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=Introduction=
=Introduction=
This document presents the variables and indicators used by the GRI model.
This document presents the variables and indicators used by the GRI general framework.  
Variables and indicators are set after the hypotheses are formulated. The model helps link the use of the independent variable, the use of assessments, with the dependent variable: the performance. The different variables and their indicators are specified, as well as the relationships between the variables.


=Model’s Schema=
Variables and indicators are set after the hypotheses are formulated. The framework helps link the independent variable, the use of assessment techniques, with the dependent variable: the performance. The different variables and their indicators are specified, as well as the relationships between the variables.
The model presented below was first built from field research, with an initial focus on the use of personality assessment by managers, and was successfully tested in organizations. It has undergone further corrections and refinements over the years, while enlarging the scope of analyses to other assessments and other uses and users, but keeping the focus on performance and its three types: strategic, social, and economic.
 
=Framework’s Schema=
The general framework presented below was first built from field research, with an initial focus on the use of personality assessment by managers, and was successfully tested in organizations. It has undergone further corrections and refinements over the years, while enlarging the scope of analyses to other assessments and other uses and users, but keeping the focus on performance and its three types: strategic, social, and economic.
 
[[File:GRI Model_detailed_variables.png|center|700px]]


=Variables=
=Variables=
The model includes 17 variables regrouped into three groups: independent, antecedent, and dependent variables.
The framework includes 16 variables regrouped into three groups: independent, antecedent, and dependent.
* '''Independent variables'''. There are ten in two categories:
* '''Independent variables'''. There are nine of them in two categories:
** Practical use: Organizational Development, Management and Leadership,  Coaching nd Mentoring, Selection and Recruitment, Therapy and Clinical, Other Uses.  
** ''Practical use'': "Organizational Development", "Leadership",  "Recruitment", "Coaching", "Clinical", and "Entertainment".  
** Abstract Use: Self and Social Awareness, Curiosity and Agency, Learning and Development, and Communication and Language.  
** ''Abstract Use'': "Self and Social Awareness", "Learning", and "Language".  
* '''Antecedent variables'''. There are four. Assessment Technique, User, Environment and Culture, Publisher and Consultant (if any).  
* '''Antecedent variables'''. There are four. "Assessment Technique", "User", "Environment", "Publisher and Consultant (if any)".  
* '''Dependent variables'''. There are three. Strategic, Social, and Economic.
* '''Dependent variables'''. There are three. "Strategic", "Social", and "Economic".
 
The relationship between the variables that seemed the most relevant was translated into hypotheses..  


The practical and abstract independent variables influence each other without being able to say which of the variables of each of the two groups precedes the other. There is no latency between the two. They are nested (Mbengue & Vandangeon-Derumez, 1999, p. 340-342). For example, the following relationships were  noted:
The relationship between the variables that seemed the most relevant was translated into hypotheses. The practical and abstract independent variables influence each other without being able to say which of the variables of each of the two groups precedes the other. There is no latency between the two. They are nested<ref>Mbengue A., Vandangeon-Derumez I. (1999). Causal analysis and modelling. In R. A. Thietart. Management research methods. p.p. 335-372. Dunod.</ref>. For example, the following relationships were  noted:
* The use in Management and Leadership, Selection and Recruitment, Communication and Language, Self and Social Awareness, and Organizational Development has the effect of continuing to improve the skills acquired through the Learning and Development process. The acquired skills reinforce other uses and communication with other users in the company.
* The use in "Leadership", "Recruitment", "Language", "Self and Social Awareness", and "Organizational Development" has the effect of continuing to improve the skills acquired through the "Learning" process. The acquired skills reinforce other uses and the "Language" associated with the assessment technique used to communicate with other users in the company.
* The use of the assessment technique in Selection and Organization improves the Self and social Awareness, and Leadership. Leadership will, in turn, foster Communication, and vice versa. Better Communication helps in leadership development.
* The use of the assessment technique in "Recruitment" and "Organizational Development" improves "Self and Social Awareness" and "Leadership". "Leadership" will, in turn, foster "Language" use and vice versa. Better quality "Language" to communicate helps in "Leadership."
* Facilitating Communication reinforces all other uses, especially in Learning. In return, the use in Learning reinforces the use of the assessment technique’s language in Communication.
* Facilitating the development of "Language" reinforces all other uses, especially in "Learning". In return, the use of "Learning" reinforces the use of the assessment technique’s "Language" in communications.


