r&s final report

8/4/2019 R&S Final Report

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ContentsAcknowledgement ......................................................................................................................................................3

Executive Summary ....................................................................................................................................................4

Background .................................................................................................................................................................5

Traits of a psychometric test ......................................................................................................................................5

Traditional psychometric tests ...................................................................................................................................6

16 PF test ................................................................................................................................................................6

MBTI .......................................................................................................................................................................8

Belbin Team Role Inventory ...................................................................................................................................9

DISC...................................................................................................................................................................... 10

Employment Aptitude Tests .................................................................................................................................... 12

Differential Aptitude Tests for Selection (DAT for Selection) .............................................................................. 13

Watson-Glaser Critical Thinking Appraisal (W-GCTA UK) .................................................................................... 15

Ravens Progressive Matrices .............................................................................................................................. 17

Core Abilities Assessment ................................................................................................................................... 18

Criteria Cognitive Aptitude Test (CCAT) .............................................................................................................. 19

The MRAB ............................................................................................................................................................ 21

Criteria Attention Skills Test (CAST) .................................................................................................................... 21

SalesMax Test ...................................................................................................................................................... 22

Case Studies ............................................................................................................................................................. 24

Prevue Assessment Company Dramatically Reduces Turnover ....................................................................... 24

SalesMax Case Study Technology Co. (Corporate) ........................................................................................... 25

References ............................................................................................................................................................... 28


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Acknowledgement

The Team of Anurag, Chhering, Kallol and Niven would like to sincerely extend their thanks to

Prof. Shailendra Singh under whose guidance this review was undertaken and completed.

Prof. Singhs treatment of the subject and the emphasis on the practical understanding of the

concepts of Recruitment and Selection during the course has definitely stirred a great deal of

interest in the subject and has paved the way for clear understanding of the basics of selecting the

right candidate for the job.

The team would also like to thank Prof. Singh and the batch mates from the class for the enriching

discussions on the various Recruiting Strategies and Concepts. The team would also like toacknowledge that this report has been completed after a careful review of the available research

papers on Psychometric tests. Wherever dearth of such papers was felt the team fell back on the

more unorthodox medium of blogs, websites and review of other material accessible over the

internet.

This has been duly acknowledged


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Executive Summary

The group has done a detailed review of various types of psychometric tests that is been used for

recruitment and selection. The personality and aptitude tests which comes under the purview of

psychometric test is used extensively to find the right candidate with right skills. As the job

requirements are becoming more and more diverse and enlarged, the usage of right kind of test is

very necessary.

There are traditional psychometric tests which are still being used by various companies due to

their efficiency in finding the right skills. There are many new researches done to find the right

compatibility between personalities and tests. The various new tests and their usage in finding

various kind of person for various jobs are mentioned in the report. The analysis of reliability and

the validity of the tests are put together to get the better approach in selecting the right test for

recruitment and selection.


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Background

Psychometric tests have been used since the early part of the 20th century and were originally

developed for use in educational psychology. These days, outside of education, you are most likely

to encounter psychometric testing as part of the recruitment or selection process. Tests of thissort are devised by occupational psychologists and their aim is to provide employers with a

reliable method of selecting the most suitable job applicants or candidates for promotion.

Psychometric tests aim to measure attributes like intelligence, aptitude and personality. They

provide a potential employer with an insight into how well you work with other people, how well

you handle stress, and whether you will be able to cope with the intellectual demands of the job.

These tests are mainly used by employers to select right candidates for the folowing purposes

Traits of a psychometric test

A psychometric test should be

Objective: The score must not affected by the testers' beliefs or values

Standardized: Must be administered under controlled conditions


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Reliable: Must minimize and quantify any intrinsic errors

Predictive: Must make an accurate prediction of performance

Non Discriminatory:

Must not disadvantage any group on the basis of gender, culture, ethnicity, etc.Traditional psychometric tests

In this section we discuss about some of the traditional psychometric tests

16 PF MBTI DISC Belbin Team Role

16 PF test

Type:

