Indicators and Their Measurement

Introduction

This article specifies the codes, indicators, and value attributions for the general framework’s variables. Nine are independent, four are antecedent, and three are dependent. The 16 variables are presented in the order below in the three categories.

The framework, its construction, and variables are presented in separate articles. Indicators are used to test hypotheses drawn from the framework against specific techniques, users, and companies as they deploy, in accordance with a publisher's model and a consultant's facilitation. The anticipated conclusions of testing hypotheses are also based on the indicators and their measurement. The hypotheses and anticipated conclusions are discussed separately.

Independent Variables

The nine independent variables are shown in the middle of the framework in blue (See the illustration on the right). As explained during the hypothesis formulation, when building the framework, practical (light blue) and theoretical (dark blue) variables are analyzed distinctly. The three theoretical uses are more abstract and are present transversally in the six practical ones.

(O-) Organizational Development

Applications of assessment techniques in organizational development, such as defining job expectations and the organization at a strategic level, as well as in mergers and acquisitions, are associated with the concept of 'Use in organizational development'. The more varied and intense the use at the organizational level, the more it is associated with positive effects on performance.

Seven indicators are used to measure the 'Use in organisational development’ variable, each with an ordinal scale of four values: very low, low, strong, and very strong. They combine to form an overall indicator called 'isuorga.'

If any single indicator is very strong, it is enough to determine that 'isuorga' is very strong. If no factor is very strong and at least one factor is strong, then 'isuorga' is strong. If no indicator is very strong or strong and at least one indicator is low, then 'isuorga' is low. In other cases, we will say that 'isuorga' is very low.

Code	Indicator
O-CHAN	Manage organizational changes proactively.
O-FUSI	Acquisition, takeover, or merger of companies or project teams.
O-ORGA	Organization or reorganization of the company or a team.
O-POST	Refined definition of positions, including social behaviors (PBI).
O-PROJ	Construction and organization of a project team.
O-SCIS	Systematic use on teams, divisions, or the whole organization.
O-OTHR	Other uses in organizational development

(L-) Leadership

The use in situations of leading and managing people is associated with the concept of 'use in leadership and management'. The more varied and intense the uses of leadership and management are, the more they are associated with positive effects on performance.

16 indicators measure the 'use in leadership and management' variable. Each indicator is assessed on an ordinal scale of four values: very low, low, strong, and very strong. These indicators form an overall ‘management and leadership’ indicator called 'isulead'.

If at least two indicators are very strong, we can say that the 'isulead' indicator is very strong. This indicates that the assessment technique is used in at least two of the listed applications. If no indicator is very strong and at least two factor are strong, then 'isulead' is strong. If no indicator is very strong or strong and at least two indicators are low, then 'isulead' is low. In other cases, we will say that 'isulead' is very low.

Code	Indicator
L-ADAP	Use the assessment technique to adapt to other people's styles.
L-ANIM	Gets involved in team dynamics
L-AUTO	Use the assessment technique autonomously
L-CONF	Use the assessment technique to manage conflicts and other organizational challenges, including low productivity, absenteeism, negative behavior, individual and collective conflicts, strikes, etc.
L-ENTR	Use the assessment technique during end-of-year interviews, intermediate points, and other interviews, excluding recruitment interviews.
L-DEVE	Use the assessment technique for employee development.
L-FEED	Feedback sessions are provided to team members
L-FIDE	Use the assessment technique to develop employees' loyalty and trust
L-HUMA	Attention is paid to people and social aspects, rather than remaining distant and focusing only on technical aspects.
L-INCO	Use the assessment technique to onboard new team members
L-INTE	Use the assessment technique to communicate and interact with others
L-MANA	Use the assessment technique in leadership and management in general, on a daily basis.
L-MOTI	Use the assessment technique to motivate, engage employees.
L-OBJC	Use the assessment technique to set objectives
L-PRES	Use the assessment technique to manage individual stress
L-OTHR	Other uses in leadership and management

(G-) Coaching

The use of the assessment technique in coaching is associated with the concept of 'use in coaching'. The more varied and intense the uses in coaching are, the more they are associated with positive effects on performance.

