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Transcript of 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:
http://www.increase-sales.co.uk/products_salesmax.htmlhttp://www.increase-sales.co.uk/products_salesmax.htmlhttp://www.increase-sales.co.uk/products_salesmax.htmlhttp://www.increase-sales.co.uk/products_salesmax.htmlhttp://www.increase-sales.co.uk/products_salesmax.htmlhttp://www.increase-sales.co.uk/products_salesmax.html -
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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