Personality

Description

This test was developed in the 1940s and refined in the 60s. It attempts to define the basic

underlying personality. It is a questionnaire based test and analysis is done using 16 personality

factors

The 16 factors and their corresponding descriptors are described in below table

Factor Descriptors

A Warmth Reserved Outgoing

B Reasoning Less Intelligent More Intelligent

C Emotional Stability Affected by

feelings

Emotionally stable

E Dominance Humble Assertive

F Liveliness Sober Happy-go-lucky


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G Rule Consciousness Expedient Conscientious

H Social Boldness Shy Venturesome

I Sensitivity Tough-minded Tender-minded

L Vigilance Trusting Suspicious

M Abstractedness Practical Imaginative

N Privateness Straightforward Shrewd

O Apprehension Self-Assured Apprehensive

Q1 Openness to

Change

Conservative Experimenting

Q2 Self-Reliance Group-

dependent

Self-sufficient

Q3 Perfectionism Self-conflict Self-control

Q4 Tension Relaxed Tense

Application areas

Selection Development Executive coaching Teambuilding

Usage

Using all 16 Factors, and a set of descriptions, we can create a pretty accurate picture of someone's

personality. Combinations of factors also give a more detailed picture.

However, absorbing the data from all 16 factors can get complicated, and in recent years a

variation of 16PF called 16PF5 has become more commonplace.

THE 16PF5 MODEL

16PF5 takes the 16 Factors of 16PF and groups them together into 5 overall themes (hence the

name). Clearly there is some overlap between the 16 Factors, but narrowing them down to 5


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Factors give a much sharper picture of the underlying personality. If we want to know what's

behind any one of the 5 Factors we can "zoom in" on the relevant 16 Factors to see what the

drivers are. Some of the 16 appear in more than one of the 5 themes, by the way.

The Five Factors are:

Factor Descriptors

EXTRAVERSION Introverted, socially inhibited Extroverted, socially participative

ANXIETY Low anxiety, unperturbed Easily worried and generally tense

WILL Open minded, receptive to ideas Resolute and determined

INDEPENDENCE Accommodating and selfless Independent and persuasive

SELF CONTROL Free-thinking and impulsive Structured and inhibited

MBTI

Type :

Personality

Description

Jung's typological model regards psychological type as similar to left or right handedness:

individuals are either born with, or develop, certain preferred ways of thinking and acting. The

MBTI sorts some of these psychological differences into four opposite pairs, or dichotomies, with a

resulting 16 possible psychological types. None of these types are better or worse; however,

Briggs and Myers theorized that individuals naturally prefer one overall combination of type

differences. In the same way that writing with the left hand is hard work for a right-hander, so

people tend to find using their opposite psychological preferences more difficult, even if they can

become more proficient (and therefore behaviorally flexible) with practice and development.

Application areas

Individual development Management and leadership development Team building and development Organizational change Improving communication Education and career counseling Relationship counseling


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It should not be used for selections there is no absolute right or wrong in the 16 traits.

Usage

The 16 types are typically referred to by an abbreviation of four lettersthe initial letters of each

of their four type preferences (except in the case of intuition, which uses the abbreviation N to

distinguish it from Introversion). For instance:

ESTJ: extraversion (E), sensing (S), thinking (T), judgment (J)

INFP: introversion (I), intuition (N), feeling (F), perception (P)

Belbin Team Role Inventory

Type:

Personality

Description

It is used to place individuals in their most effective team roles. Categories team under 3 roles:

Action-oriented roles People-oriented roles Cerebral roles

Nine team positions are formed using these roles

Co-coordinator Resource Investigator Team Worker

Shaper Company Worker/ Implementer Completer/ finisher

Plant Monitor/Evaluator Specialist

The Action Group

The Completer Finisher this is the detail person within the team. They have a good eye for

spotting flaws and knowing where the team is in regards to the schedule.

The Implementer this is the practical thinker who can create the systems and processes that will

produce what the team needs.

The Shaper this is the dynamic team member who loves a challenge and thrives under pressure.

This team member possesses the drive to overcome obstacles.


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The Social Group

The Coordinator this team member ensures all members of the team are able to contribute to the

discussions and decisions of the team. Typically mature and confident this member is a good

chairperson that clarifies goals, promotes decision making and delegates well.