Five indicators measure the 'use in coaching’ variable. Each indicator is assessed on an ordinal scale of four values: very low, low, strong, and very strong. These indicators form an overall ‘coaching’ indicator called 'isucoch'.

If at least one indicator is very strong, we can say that the 'isucoch' indicator is very strong. If no indicator is very strong and at least one indicator is strong, then 'isucoch' is strong. If no indicator is very strong or strong and at least one factor is low, then 'isucoch' is low. In other cases, we will say that 'isucoch' is very low.

Code	Indicator
G-SOLV	Helps prescribe a plan and solve issues
G-FEED	Provide feedback to the person
G-ASSI	Assist with managerial and other team-related aspects
G-ENBL	Enable the coachee to express themselves and ask new questions

(S-) Recruitment

The use of the assessment technique in recruitment is associated with the variable 'use in recruitment', which includes uses in selection, promotion, interviewing, onboarding, management of high potentials, and career planning. The more varied and intense the uses in recruitment are, the more they are associated with positive effects on performance.

Seven indicators measure the 'use in recruitment' variable. Each indicator is assessed on an ordinal scale of four values: very low, low, strong, and very strong. These indicators form an overall ‘recruitment’ indicator called 'isurecr'.

If at least one indicator is very strong, we can say that the 'isurecr' indicator is very strong. If no indicator is very strong and at least one indicator is strong, then 'isurecr' is strong. If no indicator is very strong or strong and at least one factor is low, then 'isurecr' is low. In other cases, we will say that 'isurecr' is very low.

Code	Indicator
S-RECR	Analysis of people during internal or external recruitment, with or without the assistance of an external consultant, a recruitment or search firm
S-ENTR	Recruitment interview
S-HYPO	Management of high potentials
S-PLAN	Succession planning
S-PROM	Promotion and reclassification of employees
S-REFE	Validation of referencing by a third party during recruitment
S-OTHR	Other uses in selection and recruitment

(N-) Clinical

The use of the assessment technique in clinical settings is associated with the concept of 'use in clinical settings', which includes use in therapy, mental health treatment, and improving well-being. The more varied and intense the uses in clinical settings are, the more they are associated with positive effects on performance.

Four indicators measure the 'use in clinical settings’ variable. Each indicator is assessed on an ordinal scale of four values: very low, low, strong, and very strong. These indicators form an overall ‘clinical’ indicator called 'isuclin'.

If at least one indicator is very strong, we can say that the 'isuclin' indicator is very strong. If no indicator is very strong and at least one indicator is strong, then 'isuclin' is strong. If no indicator is very strong or strong and at least one indicator is low, then 'isuclin' is low. In other cases, we will say that 'isuclin' is very low.

Code	Indicator
N-CONN	Establish a connection with the patient, get to know them
N-SOLV	Helps prescribe a plan and solve issues
N-FEED	Provide feedback to the patient
N-OTHR	Other uses in therapy and clinical applications

(D-) Medium Effect

The use of the assessment technique for its medium effects is associated with the concept of 'carries a medium effect', which helps to entertain and build relationships. The more varied and intense the uses of medium effects are, the more they are associated with positive effects on performance.

Four indicators measure the 'carries a medium effect’ variable. Each indicator is assessed on an ordinal scale of four values: very low, low, strong, and very strong. These indicators form an overall ‘medium effect’ indicator called 'isumedi'.

If at least one indicator is very strong, we can say that the 'isumedi' indicator is very strong. If no indicator is very strong and at least one indicator is strong, then 'isumedi' is strong. If no indicator is very strong or strong and at least one indicator is low, then 'isumedi' is low. In other cases, we will say that 'isumedi' is very low.

