PeopleFactors Assessments
Did you know that 43% of managers do not feel their organizations have the right people to meet their business objectives? How do your managers feel about your business?
Correcting poor recruitment and hiring decisions often goes beyond the obvious costs of replacing inadequate employees and repairing their poor work; better candidates may well have been overlooked and hired by rival organizations with personnel recruitment practices far superior to your business.
Making the right decision the first time, and every time, doesn’t have to be such a guessing game.
Does Your Candidate Have What It Takes?
As an industry leader for over 30 years, here at PeopleFactors we’ve developed a Leadership Assessment that accurately predicts whether an individual will struggle or succeed in any given role. It’s like a solid gold guarantee for every candidate; no more relying on a gut feeling.
Our Assessment Types
The benefit of our assessments here at PeopleFactors, unlike every other assessment tool on the market, is our ability to use information from a wide range of assessment types in order to get a well-rounded view of a candidate.
Click the sections below to learn about each type of assessment we use and how they work in finding you the best people for your organisation.
Personality • Ability • Skills & Knowledge • Attitude & Style • Interviews • Case Studies
Personality Questionnaires
Personality tests are a key way of helping us to predict how someone will perform in a job. A personality test is an online questionnaire that is designed to reveal aspects of a person’s character or psychological makeup. By using standardised questions that compare your answers to thousands of other people’s answers, these questionnaires provide far greater reliability than regular techniques such as interviews.
At PeopleFactors we use two personality questionnaires:
PI-15, The Personality Indicator
60 questions – untimed (approx. 20 minutes)
Online, available in 20 languages
PeopleFactors’ own 15-factor personality analysis gives an insight into the individual’s personality traits and likely behaviour in the job role. The results indicate the likely behavioural patterns shown when working on their own or when interacting with others. It also indicates those situations that the person copes with easily and those where they are less comfortable.
Overview of Personality Tests
There are no right or wrong personalities as such, although there are strength and weakness implications for particular work situations. For example some personalities require variety and stimulation whilst others are more comfortable working in steady and calm environments. People are able to develop skills and strategies for making the most of their strengths and minimising their difficulties through education and experience. A personality questionnaire does not measure such acquired knowledge, rather it measures people’s predisposition to behave in specific ways. This is why PeopleFactors’ leadership assessment incorporates additional insight to develop a fully rounded picture of a person.
Modern personality tests started to be used for personnel selection in the 1920’s and 30’s, particularly in the armed forces. By the 1950’s they were commonly found in commercial organisations. Personality tests have since found application in a wide range of situations, from employee selection, to team development and executive coaching.
History & Development
When 19th century techniques such as phrenology and graphology proved ineffective, pioneering psychologists began looking at alternative methods. At the beginning of the 20th century Louis Leon Thurstone, building on previous work by Sir Francis Galton, developed a comprehensive list of English language adjectives that describe personality. By asking 1300 people to score how similar they were to each adjective, and then factor analysing the responses, Thurstone devised one of the first effective personality tests. The Thurstone Temperement Schedule was published in 1930 and was in use throughout the United States for many years.
In the 1940’s Raymond Cattell applied the same approach, but with the help of one of the first computer’s in the US, the ILLIAC I to factor-analyse hundreds of measures of everyday behaviors to find the fundamental traits behind them. His research led to the development of a rich and effective model of personality with 16 primary factors and 5 secondary factors, now known as the Big Five.
Ability Tests
Ability tests, also known as aptitude tests, are one of the most powerful predictors of future work performance. They measure thinking capabilities such as reasoning, perception, verbal and mathematical ability, and problem solving. Ability tests are standardised tests that compare how well you perform to thousands of other people’s scores. People who score well on ability tests generally learn faster and find it easier to deal with complex information.
At PeopleFactors we use a family of ability tests that cover a range of thinking skills. For Bronze Assessments, we use the S-GRIT, for Silver and Gold assessments we use the longer GRIT.
S-GRIT, The Standard General Reasoning International Test
30 questions – 15 minutes
Online, available in 24 languages
The S-GRIT test is designed to assess the ability to understand and manipulate words and numbers as well as the ability to use and visualise shapes and diagrams. These general reasoning abilities are indicative of the ease with which a person will learn new skills and concepts. It is a measure of basic ability and potential to learn, not a measure of current knowledge. Performance in this test is unlikely to improve significantly through training or practice.
GRIT, The General Reasoning International Test
45 questions – 30 minutes
Online, available in 23 languages
The GRIT test is designed to assess the ability to understand and manipulate words and numbers as well as the ability to use and visualise shapes and diagrams. These general reasoning abilities are indicative of the ease with which a person will learn new skills and concepts. It is a measure of basic ability and potential to learn, not a measure of current knowledge. Performance in this test is unlikely to improve significantly through training or practice.
Overview of Cognitive Ability Tests
Cognitive ability tests contain problem solving questions with wrong and right answers. Frank Schmidt and John Hunter, two very notable psychologists, analysed all of the studies and research on personnel selection methods performed throughout the Twentieth Century. They determined that cognitive ability is the single best predictor of job performance. However they also found that if cognitive ability measures are combined with other measures, then the prediction can be further improved. This is why PeopleFactors’ leadership assessment incorporates additional questionnaires to develop a fully rounded picture of a person.