The Resource Investigator this team member is the one who networks for the team. Whatever

the team needs this person is the one who is most likely able to get it.

The Team Worker this team member is the glue that holds the team together. They are

concerned about the relationships within the team. This person is a good listener, co-operative

and delegates well.

The Cerebral Group

The Monitor Evaluator this team member is the strategic planner who tries to see all options and

judge them accurately. They use measured analysis and objectivity to keep the team on course.

The Plant this team member is the creative and imaginative member who solves the difficult

problems.

The Specialist this team member brings special knowledge and skills to the team. They are often

single-minded, self-starting and dedicated.

Application

Create balanced working teams:

One Co-coordinator or Shaper (not both) for leader A Plant to stimulate ideas A Monitor/Evaluator to maintain honesty and clarity One or more Implementer, Team worker, Resource investigator or Completer/finisher to

make things happen

DISCType:

Personality

Description

Disc stands for Direct, Influencing, Steady and Compliant behaviors. It was developed in 1920s to

understand why people do what they do. It is a simple questionnaire based evaluation.


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Disc uses four categories of human behavioral styles

"D" for Dominance-Decisive, "I" for Influence "S" for Steadiness or Stability "C" for Compliant, Conscientious, or Cautious

Usage

In the DISC model, the full range of normal human behavior is defined by a circle divided into

quadrants as described below.

Divide a circle in half horizontally. The upper half represents outgoing or fast-paced people. The

lower half represents reserved or slower-paced people. Outgoing people tend to move fast, talkfast, and decide fast. Reserved people tend to speak more slowly and softer than outgoing people

and they generally prefer to consider things thoroughly before making a decision.

The circle can also be divided vertically. The left half represents task-oriented people. The right

half represents people-oriented people. Task-oriented people tend to focus on logic, data, results

and projects. People-oriented people tend to focus on experiences, feelings, relationships, and

interactions with other people.

Combining these two circles completes the model description...


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D: type individuals are outgoing and task-oriented. They tend to be Dominant and Decisive. They

usually focus on results and the bottom-line.

I: type individuals are outgoing and people-oriented. They tend to be inspiring and influencing.

They usually focus on talking and having fun.

S: type individuals are reserved and people-oriented. They tend to be Supportive and Steady. They

usually focus on peace and harmony.

C: type individuals are reserved and task-oriented. They tend to be Cautious and Conscientious.

They usually focus on facts and rules.

Application areas

It is used

As a learning tool For career development Training, coaching and mentoring Organizational development and performance

Employment Aptitude Tests

Cognitive aptitude, sometimes called general intelligence, is the single most accurate predictor of

employee success. Criteria's employment aptitude tests provide you with a rapid and precise way

of measuring the abilities required to succeed in nearly every occupation.


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Research shows that cognitive aptitude tests are the best predictor of job success: twice as

predictive as job interviews, three times as predictive as experience, and four times as predictive

as education level.

Source: Heneman and Judge, Staffing Organizations, 4th ed

Differential Aptitude Tests for Selection (DAT for Selection)

Measure an individual's capacity to succeed in a number of careers

Authors:

George K Bennett, Harold G Seashore and Alexander G Wesman, 1996

Administration:

Individual or Group - 60 to 90 minutes per battery, Paper & Pencil

Scoring:

Hand Scored, Software Scored

Description:

The DAT has a history stretching back to 1947 with its original authors being amongst the most

prestigious names in the history of psychometric test development. The unrivalled developmenthistory of the DATand the accumulated validity data over more than four decades gives this

publication unassailable authority. DAT for Selection builds on previous work carried out by The

Psychological Corporation into reliable and valid measures of individual aptitudes and the results

have seen the development of a shorter battery of tests with new items and UK norms. DAT for

Selection assesses different types of ability, or aptitude, which can be related to success in

different areas of employment. Two separate components are available, the General Abilities


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Battery and the Technical Abilities Battery, reflecting the different aptitudes required for

different areas of employment. The Technical Abilities Battery assesses an individuals relative

strengths and weaknesses across aspects of ability considered key to occupational success.

