This paper proposes and showcases a methodology to develop an observational behavior assessment instrument to assess psychological competencies of police officers. We outline a step-by-step methodology for police organizations to measure and evaluate behavior in a meaningful way to assess these competencies. We illustrate the proposed methodology with a practical example. We posit that direct behavioral observation can be key in measuring the expression of psychological competence in practice, and that psychological competence in practice is what police organizations should care about. We hope this paper offers police organizations a methodology to perform scientifically informed observational behavior assessment of their police officers’ psychological competencies and inspires additional research efforts into this important area.
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Abstract To add value to the organization, an Enterprise Architecture Management (EAM) function should be able to realize its goals in line with the corporate strategy. In this paper *, we propose the Enterprise Architecture Realization Scorecard (EARS) and an accompanying method to discover the strengths and weaknesses in the realization process of an EAM function. During an assessment, representative EA goals are selected, and for each goal, the results, delivered during the different stages of the realization process, are identified, examined and scored. The outcome of an assessment is a numerical EARScorecard, supplemented with a description of the strengths and weaknesses of the EA realization process, and recommendations. To evaluate and improve the assessment instrument, the EARScorecard was used in various organizations. An assessment case is discussed in depth to illustrate the use of the instrument.
Introduction: Digital technologies , such as big AI and cloud computing are driving digital transformation (DT) in organizations. The World Economic Forum ( reports that over 75% of organizations plan to adopt these technologies within five years, leading to a skills disruption as employees lack the necessary skills for DT. HRM departments are responsible for preparing their workforce for DT through reand upskilling initiatives (Ivaldi et al., 2022; Vereycken et al., To adapt HRM’s strategic talent management for tailored re and upskilling, insight is needed in workforce DT skills mastery. The objective of this study is to develop a validated instrument for measuring workforce DT skills mastery, building upon the Digital Transformations Skills Framework ( (Bouwmans et al., 2022, 2024). The instrument is a self assessment tool, allowing individuals to evaluate their proficiency across various skill dimensions.
