One of the things Human Resources are constantly battling with is developing and maintaining credibility, especially with the operational functions in organisations. It is a continual background tension that sits behind just about every HR department and every thing they do and contribute.
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- Agent Plausibility or expert relevancy – what is the perceived standing, eminence or reputation of the person or function?
- Content Plausibility – how relevant, coherent, believable, useful, persuasive and novel is the information they are giving me?
- Positive intent evaluation – is the agent plausibility and the content plausibility helping me to achieve my aims?
- Vicarious Experience. Reputation as percieved and transmitted by others. For example reviews and evaluation of the person or function you hear or read based on other peoples experience of you. Stories and rumours are particularly powerful transmitters of agent plausibility.
- Direct experience. This is an individual’s subjective evaluation based on their direct contact with the person, function or products or service in question.
- Relevancy. How closely does this information fit and suit this situation as I see it.
- Coherency. Does the information or the experience with this person or function make sense and does it hang together. Can I understand it?
- Believability. Do I trust what I am hearing or experiencing?
- Usefulness. The information may be correct and I may understand it, but can I actually use it to solve or understand the problem or issue?
- Persuasiveness. Am I convinced,
- By the information
- By the individual
- That I have the ability to use it
- That it could work.
- Novelty. Surprisingly novelty can often be a key factor in content plausibility. The key thing is this new or have I heard all this before? Does it feel like old information or is it something new?
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