The General Abilities Battery combines the following tests together:

Verbal Reasoning

How well can you understand ideas expressed in words? How clearly can you think and reason with words?

Numerical Reasoning

How well can you understand ideas expressed in numbers? How clearly can you think and reason with numbers?

Abstract Reasoning

How well can you understand ideas that are not expressed in words or numbers? How well do you think out problems even when there are no words to guide you?

The Technical Abilities Battery combines the following tests together:

Numerical Reasoning

How well can you understand ideas expressed in numbers? How clearly can you think and reason with numbers?

Abstract Reasoning

How well can you understand ideas that are not expressed in words or numbers? How well do you think out problems even when there are no words to guide you?

Mechanical Reasoning

How easily do you grasp the common principles of physics as you see them in everydaylife?

How well do you understand the laws governing simple machinery, tools and bodies inmotion?

Space Relations

How well can you visualise, or form mental pictures of solid objects from looking at flatpaper plans?


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How well can you think in three dimensions?DAT for Selection has been specifically designed for convenience and simplicity of use. Its high

quality format provides for easy administration and enables results to be interpreted quickly and

with confidence. In addition, machine-scorable record forms are available to make scoring even

quicker and more reliable. You can choose to operate this system or through our Bureau Service.

Validity Studies

Strongly correlated with other well-known aptitude tests such as the GATB (r= .62 to .81 fortests intended to tap similar aptitudes) and ASVAB (r=.73 to .79 for tests intended to tap

similar aptitudes)

Shown to predict training success (e.g., r= .46 to .48 for computer programmers) and jobperformance (e.g.,

r

= .24 to .31 for administrative, technical, and engineering employees)for a wide range of occupations

Watson-Glaser Critical Thinking Appraisal (W-GCTA UK)

Measure higher level verbal reasoning abilities

Author/s:

Goodwin Watson and Edward M Glaser, 2002

Administration:

Individual or Group - 40 minutes, Paper & Pencil or On Screen

Scoring:

Hand scored, software scored

Description:

The Watson-Glaser Critical Thinking Appraisal UK (W-GCTAUK) measures abilities that have clear

relevance for the decision-makers in any organisation. This unique test provides an invaluable

assessment strategy for human resource professionals and recruitment specialists involved in the

selection and development of managerial and professional staff.

This industry standard and highly demanding measure has been updated and improved. An

extensive re-norming study with a sample size of over 1500 has produced new UK norms

covering:

Accountancy Security Services Insurance


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Police Services Civil Service Management Consultants

The W-GCTAUK includes problems, statements, arguments and interpretations; processes similar

to those encountered on a daily basis in responsible management roles. Five measures of critical

thinking contribute to W-GCTAUK assessment:

Drawing Inferences Recognising Assumptions Argument Evaluation Deductive Reasoning Logical Interpretation

This test requires consideration of a series of propositions (an inference, an assumption, a

conclusion or an argument) relating to a given statement. The candidate's task is to study each

statement and to evaluate how appropriate or valid these propositions are.

The W-GCTAUK calls for responses to both neutral and controversial items. The controversial

items are designed to arouse attitudes, opinions and biases that can interfere with the ability to

think critically and refer to political, economic and social issues which frequently provoke strong

feelings. Together they provide a broader and more precise assessment of critical thinking skills.

This test needs to be administered in a proctored environment to maintain the integrity of the test.

Reliability and ValidityWatson-Glaser has been extensively validated to provide the most accurate picture available of

critical thinkers.

Reliability of the new Watson-Glaser

Form D Coefficient Alpha = .83 Form E Coefficient Alpha = .81

Validity evidence on the Watson-Glaser

Cognitive ability (e.g., r= .60 with WAIS-IV fluid reasoning composite; n = 49) Occupationalandeducational attainment(e.g., r= .28 with job level; n = 432; r= .33

with education level; n = 581) Job performance (e.g., r= .28 with supervisory ratings of core critical thinking

behaviors; n = 68)

Attitudes or personality preferences related to critical thinking performance (e.g., forthe correlation between Watson-Glaser II Evaluate Arguments and Myers-Briggs

Feeling, r= -.27, n = 60)


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Ravens Progressive Matrices

Identify problem solving and learning abilities across cultures

Author:

J C Raven et al, 1998

Age Range:

Varying age ranges

Administration:

Individual and Group - 40 to 60 minutes, Paper & Pencil

Competency areas:

Problem Identification, Problem Solving, Learning Agility

Description:

Ravens is a leading global non-verbal measure of mental ability, helping to identify individuals

with advanced observation and clear thinking skills who can handle the complexity and ambiguity

of the modern workplace.

