2Brief Company History In business for over forty-seven years Originally comprised of staff psychologists who interviewed and evaluated applicantsDeveloped 1st written assessment to incorporate mental aptitudes & personality dimensionsFirst assessment to use concurrently validated hiring patterns based on client’s successful peopleDeveloped technology leading to today’s advanced computerized & internet accessible instrumentsPatent pending on e-Employment Center: 1st applicant tracking system to legally define applicant status
3The AchieverThe Achiever has been validated by construct validation in accordance with federal standards and procedures.Although validated against the MMPI and 16 PF, both considered to be the premier psychological exams of today, The Achiever is not a psychological test itself.The Achiever is, by definition, a personality assessment, therefore admissible by the ADA.
4And Remember. . . The intent of the assessment is to ensure job-fit The assessment should not constitute more than 1/3 of the hiring decision
5Understanding Stanine Scoring Bell Curve23% % %AverageGeneral Population66%DesirablePattern based on top performers123456789123456789
6Quick Check. . . X When an applicant scores outside of the Average PatternWhen an applicant scores outside of thedesirable range in more than 6 of thedimensions it may imply a non-fit for theposition in question.1X3456789
7Interpretations Mental Aptitudes Personality Dimensions Numbers highlighted in RED represent extreme scores.
8Mental Acuity How quickly the individual learns Ability to think conceptuallyAbility to solve problemsAbility to project and anticipate
16Numerical Perception Ability to work accurately with numbers Skill with detail workRapid visual acuity when dealing with numbers & symbols.
17Numerical Perception 1 2 3 4 5 6 7 8 9 Good visual accuracy Poor detail orientationError proneTransposes numbersSlow number processingPossible visual problemGood visual accuracyDetail orientedQuick with numbersSuperior number & detail recognition
18Mechanical Interest Desire to understand how things work Willingness to learn technical languageFacility with office equipment
19Mechanical Interest 1 2 3 4 5 6 7 8 9 Cannot grasp technical functions No interest in how officeequipment worksCalls repairperson 1stTechnically / Mechanically inclinedAble to learn / sell / maintain tech products & office equipment
20Energy Energy level Level of internalized nervous tension Degree of stressAmount of physical activity necessary for comfort
21Energy 1 2 3 4 5 6 7 8 9 Action-oriented Restless Easily distracted Short attention spanEasily frustratedInternalizes stressVents angerCalmProcrastinatesDifficult to motivateSlow to actPrefers repetitive functionsReluctant decision maker
22FlexibilityExtent to which actions are based on precedent, rules, policiesFlexibility regarding changeHow much structure is requiredDegree of reliability and consistency
23Flexibility 1 2 3 4 5 6 7 8 9 Predictable Innovative thinking Rule orientedDependable / ReliableAdheres to proceduresHates changeInflexibleReluctant to make decisionsInnovative thinkingQuick decision-makerThinks ‘outside of the box’InconsistentPoor self-correctionToo expedient / Cuts cornersApplies personal judgment
24Organization Need for order and planning Organizational habits Time managementAbility to multi-task
25Organization 1 2 3 4 5 6 7 8 9 Spontaneous Thrives on variety Enjoys multi-taskingOver-commits timeLikely to be latePoorly preparedMessyPredictableNeat and orderlyPrefers routine proceduresSingle task orientationNeeds a plan in placeExtreme time-managementCannot deviate from plan
26Communications Need for social interaction Ability to focus when listeningCommunication style
27Communication 1 2 3 4 5 6 7 8 9 Quiet Distant Good listener Detail orientedWorks well alonePoor communicatorLimited social circleTalkativeOften funnyPeople-personUsually well-likedPoor listening skillsInterrupts others at workCannot work alone
28Emotional Development Sense of UrgencyAbility to adjust to emotional stressLevel of goal-orientationLevel of self-esteemAge impacted
29Emotional Development 123456789Eager / Action orientedStrong sense of urgencyImpatient / DemandingNeeds to prove oneselfBlames others / VolatileLow ego strengthImmature control of emotionsWell-likedEasy-going / Laid-backHandles stress very wellTolerant and patientNot action orientedLacks sense of urgencyNot motivated or driven
30Assertiveness Need to control situations Level of authority desired Decision-making styleAttitude towards confrontation
32Competitiveness Team compatibility Response to incentives Need for individual achievementRelationship orientation
33Competitiveness 1 2 3 4 5 6 7 8 9 Well-liked Team oriented Fears comparisonsNot incentive-drivenCannot drive the teamDoesn’t like to keep scoreNurtures work-relationships“Winner” vs “Loser” viewEnjoys sales environmentMotivated by incentivesLikes a challengeSelf-absorbedIndividualistNot relationship-oriented
35Mental Toughness 1 2 3 4 5 6 7 8 9 Sensitive Highly objective NurturingIncline to the artsThin-skinnedEasily discouragedFears criticismProne to absenteeismHighly objectiveLikes direct feedbackRuggedTakes rejection wellInsensitiveLacks empathyBlunt and direct
36Questioning/Probing Skill Questioning ability & need for the factsDegree of shrewdnessLevel of trust in othersNeed to analyze motives of others
37Questioning/Probing 1 2 3 4 5 6 7 8 9 Trusting Shrewd Easy to get along withRelies on hopeGullibleFrequently blindsidedAccepts things at face valueShrewdInquisitiveProbes motivesSuspiciousAppears to distrust othersHighly challenging
38Motivation Need for recognition Levels of risk-taking Need for challenges
39Motivation 1 2 3 4 5 6 7 8 9 Loyal Serious Opposes risk Hates change Clings to the pastSecurity motivatedOptimisticAmbitiousPushes for changeRisk/growth orientedTurn-over riskMotivated by status/reward
40DistortionMeasures the extent to which individuals attempt to present themselves in a favorable light regarding conformity, self-control or moral values.Undesirably high scores often result from over-analysis of the questions, and the individual’s need to look for the hidden meaning.
41EquivocationMeasures how many times the person chose the equivocal or neutral responses.Indicates the ability to commit to an opinion or viewpoint.The willingness to follow directions.Online version requires compliance
42CorrelationsCorrelations occur when an Aptitude and its characteristics, or a Dimension and its behavior, combine with one or more other Dimensions to produce a third behavior. Correlations only develop when the Aptitudes or Dimensions are in the extreme Stanine scores. Correlations can:Compensate for behaviorsEnhance or intensify behaviorsRe-enforce behaviorsCreate a new behavior
43Correlations - Examples High Mental Acuity compensates for low OrganizationHigh Flexibility re-enforces structure of high OrganizationHigh Mental Acuity enhances innovation of low FlexibilityLow Flexibility enhances creativity of low Mental ToughnessLow Mental Toughness tones down high AssertivenessHigh Competitiveness re-enforces dominance of high AssertivenessLow Flexibility & high Competitiveness leads to ‘cheating’High Organization compensates for lower Mental AcuityHigh Energy score re-enforces lack of motivation of highEmotional DevelopmentMid-range in Energy and Emotional Development = Drive+ Add high Assertiveness and Motivation to Drive = Ambition