Dear All,
Greetings!
We are planning to conduct a behavior/personality test as a recruitment tool. Please share if anyone has a behavior/psychometric test.
Regards,
Sandip Mehta
sandipmehta@vadilalgroup.com
From India, Pune
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2Greetings!
We are planning to conduct a behavior/personality test as a recruitment tool. Please share if anyone has a behavior/psychometric test.
Regards,
Sandip Mehta
sandipmehta@vadilalgroup.com
From India, Pune
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Hi Sandip,
Two things you should know first before you make your decision:
1) Personality or behavior tools are suitable for employee development.
2) Using a personality tool for recruitment is not recommended since you will never find a 100% match between a candidate and a job.
The above tools are costly and have to be obtained from licensed vendors only. While there are many tools for assessing personality/behaviors, I would recommend PRISM brain mapping, DISC profiling, and OPQ. I have used OPQ, observed DISC profiling, and I am a certified PRISM Practitioner.
Contact me if you require further information.
Regards,
From India, Mumbai
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Two things you should know first before you make your decision:
1) Personality or behavior tools are suitable for employee development.
2) Using a personality tool for recruitment is not recommended since you will never find a 100% match between a candidate and a job.
The above tools are costly and have to be obtained from licensed vendors only. While there are many tools for assessing personality/behaviors, I would recommend PRISM brain mapping, DISC profiling, and OPQ. I have used OPQ, observed DISC profiling, and I am a certified PRISM Practitioner.
Contact me if you require further information.
Regards,
From India, Mumbai
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Hello Sandeep,
Use a Normative talent assessment, see "Normative Talent Assessment" below of what is measured by the one we use.
Successful employees have all three of the following success predictors while unsuccessful employees lack one or two and usually it is Job Talent that they lack than a cultural fit. Managers know that their employees are competent which is why they were hired, therefore it must be a poor cultural fit. Managers who hire for job talent know that poor job talent is the primary cause of poor job performance.
1. Competence
2. Cultural Fit
3. Job Talent
Employers do a…
A. great job of hiring competent employees.
B. good job of hiring competent employees who fit the culture.
C. poor job of hiring competent employees who fit the culture and who have a talent for the job.
Identifying the talent required for each job seems to be missing from talent and management discussions. If we ignore any of the three criteria, our workforce will be less successful with higher turnover than if we do not ignore any of the three criteria.
1. Competence
2. Cultural Fit
3. Talent
There are many factors to consider when hiring and managing talent but first we need to define talent unless "hiring talent" means "hiring employees." Everyone wants to hire for and manage talent but if we can't answer the five questions below with specificity, we can't hire or manage talent effectively.
1. How do we define talent?
2. How do we measure talent?
3. How do we know a candidate’s talent?
4. How do we know what talent is required for each job?
5. How do we match a candidate’s talent to the talent demanded by the job?
Most people cannot answer the five questions with specificity but the answers provide the framework for hiring successful employees and creating an engaged workforce.
Talent is not found in resumes or interviews or background checks or college transcripts.
Talent must be hired since it cannot be acquired or imparted after the hire.
Successful employees have all three of the following success predictors while unsuccessful employees lack one or two and usually it is Job Talent that they lack than a cultural fit. Managers know that their employees are competent which is why they were hired, therefore it must be a poor cultural fit. Managers who hire for job talent know that poor job talent is the primary cause of poor job performance.
1. Competence
2. Cultural Fit
3. Job Talent
Employers do a…
A. great job of hiring competent employees.
B. good job of hiring competent employees who fit the culture.
C. poor job of hiring competent employees who fit the culture and who have a talent for the job.
Identifying the talent required for each job seems to be missing from talent and management discussions. If we ignore any of the three criteria, our workforce will be less successful with higher turnover than if we do not ignore any of the three criteria.
1. Competence
2. Cultural Fit
3. Talent
There are many factors to consider when hiring and managing talent but first we need to define talent unless "hiring talent" means "hiring employees." Everyone wants to hire for and manage talent but if we can't answer the five questions below with specificity, we can't hire or manage talent effectively.