Ravens offers information about someone's capacity for analyzing and solving problems, abstract

reasoning, and the ability to learn - and reduces cultural bias with a nonverbal approach.

The Advanced Progressive Matrices (APM):

Suitable for senior management positions and senior professional and technical positions Differentiates between people at the high end of intellectual ability Contains Set I, with 12 problems, used as a practice or screening test Set II, a 36 problem series that is always administered with Set I

The Standard Progressive Matrices (SPM):

Suitable for supervisory/entry level management positions and mid-level positions Contains 60 items, split across 5 sets (A - E)

Validity Studies

Scores correlate highly with other well-respected nonverbal reasoning measures (r= .81with WAIS Matrix Reasoning) and measures of overall mental ability (r= .74 to .84 with

WAIS overall scores)

Abbreviated versions of SPM and APM correlate .97 with the original full-length versions Meta-analyses have consistently shown that mental ability measures like the Raven's

predict job performance better than any other single predictor


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Application Areas

Raven's is an ideal assessment for high-level professional in many audiences:

Global workforces Public sector and military Management Professionals in virtually every position and industry

Core Abilities Assessment

Administration:

15 minutes, Online

Competency areas:

Verbal Reasoning, Numerical Ability, Abstract Reasoning

With more resumes for an average job than ever before, managers don't need more applicants -

they need screening tools to quickly identify the best ones. More effective than a phone screen, the

Core Abilities Assessment measures an individual's verbal, numerical and abstract reasoning skills

- the building blocks for success in any job. The score provides insight into someone's ability to

learn and perform on the job. Let Core Abilities guide you to the applicants who should advance to

the next stage or interview.

Reliability and Validity

The internal consistency reliability estimate for the Core Abilities Assessment total raw score was

.85 in the standardization sample of 314 individuals. This reliability estimate indicates that the

total raw score on the Core Abilities Assessment possesses good internal consistency reliability as

provided in the guidelines of the U.S. Department of Labor (1999) for interpreting a reliability

coefficient.

Content Validity

In an employment setting, evidence of content validity is demonstrated by measuring

competencies that are required for the job. The competencies measured by the Core Abilities

Assessment are required for a broad range of jobs.

Convergent Validity

Evidence of convergent validity is provided when scores on an assessment relate to scores on

other assessments that claim to measure similar traits or constructs. Convergent validity for the

Core Abilities Assessment is supported by correlations among Core Abilities Assessment items

and the DAT for PCA tests that the items were drawn from. These correlations range from .85 to

.90, providing evidence that the abbreviated item sets from the Core Abilities Assessment measure


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the same constructs as the corresponding DAT for PCA full-length tests. All correlations are

significant at the .001 level.

Criterion-Related Validity

Criterion-related validity addresses the inference that individuals who score better on anassessment will be more successful on some criterion of interest. Criterion-related validity for the

Core Abilities Assessment is supported by three lines of research, including validity generalization,

DAT for PCA criterion-related validity studies, and the Core Abilities Assessment standardization

study.

Application Areas

Use the Core Abilities Assessment to screen candidates for entry to mid-level positions across

occupations, including:

Frontline Supervisors and New Managers Office Managers Customer Service personnel

Any entry to mid-level job that requires the candidate to learn new skills quickly in order to

succeed in the workplace will benefit from an efficient screening offered by the Core Abilities

Assessment.

Criteria Cognitive Aptitude Test (CCAT)

Test Description

The Criteria Cognitive Aptitude Test (CCAT) measures an individual's aptitude, or ability to solve

problems, digest and apply information, learn new skills, and think critically. Individuals with high

aptitude are more likely to be quick learners and high performers than are individuals with low

aptitude. The CCAT consists of 50 items; very few people finish all 50 items in the 15 minute time

limit.

