Candidate Resources Inc Understanding the Achiever Assessment Brief

Candidate Resources, Inc. Understanding the Achiever Assessment

Brief Company History In business for over forty-seven years Originally comprised of staff psychologists who interviewed and evaluated applicants Developed 1 st written assessment to incorporate mental aptitudes & personality dimensions First assessment to use concurrently validated hiring patterns based on client’s successful people Developed technology leading to today’s advanced computerized & internet accessible instruments Patent pending on e-Employment Center: 1 st applicant tracking system to legally define applicant status

The 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.

And Remember. . . The intent of the assessment is to ensure job-fit The assessment should not constitute more than 1/3 of the hiring decision

Understanding Stanine Scoring Bell Curve 23% 1 2 54% 3 23% 4 5 6 Average 7 8 9 General Population 66% 1 2 3 4 Desirable 5 6 Pattern based on top performers

Quick Check. . . 1 X 3 4 5 Average 6 7 8 9 Pattern When an applicant scores outside of the desirable range in more than 6 of the dimensions it may imply a non-fit for the position in question.

Interpretations Mental Aptitudes Personality Dimensions Numbers highlighted in RED represent extreme scores.

Mental Acuity How quickly the individual learns Ability to think conceptually Ability to solve problems Ability to project and anticipate

Mental Acuity 1 2 3 4 Slow to learn Slow decision maker Prefers routine tasks Short-term planner Requires guidelines Needs structure 5 6 7 8 9 Conceptual thinker Systematic mind Analytical Quick decision maker Overloads themselves Needs mental challenges

Business Terms Understanding of basic business language Demonstrates management experience

Business Terms 1 2 3 4 Lack of exposure Lacks interest Probably young and inexperienced 5 6 7 8 9 Executive / Mgmt exposure Financial / Legal dept knowledge Reads trade periodicals

Memory Recall Knowledge of current events Observational skills Retention

Memory Recall 1 2 3 4 Possibly isolated Remains uninformed Limited resources Lacks interest in current events 5 6 7 8 9 Observant Good retention Wide range of interests Keeps abreast of current events

Vocabulary Ability to communicate orally Written skills Convey thoughts and ideas

Vocabulary 1 2 3 4 Poor writing skills Weak presentation skills Inability to convey thoughts & ideas Ineffectual communicator 5 6 7 8 9 Strong communicator Perceived as professional Convincing Convey abstract concepts May ‘talk down’ to others

Numerical Perception Ability to work accurately with numbers Skill with detail work Rapid visual acuity when dealing with numbers & symbols.

Numerical Perception 1 2 3 4 Poor detail orientation Error prone Transposes numbers Slow number processing Possible visual problem 5 6 7 8 9 Good visual accuracy Detail oriented Quick with numbers Superior number & detail recognition

Mechanical Interest Desire to understand how things work Willingness to learn technical language Facility with office equipment

Mechanical Interest 1 2 3 4 Cannot grasp technical functions No interest in how office equipment works Calls repairperson 1 st 5 6 7 8 9 Technically / Mechanically inclined Able to learn / sell / maintain tech products & office equipment

Energy level Level of internalized nervous tension Degree of stress Amount of physical activity necessary for comfort

Energy 1 2 3 4 Action-oriented Restless Easily distracted Short attention span Easily frustrated Internalizes stress Vents anger 5 6 7 8 9 Calm Procrastinates Difficult to motivate Slow to act Prefers repetitive functions Reluctant decision maker

Flexibility Extent to which actions are based on precedent, rules, policies Flexibility regarding change How much structure is required Degree of reliability and consistency

Flexibility 1 2 3 4 Innovative thinking Quick decision-maker Thinks ‘outside of the box’ Inconsistent Poor self-correction Too expedient / Cuts corners Applies personal judgment 5 6 7 8 9 Predictable Rule oriented Dependable / Reliable Adheres to procedures Hates change Inflexible Reluctant to make decisions

