http://www.greatleadershipbydan.com/2012/01/are-you-managing-or-just-nagging.html

We Survived in Homebuilding by Putting People First – Steve Brooks – Harvard Business Review.

More Companies Go With Online Tests to Fill in the Blanks | workforce.com.

Why Bother with Self-Assessment and Development?

What the NFL teaches us about HR at work – http://www.on.today.com/hNqQfg

Situational Judgment Tests or SJTs can help you to know which candidate is able to think critically and to make the best decisions. They present the test taker with scenarios that are similar to those that they might face in the target job. Each scenario describes a work-related situation and asks the candidate to make a decision or choose the action they would do if they were in that situation. For example, one question might be, “what would you do FIRST or what is the MOST important action to take?”. For each question, candidates are given several possible responses. They must choose the best response which reflects their intended actions and decisions based upon their analysis of the situation. The responses are scored according to a relative level of effectiveness as determined earlier by a Subject Matter Expert (SME) panel. You will know which candidate can think the best and make the best decisions.

The premise that has guided the development of the Tacit Knowledge Inventory for Managers (TKIM) is that the key to effective managerial performance is the acquisition of tacit knowledge—practical know-how—that rarely is expressed openly or taught directly. In everyday language, the meaning of tacit knowledge is captured by the common expressions, “street smarts”, “learning the ropes”, “common sense”, and “knowing what goes without saying”.

The TKIM tool is designed to identify individuals whose “street smarts” indicate the potential for exceptional performance in managerial and executive careers. The tool can be used to guide organizations in the selection of entry-level managers, promotion of first- and second-level leaders to higher ranks, and as a diagnostic tool for training and development.

Situation Awareness (SA) – and Shared Situation Awareness (SSA)

Shared situation awareness can be defined as “the degree to which team members possess the same SA on shared SA requirements” (Endsley & Jones, 1997, p. 47; 2001, p. 48). As implied by this definition, there are information requirements that are relevant to multiple team members. A major part of teamwork involves the area where these SA requirements overlap — the shared SA requirements that exist as a function of the essential interdependency of the team members. In a poorly functioning team, two or more members may have different assessments on these shared SA requirements and thus behave in an uncoordinated or even counter-productive fashion. Yet in a smoothly functioning team, each team member shares a common understanding of what is happening on those SA elements that are common — shared SA.

Welcome,
For our new and existing clients this AIMMblog is your chance to swap ideas and network with other professionals in the areas of human resources, human capital management, talent management, leader and organization development, and Industrial Psychology. We hope that you learn something from the blogging experience and share your knowledge and experiences with others here. You can use this network to ask questions of our AIMM experts and get support from your peers. As always please pass on details of this blog to any of your colleagues who you think might find it useful.

We invite you to visit our business websites—Learning, Hiring, and the AIMM Consulting home page and learn how to transform your business into a world-class organization with world-class performance.