Personality Testing

You know your business best - including what makes a successful employee - so you are most qualified to select the assessment(s) that fulfill(s) your specific needs.

Many companies use a standard, “one-size-fits-all” psychological assessment for all positions. Even a quality assessment tool cannot provide specific guidance in all applications. Our personality testing system was designed from the ground up. Rather than use a single general, multi-faceted assessment, we have developed focused assessments that measure a variety of traits relevant to business situations.

You know your business best – including what makes a successful employee – so you are best qualified to select the assessment(s) that fulfill(s) your specific needs.

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Types of Personalities Tests

Antagonistic Behavior

Based on the candidate’s responses, this assessment measures where a candidate or employee is on the scale from passive to aggressive/hostile. Find out about possible harassment and violence potential beforehand.

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The goal of this assessment is to identify where a person is along a continuum from being too soft, giving, and warm to aggressive, easily angered, and ultimately harassing or even prone to violent behavior. Scales that only measure potential harassment or violence (negative end) run a major risk since they are looking for overt behavior that most people do not like to admit or claim. Therefore, if you can get a feel for where a person is located along a scale from very meek to physically aggressive, you have a better sense for the likelihood of socially abusive or antagonistic behavior.

Actually displaying antagonistic behavior is multi-determined but it is realistic to assume that people with higher scores are more likely to exhibit overt abusive behavior. Additionally, since claiming or admitting abusive behavior is not socially desirable, an honesty scale is included to pick up a bias where people may distort the way they really are but claim the opposite.

Note: The first two scales tend to show meekness, the next two show a more assertive/aggressive stance and the next two actually tap into the likelihood (or actual claiming) of abusive behavior.

Antagonistic Behavior TraitSett Definitions

  1. Warmth:
    A genuine interest in others as opposed to an interest in oneself. Genuinely warm people are less likely to exhibit aggressive behavior since their natural inclination is to establish positive relationships with others.
  2. Assertion:
    People who are assertive are more willing to stand up for their views and are not afraid to overtly deal with conflict. This scale is a continuum that runs from passive (much lower likelihood for overt violence) to aggressive (a creator of conflict). Usually lower scorers are less prone to harassing or violent behavior because they dislike conflict. However, they are also subject to being harassed themselves, perhaps leading to a build up of anger and a potential blow up.
  3. Anger:
    Anger is not good or bad since it depends on WHAT you do with it. Some people handle it in a mature way and state they are angry and want to resolve the problem. Other people just become overtly angry, verbally abusive (yelling) or may show physical activity (e.g., throwing things or kicking a chair). The point is that greater feelings of anger lead to greater antagonism.
  4. Suffocate:
    When someone is stressed or frustrated they can become angry (see below). Another defense is to suffocate their feeling toward the person who has been offensive by buttering him up and making sure that everything is okay. Hence, the natural inclination is not to increase any overt hostility (actually avoid overt displays of anger) but to mitigate bad feelings and improve the relationship.
  5. Harrassing:
    When frustrated, did not get his/her way or is irritated at others. Clearly, a person who readily admits this behavior (or tendency toward) probably has a greater likelihood of showing it in difficult/stressful situations.
  6. Violence:
    A highscore on this scale is an admission of tendencies toward overt violent/physical behavior (e.g., grabbing others) or stating that you either enjoy violence or feel it is an appropriate method to deal with frustration. Enjoying violence (e.g., action movies) may not indicate that the person will actually use violence when dealing with others. However, admitting the behavior and feeling it is an appropriate way to deal with stressful relationships certainly increases the odds of overtly violent displays.
  7. Withholding:
    This is really a Bias scale that measures a person’s tendency to give reasonable or realistic responses versus some distorted (e.g., exaggeration or lying) response. Low scores often suggest the person is exaggerating the positive aspects (socially desirable) of their behavior. Therefore they would be UNLIKELY to admit actual tendencies toward abusive behavior. High scores indicate a self-critical approach so the person may be too honest in admitting abusive behavior. Hence, high/low scores cause one to interpret the data either up or down.

Customer Service

Does the candidate have the social skills and interest to treat your customers with respect and resolve their problems? Can he/she help you keep customers?

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This assessment measures personality traits that are essential to the success of individuals in a customer support role. Each of the characteristics below have an impact on the how an individual will perform in a customer service postion. Does the candidate have the social skills and interest to treat your customers with respect and resolve their problems? Can he/she help you keep customers?