Score Reports

Each individual is given a raw score and a percentile ranking. The raw score indicates how many

questions (out of 50) the individual answered correctly, while the percentile ranking is a relative

performance metric that indicates how the individual scored relative to others who have taken the

test.

Aptitude as a Predictor of Performance

Research shows that aptitude is one of the most accurate predictors of job success: twice as

predictive as job interviews, three times as predictive as experience, and four times as predictive

as education level.


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Validity Information

Construct Validity:The CCAT has been shown to be highly correlated to other leading measures of

cognitive aptitude.

Predictive Validity:Various studies have shown that CCAT results correlate significantly with job

performance for a wide variety of jobs, but it is an especially effective predictor of performancefor jobs that require enhanced abilities in the areas of problem-solving, learning, critical

thinking, and verbal and mathematical reasoning.

Standardization Sample

Norms for the CCAT were developed using a sample of 985 individuals. The sample was made up

of working adults aged 18 and older. These individuals were being assessed for employee

selection purposes, and represented a mixture of individuals from over 50 companies whose

current positions included managerial positions, technical services positions, customer service

positions, and sales and sales-related positions.

The mean score for the standardization sample for the CCAT is 24.2, the median score is 24, and

the standard deviation is 8.58.

Mean Scores and Standard Deviations for Various Occupational Samples

Type of Sample N M SD

Applicants for sales associates position at direct marketing company 39 23.1 6.63

Applicants for marketing representative position at direct marketing

company74 25.1 6.63

Applicants for software engineer positions at a technology company 36 25.2 7.35

Incumbent bank tellers at a regional bank 17 22.7 7.52

Incumbent bank/branch managers at a regional bank 18 28.1 7.38

Incumbent auditors at claims recovery company 19 26.4 6.15

Total standardization sample (including all of the above and many

other samples)985 24.2 8.58

Application Areas

CCAT has high predictive validity for:

managerial positions software engineers and other technology workers


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financial analysts, Auditors and many others.

The MRAB

Description

MRAB is one of the most innovative assessment tools in the world. MRAB is a unique battery of

tests created by a research team led by Dr. Stephen Kosslyn (Harvard University).The MRAB, or

MiniCog Rapid Assessment Battery, is a series of nine short web-based exercises that measure a

person's "information processing" functions.

The MRAB differs from traditional "I.Q." tests because it is based on a newer understanding of

cognitive competency that is less narrow than the conventional understanding of what constitutes

"intelligence." The MRAB tests a subject's attention skills, powers of concentration, working

memory, and problem-solving abilities, and can be seen as a kind of "cognitive fitness test,"

The MRAB takes between 25 and 30 minutes to complete.

Application Areas

The MRAB tests a subject's

attention skills, powers of concentration, working memory, and problem-solving abilities;

Collectively these measures provide a measure of a test subject's "brain fitness."

Criteria Attention Skills Test (CAST)

Description

The CAST is a short (9-12 minute) test that measures a person's concentration and ability to

sustain focus on one or more tasks while avoiding distractions. The CAST consists of four of the

subtests of the MRAB (Divided Attention, Selective Attention: Vigilance, and Selective Attention:

Filtering, and Perceptual Reaction Time).

Because of its ability to measure concentration skills, the CAST helps predict employee success ina wide variety of positions ranging from skilled manufacturing jobs to casino gaming dealers to

video surveillance workers.

CAST Details

The CAST consists of four sub-tests: Divided Attention, Selective Attention: Vigilance, Selective

Attention: Filtering, and Perceptual Reaction Time.


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Divided Attention - The Divided Attention test measures a person's ability to "multi-task" or

concentrate on two or more things simultaneously. Divided Attention abilities are necessary in

positions as diverse as restaurant cooks, police officers, pilots, and air traffic controllers.

Examples of jobs for which elevated divided attention abilities are an asset include: cooks in a

restaurant, airline pilots, air traffic controllers, and police officers.

Selective Attention: Vigilance - The Vigilance task measures a person's ability to maintain

concentration on a task for a sustained period of time.