Code	Indicator
D-CONN	Establish a connection with the person, get to know them
D-SOLV	Helps establish a plan and solve issues
D-FEED	Provide feedback to the person
D-ANIM	Group presentation at a company's gathering

(A-) Self and Social Awareness

The use of the assessment technique in self- and social-awareness is associated with the variable 'used in self- and social-awareness, which includes fostering personal growth, helping people identify their strengths, communication style, decision-making, and of others. The more varied and intense the uses in self- and social-awareness are, the more the six other practical uses are as well, and the more they are associated with positive effects on performance.

Three indicators measure the 'improves self and social awareness' variable. Each indicator is assessed on an ordinal scale of four values: very low, low, strong, and very strong. These indicators form an overall ‘improves self and social awareness'’ indicator called 'isucosa'.

If at least one indicator is very strong, we can say that the 'isucosa' indicator is very strong. If no indicator is very strong and at least one indicator is strong, then 'isucosa' is strong. If no indicator is very strong or strong and at least one indicator is low, then 'isumedi' is low. In other cases, we will say that 'isucosa' is very low.

Code	Indicator
A-PERS	Understanding better oneself, of one's style and limits (self-awareness), of the organization of one's time, of one's efficiency, of one's role, etc.
A-COLA	Understanding of team members, their style, strengths, limits, challenges, and talents.
A-AUTR	Understanding of other people in the organization in general, other than team members and direct reports: superiors, employees at the same hierarchical level, employees below level n-1, family, etc., of their style, strengths, limits, challenges, and talents.

(F-) Learning

The learning includes initial training in the assessment technique, ongoing training in the field after initial training, and refreshers following the initial training. The 'quasi-autonomous learning process' is all the stronger as the initial training is followed by on-the-job learning, refresher sessions, and contact with the consultant. The stronger the learning process and the more adequate the learning content is, the more they are followed by strong uses in the six practical applications in organization, leadership, coaching, recruitment, clinical and medium effects.

Four indicators measure the value of the 'learning being nuanced and deep, and continuing over time’ variable. Each indicator is assessed on an ordinal scale of four values: very low, low, strong, and very strong. These indicators form an overall ‘improves self and social awareness’ indicator called 'isulear'.

If at least one indicator is very strong, we can say that the 'isulear' indicator is very strong. If no indicator is very strong and at least one indicator is strong, then 'isulear' is strong. If no indicator is very strong or strong and at least one indicator is low, then 'isulear' is low. In other cases, we will say that 'isulear' is very low.

Code	Indicator
F-SEMI	Participation in the initial training or masterclass.
F-TERR	Continued learning after training on the job and using the training resources.
F-RAFR	Deepening learning through participation in refresher courses.
F-OTHR	General use of the assessment technique in learning.

(C-) Language and Signs

Language and signs include the linguistic and symbolic aspects associated with the assessment technique. The more the language and symbols resulting from the technique can convey meaning across the six practical and three theoretical uses, the more users can benefit from them and, subsequently, their organization.

Nine indicators make it possible to monitor the value of the 'results as a sign, and the language associated with it, facilitates their practical use’ variable. Each indicator is assessed on an ordinal scale of four values: very low, low, strong, and very strong. These indicators form an overall indicator called 'isulasi'.

If at least two indicators are very strong, we can say that the 'isulasi' indicator is very strong. If no indicator is very strong and at least two indicators are strong, then 'isulasi' is strong. If no indicator is very strong or strong and at least two indicators are low, then 'isulasi' is low. In other cases, we will say that 'isulasi' is very low.

