Indicators and Their Measurement

Introduction

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

The framework, its construction, and variables are presented in separate articles.

Independent Variables

(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 factor is very strong or strong and at least one factor 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 factor is very strong and at least two factor are strong, then 'isulead' is strong. If no factor is very strong or strong and at least two factors are low, then 'isulead' is low. In other cases, we will say that 'isulead' is very low.

(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 factor is very strong and at least one factor is strong, then 'isucoch' is strong. If no factor 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.

(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 factor is very strong and at least one factor is strong, then 'isurecr' is strong. If no factor 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.

(C-) 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, treating mental health, 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 factor is very strong and at least one factor is strong, then 'isuclin' is strong. If no factor is very strong or strong and at least one factor is low, then 'isuclin' is low. In other cases, we will say that 'isuclin' is very low.

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

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

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

(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 factor is very strong and at least two factors are strong, then 'isulasi' is strong. If no factor is very strong or strong and at least two factors are low, then 'isulasi' is low. In other cases, we will say that 'isulasi' is very low.

Antecedent Variables

(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 factors 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:

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 'isainst', assessing method

Subvariable of 'isametr', Intrinsic Qualities

Subvariable of 'isaresu', Assessment Results

Subvariable of 'isatheo', Theory and Manual

(U-) User

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

14 indicators enable to 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.

(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.

(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 'isapuco' indicator.

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.

Dependent Variables

(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.

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.

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.