Examples of jobs for which selective attention is important include: drivers, security guards (ex.

video surveillance), surgical technologists, and gaming dealers.

Selective Attention: Filtering - The Filtering Task measures an individual's ability to focus on

important information and ignore irrelevant distractions. Together with the Vigilance Task,

Filtering provides an indication of the test subject's selective attention, the ability to sustain

concentration and ignore distraction-a characteristic important to job performance in a wide

variety of jobs.

Examples of jobs for which selective attention is important include: drivers, security guards (eg

video surveillance), surgical technologists, and gaming dealers.

Perceptual Reaction Time - The perceptual reaction time task measures one of the most basic

cognitive processes: perceptual reaction time, or the speed at which a person recognizes and

responds to a stimulus.

Application Areas: Truck Drivers Light or Delivery Services Security Guards Gaming Dealers Airline Pilots Surgical technologists Police Officers Air Traffic Controllers

SalesMax Test

DescriptionSalesMax is a state-of-the-art, Internet-based pre-employment test that assists and advises in the

selection of candidates for professional sales positions. It predicts performance in the sales job


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SalesMax was designed and validated with top performers and built around a consultative sales

approach. Because it is web-based, it is easy to use in the field and provides immediate testing,

evaluation and reporting, giving you access where and when you want it.

The SalesMax report provides:

Success Index - The probability of the candidate's success in a sales role. Interview Probes - A set of questions designed by psychologists to ensure that personality

gaps identified by the assessment can be verified, so that you don't hire poor sales performers.

Management Suggestions - Recommendations for how to manage the candidates if you takethem on.

SalesMax provides three additional types of information to help evaluate the candidate: Sales Personality - Relatively stable characteristics that do not change easily over time. All are

work-related and have direct applicability to sales positions.

Sales Knowledge - Evaluates the candidate's understanding of effective behaviours andstrategies at key stages of the sales cycle. The emphasis is on consultative and relationship-

oriented sales.

Sales Motivations - The relative strength of eight sources of personal motivation to help tomanage and motivate the candidate, if hired .

Sales personality

SalesMax measures personality characteristics that contribute to an individual's effectiveness in

the sales role.

Energy Level - Enthusiasm, hard work and visible effort Follow-Through - Completes tasks, while following through on commitments Resilience - Able to handle rejection and criticism Responsibility - Serious minded, businesslike and professional Optimism - Positive, optimistic outlook and weathers adversity well Sociability - Outgoing, enjoys client / customer contact Assertiveness - Possesses a confident sales presencePlus three secondary factors to help manage the candidate, if recruited:

Self-Reliance Accommodation Positive View of People

Sales knowledge

SalesMax measures the candidate's knowledge of effective strategies for various sales situations.

Experienced candidates should score well in most of these areas. For the inexperienced or poorly

trained candidate, SalesMax helps target training needs. The sales knowledge areas it evaluates

are:
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Prospecting / Pre-qualifying Probing / Presenting Influencing / Convincing First Meeting / First Impressions Overcoming Objections ClosingSales motivations

The sales motivations section ofSalesMax will help you understand the fit between the candidate's

motivational needs, your management style, and the rewards available in your company. SalesMaxlooks at these motivators:

Recognition / Attention Money Developing Expertise Security / Stability Control Freedom Affiliation Achievement

Application Areas

Used for Sales Positions across various domains like Technology, Insurance, Multimedia etc.

Case Studies

Prevue Assessment Company Dramatically Reduces Turnover

The client in this case was a financial institution specializing in automobile financing and leasing

as well as consumer debt consolidation. The collection department struggled under an employee

turnover rate of 41.4%. This high turnover rate required the company to be recruiting 365 days a

year.

TheNeed

First and foremost the company needed to reduce turnover. At the same time they wanted to hire

consistently better people without increasing their time or cost to hire. The company had tried

several tools and programs to remedy the problem but none had proved successful.
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The Solution

As the first step in developing a hiring solution team worked with the company to identify the

employees who best represented the profile of a top performing Collection Agent. The selected

employees were invited to take the Prevue Assessment (Abilities Test, Motivations and Interest

Survey and Personality Inventory).