Code	Indicator
C-FACT	Use of the factors: 1, 2, 3, 4, factor interactions, adaptation, engagement level, and response level, or equivalent concepts when available.
C-INFE	Explicit statement of inferences from social behavior measures about individual or social skills, other qualities, or needs.
C-MORA	Reference to engagement or fit between the Natural and PBI; reference to the stability of the Natural, or equivalent concepts when available.
C-PROF	Verbal use of reference groups and profiles, and profiles such as the PBI and TBI, or equivalent concepts when available.
C-RANG	Organized to quickly access resources, individual profiles or other results and resources from the assessment technique.
C-SCSS	Explicit reference to the Natural, Role, and Effective profiles, or equivalent concepts when available.
C-VISU	Visual use of the adaptive profiles or other visual representations when available.
C-OTHR	Use in communication in general
C-REAN	Reference to any other language or symbolic aspects of the assessment.

Antecedent Variables

There are four antecedent variables, which are displayed in yellow in the framework. Testing the framework with different techniques, users, environments, publishers, and consultants requires adjusting the values of the four antecedent variables and their indicators.

(T-) Assessment Technique

The analysis of assessment techniques highlights important qualities beyond those measured solely by psychometrics, which influence their use across different users and settings. Psychometric statistics, such as reliability and validity, are essential for understanding key aspects of assessment techniques. However, other aspects are also crucial for establishing their utility, predictive validity, and potential to improve individual and organizational performance.

The internal qualities of the measures, such as the intensity of the behaviors being measured or the scales used, determine what can be done with them. How the results are presented, whether as reports or diagrams, influences not only how they are learned and used but also how they participate in thought processes, how comparisons between people and job expectations can be made, and how new meaning and use continue to develop from those results. New meanings and uses apply to all six practical uses and the three other theoretical ones evidenced.

The assessment technique’s indicators were regrouped in four categories: (1) Upfront characteristics, (2) Intrinsic qualities, (3) Assessment Results, (4) Theory and Manual. The number of indicator for each sub-variable are indicated below:

Code 6b	Sub-variable	Nbr of Indicators
isaupfr	Upfront Characteristics	6
isaintr	Intrinsic Qualities	10
isaresu	Assessment Results	4
isatheo	Theory and Manual	5

The four sub-variables are measured on an ordinal scale or in categories. When measured ordinally, the indicators take a low, intermediate, or high value. The four indicators 'isaupfr', 'isaintr', ‘isaresu’, and 'isatheo' form a general indicator 'isatech'.

'isatech' is high if the T-GVAL, T-LISI, and T-MODL indicators are all high and at least 50% of the other indicators of 'isaupfr', ‘insaintr,’ 'isaresu,' and 'isatheo'; ie, at least three indicators of 'isaupfr', five of 'isaintr', two of 'isaresu' and two of 'isatheo' must be high. 'isatech' has an 'intermediate' value if 50% of the indicators are in intermediate or high value for each of the four sub-variables. Below, ‘ isatech’ is low.

Subvariable of 'isaupfr', assessing method

Code 6b	Indicator	Low	Intermediate	High
T-NATR	Nature of the Concepts	Loosely defined and measured	In between	Explicitly defined and assessed objectively
T-INTR	Means	No tool is being used	Use a paper survey, which will eventually be uploaded for scoring.	Use the internet on a laptop or a mobile device
T-FACI	Immediacy	Difficult	Average	Easy
T-NAQU	Number of items	Many questions asked > 40	Average number of questions asked: < 39 and > 11.	Few questions asked < 10
T-TMPS	Time	Length > 45 min	Average. Between 10 and 45 mins	Fast. < 10 min on average
T-PROJ	Forced or Free	Forced scenarios	Mixed free/forced	Free scenarios

