job clues interpretation june2010

Manager’s Guide to Understanding Clues Assessments

Ira S Wolfe800-803-4303

www.super-solutions.com

Copyright 2010. Ira S Wolfe

Success Performance Solutions www.super-solutions.com

Screening Assessments

Screening Tests sift out the “square pegs trying to fit round holes,” the high riskand unqualified candidates saving managers time and resources.

Primarily used for screening through large pools of candidates or entry level workers.


Screening Assessments May Test……

• Attitudes: Will they show? Will they show up on time? Will they steal? Will they come to work stoned? Will they lose their temper easily?

• Absenteeism• Theft• Drug Abuse• Hostility• Computer Abuse• Sexual Harassment


Screening Assessments May Test……

• General Reasoning: How quickly can they learn? How fast can they think on the feet?

• Personality: Are they team player, people oriented, tough minded, conscientious? How do they deal with pressure and stress?


General Reasoning

Personality1. Conscientiousness2. Tough-Minded3. Conventional4. Extroversion5. Stable6. Team

DistortionGood Impression

Library of Benchmarks

• 53 General Positions Templates• Hospitality Clues• Salon Clues• Property Clues• Staffing Clues• Development Clues• Leadership Clues


The General Reasoning scale reveals how quickly people learn and process new information when time is limited. In other words, how quickly can people “get it” and think on their feet.

General Reasoning reveals a person’s capacity to solve problems and to assimilate new information. They indicate how a person thinks, how he or she might visualize solutions and organize information, and how quickly he or she learns when presented data in various ways. They represent the individual’s ability to “catch on” or understand underlying principles and use reason to make judgments.


General Reasoning also tell how challenged – or bored – an individual will be in a job. Individuals who might be overly challenged require longer training periods, more supervision and coaching and tend to make more mistakes or miss deadlines and details when workloads increase or the complexity of the job increases. Individuals who are bored, because the job or responsibilities aren’t complex enough to keep them challenged, may not stay with the position or the company resulting in higher turnover costs.

Note: The General Reasoning scale is NOT an IQ test. Applicants are asked to respond to questions constructed at a basic literacy level in a limited period of time. It’s the restricted time frame that makes the difference. Regardless of education and/or IQ, some people perform tasks accurately and quickly regardless of time restraints while others are more deliberate and/or mull over the choices. With general reasoning, faster is not always better.


Conscientiousness is typically described as reliability, dedication, and readiness to internalize societal norms and values.

Carefree: Carefree people tend to be non-conformist and prefer environments with a lack of structure that permit spontaneity. People with spontaneity are flexible and unpredictable and they work well in changing, challenging situations. When problems arise, they often adopt creative and unorthodox solutions.

Conscientious: Conscientious individuals are neat, tidy and detail-conscious. They tend to prefer working in highly structured environments with clear guidelines. They follow rules and abide by standard practices and procedures so you can always depend on them. They are always well prepared through careful planning.


Carefree Conscientious

• Flexible

• Unpredictable

• Easy-going

• Responsive

• Concerned with the overall picture• Work

well in changing, challenging situations

• Offer creative and unorthodox solutions

• May become uncomfortable when forced

to use analysis for sustained periods

• More likely to act out of the ordinary

• (Combined with high stability, may live by

their own rules)

• Well-organized, deliberate

• Traditional

• Respectful

• May appear straight-laced

• Concerned with rules and high standards

• Follows through on boring routines

• Forward planning

• Well-prepared through careful planning

• Considers all the details

• Dedicated

• Dependable

• May over-analyze or over-complicate

situations


The Tough-Minded Scale measures how an individual interacts with others. Refers to a person being participative, helpful, cooperative, and inclined to interact with others in a harmonious manner.

Agreeable: People who are agreeable are tactful, seeking to avoid controversy and diffuse aggression. They tend to work well with others and are easy-going and obliging. They would rather avoid conflict than confront it.

Direct: Assertive people are outspoken because they know their own minds and are not afraid to say so. They express their views openly and are often seen as oppositional, critical, and argumentative. They seek to be group leaders. They can create conflict through their sometimes controversial and unpopular opinions.


Agreeable Direct

• “Successful if people would just tell

me what to do”

• Passive

• Non-assertive

• Retiring

• Diplomatic

• Tactful

• Avoid conflict and diffuse aggression

• Peacemaker

• Compliant

• Have a difficult time saying no and

setting limits.

• May not speak even if they have

something valuable to contribute

• “Successful if people would just

listen to me”

• Needs to control what’s going on

• Outspoken

• Not afraid to speak their mind

• Seek to lead groups

• Create conflict through their

sometimes controversial and

unpopular opinions

• Aggressive

• May talk too much

• Not afraid to confront others or take

a controversial stand


The Conventional Scale measures how an individual approaches new situations or tasks.

Open to New Experiences: Those people who are open to new experience are often innovators who don’t feel bound by rules and "the way things have always been done." They would rather explore new routes than take the well-traveled path; often viewing established rules, policies and procedures as obstacles to progress.

Conventional: Those with conventional traits will do their work in a meticulous, consistent, and reliable manner. They are trustworthy, structured and intent on doing things "the right way."


Open to New Experiences Conventional

• Open to new experiences

• Always trying to find a better way to do

things

• Casual attitude toward rules

• May view established rules, policies,

and procedures as obstacles to

progress

• May lose focus

• May not stay with a project long enough

to take care of the details or complete

the work

• More likely to think spontaneously

• Approaches to projects may differ each

time

• Rule-bound

• Sticks strictly to rules and policies

• Concerned with moral values

• Meticulous

• Reliable

• Trustworthy

• Structured

• Do things “the right way”

• Pays attention to one thing at a time for

sustained periods

• May suffer from “tunnel vision”


Extroversion refers to a tendency to be sociable, gregarious, outgoing, warmhearted, and talkative.