At the same time four of the companys best supervisors were invited to complete an online job

survey that asked specific questions regarding the demands and expectations of a collection agent.

Both the testing of the top performing employees and the completion of the job surveys were

administered online using the Prevue Assessment System. Once completed the assessment results

of the job incumbents and the surveys from the supervisors were analyzed to provide a Prevue Job

Fit Benchmark for the collection agent position within this companys unique environment. This

benchmark defined the preferred profile of abilities, interests and personality traits of a collection

agent.

The company implemented a policy to test every applicant and interview only those who

exhibited an 80% match to the benchmark. Further, the hiring manager and her recruiting staff

used the Interview questions provided in the Prevue Selection report to focus quickly on areas

where an applicant might be challenged by the demands of the position.

The Result

This revised screening and interviewing process resulted in reduction of the turnover rate for the

position to 31% in 6 months. After 18 months the collection department had reduced theirturnover to less than 20% and attributed the implementation of the Prevue Assessments System

as one of the major contributors to this success.

SalesMax Case Study Technology Co. (Corporate)

Summary:The data from this study shows that Technology Co. sales professionals who score in the BETTER/ BEST range on the SalesMax Index achieve better overall sales performance:

Candidates who scored BETTER / BEST averaged TWICE as much gross sales profit ascandidates who scored AVOID / OK / GOOD.

Candidates who scored BETTER / BEST achieved 10% higher sales targets that candidates whoscored AVOID / OK / GOOD.


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Case Study

The purpose of this study was to test the predictive ability of SalesMax in Technology Co., which is

a company, involved in relationship-based sales on large-scale technology implementations. A

total of 55 individuals who were hired using the SalesMax survey were included in the sample.

Data was collected on objective sales performance (gross profit and sales targets).

Confirmation of the predictive power of the SalesMax Sales Personality Index

to demonstrate the predictive ability of the Sales Personality Index, the relationship betweengross profit sales performance and the survey results was investigated.Gross Profit

Sales people who scored in the BETTER / BEST categories averaged twice as much in gross profit

sales as those who scored in the AVOID / OKAY / GOOD ranges. (52k vs. 108k)

Gross Profit per day

Sales people who scored in the BETTER / BEST ranges averaged virtually twice as much in gross

profit sales as those who scored in the AVOID / OK / GOOD ranges. (401 vs. 708)


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Percent of Sales Target

While the average percentage of Sales Target met for the whole sample was 60%, sales people

who scored in the BETTER / BEST ranges had a higher percent of goal than those who scored in

the AVOID / OK / GOOD ranges. (53% vs. 63%)


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References

"Introduction to the DISC Human Behavior Model" Squidoo: Welcome to Squidoo. Web. 20 Aug.2011. .http://itmanagersinbox.com/78/the-nine-

belbin-team-roles/ "Myers-Briggs Type Indicator" Wikipedia, the Free Encyclopedia. Web. 21 Aug. 2011.

Pearson Talent Assessment India - Assessment Solutions You Can Trust. Web. 21 Aug. 2011..

"Employment Aptitude Tests, Employee Aptitude Test." Employee Testing, Pre-EmploymentTesting - Criteria. Web. 20 Aug. 2011. .

http://www.criteriacorp.com/solution/ScoreReports/CASTScoreReport.pdf "Wiesen Test of Mechanical Aptitude." Wikipedia, the Free Encyclopedia. Web. 20 Aug. 2011.

.

"Differential Aptitude Tests Are New Genre." Prepare Before Encountering Personality,Aptitude and Intelligence Tests. Web. 20 Aug. 2011. .

"From The Desk Of Rob McKay... Case Study Prevue Assessment Company DramaticallyReduces Turnover." This Web Site Coming Soon. Web. 21 Aug. 2011.

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"SalesMax Psychometric Testing for Sales Recruitment." Sales Recruitment, Sales Training,Salesmax, Psychometric Testing - Increase Sales. Web. 21 Aug. 2011. .
http://www.criteriacorp.com/solution/ScoreReports/CASTScoreReport.pdfhttp://www.criteriacorp.com/solution/ScoreReports/CASTScoreReport.pdf

r&s final report

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