1. How do we define talent?
2. How do we measure talent?
3. How do we know a candidate’s talent?
4. How do we know what talent is required for each job?
5. How do we match a candidate’s talent to the talent demanded by the job?
Most people cannot answer the five questions with specificity but the answers provide the framework for hiring successful employees and creating an engaged workforce.
Talent is not found in resumes or interviews or background checks or college transcripts.
Talent must be hired since it cannot be acquired or imparted after the hire.
Normative Talent Assessment:
The following three items explains how employees will behave once hired.
1 - Thinking Styles
2 - Behavioral Traits
3 - Occupational Interests
The scales are from 1 to 10 and the individual's score is from the answers to 318 questions. Each score is a half a standard deviation wide. In other words 38% (19% + 19%) of the workforce score within one standard deviation of the 50% line, i.e., STEN Scores 5 and 6.
STEN Percent of
Score = Population
-------- ---------------
. . 1 . . . . . . 2.5%
. . 2 . . . . . . 4.5%
. . 3 . . . . . . 9.0%
. . 4 . . . . . . 15.0%
. . 5 . . . . . . 19.0%
------- 50% --------
. . 6 . . . . . . 19.0%
. . 7 . . . . . . 15.0%
. . 8 . . . . . . 9.0%
. . 9 . . . . . . 4.5%
. 10 . . . . . . 2.5%
1 - Thinking Styles (5 scales)
- Learning Index: an index of expected learning, reasoning and problem solving potential.
- Verbal Skill: a measure of verbal skill through vocabulary.
- Verbal Reasoning: using words as a basis in reasoning and problem solving.
- Numerical Ability: a measure of numeric calculation ability.
- Numeric Reasoning: using numbers as a basis in reasoning and problem solving.
2 - Behavioral Traits (9 scales)
- Energy Level: tendency to display endurance and capacity for a fast pace.
- Assertiveness: tendency to take charge of people and situations. Leads more than follows.
- Sociability: tendency to be outgoing, people-oriented and participate with others.
- Manageability: tendency to follow policies, accept controls & supervision, work within the rules.
- Attitude: tendency to have a positive attitude regarding people and outcomes.
- Decisiveness: uses available information to make decisions quickly.
- Accommodating: tendency to be friendly, cooperative, agreeable. To be a team person.
- Independence: tendency to be self-reliant, self-directed, independent action and make decisions.
- Objective Judgment: the ability to think clearly and be objective in decision-making.
3 - Occupational Interests (6 scales)
- Enterprising: occupations where they use persuasiveness and enjoy presenting plans
- Financial/Administrative: work with financial data, business systems, admin. procedures, etc.
- People Service: occupations that help people and they are concerned with the welfare of others.
- Technical: occupations that center on scientific/technical activities, research & intellectual skills.
- Mechanical: in occupations that work with tools, equipment and machinery.
- Creative: occupations where they are imaginative, original and aesthetic.
end
From United States, Chelsea
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Use a Normative talent assessment, see "Normative Talent Assessment" below of what is measured by the one we use.
Successful employees have all three of the following success predictors while unsuccessful employees lack one or two and usually it is Job Talent that they lack than a cultural fit. Managers know that their employees are competent which is why they were hired, therefore it must be a poor cultural fit. Managers who hire for job talent know that poor job talent is the primary cause of poor job performance.
1. Competence
2. Cultural Fit
3. Job Talent
Employers do a…
A. great job of hiring competent employees.
B. good job of hiring competent employees who fit the culture.
C. poor job of hiring competent employees who fit the culture and who have a talent for the job.
Identifying the talent required for each job seems to be missing from talent and management discussions. If we ignore any of the three criteria, our workforce will be less successful with higher turnover than if we do not ignore any of the three criteria.
1. Competence
2. Cultural Fit
3. Talent
There are many factors to consider when hiring and managing talent but first we need to define talent unless "hiring talent" means "hiring employees." Everyone wants to hire for and manage talent but if we can't answer the five questions below with specificity, we can't hire or manage talent effectively.
1. How do we define talent?
2. How do we measure talent?
3. How do we know a candidate’s talent?
4. How do we know what talent is required for each job?
5. How do we match a candidate’s talent to the talent demanded by the job?
Most people cannot answer the five questions with specificity but the answers provide the framework for hiring successful employees and creating an engaged workforce.