With the antecedent variables, the characteristics of the assessment technique are connected with the business model of the publisher and consultant (if any). The use of reports provided or not after answering an assessment, as well as the way the assessment results are learned, communicated to participants, and deployed in the organization, favors the use by some users, such as consultants, psychologists, and other expert practitioners.
=Other Relationships Between Variables=
With the antecedent variables, the characteristics of the "Assessment Technique" are related to the "Publisher and Consultant (if any)." The quality of the results, as well as how the results are learned, favors some users, such as expert practitioners, over operational management.


Between the variables Environment and Culture, and User, the connection is obvious. People will naturally fit into jobs that answer their aspirations, require their experience, and skills. This applies to adaptive profiles as well: some people prefer structured environments (High 4), while others enjoy risky environments such as the creation of a start-up in emerging markets (Low 4).
The relationship between the variables "Environment" and "User" is obvious. "Users" will naturally fit into jobs that answer their aspirations and require their experience and skills. This applies to adaptive profiles as well: some individuals prefer structured environments (High 4), while others enjoy risky environments, such as starting a start-up in emerging markets (Low 4).


Connections have been observed between User and Environment and Culture variables on the one hand, and potential uses in Organizational Development, Management and Leadership, and Selection and Recruitment on the other hand. But one can imagine a connection between people and the assessment. Indeed, some people are tightly bound to the technique they use. Similarly, a connection exists between Environment and Culture, and Assessment Technique; a technique's use may be part of an organization’s culture.
Relationships between variables can also be evidenced between "User" and "Environment" on the one hand, and uses in "Organizational Development", "Leadership", and "Recruitment" on the other hand. A relationship between "User" and the "Assessment Technique" exists as well, as some people are tightly bound to the technique they use. Similarly, a relation exists between "Environment" and "Assessment Technique" when a technique is part of a company's culture.


When the assessment use is included in the general policies of the company, some uses require consensus at the highest level of the organization. Their implementation and their effects can be long-term, can require a strategic vision, and involve the company’s leadership and board.
When the assessment technique's use is included in the company's general policies, some uses require consensus at the highest level of the organization. Their implementation and effects can be long-term, require a strategic vision, and involve the company’s leadership and board.


=Indicators=
=Indicators=
The indicators are constructed in such a way that they can acquire value through field observations and interviews. The indicators and their possible values ​​are presented in a separate document. They are objective or subjective in nature.
The indicators were designed to acquire value through field observations and interviews. They are either objective or subjective. The indicators and their possible values ​​are presented in a separate document.
* The objective indicators are those that are measured by an objective measurement process that is quantified with or without the help of statistics. They relate only to Performance.
* '''Objective indicators''' are those that are measured by an objective measurement process that is quantified with or without the help of statistics. With the GRI framework, objective indicators only apply to the Performance variables.


* The subjective indicators were obtained during the first exploratory phase in the large field. They are specified by codes in a separate document, together with a proposition that defines each, and with comments on how they indicate the intensity of the variables.
* '''Subjective indicators''' were obtained during the first exploratory phase in the large field. Each indicator is coded and comes with a definition and comments on how its intensity is measured.


The indicator values are obtained through interviews with users of the assessment technique or with individuals with whom they are in contact. These values are allocated based on the intensity of use, the significance of the effects, like decisions made as a result of use, the changes enacted in the company's processes or policies, its culture, and its beliefs, and the impact on individuals and their environment, among others.  
The indicator values are gathered through interviews with users of the assessment technique or with people they are in contact with. Values are allocated based on the intensity of use, the significance of the effects, like decisions made as a result of use, the changes enacted in the company's processes or policies and culture, and the impact on individuals and their environment, among other factors.
Additionally, the values given to indicators are affected by the person's conviction, voice tone, and attitudes (enthusiasm, neutrality, weariness, etc.). All these factors are recorded in the test interview report to assign the most accurate indicator values possible. On the other hand, it is not necessary to use a highly detailed graduated scale. Scales with three or four points seem sufficient.


