Adrian Furnham | Vistage UK
Speaker Bio

Adrian Furnham

Adrian Furnham was educated at the London School of Economics where he obtained a distinction in an MSc Econ., and at Oxford University where he completed a doctorate (D.Phil) in 1981. He has subsequently earned a D.Sc (1991) and D.Litt (1995) degree. Previously a lecturer in Psychology at Pembroke College, Oxford, he has been Professor of Psychology at University College London since 1992.

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He has lectured widely abroad and held scholarships and visiting professorships at, amongst others, the University of New South Wales, the University of the West Indies, the University of Hong Kong and the University of KwaZulu-Natal. He has also been a Visiting Professor of Management at Henley Management College. He has also been made Adjunct Professor of Management at the Norwegian School of Management. He has written over 1200 scientific papers and 86 books.

Like Noel Coward, he believes work is more fun than fun and considers himself to be a well-adjusted workaholic. He rides a bicycle to work (as he has always done) very early in the morning and does not have a mobile phone. Adrian enjoys writing popular articles, travelling to exotic countries, consulting on real-life problems, arguing at dinner parties and going to the theatre. He hopes never to retire.

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My programmes
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Assessing People at Work

This workshop gives participants an understanding of the history of Psychometrics, the different techniques available and evidence of the validity and usefulness of each technique.

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Assessing People at Work

Overview:

This workshop gives participants an understanding of:

  • The history of Psychometrics.
  • The different techniques available.
  • Evidence of the validity and usefulness of each technique.
  • The difference between selection and development.
  • Cost benefit analyses of spending money on tests.
  • Developments in the field.

Outline:

  • How, when and why we need to assess people at work.
  • The history of assessment of people.
  • What methods are available; from biography to brain scans.
  • Technique selection criteria; validity, cost, practicality generality, acceptability, legality.
  • Selecting IN and selecting OUT; how to define what you want in your staff and what you don’t want.
  • How tests are developed.
  • Personality tests.
  • Ability tests.
  • Limitations of interviews, references and application forms.
  • Selecting high flyers and those with potential.
  • Tests for development.
  • Fashions and fads.
  • Neuroscience and the future of assessment.

The workshop will allow people to complete and score three types of tests. They will also receive a copy of a new book on the topic.

Performance Management Systems

This workshop gives participants an understanding of how widespread the use of Performance Management Systems is, the theory behind them and how to effectively use them.

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Performance Management Systems

Overview:

Performance Management Systems: Why they fail and what to do about it.

This workshop gives participants an understanding of:

  • How widespread the use of PM systems is.
  • The theory behind the systems.
  • How they actually work, with supposed advantages.
  • Why they fail….usually around rating of behaviour.
  • How and when to avoid failure.

 

Outline:

  • Overview of Performance Management Systems.
  • Who uses them and why.
  • Theory behind the system.
  • Discussion of participants’ experience of PM systems and consideration of alternatives.

Exercise: participants rate a local restaurant on various criteria and discuss clarification of criteria for the business environment.

Discussion: on rating and measuring performance: the three rating types and their consequences, and how to improve the ratings.

Exercise: participants rate two people they know on pre-set forms; rating styles and suggestions for improvement are discussed.

Discussion: around 'you can’t manage what you can’t measure'. How to overcome rating problems to ensure reliable and valid data. Suggestions about what can and should be done with performance data ie. Related to variable (bonus) pay, training, promotion etc.

Assessing People at Work

This workshop gives participants an understanding of the history of Psychometrics, the different techniques available and evidence of the validity and usefulness of each technique.

Read more

Assessing People at Work

Overview:

This workshop gives participants an understanding of:

  • The history of Psychometrics.
  • The different techniques available.
  • Evidence of the validity and usefulness of each technique.
  • The difference between selection and development.
  • Cost benefit analyses of spending money on tests.
  • Developments in the field.

Outline:

  • How, when and why we need to assess people at work.
  • The history of assessment of people.
  • What methods are available; from biography to brain scans.
  • Technique selection criteria; validity, cost, practicality generality, acceptability, legality.
  • Selecting IN and selecting OUT; how to define what you want in your staff and what you don’t want.
  • How tests are developed.
  • Personality tests.
  • Ability tests.
  • Limitations of interviews, references and application forms.
  • Selecting high flyers and those with potential.
  • Tests for development.
  • Fashions and fads.
  • Neuroscience and the future of assessment.

The workshop will allow people to complete and score three types of tests. They will also receive a copy of a new book on the topic.

Performance Management Systems

This workshop gives participants an understanding of how widespread the use of Performance Management Systems is, the theory behind them and how to effectively use them.

Read more

Performance Management Systems

Overview:

Performance Management Systems: Why they fail and what to do about it.

This workshop gives participants an understanding of:

  • How widespread the use of PM systems is.
  • The theory behind the systems.
  • How they actually work, with supposed advantages.
  • Why they fail….usually around rating of behaviour.
  • How and when to avoid failure.

 

Outline:

  • Overview of Performance Management Systems.
  • Who uses them and why.
  • Theory behind the system.
  • Discussion of participants’ experience of PM systems and consideration of alternatives.

Exercise: participants rate a local restaurant on various criteria and discuss clarification of criteria for the business environment.

Discussion: on rating and measuring performance: the three rating types and their consequences, and how to improve the ratings.

Exercise: participants rate two people they know on pre-set forms; rating styles and suggestions for improvement are discussed.

Discussion: around 'you can’t manage what you can’t measure'. How to overcome rating problems to ensure reliable and valid data. Suggestions about what can and should be done with performance data ie. Related to variable (bonus) pay, training, promotion etc.

This speaker currently has no keynotes. Please check back soon.

This speaker currently has no retreats. Please check back soon.

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