Leveraging Psychometric Assessments: The Case for Growth Mindset in Selection
In the Human Resources function of personnel selection, organisations often rely on traditional measures like General Mental Ability
One such construct gaining attention is the Growth Mindset of Intelligence
According to Carol Dweck, a growth mindset is the belief that one's abilities and intelligence can be developed over time through dedication, effort, and learning from failures and setbacks. Individuals with a growth mindset embrace challenges, persist in the face of obstacles, and see effort as a pathway to mastery. They view criticism as constructive feedback and are inspired by the success of others, rather than feeling threatened by it. In essence, a growth mindset fosters resilience, a love for learning, and a willingness to continuously improve.
Their study investigated whether adopting a growth mindset regarding intelligence could mitigate negative workplace behavior, while also considering the influence of job-related stress. Their findings indicated that individuals who embraced a growth mindset tended to exhibit reduced instances of negative behaviour in the workplace. Moreover, they identified job pressure as a significant factor in this relationship. This suggests that fostering a growth mindset
Negative workplace behaviour not only undermines organisational success but also impacts employee well-being. Recognising the potential of a growth mindset to foster positive workplace behaviour, employers can develop interventions aimed at promoting a culture of continuous improvement. By helping employees perceive intelligence as something that can be developed over time, companies can create a more conducive and supportive work environment for all employees. Here are some key takeaways for practitioners:
1. Understanding the Impact of CWB
CWB poses significant challenges to both organizations and individuals, affecting productivity, morale, and overall workplace culture.
2. Harnessing Growth Mindset
The study underscores the importance of fostering a growth mindset of intelligence among employees. Embracing the belief that abilities can be developed through dedication and effort can empower individuals to navigate challenges effectively.
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3. Addressing Occupational Stress
Job pressure emerged as a key mediator in the relationship between GMI and CWB. Practitioners should prioritize strategies to mitigate stressors in the workplace, providing adequate support and resources to employees.
4. Integrating GMI in Selection Processes
Organizations are encouraged to evaluate candidates' implicit theories of intelligence during the selection process. By assessing GMI alongside traditional measures, employers can identify individuals who are more likely to exhibit adaptive behaviours and contribute positively to the organization.
Incorporating psychometric assessments that encompass constructs like GMI expands the toolkit available to organizations in selecting and developing their workforce. By embracing a holistic approach to talent management, organizations can cultivate a culture of growth, resilience, and productivity.
As the workforce landscape continues to evolve, leveraging insights from research on psychological constructs such as GMI holds immense potential in shaping more effective and harmonious workplaces. Embracing this paradigm shift in selection practices can pave the way for enhanced organizational performance and employee?well-being.
Written by Coen Welsh, managing consultant at Capacity Trust