FAQs about SAQs

How much do the SAQs cost?

The price depends on the number of users and the number of SAQs your company decides it needs. The minimum order is normally for 50 users, each with access to one SAQ. Alternatively, you can purchase access to whole series of SAQs (e.g., the 33 SAQs that make up the Behaviour Series) for 50, hundreds or 1000’s of users. What we suggest is that you try them out first by contacting Bridge-Learning to ask for a free online trial of the SAQs. Then we will be happy to quote for different quantities, based on your requirements. You will be surprised at how reasonable the prices are – we are talking about pence per person per SAQ, not pounds!

Do the SAQs have any theoretical underpinning?

Yes, the SAQs are heavily influenced by two major theories or schools of thought.

Firstly, the deliberate emphasis placed on observable behaviours springs directly from the Behaviourist camp. The assumption is that, whilst peoples’ performance at work is clearly caused by many interrelated factors, the crucial ingredient is how people actually behave – the things they say and do in the course of carrying out their responsibilities. It is their behaviour that has an immediate impact on the behaviour of other people (customers for example) and on the results they achieve.

The second major influence is the ‘Self-Directed’ movement (there are some variations on this theme such as self-directed learning and self-managed learning). Basically, the argument is that each individual needs to take responsibility for their general wellbeing, growth and development, simply because no one else, however helpful, can do it for them. This is why the development tools are primarily designed to help individuals take stock of their current capabilities and to decide what steps to take to enhance their performance.

This emphasis on the ‘self’ is, however, in an organisational context. In other words, the overall purpose of the development tools is to give organisations a practical way to help their people improve their performance and, ultimately, the performance of the whole organisation.

What are Peter Honey’s credentials when it comes to producing development tools?

Peter is a Chartered Psychologist with over 35 years experience working as a consultant in a broad cross-section of organisations. In the early seventies he collaborated with Neil Rackham (of SPIN fame) and made extensive use of behaviour analysis techniques as part of an interactive skills programme. In 1982 he produced (with Dr Alan Mumford) the Learning Styles Questionnaire which a recent MORI poll found to be the most widely used diagnostic in the UK.

Over the years he has created numerous self-assessment questionnaires on a variety of learning and behavioural topics. In 1993 he published twenty-one questionnaires in a best selling manual covering such topics as assertiveness, behaviour styles, creative thinking, teamwork and solving people-problems. More recently he has concentrated on producing web based questionnaires and development tools.

Are the SAQs ‘proper’ psychometrics?

No, it is better to think of them as checklists of behaviours that help people to review what they do often and less often in the course of their work. Psychometrics tend to delve deeper into peoples’ personalities and to be used by third parties to make decisions about, for example, whether to select someone for a particular post or whether to promote someone.

The Peter Honey SAQs, on the other hand, are purely designed to help people develop the capabilities that will make them more effective at work. They are not for selection or promotion. The reliability and validity of the development tools is totally in the hands of the individual. If they respond honestly then the result is valid. If they choose to cheat, then they have only cheated themselves – and spoilt a development opportunity.

Can the SAQs be used as feedback tools?

Yes, many of the questionnaires have a 360-degree feedback option, making it easy for an individual to find out how other people (colleagues, direct reports, bosses) perceive their behaviour. Different perceptions can then be placed side by side and explored before reaching decisions about development needs.

Why are the items in the SAQs restricted to positive behaviours?

Because it is more helpful than dwelling, gloomily, on negatives! It also makes it more likely that people will respond honestly since they are never asked to admit to something ‘bad’. Sometimes questionnaires have a mixture of positives and negatives, but the Peter Honey SAQs avoid this because it is confusing to chop and change between positive and negative items (double negatives are just one of the perils!).

Why are people asked to use a frequency scale?

Again, people feel less threatened if they are asked how often they use a behaviour than if they are asked how good (or bad) they are at a behaviour. A simple frequency scale makes it more likely they will be honest with themselves.

How was the decision taken as to which competencies to include?

Peter Honey, together with his in-house team, investigated all the lists of competencies that had been previously published and identified the common denominators, in other words, the core competencies that came up again and again in different lists. They then decided what they would call these core competencies and finalised the labels and the definitions. A conscious decision was made to stick to the so-called ‘soft’ competencies (behaviour again!) and not to include any ‘technical’ competencies or any that were specific to a particular sector.

How are the questionnaires scored?

This is done automatically - no one needs a calculator! The scoring is straightforward – items marked ‘often’ get 4 points, ‘sometimes’ get 3 points, ‘rarely’ get 2 points and ‘never’ gets 1 point. The raw scores are then put in context by comparing them with ‘norms’ based cumulatively on the scores of everyone who has completed that particular questionnaire. This helps people to see how they compare with others – higher, lower or the same as the middle 50 per cent. The scores are, therefore, relative and attract different weightings.

Why are development suggestions offered in addition to the scores?

Because the SAQs aim to do everything possible to help people to see what they can do to improve their performance. Each item in every questionnaire has a suggestion for action. That gives a grand total of 1,393 ready-made suggestions! The whole idea is to provide people with action-oriented ideas that they can convert into a personal development plan that is feasible in the light of their current circumstances. Most people find it a struggle to think of what to put in a development plan. The suggestions are designed to make this much easier than it would be starting with a blank piece of paper.

What if people find unfamiliar words in their report?

Peter Honey and his development team have done their best to avoid jargon, but inevitably they may have used some words that need clarification. This is why they have built in an online glossary where people can click on highlighted words and immediately receive extra information or explanation.