Customer Service TraitSett Definitions

 

  1. Warmth:
    A genuine interest in others as opposed to an interest in oneself. Genuinely warm people are less likely to exhibit aggressive behavior since their natural inclination is to establish positive relationships with others.
  2. Extravert:
    A natural inclination to move out into the social world, interact with others and in general enjoy socialization. Not all socialization is productive in a business sense. Indeed, objectives must be established to guide extraverted behavior toward results.
  3. Agreeable:
    Some people love debate and discourse while others enjoy achieving harmony and equanimity. The agreeable person will often compromise their self interest in an effort to meet the needs of others. This is not always a welcome trait in sales but is highly appreciated in customer service and usually forges a positive relationship.
  4. Friendly:
    While extraverts move into the social world, many are interested in exercising social control (sales) or meeting their own needs. Friendly people on the other hand derive satisfaction from the social process (e.g., helping others) itself and are not always driven by an end (e.g., make the sale). In addition, the friendly person is more likely to take the customer’s agenda as the defining aspect of the relationship and feel accomplishment if they can meet that stated need.
  5. Self-Conscious:
    This is a negative in customer relations. This person potentially looks like a strong customer service type but is so concerned about what others think and their internal fear of making mistakes that they often cannot meet anyone’s needs in an ambiguous social setting. As this score increases the person becomes less effective at meeting the needs of others and concentrates on their own concerns.
  6. Self-Sufficiency:
    This is a person who can be extraverted (looks highly social) but they are very focused on meeting their own needs and doing things in their own way, even at the expense of a positive relationship. The extraverted and self-sufficient person is more than likely to impose their own needs first when interacting with others rather than to listen to the needs of the customer.
  7. Relating Dynamic:
    This person is motivated (derives their self-esteem) by helping and giving to others, and measures their sense of self-worth based upon their ability to help others. This person is often not very effective in sales but is very effective in customer service.

Leadership and Management

Does the person have the skills of confidence, dealing with problems in a pro-active way, and positively influencing others? Can that person help you develop and manage your people?

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What makes a good leader and manager often depends on such contextual factors as the organization’s culture, function, sector, industry, and the level of the job position. Management and leadership have different orientations, but both exert an influence over people (usually subordinates) and most positions include a combination of the two. The scales measured in this assessment are applicable to both management and leadership.

Leadership:
The desire to lead, establish direction and assume primary responsibility for establishing the overall directives and objectives. Emphasis is on directing and influencing.

Management:
The desire to manage, develop others and assume responsibility for the overall execution of directives and objectives. Emphasis is on development and resource utilization.

Leadership TraitSett Definitions

  1. Assertion:
    Must be able to identify and resolve conflict. There are always more options than resources to peruse them. In managing there is always the possibility of people conflicts and priority decisions.
  2. Confidence:
    Confidence is a cornerstone of both leadership and management (without arrogance). A leader is confident in establishing a strategic direction. A manager is confident in executing the plan, using resources wisely, and getting work done through others.
  3. Adaptability:
    A leader must adapt to environmental changes with little direction from others. A manager must adjust to differing styles from superiors and be sensitive to the diverse needs of subordinates.
  4. Calm/Patience:
    A leader must sell/enforce the strategic direction and inspire others to embrace a particular direction. A manager must deal with internal demands, limitations of the organization, and the individual abilities/skills/styles of subordinates.
  5. Competence:
    No one likes to be led or managed by a person whom they feel is incompetent. Skill sets are specific (e.g., education, background) but the person must exude competence, take conflict in stride and foster open communication but yet give direction.
  6. Extravert:
    This is a dichotomy where most managers are extraverted (enjoy working with others) and leaders run the gamut from introvert (strong, individual, driven) to extravert (charismatic and inspiring). This variable will define type and style preference when combined with other variables.
  7. Leader Dynamic:
    This person is motivated by exercising control in a social situation and is willing to assume group responsibility for getting things done through others. Their goal is to take charge of a social setting and achieve a social agenda. Usually the Leader is more into social control (higher score for Leader) and the manager has a more diverse orientation, (e.g., relationship oriented, likes to develop/coach/mentor others, seeks structure, loyal to a company).

Ready-To-Work

Is the candidate ready to assume mature work responsibility or does he/she have issues that will hurt your business? Are they happy about working for you?

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The goal of this assessment is to identify how receptive or able a person is to assume the responsibility associated with work. It does not make any moral or demographic judgments about a person but tries to assess potential impediments that may reduce a person’s ability/inclination to work. The barriers may be social in nature and might include unreliable transportation or lack of appropriate home support.

There may be attitudinal issues of either a positive (i.e., work interest) or negative (i.e., work avoidance) bias. Additionally, the person may feel they don’t have the energy or physical attributes needed to withstand work or they might find the work setting ‘too intrusive” because of authority concerns. The assessment goal may be to identify potential limits for either remediation and/or support or it may be used as an adjunct to supplement interviews with the aim to reduce the potential of inappropriate placements.

