training in it. In both cases, the leaders and managers remained in place over the time interval t1 to t2. For Qualibank, the change in leadership at t3 prompted an analysis of the effects of reduced use of the assessment technique, but in a situation nevertheless comparable to that of t1 and t2.

	~~The only common link between these two companies and their interviewed leaders is the use~~ of ~~the same assessment technique and their training in it. In both cases~~, ~~the leaders~~ and managers remained in place over the time interval t1 to t2. For Qualibank, the change in leadership at t3 prompted an analysis of the effects of reduced use of the assessment technique, but in a situation nevertheless comparable to that of t1 and t2.		=Collection of Data, Coding and Scoring=
	The elements collected from each company at different contact times were transcribed. The six executives and managers were interviewed using an interview grid to analyze the uses of behavior assessments. The identification of the assessment's uses by the six people was carried out by coding ~~against~~ 114 indicators across 14 variables.		The elements collected from each company at different contact times were transcribed. The six executives and managers were interviewed using an interview grid to analyze the uses of behavior assessments. The identification of the assessment's uses by the six people being interviewed was carried out by coding on 114 indicators across 14 variables.

	Once coded, interview elements associated with each indicator were identified and reported person-by-person, variable-by-variable. A total of 814 interview items were reported in this way. Each item was analyzed and commented on. A score on a scale of three or four values was assigned to each of the 109 indicators for each person.		Once coded, the interview elements associated with each indicator were identified and reported person-by-person, variable-by-variable. A total of 814 interview items were reported in this way. Each item was analyzed and commented on. A score on a scale of three or four values was assigned to each of the 109 indicators for each person.

	The scores were established beforehand based on the work carried out on the large exploration field. Finally, a summary analysis of the uses person by person was carried out. The findings were reported in separate articles.		The scores were established beforehand based on the work carried out on the large exploration field. Finally, a summary analysis of the uses person by person was carried out. The findings were reported in separate articles.
	~~The person-by-person analysis makes it possible to understand and ensure, qualitatively and quantitatively, the appropriate use of the behavior assessment across its different uses.~~

	The ~~company~~ performance ~~test incorporates~~ more general use elements than those identified in the executives' interviews. ~~This~~ analysis of the companies ~~includes~~ other elements collected from other stakeholders or other secondary sources.		=Data Analysis and Conclusions=
			The person-by-person analysis enables understanding and, qualitatively and quantitatively, ensures the appropriate use of the assessment technique across its different uses.

			The companies’ performance tests included more general-use elements than those identified in the executives' interviews. The analysis of the companies included other elements collected from other stakeholders or other secondary sources.

	~~An important aspect of the analysis needs to be underscored: the~~ rules instituted at the company level regarding the use of ~~personality assessments~~. These rules ~~are~~ accompanied by varying degrees of ~~constraint on~~ use. In phase 1, these aspects were initially grouped under the heading “General Policy” and used as a mediating variable. This variable was later added in phases 2 and 3 to the antecedent variable “Environment,” which includes the organization and its polices.		The rules instituted at the company level regarding the use of the assessment technique are important to underscore. These rules were accompanied by varying degrees of use constraints. In phase 1, these aspects were initially grouped under the heading “General Policy” and used as a mediating variable. This variable was later added in phases 2 and 3 to the antecedent variable “Environment,” which includes the organization and its polices.

	The measurements taken at t1 and t2 for Posini, and at t1, t2, and t3 for Qualibank, ~~make it possible to assess~~ the evolution of the different performance values. The analysis, conducted in parallel on the variables of use and performance, ~~highlights~~ whether one or the other co-~~evolves~~.		The measurements taken at t1 and t2 for Posini, and at t1, t2, and t3 for Qualibank, allowed for the assessment of the evolution of the different performance values. The analysis, conducted in parallel on the variables of use and performance, highlighted whether one or the other co-evolved.
	All cohort data ~~are~~ commented on, and the three groups of performance variables ~~are~~ then analyzed on a company-by-company basis. Finally, the hypotheses were analyzed. The conclusions on the relationship between personality assessment use and performance were provided for each of the two cases tested.
			All cohort data were commented, and the three groups of performance variables were then analyzed on a company-by-company basis. Finally, the hypotheses were analyzed. The conclusions on the relationship between personality assessment use and performance were provided for each of the two cases tested.

	~~[[Category:Notes]]~~		The two analyses and conclusions are reported in two separate articles.
	~~[[Category:General Framework]]~~