Additionally, indicator values are influenced by the person's conviction, the tone of their voice, and their attitudes (enthusiasm, neutrality, weariness, etc.). All these aspects are documented in the test interview report to assign the most accurate values possible to the indicators.  
=Dependent and Independent Variables' Indicators=
The objective indicators of the dependent performance variables are obtained with GRI’s adaptive profiles of the company or team concerned, on the one hand, and by recording economic performance indicators on the other.


Conversely, it is not necessary to assign values on a graduated scale that is overly detailed. Scales with three or four values appear sufficient.
The subjective performance indicators and the indicators of the independent variables of use are evaluated on an ordinal scale with four values: very strong (VS), strong (S), low (L), and very low VL). The "average" value is not retained in order to force the assessment into low or high and avoid an overly neutral assessment. A symbol is assigned for each level of value.
 
=Indicators of dependent and independent variables=
The objective indicators of the dependent performance variables are obtained with GRI’s adaptive profiles of the organizations or teams concerned on the one hand and by recording economic performance indicators on the other.
The subjective performance indicators and the indicators of the independent variables of use are evaluated on an ordinal scale with four values: very low, low, strong, and very strong. The "average" value is not retained, in order to force the assessment into low or high and avoid an overly neutral assessment. A symbol is assigned for each level of value.


{| class="wikitable" style="margin:auto"
{| class="wikitable" style="margin:auto"
|+ Indicators
|-
|-
! Value Level !! Symbol
! Value Level !! Code
|-
|-
| Very strong (intense, very good, excellent, etc.) | VS
| Very strong (intense, very good, excellent, etc.) || VS
|-
|-
| Strong (frequent, good, etc.) | S
| Strong (frequent, good, etc.) || S
|-
|-
| Low (opportunistic, infrequent, etc.) | L
| Low (opportunistic, infrequent, etc.) || L
|-
|-
| Very low (rare, non-existent, etc.) | VL
| Very low (rare, non-existent, etc.) || VL
|}
|}


==Indicators of antecedent variables==
=Indicators of Antecedent Variables=
The indicators of the antecedent variables are measured from field interviews, observations, and available literature, typically on the Internet, social media, and other collected information on the users, assessment technique, the business model of the consultant and publisher, and the environment and its culture.
The indicators of the antecedent variables are measured from field interviews, observations, and other information on users, assessment techniques, publishers, consultants,  the environment, including the company and its culture, typically available from the Internet and social media.


The ordinal scale on three values: low, intermediate, and high, allows, unlike the indicators for the dependent and independent variables, a "neutral" intermediate value.
The ordinal scale on three values: high (H), intermediate (I), and low (L) allows, unlike the indicators for the dependent and independent variables, a "neutral" intermediate value. Measurements of the lower or upper values are less precise but sufficient. Symbols are assigned according to the values. The indicators of the “Assessment Technique” and the “Publisher and Consultant (if any)” variables are, in principle, relatively stable. Some indicators of the “User” and “Environment” variables may change over the observation period.
Qualifications up or down at the antecedent level are less precise but sufficient. Symbols are assigned according to the levels. The indicators of the Assessment and the Publisher and Consultant Model variables are, in principle, stable. Some indicators of the User and Environment variables may change over the observation period:


{| class="wikitable" style="margin:auto"
{| class="wikitable" style="margin:auto"
|+ Indicators
|-
|-
! Value Level !! Symbol
! Value Level !! Code
|-
|-
| Low || L
| High || H
|-
|-
| Intermediate | I
| Intermediate || I
|-
|-
| High | H
| Low || L
|}
|}


Indicators Recap Table
=Indicators Recap. Table=
The names and values ​​taken by the 110 subjective indicators and the four objective indicators of the model are summarized in the following table. The indicators are specified in a different document HERE.
The names and values ​​taken by the 110 subjective indicators and the four objective indicators of the model are summarized in the following table. The indicators are specified in a separate document.