Subvariable of 'isaintr', Intrinsic Qualities

Code 6b	Indicator	Low	Intermediate	High
T-NMBR	Number of Facets	One dimension	Three dimensions	More than four dimensions
T-PARC	Parsimony	Many > to 30 facets	Between 7 and 30 facets	Limited < 7 facets
T-STAB	Stability	No evidence of the measure's stability	Stability of the measures is mentioned but unverified	The measure has shown some stability over more than 3 years
T-INTN	Scale, Intensity	Nominal scales. No intensity	Ordinal scales. Indirect understanding of intensity	Continuous scales (ratio or interval), intensity
T-ORTH	Orthogonality	Large overlap between the measured dimensions	The dimensions look distinct but still overlap	Minimum overlap between the dimensions being measured
T-ADAP	Adaptation	Not measured	Inferred but not measured	Measured with intensity
T-VALI	Formal Statistics	No Statistics available	A few statistics are available, but they are not relevant in the end	Meaningful Statistics available
T-RELA	Work relatedness	Dimensions are not related to work.	The measured dimensions include both work and non-work-related dimensions.	All dimensions are work-related.
T-DISC	Non-descrimination	Discrimination against people	No precise measure of non-discrimination	Proven non-discrimination measures
T-LANG	Language	One language	Less than a dozen languages	More than a dozen test languages

Subvariable of 'isaresu', Assessment Results

Code 6b	Indicator	Low	Intermediate	High
T-LISI	Conciseness	Lengthy	Intermediate	Concise
T-GVAL	General Validity	Invalid	Neutral validity	Valid
T-GENU	General Utility	Low utility with few applications and users	Intermediate general utility	High utility with many applications and users.
T-ATCH	Attachment	No emotional attachment to the technique's history or its people	Intermediate emotional attachment	Strong emotional attachment to the technique's history and people

Subvariable of 'isatheo', Theory and Manual

Code 6b	Indicator	Low	Intermediate	High
T-MODL	A priori Theory	Vague	Moderately expressed	Clearly expressed
T-ROUT	Assessment's Theory	No rules available	Diffuse rules available	Availability of clear rules
T-MANU	Publications	No manual available	Some information is available on paper or the Internet	Full reference manual available in electronic or print format
T-AGES	Age and Context	Old > 50 years	Medium - 20 years	Recent < 3 years
T-JOUR	Updates	No update	Occasional updates	Frequent updates

(U-) User

This ‘User’ variable measures the user’s characteristics that favor or refrain from the use of the assessment technique, as identified during the process analysis phase.

14 indicators measure the antecedent variable, each with an ordinal scale of three values: low, intermediate, and high. They form a user indicator called 'isauser'.

The intensity of 'isauser' depends on the values of the indicators that compose it. It takes at least 50% of the indicators to be high, to say that 'isauser' is high; that is, 7 indicators. Same for the intermediate value: at least 50% of the indicators need to have an intermediate value. Below, the intensity of 'isauser' is low.

Code	Indicator	Low	Intermediate	High
U-ATST	Attitude towards answering an assessment	Resistant	Skeptical	Positive
U-APRS	Attitude toward social behavior	Resistant	Skeptical	Positive
U-ATEP	Attitude toward the assessment technique	Confrontational	Doubtful	Open
U-ACNS	Attitude towards the facilitator	Distant	Skeptical	Open
U-HUMA	Interest in people and social aspects	Low	Moderate	High
U-ROVF	Operational vs functional role	Functional	Mixed functional/operational	Operational
U-EXPE	Leadership and management experience	<10 years or >30 years	N/A	More than 20 years
U-PRPE	Adaptive profile of the decision maker	"Controlling"	"Altruistic"	“Dominant”
U-TEST	Experience with other assessment techniques	Other assessments used	Some contacts with assessments	No experience
U-MAIT	Problems encountered in previous situations	Little difficult	Moderately difficult	Very difficult
U-DIRE	Directly concerned or not by the effects	Not concerned directly	Moderately concerned	Directly concerned
U-CONF	Confidence in using the personality assessment	Not confident	Moderately confident	Very confident
U-RECU	Recommendation provided for using the assessment	No recommendation provided	Positive recommendation provided when requested	Spontaneous recommendation provided
U-PRVH	Experience in HR, OD or Coaching	< 5 years	From 6 to 15 years	More than 15 years

(E-) Environment

Organizations may favor implementing a new assessment technique before it is used, or along the way, as when it is used in one department and later in others. The social and political context, and how some techniques are influential at the industry or national level, will also partially determine their use. The 'Environment' variable regroups the characteristics identified during the process analysis under the headings 'organization’ and ‘environment', as their effects on using the assessment technique are similar.

