Variables and Indicators

Introduction

This document presents the variables and indicators used by the GRI model. 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

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.

Variables

The model includes 17 variables regrouped into three groups: independent, antecedent, and dependent.

• Independent variables. There are ten of them in two categories:
  • Practical use: "Organizational Development", "Management and Leadership", "Coaching and Mentoring", "Selection and Recruitment", "Therapy and Clinical", "Other Uses".
  • Abstract Use: "Self and Social Awareness", "Curiosity and Agency", "Learning and Development", and "Communication and Language".
• Antecedent variables. There are four. "Assessment Technique", "User", "Environment and Culture", "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. 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 of the assessment technique in "Selection" and "Organization" improves "Self and Social Awareness" and "Leadership. "Leadership" will, in turn, foster "Communication" and vice versa. Better "Communication" helps in "Leadership Development."
• Facilitating "Communication" reinforces all other uses, especially in "Learning". In return, the use of "Learning" reinforces the use of the assessment technique’s "Language" in "Communication".

Other Relationships Between Variables

With the antecedent variables, the characteristics of the "Assessment Technique" are related to the "Business Model of 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 Culture" 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 and Culture" on the one hand, and uses in "Organizational Development", "Management and Leadership", and "Selection and Recruitment" on the other hand. A relationship between "Users" 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 Culture" 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 model, 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 method 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.

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.

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 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 ordinal scale on three values: low, intermediate, and high, 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 Model” variables are, in principle, stable. Some indicators of the “User” and “Environment” variables may change over the observation period:

Value Level	Code
Low	L
Intermediate	I
High	H

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		Surveyed. Ordinal. 4 values.
Economic performance	iopcon		Measured. Discrete values.	R
	igpecon		Surveyed. Ordinal. 4 values.
Independent Variables
Organizational Development	isuorga		Surveyed. Ordinal. 4 values.	O
Management and Leadership	isulead		Surveyed. Ordinal. 4 values.	M
Coaching and Mentoring	isucome		Surveyed. Ordinal. 4 values.	H
Selection and Recruitment	isusele		Surveyed. Ordinal. 4 values.	S
Therapy and Clinical	isuclin		Surveyed. Ordinal. 4 values.	T
Other Uses	isuothe		Surveyed. Ordinal. 4 values.	Z
Self and Social Awareness	isucosa		Surveyed. Ordinal. 4 values.	A
Curiosity and Agency	isuagen		Surveyed. Ordinal. 4 values.	E
Learning and Development	isuaprt		Surveyed. Ordinal. 4 values.	D
Communication and Language	isucomm		Surveyed. Ordinal. 4 values.	L
Antecedent Variables
User	isapers		Surveyed. Ordinal. 3 values.	U
Assessment Technique	isatest		3 groups. Surveyed. Ordinal. 3 values.	T
Publisher and Consultant Model	isabuis		Surveyed. Ordinal. 3 values.	B
Environment and Culture	isaenvi		Surveyed. Ordinal. 3 values.	C