{| class="wikitable" style="margin:auto"
{| class="wikitable" style="margin:auto"
|+ Indicators Recap Table
|-
|-
!  ! Variable Names !! Variable Name !! Number of Indicators 2025 !! Scales !! Code 2025
!Variable Names !! Variable<br/>Name !! Nbr of</br>Indicators!! Scales !! Code
|-
|-
| Dependent Variables
|colspan="5"|'''Dependent Variables'''
|-
|-
| | Strategic Performance | iopstra | | Measured. Discrete values ​​between 0 and 1. | P
| Strategic Performance || iopstra || || Measured. Discrete values ​​between 0 and 1. || P
|-
|-
| | Social Performance | iopsoc | | Measured. Discrete values ​​between 0 and 1. | Q
| Social Performance || iopsoc || || Measured. Discrete values ​​between 0 and 1. || Q
|-
|-
| | | igpsoc | | Surveyed. Ordinal. 4 values. |  
| || igpsoc || 2 || Surveyed. Ordinal. 4 values. ||  
|-  
|-  
| | Economic performance | iopcon | | Measured. Discrete values. | R
| Economic performance || iopcon || 1 || Measured. Discrete values. || R
|-
| || igpecon || || Surveyed. Ordinal. 4 values. ||
|-
|-
| | | igpecon | | Surveyed. Ordinal. 4 values. |
|colspan="5"|'''Independent Variables'''
|-
|-
| Independent Variables
| Organizational Development || isuorga || 7 || Surveyed. Ordinal. 4 values. || O
|-
|-
| | Organizational Development | isuorga | | Surveyed. Ordinal. 4 values. | O
| Leadership || isulead || 15 || Surveyed. Ordinal. 4 values. || L
|-
|-
| | Management and Leadership | isulead | | Surveyed. Ordinal. 4 values. | M
| Recruitment || isusele || 7 || Surveyed. Ordinal. 4 values. || S
|-
|-
| | Coaching and Mentoring | isucome | | Surveyed. Ordinal. 4 values. | H
| Coaching || isucome || || Surveyed. Ordinal. 4 values. || G
|-
|-
| | Selection and Recruitment | isusele | | Surveyed. Ordinal. 4 values. | S
| Clinical || isuclin || || Surveyed. Ordinal. 4 values. || N
|-
|-
| | Therapy and Clinical | isuclin | | Surveyed. Ordinal. 4 values. | T
| Entertainment || isuagen || || Surveyed. Ordinal. 4 values. || D
|-
|-
| |Other Uses | isuothe | | Surveyed. Ordinal. 4 values. | Z
| Self and Social Awareness || isucosa || 3 || Surveyed. Ordinal. 4 values. || A
|-
|-
| | Self and Social Awareness | isucosa | | Surveyed. Ordinal. 4 values. | A
| Learning || isuaprt || 4 || Surveyed. Ordinal. 4 values. || F
|-
|-
| | Curiosity and Agency | isuagen | | Surveyed. Ordinal. 4 values. | E
| Language || isucomm || 8 || Surveyed. Ordinal. 4 values. || C
|-
|-
| | Learning and Development | isuaprt | | Surveyed. Ordinal. 4 values. | D
|colspan="5"|'''Antecedent Variables'''
|-
|-
| | Communication and Language | isucomm | | Surveyed. Ordinal. 4 values. | L
| Assessment Technique || isatest || 23 || 3 groups. Surveyed. Ordinal. 3 values. || T
|-
|-
| Antecedent Variables
| User || isapers || 13 || Surveyed. Ordinal. 3 values. || I
|-
|-
| | User | isapers | | Surveyed. Ordinal. 3 values. | U
|rowspan="5"|Environment || isaenvi || 7|| Surveyed. Ordinal. 3 values. || E
|-
|-
| | Assessment Technique | isatest | | 3 groups. Surveyed. Ordinal. 3 values. | T
| iopolig || || Measured. Discrete values in % || E
|-
|-
| | Publisher and Consultant Model | isabuis | | Surveyed. Ordinal. 3 values. | B
| igpolig || 6 || Surveyed. Ordinal. 3 values. || E
|-
|-
| | Environment and Culture | isaenvi | | Surveyed. Ordinal. 3 values. | C
| |supolig || || Composite from igpolig  || E
|-
| igpecon || 1 || Surveyed. Ordinal. 4 values. || E
|-
| Publisher and Consultant || isabuis || 14 || Surveyed. Ordinal. 3 values. || B
|}
|}
=Notes=
[[Category:Notes]]
[[Category:GRI Framework]]