20 indicators are used to measure the 'Environment' variable, each with an ordinal measurement on three values: low, intermediate, and high. They form an environment indicator called 'isaenvi'.

The intensity of 'isaenvi' depends on the indicators that compose it. At least 50% of the indicators must be high to say that 'isaenvi' is high. Same for the average value, which requires at least 50% of the indicators to be intermediate. Below, the intensity of 'isaenvi' is low.

Code	Indicator	Low	Intermediate	High
E-TAIL	Size of the company	Large: > 1000p and international bands	Medium: from 50 to 300p	Small: < 1000p
E-MATU	Organizational maturity	Start-up	Rapid organizational growth	Organisation mature
E-SECT	Industry sector	Administration	Industry	Service
E-CULT	Cultural embeddedness	Inexistence of the assessment in any situation	Episodic appearance of the assessment in a few situations	Assessment is part of the culture
E-POLI	Politicization of people's aspects	Very politicized	Moderately politicized	Weakly politicized
E-TEST	Prior use of techniques	Several techniques have been developed in different departments for different applications	Another technique is used in the organization for some applications	No other technique is used
E-PRES	Prior use of personality assessment	None	By another service	Across the organization
E-SRHU	Existence of a human resources department	No human resources department	Assistance in recruitment and provision of external advice	Human resources services are developed in various aspects
E-RHUM	Role of human resources (when applicable)	Admin role	Recruitment assistance	Involvement of the human resources department at the strategic level
E-FRUS	Interest in speaking the assessment language	Low	Moderate	High
E-RAPC	Relationship between the organization and outside consultant or facilitator	Non-existent	Episodic	Frequent
E-INTE	Global organization	None	Existence of at least one subsidiary abroad	Global organization established on all continents
E-CMPT	Environmental Competitiveness	Low competitive environment	Moderately competitive environment	Very competitive environment
E-DEVN	Long-term use of the assessment technique in the industry or country	Weakly developed at a national level	In progress. It's building	Assessment culture is firmly established at a national level
E-SYST	Adequacy of selection and promotion policies	Frequent calls to search and recruitment firms or external advice	Infrequent calls to outside firms	Strong autonomy for selection and occasional calls to outside firms
E-ADPI	Adequacy of remuneration and incentive systems	One-size-fits-all systems that ignore personality issues	Intermediate	Individual systems
E-ORGA	Adequacy of the organizational structure	Organizational processes that do not take assessment into account	Moderate consideration of personality issues in the processes	Strong consideration of the assessment in the processes
E-NIVP	Level of definition of positions with the personality assessment	Employees	Team lead and management level	Executive level
E-SYST	Systematization of the use of the assessment	Eventually, to confirm impressions	Frequent, and after the first interviews	Systematic, and before the first interview
E-NIVF	Individual with practical learning, knowledge, and experience in the assessment technique	Human resources	Management and HR	Executives, Management, and HR

(B-) Publisher and Consultant

This variable includes indicators on how the assessment technique is implemented within the organization by the publisher, facilitator, or consultant. Two important aspects are considered: the level of autonomy provided by the 'publisher and consultant' and the skills offered. A deployment that allows significant autonomy and continues skill development through real-world cases encourages the use of the six practical and three theoretical application categories. Additionally, the consultant’s professional experience and the training they provide to users are essential factors that influence the technique's use.

Nine indicators measure the variable 'Publisher and Consultant', each with an ordinal scale of three values: low, intermediate, and high. They form a global indicator 'isapuco'.