Ready To Work TraitSett Definitions

  1. Transportation:
    Often many people would like to take on a steady job but a lack of reliable transportation precludes them from experiencing success. This scale measures a person’s access to personal, public, or shared transportation.
  2. Home Life (-):
    Some people are “torn between” family obligations (everything from children to aged parents) and the desire to hold down a job. This scale taps into potential difficulties such as a lack of support at home (e,g., single parent), limited help and other “home demand” issues.
  3. Work Interest (+):
    Some people enjoy work and take pride in their sense of accomplishment and earning their own way. However, others (for both good and bad reasons) may dislike work, find it boring or don’t feel like assuming the responsibility. This scale is designed to address those issues and raise interview questions that can be helpful in clarifying a person’s position on work.
  4. Work Avoidance:
    This scale measures a person’s predisposition to dislike and therefore avoid work. This is in contrast to the Work Interest scale, which ranges from strong interest to neutral (apathetic). Someone with work avoidance issues will actively avoid work rather than just display a passive lack of interest.
  5. Physical Stamina:
    Some people feel they would like to work but for medical, personal or health reasons, they find they just don’t have the energy or commitment required for successful work habits. This is not meant to diagnose any health problems/concerns but is a self-report scale where a person can state they have “stamina concerns” and may not be able to work full time.
  6. Authority Issues:
    Some people enjoy working but the work setting is critical. Many entry level jobs require supervision and clear objectives so the presence of a supervisor and company rules is often the norm. However, some people dislike supervision and external standards. They find this setting objectionable and view such forms of authority negatively. This scale looks at the propensity of a person to have “concerns” with those in a position of authority.
  7. Withholding II:
    This is a Bias scale that measures a person’s tendency to give reasonable or realistic responses versus a “distorted” response. High scores suggest a person may be withholding data about him/herself and may be exaggerating the positive (socially desirable) aspects of their behavior. Low scores can indicate a self-critical approach. Hence, high and low scores cause one to interpret the data either up or down.

Sales Potential

Does the candidate have what it takes to sell your product or services, identify customer needs, and deal with objections? Can that person help you make money?

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The goal of this assessment is to identify people who are socially aggressive, exhibit a take-charge attitude when they would like to influence others, and have the confidence to deal with others when there is social ambiguity and the possibility of rejection. They are usually achievement-oriented, feel responsible for ther own successes, and are often socially demonstrative about their successes. They are not reliant upon others for direction, support, or motivation, but are more internally driven. Often their strong social skills are secondary to their desire to influence others and sell their product. 

Sales is different from CUSTOMER SERVICE. Individuals in customer service positions exhibit a strong motivation to help others and meet the needs of CUSTOMERS as they define them. Salespeople get drive from their PRODUCT (opposed to stated customer needs) and assume that a shopper or client may/may not have an interest in any particular item (making a purchase at that time) but the goal is to help identify their unstated needs and make a sale. The assumption is that if a person is shopping, they are probably interested in purchasing (rather than just looking) so the goal is to meet those expectations even if the customer is indecisive.

 

Sales Orientation TraitSett Definitions

 

  1. Assertion:
    People who are assertive are more willing to stand up for their views and are not afraid to overtly deal with conflict. This scale is a continuum that runs from passive (active avoidance of conflict) to aggressive (potential creator of conflict). Salespeople do not want to create conflict but must not be afraid to deal with objections, indecisiveness or even criticism.
  2. Confidence:
    Those who score high on this scale cannot be shaken in either their confidence (e.g., by rejection) or in the product they represent. They feel confident in their own abilities that they can discern a potential need, show the product benefits, counter the objections and close the sale.
  3. Achievement:
    The primary goal in sales is not to develop relationships but to identify a potential selling opportunity and either move on or achieve results. Therefore, a good sales candidate is less driven by relationships (e.g., customer service) and more by achieving results, i.e. making sales and making money.
  4. Initiative/Risk-taking:
    Sales is not where you wait for something to happen but you take charge of the situation and make it happen. You must have the initiative to step up to a potential opportunity and define a positive outcome. Additionally, since a ‘sale’ may not be the customer’s stated agenda, there is an element of risk/rejection that you must feel at ease dealing with.
  5. Independence:
    Successful salespeople know that sales situations are unique and there are many types of customers and situations. You must be capable of providing your own structure, not be afraid of doing it on your own, and you must have the fortitude and confidence to deal with a lack of social structure.
  6. Egoist Dynamic:
    Someone who scores high on this scale is driven by their confidence because their self-esteem is based on their ability to do something well. They want to be the best at whatever they do and take great personal pride in their success. They are not casual in accepting a mediocre performance but push to personally excel. They are competitive and like to be a winner. They identify with their successes as this often defines who they are (e.g., a very successful salesperson).
  7. Leader Dynamic:
    This person is very motivated by taking control of a social situation and not necessarily by helping others. Their goal is to take charge and achieve their agenda. This does not suggest they are socially offensive but the driver is not for the customer to define the setting but rather to get the customer to make a purchase.

