Sunday, August 16, 2009

People Draft

1. Which of the following is an example of how people analytics are being used by organizations: All are true

2. Which of the following is not true? “Separating skill from chance is…” …equally difficult in all environments.

3. Which of the following is not true? In subsequent periods we would expect their performance to be average.

4. A company designs a training program for underperforming employees. They enroll in the program the employees who received the worst 10% of performance evaluations in a given year. They find that very few of the employees who go through the program are in the bottom 10% of performance evaluations the next year. What can they conclude about their new program? Nothing unless they can compare their performance to similar employees who did not receive the training.

5. Which of the following does not dilute the value of collecting opinions from a number of people (e.g., regarding a performance evaluation or hiring decision)? They evaluated the same materials.

6. Which of the following is not a benefit of the “wisdom of crowds” (i.e., collecting a group of independent opinions) approach to employee-related decisions? People are sensitive to whether opinions are truly independent

7. There are a handful of common mistakes people make when trying to separate skill from chance. Which of the following is not one of those mistakes? Loss aversion

8. Which of the following mistakes is not implied by the “Law of Small Numbers”, the tendency to believe that small samples closely match the underlying conditions. Believing employees are more different from each other than they actually are

9. A firm is evaluating the performance of two managers running a summer training program. One manager is in a large division with over 100 trainees, while the other is in a small division with only 15 trainees. What is one principle the firm should use in its evaluation? Expect more volatility from the small group.

10. An organization contracts with software developers to produce apps for clients. The organization is paid in part by how well the app sells in the marketplace. Historically they have evaluated their developers primarily by this same outcome measure, how well the apps sell. The organization is considering adding process measures to the performance evaluation, e.g., time to completion, quality of code, coordination with other developers, client satisfaction. Which of the following is not a reason the firm should include these process measures in employee performance evaluations? Developer performance on the process measures is likely more persistent – good or bad – than it is on the outcome measures.


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