Overcoming the Paradox of Measuring Self‐Awareness Development by Focusing on Outcomes

Abstract

Many HRD interventions aim to enhance self‐awareness to shape employee behavior, to develop skills, or as a performance‐related outcome. But measuring this development faces significant metacognitive challenges: self‐awareness changes when one's attention is directed to it, and self‐report relies on accurate self‐awareness. To address this issue, we develop a measure of outcomes associated with self‐awareness development and test its internal and external validity. In study 1, datasets from six countries ( N = 1164) were collated from users of a previous self‐awareness outcomes (SAO) questionnaire. Factor analysis was used to reduce the original item set and identify two latent variable dimensions (balanced awareness and emotional challenges). In study 2 ( N = 442), these dimensions and a third work‐focused subscale were evaluated using CFA. Subsequently, regression analyses tested the relationships between SAOs and self‐awareness building processes and practices. In addition, the dimensions were found to account for well‐being after controlling for Big Five personality traits: emotional challenges were associated with reduced well‐being, while balanced awareness and work reflection were associated with higher well‐being. By indexing distinct outcomes associated with self‐awareness development, this measure addresses the metacognitive challenge of assessing self‐awareness and can be used to evaluate and demonstrate the effectiveness of a range of HRD interventions that rely on improved self‐awareness. In addition, it highlights the importance of supporting employees through the emotional challenges of the self‐awareness journey.