Introversion – Introverts prefers one’s own company. They are inwardly focused, and reserved. They are quiet and reserved and prefer to stay in the background. Because they speak few words especially with strangers, they are often good listeners.

Extroversion – Extroverts are energized by other people and busy places. They tend to direct their energies toward and are stimulated by external stimuli, including other people in the workplace. They are outgoing and talkative and enjoy being the center of attention.


Introversion Extroversion

• Prefers to stay in the background

• Prefers one’s own company

• Quiet

• Reserved

• Mild-mannered

• Content to be alone in quiet, familiar

surroundings

• Subdued

• Compliant

• Avoids group activity

• Enjoys being the center of attention

• Sociable

• Energetic

• Outgoing

• Talkative

• Enjoys the stimulation of being with

people

• Impulsive

• Seek out people for fun, excitement,

company and stimulation

• High spirited


Emotional stability refers to a person’s overall level of adjustment, resilience, and emotional stability. It measures how an individual approaches setbacks and how resilient he or she is during stressful times.

Sensitive: Sensitive people are more emotional, expressing their own feelings of anxiety, suspicion, guilt and irritability. They are more reactive to pressure and change in their environment. They may be fearful of new people and new situations.

Stress Resistant: Those who are described as stress resistant are generally stable, untroubled and calm. They perform well under conditions of pressure and stress and deal well with rejection. They face problems and unforeseen circumstances without suffering undue stress, remaining relaxed and secure. They are untroubled by criticism.


Emotional Stable

• Sensitive to even subtle interpersonal or

environmental cues

• May have a tendency to be overly reactive

• Easily upset

• Irritable

• Feelings of guilt

• Fearful of new people and new situations

• Lose track of thoughts by focusing on less

relevant thoughts or feelings

• May not be able to keep up with their own

thoughts

• Relaxed

• Calm

• Unruffled

• Not easily worried by people or adverse

events

• Able to leave worries behind

• Untroubled and calm

• Face problems without undue stress

• Self-controlled

• May show little awareness of what is going

on outside of their immediate tasks or

personal world


This is a team-orientation , or independence, scale that measures how an individual works in a team environment and “plays” with others.

Collaborative: Those who collaborate tend to be more cooperative. They are noncompetitive, desiring to make their contributions to achievement as members of a team. They will forego their own success to help others. In fact, they may allow others to win rather than disappoint their opponent.

Competitive: Competitive people strive hard to reach their goals. They are interested in personal achievements and play to win at any cost, sometimes using others to get what they want.


Collaborative Competitive

• Non-competitive

• May shy away from any challenge

• It’s not who wins, but playing that counts

• Make contributions as members of team

• Forego own success to help others

• Team players

• Unconcerned about winning or losing

• Salespeople leave money on the table

• Takes a laissez-faire attitude of

managing others

• May allow others to win

• Puts own success first

• Plays hard to win at any cost

• Keeps score ALWAYS even when

inappropriate

• Second place is the first place for losers

• Interested in personal achievements

• May use others to get what they want

• Does not accept defeat easily

• Managers don’t manage – let people get

away with things

• May keep trying to win even after the

game is over


The Good Impression Scale measures the consistency of responses to the personality questions and provides a dimension of validity for the test results. It gives insight into how straightforward the candidate has been. Social Desirability does not measure an actual personality trait but it indicates possible behavior.

Frank, Candid: When people are overly frank, they have either presented an overly negative picture of themselves or they are lacking in a number of socially acceptable attributes.

Exaggerated, Disguised: When people try to present themselves as overly socially acceptable, they exaggerate their finer qualities. However, there is the possibility that a high Good Impression rating can indicate a truly "good person".

Note: Extreme scores do not invalidate the test results but should alert the recruiter, Human Resource or other hiring manager that more study is warranted. Extreme scores may also be positive indicators or great modesty or impressive virtue.


Three reasons why an individual may score high or low on good impression:

1. Eagerness to create a favorable impression – intentionally or

unintentionally

2. A genuinely good person who is not exaggerating to gain approval, but is

as wonderful as he or she appears.

3. An intentional effect to misrepresent or manipulate.


Score Good Impression Behavior

8-10 You will likely hear them say something like:

“some things are just left better unsaid”

“there’s a time and there’s a place for everything…and now is not the

time.”

May lead up to what they have to say; hint at what is to come

May have exaggerated their good qualities

May truly be paragons of virtue

4-7 Average desire to fit-in and conform to societal norms

1-3 You will likely hear them say something like:

“just saying it as it is”

“just being honest”

May be minimally concerned about social desirability

May be unduly self-critical

Could unwittingly present a negative profile due to excessive modesty


Job Fit Score

Each JobClues report provides a Job Fit score. A “perfect” score (95%) is the result of all of a candidate’s responses falling in the “green” zones.

Each time a candidate’s responses fall into the yellow (caution) or red (high risk) zones, points are deducted based on the validity studies.

Initially the following ranges are recommended to use in assessing a candidate’s fit:

75% or higher – good job fit50% to 70% -- marginal job fitBelow 50% -- high risk


For more information

• Ira S Wolfe• Phone: 800-803-4303• Email:

[email protected]

• Website: www.super-solutions.com


job clues interpretation june2010

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