A Brief Background to PEP (Personal Effectiveness Profile)
Personal Effectiveness Profile was researched in the early 2000s in an attempt to identify the individual antecedents, (or causal factors) of Personal Effectiveness.
Effectiveness was defined as: -
The achievement of personal and business/task goals
Creating mutually rewarding relationships
Coping effectively with change
Adapting to the demands of the individual’s role and business culture of the employer
Psychological health and wellbeing
The results of the research identified 6 factors (which in turn can be further analysed into 17 sub factors) as being responsible for personal effectiveness, irrespective of role, sex, age, education etc.
Of the 6 main factors, 4 have their roots in Emotional Intelligence while 2 are skill/behaviour based.
These 6 factors together form the construct of “Adaptability”. In analyses of over 15,000 PEP reports, Adaptability correlates very highly with on job effectiveness.
PEP Self Assessment
For the past few years a number of clients have been using PEP in self assessment format for both assessment/development centres or as the first step in their development programmes. To date the PEP Self Assessment has been purely a stripped down version of the 360.
Now in response to demands from clients we have developed a new PEP Self Assessment. This includes veracity checks (essential for a Self Assessment Inventory). It is very reliable and would be extremely difficult to manipulate..
The report on its own will be very helpful diagnostic in stress reduction programmes (low productive and high counterproductive scores represent anxiety triggers), for development and assessment centres. It may also be used as part of a battery of selection tests. One NHS trust who helped with the field trials, described the report as “scarily accurate”. They also said that “the report helped generate a lot of questions to ask at interview”.
Used in conjunction with the self development guide it makes an excellent start point for self development, career counselling, coaching contract, leadership development (see note below) etc.
Used in conjunction with the Strategic Profile it will identify the extent to which the individual’s behavioural style approximates to the Organisational Culture needed for the organisation to achieve its strategic objectives. It also demonstrates how well the contribution that the person would make matches the kind of contribution needed by the organisation.
Administration uses our new VLS cloud computing methodology (about which more later) and is extremely simple to use. Data collection is online and reports are available almost instantly after the person clicks the “submit” button (allow between 1 and 10 minutes depending on internet traffic).
PEP and Leadership
As you know, the PEP scale Adaptability was researched to identify those things that make a person effective, irrespective of role. Adaptability correlates highly with on job effectiveness.
Now a paper has been published in the British Psychological Society’s Occupational Psychology journal, which, set out to identify the elements of leadership effectiveness. Based on research on some 60,000 US and UK managers, the researchers confirmed what makes for effective leaders. All of their findings are found in PEP. Summary attached for those who missed it last time.
Prices for PEP Self remain unchanged @ £45.00 + VAT per report or £105.00 + VAT for report and self development guide. Quantity discounts start at 50 units.
PEP and Leadership Effectiveness
This is a summary of a research paper published June 2011 by the British Psychological Society.
The study was conducted among some 60,000 USA and UK managers. It tested 25 traits (personality and intelligence) and states (knowledge and skills) which various theorists had hypothesised to be related to leadership effectiveness. The findings of the research showed that only 4 traits and 7 states were shown to be related to effectiveness.
The results indicate both some traits and some states were consistent predictors of effective leadership. They correspond closely to various PEP Adaptability scales. These are set out in the table below.
The study considered differences between sexes and organisational level. Although there were some differences, they were mild. In other words there are no significant differences between the sexes nor between organisational levels in terms of leadership effectiveness. These findings tally with our PEP findings. We found no significant differences between sexes in terms of style nor in terms of effectiveness. PEP adaptability scores at or above the 75th%ile correlated highly with perceived on job effectiveness. The study found that organisational level was not correlated with effectiveness. In other words, people in more senior roles are not necessarily more effective as leaders than those in less senior roles.
Technical knowledge was not a differentiator, so e.g. accountants are no more or less likely to be effective leaders than say marketing, sales, HR etc. Interestingly, both of these findings confirm our PEP research.
The results are summarised below: -
Differentiating Research Scale (Traits)
Self Confidence & People Skills
Differentiating Research Scale (States)
Interpersonal Skills (Listening, Feedback, Giving Info, Confronting)
People Skills (Active Listening, Giving Information, Confronting, Feedback)
Planning & Organising
Problem Solving, Decision Making, Planning & Organising
Management Skills (Goal Setting, Coaching, Recognition) } Vision, Values, Respect
Refs, Hoffman B. etal, Journal of Occupational Psychology (2011) 84, 347- 381, The British Psychological Society, London