Work Ethic – Integrity

When you hire the candidate will he/she show up, do a good job, and be as concerned about their job as you are? Do they go that extra mile?

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You want to identify people who exhibit what is commonly called a work-ethic or a sense of job responsibility. Such people usually have a strong sense of duty and commitment, are usually ambitious and invest in their job and are conscientious about doing a good job (not because others are watching but because they take pride in what they do). They exhibit a sense of integrity and do what they say they will do? They are not manipulative. They are often well organized. This can be taken too far, however, causing them to become rigid and inflexible.

Ethic Integrity TraitSett Definitions

  1. Withholding:
    This is really a “Bias scale” that measures a person’s tendency to give reasonable or realistic responses versus a “distorted” response. High scores suggest a person may be withholding data about him/herself and may be exaggerating the positive aspects (socially desirable) of their behavior. Low scores can indicate a self-critical approach. Hence, high and low scores cause one to interpret the data either up or down.
  2. Conscientious:
    Focusing on your job is important but some people are so focused and conscientious that they become perfectionists and drive other people crazy. Hence, this can be good and bad. Commitment to one’s work is important for success but “too great a focus” can lead to perfectionist tendencies. That is, you work hard but cannot accomplish a reasonable amount of work because your style “forces you to do every task” in a near perfect fashion.
  3. Achievement:
    People who are achievement oriented usually are better performers. They are serious about their work and “drive themselves” to achieve and do well. However, there is also a downside where they can be so achievement oriented that they run over others, cannot work in teams and make the lives of others difficult (e.g., destructively competitive). In addition, some people “pull out all the stops” to achieve their goals and may take advantage of others, cut corners for faster results or even “bend the truth” in an effort to look impressive to their superiors.
  4. Organized:
    This is another trait that is positive in moderate amounts but potentially negative when carried to extremes. Compulsive people are organized, usually like structure and/or rules, strive to make their work efficient and seek a personal sense of control in their activities.
  5. Manipulative:
    This is a continuum running from forthright and too blunt to clever and potentially manipulative. A moderate score is good but this depends on the position and culture. Greater bluntness can be truthfulness but can also be crass. Lesser bluntness can be political sensitivity but also greater “looking out for one’s own needs.” This variable can influence the appearance of work ethic (e.g., Lows may be too naive. Moderate is okay. Highs may be too deceitful/clever).
  6. Integrity:
    Integrity implies trust but it can also work as a “brake on achievement” where a person who wants to get ahead and beat out the competition “slows down” because he/she feels that it is important to do it in an ethical and reasonable fashion. Ultimately, a superior has to count on not only a subordinate doing the job but also doing the job well and using good judgment. The person with integrity knows how to compromise the sheer volume of work with a quality and ethical job.
  7. Work Ethic:
    A Sense of duty where one takes his/her responsibilities and commitments seriously as opposed to a more casual approach where, “I’ll do what I can but when my shift is over, I am out of here.” People with a strong work ethic (may be ambitious or not) take their job seriously and find it difficult to work in a more casual or informal (“when I get to it”) fashion.

Working With Numbers

Two basic assessments for fundamental numerical ability. One designed for banks and monetary transactions and the other for percentages and discounts found in retail sales.

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These two Personality Tests provide employers a way to measure a person’s ability to work with cash, credit cards, cash registers, or in some other way handle cash and cash-like transactions.

Test 1 focuses on Bank transactions while Test 2 focuses on Retail transactions. Both exercises are composed of twelve arithmetic questions of varying degrees of difficulty that might be appropriate for entry level order takers, tellers and retail clerks.

Working with Numbers TraitSett Definitions

  • Used for tellers, entry level loan clerks, customer service representatives and similar employees. The questions cover:

    • Checks and Deposits
    • Money back transactions
    • Multiple checks with the same or similar amounts (Totals)
    • Withdrawals to avoid a negative balance
    • Reconciling accounts
    • Using judgment in transaction
  • Used for order takers, department store personnel, general retail and similar employees. The questions cover:

    • Multiple items and making change
    • Purchases with discounts
    • Multiple item (e.g., 3 for $5.00) purchasing
    • Discounts alone (e.g., 25% off)
    • Discounts with a threshold (e.g., 25% off with a sale above $100)
    • Calculation of sales tax

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