Latest revision as of 04:22, 25 September 2025

Introduction

This document presents the variables and indicators used by the GRI general framework.

Variables and indicators are set after the hypotheses are formulated. The framework helps link the independent variable, the use of assessment techniques, with the dependent variable: the performance. The different variables and their indicators are specified, as well as the relationships between the variables.

Framework’s Schema

The general framework presented below was first built from field research, with an initial focus on the use of personality assessment by managers, and was successfully tested in organizations. It has undergone further corrections and refinements over the years, while enlarging the scope of analyses to other assessments and other uses and users, but keeping the focus on performance and its three types: strategic, social, and economic.

GRI Model detailed variables.png

Variables

The framework includes 16 variables regrouped into three groups: independent, antecedent, and dependent.

  • Independent variables. There are nine of them in two categories:
    • Practical use: "Organizational Development", "Leadership", "Recruitment", "Coaching", "Clinical", and "Entertainment".
    • Abstract Use: "Self and Social Awareness", "Learning", and "Language".
  • Antecedent variables. There are four. "Assessment Technique", "User", "Environment", "Publisher and Consultant (if any)".
  • Dependent variables. There are three. "Strategic", "Social", and "Economic".

The relationship between the variables that seemed the most relevant was translated into hypotheses. The practical and abstract independent variables influence each other without being able to say which of the variables of each of the two groups precedes the other. There is no latency between the two. They are nested[1]. For example, the following relationships were noted:

  • The use in "Leadership", "Recruitment", "Language", "Self and Social Awareness", and "Organizational Development" has the effect of continuing to improve the skills acquired through the "Learning" process. The acquired skills reinforce other uses and the "Language" associated with the assessment technique used to communicate with other users in the company.
  • The use of the assessment technique in "Recruitment" and "Organizational Development" improves "Self and Social Awareness" and "Leadership". "Leadership" will, in turn, foster "Language" use and vice versa. Better quality "Language" to communicate helps in "Leadership."
  • Facilitating the development of "Language" reinforces all other uses, especially in "Learning". In return, the use of "Learning" reinforces the use of the assessment technique’s "Language" in communications.

Other Relationships Between Variables

With the antecedent variables, the characteristics of the "Assessment Technique" are related to the "Publisher and Consultant (if any)." The quality of the results, as well as how the results are learned, favors some users, such as expert practitioners, over operational management.

The relationship between the variables "Environment" and "User" is obvious. "Users" will naturally fit into jobs that answer their aspirations and require their experience and skills. This applies to adaptive profiles as well: some individuals prefer structured environments (High 4), while others enjoy risky environments, such as starting a start-up in emerging markets (Low 4).

Relationships between variables can also be evidenced between "User" and "Environment" on the one hand, and uses in "Organizational Development", "Leadership", and "Recruitment" on the other hand. A relationship between "User" and the "Assessment Technique" exists as well, as some people are tightly bound to the technique they use. Similarly, a relation exists between "Environment" and "Assessment Technique" when a technique is part of a company's culture.

When the assessment technique's use is included in the company's general policies, some uses require consensus at the highest level of the organization. Their implementation and effects can be long-term, require a strategic vision, and involve the company’s leadership and board.

Indicators

The indicators were designed to acquire value through field observations and interviews. They are either objective or subjective. The indicators and their possible values ​​are presented in a separate document.

  • Objective indicators are those that are measured by an objective measurement process that is quantified with or without the help of statistics. With the GRI framework, objective indicators only apply to the Performance variables.
  • Subjective indicators were obtained during the first exploratory phase in the large field. Each indicator is coded and comes with a definition and comments on how its intensity is measured.