The intensity of 'isapuco' depends on the intensity of the indicators that compose it. 'isapuco' is high if the 'B-TEDI' indicator is high and 50% of the other indicators are high; therefore at least four other indicators must be high in addition to 'B-TEDI'. 'isapuco' will have an intermediate value if 50% of the indicators have an intermediate value. Below, the intensity of 'isapuco' is low.

Code	Indicator	Low	Intermediate	High
B-INTE	Consultant's involvement	Service	Hybrid	Facilitation
B-EXDE	Consultant's expertise	Low	Moderate	High
B-BASE	Availability of manuals	Unavailable	Not easily accessible	Easily accessible
B-EXPE	Accessibility of support	Inaccessible	Not easily accessible	Easily accessible
B-BUIS	Extent of assessment distribution	Confidential distribution	National distribution	Global distribution
B-TEDI	Assessment processing	Outsourced	Hybrid	Autonomous
B-TRAV	Training availability	No training	Unsystemtic	Training available
B-PLAV	Platform availability	No platform	Limited features available	Extended features available

Dependent Variables

The framework's dependent variables are represented in green as in the illustration on the right.

(P-) Strategic performance

Strategic performance includes the realization of behaviors on the job as they are expected within the organization in the medium- and long-term. The indicator 'iopstra' is created by comparing people’s Effective profile with the one expected in their position profiles (PBI), which are determined at a strategic level by the company's management.

Summing the individual indicators allows defining the indicator at the team or organization level. 'iopstra' takes a discrete value between 0 and 1.

• 'iopstra' = 0: The individuals’ Effective profiles are the opposite of the social profiles expected in the teams and positions (from TBI and PBI).
• 'iopstra' = 1: The individuals’ Effective profiles are perfectly aligned with the social behaviors expected in the teams and positions (From TBI and PBI).

(Q-) Social performance

Social performance reflects aspects of engagement and being in flow at work, and thus the ability to deliver maximum performance and engagement. Social performance is observed by the objective indicator 'iopsoc' and two subjective indicators. The first objective indicator 'iopsoc' measures the fit between the Natural and Role profiles from the adaptive profiles. The closer the Natural and Role are, the more in flow the person is. The more distant the Natural and the Role are, the more likely disengagement and negative emotions are. The objective indicator ‘iopsoc’is obtained by combining the adaptation profiles’ adaptation and engagement values. 'iopsoc' takes a discrete value between 0 and 1.

• 'iopsoc' = 1: Satisfaction and engagement.
• 'iopsoc' = 0: Discomfort, dissatisfaction, and disengagement.

Social performance is also tracked by two indicators: Q-SAUT and Q-SELF. They are measured on an ordinal scale with four values: very strong, strong, low, and very low.

Code	Indicator
Q-SELF	Expression by respondents of their own satisfaction.

The 'iopsoc', Q-SAUT, and Q-SELF indicators form an overall social performance indicator 'igpsoc'. When the three indicators move in the same direction over time, the 'igpsoc' indicator moves in the same direction. Otherwise, the value of 'igpsoc' is indeterminate.

(R-) Economic Performance

Economic performance includes aspects that can be quantified and most often relate to financial or production objectives.

The economic performance indicators can include turnover, market penetration rate, return on investment, customer satisfaction survey results, absenteeism rate, etc. The indicators depend on each organization, agreed upon within the management team and, if applicable, with the board, shareholders, employees, or analysts.

The objective economic performance indicators are grouped under the indicator 'iopecon'.

Economic performance is also tracked using a subjective indicator, R-ECON. The indicator is measured on an ordinal scale with four values: very strong, strong, low, and very low.

Code	Indicator
R-ECON	Respondents' appreciation of their organization's financial and production performance.

The 'iopecon' and M-ECON indicators form an overall economic performance indicator: 'igpecon'. When the two indicators move in the same direction over time, 'igpecon' does too. On the other hand, when the two indicators move in opposite directions to each other over time, 'igpecon' remains indeterminate.