Ability tests were originally designed for use in schools but have subsequently found many applications in the workplace.
History and development
The first effective intelligence test was devised in 1905 by French psychologist Alfred Binet and his colleague Théodore Simon. The Binet-Simon test focused on verbal abilities and was designed for use in French schools. A US version, the Stanford-Binet Intelligence Scales published in 1916, became the most popular test in the United States for decades.
The US Army has been a leading proponent of the development and use of cognitive ability tests since World War I. Through World War II Col. J.P. Guilford ran the Psychological Research Unit at Santa Ana Army Air Base. Here, and after the War at the University of Southern California he researched factors of intelligence which, in different ways, formed the basis of all Army testing through 1950s, 1960s, and 1970s. His Structure of Intellect model forms the basis of PeopleFactors’ GRIT and S-GRIT tests.
Ability tests, also known as aptitude tests, are one of the most powerful predictors of future work performance. They measure thinking capabilities such as reasoning, perception, verbal and mathematical ability, and problem solving. Ability tests are standardised tests that compare how well you perform to thousands of other people’s scores. People who score well on ability tests generally learn faster and find it easier to deal with complex information.
Skills & Knowledge Tests
AST, The Analytic Skills Test
32 questions – 15 minutes
Online, available in 20 languages
AST is a critical thinking assessment which evaluates an individual’s verbal analysis and communication skills. The ability to both understand and project clear messages is very important in many work roles. Measuring the ability to pick up the important information in a spoken or written argument and derive a valid conclusion will result in better communication and understanding. A high level of analytic reasoning skills is important for the recognition, definition and communication of problems. Careful, analytical verbal reasoning is an important part of most management roles and becomes essential in more senior roles. This is a measure of current knowledge and skill. Performance can be improved by training.
PAT, The Problem Analysis Test
15 questions – 15 minutes
Online, available in 11 languages
PAT is a critical thinking assessment which evaluates an individual’s quantitative analysis skills. The ability to understand and manipulate data such as graphs and tables is very important in many work roles. Measuring the ability to pick up and effectively analyse such important information is important for the recognition, definition and communication of many problems. Careful, analytical numerical reasoning is an important part of most management roles and becomes essential in more senior roles. This is a measure of current knowledge and skill. Performance can be improved by training.
PPE, The Project Planning Exercise
1 question – 15 minutes
Online, available in 7 languages
Project Planning is a vital skill for many managers and executives. The PPE presents participants with the challenge of taking over a complex project, and having to order and prioritise various tasks. This is a measure of current knowledge and skill. Performance can be improved by training.
Attitude & Style Questionnaires
RI – Stakeholder Management Style
34 questions – untimed (approx. 10 minutes)
Online, available in 12 languages
The RI questionnaire identifies the style in which an individual is likely to respond to customers and other senior stakeholders.
SAS – Downward Management Style
30 questions – untimed (approx. 10 minutes)
Online, available in 14 languages
The SAS questionnaire identifies the style in which an individual is likely to respond to his team.
SAQ – Sales Attitude Questionnaire
54 questions – untimed (approx. 15 minutes)
Online, available in 10 languages
SAQ identifies an individual‘s current style in relating to customers in a face to face sales situation and assesses their attitudes towards building and managing relationships with potential customers focusing on the face to face sales situation.
Interviews
History and development
Interviews are the most common method of assessing a job candidate’s potential. It was Thomas Edison in the 1920’s who first started using interviews as a technique for selecting new hires. Prior to that people were most commonly selected for jobs based on their family connections. But he was looking for inquisitive minds, not social status. So he developed a 150 question interview that allowed him to rate applicants.
Unfortunately most interviews are not very good at identifying good candidates. Summing up over 85 years of research into the accuracy of different selection methods, Schmidt and Hunter (1998) showed that interviews select the right person about 14% of the time. That is less than a one in seven chance.
The main problem is that interviews measure how someone behaves, which is situational. Our behaviour in a job interview is likely to be very different from our behaviour once we get the job. To effectively predict job performance we need to understand people at a deeper, more essential level.
But that doesn’t mean we should totally abandon interviews. They still have an important part to play.
Case Studies
Hotel Bluebell – Finance Case Study
45 minutes
Online
The Bluebell Hotel is coming to its financial year end. Unfortunately the Finance Director is indisposed. You have been asked to help the CEO plan a budget for the next year.
ABC Inc – Strategic Case Study
45 minutes
Online
ABC Inc produces own label toiletry products (shampoos, shower gels, after shave etc.) for well-known high street retailers. The business has a number of challenges and its owners, a global chemicals company, have hired you as a business consultant to make recommendations for the future of the business.
Quenchers – Business Development Case Study
30 minutes
Online
Quenchers is a national chain of retail liquor stores. The company sells a full range of alcoholic beverages, however its strategy is to focus on wine sales and aims to gradually run down those shops which do not have the potential to grow wine sales. As regional Director of Business Development you have been requested to review the performance of these 5 shops and make decisions about their future.
Hair Care – Marketing Case Study
60 minutes
Online
HairCare was launched in 1928 and became the giant of the men’s hairdressing market in the 1930’s. From then until the early 1960’s, HairCare retained its dominance. However since the 1970’s sales have declined year on year. Things are coming to a head. You have been retained as a business consultant to advise on the future of the business.