The indicator values are gathered through interviews with users of the assessment technique or with people they are in contact with. Values are allocated based on the intensity of use, the significance of the effects, like decisions made as a result of use, the changes enacted in the company's processes or policies and culture, and the impact on individuals and their environment, among other factors.

Additionally, the values given to indicators are affected by the person's conviction, voice tone, and attitudes (enthusiasm, neutrality, weariness, etc.). All these factors are recorded in the test interview report to assign the most accurate indicator values possible. On the other hand, it is not necessary to use a highly detailed graduated scale. Scales with three or four points seem sufficient.

Dependent and Independent Variables' Indicators

The objective indicators of the dependent performance variables are obtained with GRI’s adaptive profiles of the company or team concerned, on the one hand, and by recording economic performance indicators on the other.

The subjective performance indicators and the indicators of the independent variables of use are evaluated on an ordinal scale with four values: very strong (VS), strong (S), low (L), and very low VL). The "average" value is not retained in order to force the assessment into low or high and avoid an overly neutral assessment. A symbol is assigned for each level of value.

Value Level Code
Very strong (intense, very good, excellent, etc.) VS
Strong (frequent, good, etc.) S
Low (opportunistic, infrequent, etc.) L
Very low (rare, non-existent, etc.) VL

Indicators of Antecedent Variables

The indicators of the antecedent variables are measured from field interviews, observations, and other information on users, assessment techniques, publishers, consultants, the environment, including the company and its culture, typically available from the Internet and social media.

The ordinal scale on three values: high (H), intermediate (I), and low (L) allows, unlike the indicators for the dependent and independent variables, a "neutral" intermediate value. Measurements of the lower or upper values are less precise but sufficient. Symbols are assigned according to the values. The indicators of the “Assessment Technique” and the “Publisher and Consultant (if any)” variables are, in principle, relatively stable. Some indicators of the “User” and “Environment” variables may change over the observation period.

Value Level Code
High H
Intermediate I
Low L

Indicators Recap. Table

The names and values ​​taken by the 110 subjective indicators and the four objective indicators of the model are summarized in the following table. The indicators are specified in a separate document.

Variable Names Variable
Name		 Nbr of
Indicators		 Scales Code
Dependent Variables
Strategic Performance iopstra Measured. Discrete values ​​between 0 and 1. P
Social Performance iopsoc Measured. Discrete values ​​between 0 and 1. Q
igpsoc 2 Surveyed. Ordinal. 4 values.
Economic performance iopcon 1 Measured. Discrete values. R
igpecon Surveyed. Ordinal. 4 values.
Independent Variables
Organizational Development isuorga 7 Surveyed. Ordinal. 4 values. O
Leadership isulead 15 Surveyed. Ordinal. 4 values. L
Recruitment isusele 7 Surveyed. Ordinal. 4 values. S
Coaching isucome Surveyed. Ordinal. 4 values. G
Clinical isuclin Surveyed. Ordinal. 4 values. N
Entertainment isuagen Surveyed. Ordinal. 4 values. D
Self and Social Awareness isucosa 3 Surveyed. Ordinal. 4 values. A
Learning isuaprt 4 Surveyed. Ordinal. 4 values. F
Language isucomm 8 Surveyed. Ordinal. 4 values. C
Antecedent Variables
Assessment Technique isatest 23 3 groups. Surveyed. Ordinal. 3 values. T
User isapers 13 Surveyed. Ordinal. 3 values. I
Environment isaenvi 7 Surveyed. Ordinal. 3 values. E
iopolig Measured. Discrete values in % E
igpolig 6 Surveyed. Ordinal. 3 values. E
supolig Composite from igpolig E
igpecon 1 Surveyed. Ordinal. 4 values. E
Publisher and Consultant isabuis 14 Surveyed. Ordinal. 3 values. B

Notes

  1. ↑ Mbengue A., Vandangeon-Derumez I. (1999). Causal analysis and modelling. In R. A. Thietart. Management research methods. p.p. 335-372. Dunod.
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