Organization Need for order and planning Organizational habits Time management Ability to multi-task

Organization 1 2 3 4 Spontaneous Thrives on variety Enjoys multi-tasking Over-commits time Likely to be late Poorly prepared Messy 5 6 7 8 9 Predictable Neat and orderly Prefers routine procedures Single task orientation Needs a plan in place Extreme time-management Cannot deviate from plan

Communications Need for social interaction Ability to focus when listening Communication style

Communication 1 2 3 4 5 Quiet Distant Good listener Detail oriented Works well alone Poor communicator Limited social circle 6 7 8 9 Talkative Often funny People-person Usually well-liked Poor listening skills Interrupts others at work Cannot work alone

Emotional Development Sense of Urgency Ability to adjust to emotional stress Level of goal-orientation Level of self-esteem Age impacted

Emotional Development 1 2 3 4 5 Eager / Action oriented Strong sense of urgency Impatient / Demanding Needs to prove oneself Blames others / Volatile Low ego strength Immature control of emotions 6 7 8 9 Well-liked Easy-going / Laid-back Handles stress very well Tolerant and patient Not action oriented Lacks sense of urgency Not motivated or driven

Assertiveness Need to control situations Level of authority desired Decision-making style Attitude towards confrontation

Assertiveness 1 2 3 4 Passive Vacillates Cooperative Lacks initiative Easily intimidated Avoids confrontation Customer-service oriented 5 6 7 8 9 Confident Decisive Quick to act Strong initiative Confrontational Intimidates others Ignores opinions of others

Competitiveness Team compatibility Response to incentives Need for individual achievement Relationship orientation

Competitiveness 1 2 3 4 Well-liked Team oriented Fears comparisons Not incentive-driven Cannot drive the team Doesn’t like to keep score Nurtures work-relationships 5 6 7 8 9 “Winner” vs “Loser” view Enjoys sales environment Motivated by incentives Likes a challenge Self-absorbed Individualist Not relationship-oriented

Mental Toughness Attitude toward criticism Level of empathy Aesthetic awareness Physical stamina & endurance levels

Mental Toughness 1 2 3 4 Sensitive Nurturing Incline to the arts Thin-skinned Easily discouraged Fears criticism Prone to absenteeism 5 6 7 8 9 Highly objective Likes direct feedback Rugged Takes rejection well Insensitive Lacks empathy Blunt and direct

Questioning/Probing Skill Questioning ability & need for the facts Degree of shrewdness Level of trust in others Need to analyze motives of others

Questioning/Probing 1 2 3 4 5 Trusting Easy to get along with Relies on hope Gullible Frequently blindsided Accepts things at face value 6 7 8 9 Shrewd Inquisitive Probes motives Suspicious Appears to distrust others Highly challenging

Motivation Need for recognition Levels of risk-taking Need for challenges

Motivation 1 2 3 4 Loyal Serious Opposes risk Hates change Clings to the past Security motivated 5 6 7 8 9 Optimistic Ambitious Pushes for change Risk/growth oriented Turn-over risk Motivated by status/reward

Distortion Measures the extent to which individuals attempt to present themselves in a favorable light regarding conformity, selfcontrol 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.

Equivocation Measures 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

Correlations 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: n n Compensate for behaviors Enhance or intensify behaviors Re-enforce behaviors Create a new behavior

Correlations - Examples High Mental Acuity compensates for low Organization High Flexibility re-enforces structure of high Organization High Mental Acuity enhances innovation of low Flexibility Low Flexibility enhances creativity of low Mental Toughness Low Mental Toughness tones down high Assertiveness High Competitiveness re-enforces dominance of high Assertiveness Low Flexibility & high Competitiveness leads to ‘cheating’ High Organization compensates for lower Mental Acuity High Energy score re-enforces lack of motivation of high Emotional Development Mid-range in Energy and Emotional Development = Drive + Add high Assertiveness and Motivation to Drive = Ambition