Talent is not found in resumes or interviews or background checks or college transcripts.
Talent must be hired since it cannot be acquired or imparted after the hire.
Successful employees have all three of the following success predictors while unsuccessful employees lack one or two and usually it is Job Talent that they lack than a cultural fit. Managers know that their employees are competent which is why they were hired, therefore it must be a poor cultural fit. Managers who hire for job talent know that poor job talent is the primary cause of poor job performance.
1. Competence
2. Cultural Fit
3. Job Talent
Employers do a…
A. great job of hiring competent employees.
B. good job of hiring competent employees who fit the culture.
C. poor job of hiring competent employees who fit the culture and who have a talent for the job.
Identifying the talent required for each job seems to be missing from talent and management discussions. If we ignore any of the three criteria, our workforce will be less successful with higher turnover than if we do not ignore any of the three criteria.
1. Competence
2. Cultural Fit
3. Talent
There are many factors to consider when hiring and managing talent but first we need to define talent unless "hiring talent" means "hiring employees." Everyone wants to hire for and manage talent but if we can't answer the five questions below with specificity, we can't hire or manage talent effectively.
1. How do we define talent?
2. How do we measure talent?
3. How do we know a candidate’s talent?
4. How do we know what talent is required for each job?
5. How do we match a candidate’s talent to the talent demanded by the job?
Most people cannot answer the five questions with specificity but the answers provide the framework for hiring successful employees and creating an engaged workforce.
Talent is not found in resumes or interviews or background checks or college transcripts.
Talent must be hired since it cannot be acquired or imparted after the hire.
Normative Talent Assessment:
The following three items explains how employees will behave once hired.
1 - Thinking Styles
2 - Behavioral Traits
3 - Occupational Interests
The scales are from 1 to 10 and the individual's score is from the answers to 318 questions. Each score is a half a standard deviation wide. In other words 38% (19% + 19%) of the workforce score within one standard deviation of the 50% line, i.e., STEN Scores 5 and 6.
STEN Percent of
Score = Population
-------- ---------------
. . 1 . . . . . . 2.5%
. . 2 . . . . . . 4.5%
. . 3 . . . . . . 9.0%
. . 4 . . . . . . 15.0%
. . 5 . . . . . . 19.0%
------- 50% --------
. . 6 . . . . . . 19.0%
. . 7 . . . . . . 15.0%
. . 8 . . . . . . 9.0%
. . 9 . . . . . . 4.5%
. 10 . . . . . . 2.5%
1 - Thinking Styles (5 scales)
- Learning Index: an index of expected learning, reasoning and problem solving potential.
- Verbal Skill: a measure of verbal skill through vocabulary.
- Verbal Reasoning: using words as a basis in reasoning and problem solving.
- Numerical Ability: a measure of numeric calculation ability.
- Numeric Reasoning: using numbers as a basis in reasoning and problem solving.
2 - Behavioral Traits (9 scales)
- Energy Level: tendency to display endurance and capacity for a fast pace.
- Assertiveness: tendency to take charge of people and situations. Leads more than follows.
- Sociability: tendency to be outgoing, people-oriented and participate with others.
- Manageability: tendency to follow policies, accept controls & supervision, work within the rules.
- Attitude: tendency to have a positive attitude regarding people and outcomes.
- Decisiveness: uses available information to make decisions quickly.
- Accommodating: tendency to be friendly, cooperative, agreeable. To be a team person.
- Independence: tendency to be self-reliant, self-directed, independent action and make decisions.
- Objective Judgment: the ability to think clearly and be objective in decision-making.
3 - Occupational Interests (6 scales)
- Enterprising: occupations where they use persuasiveness and enjoy presenting plans
- Financial/Administrative: work with financial data, business systems, admin. procedures, etc.
- People Service: occupations that help people and they are concerned with the welfare of others.
- Technical: occupations that center on scientific/technical activities, research & intellectual skills.
- Mechanical: in occupations that work with tools, equipment and machinery.
- Creative: occupations where they are imaginative, original and aesthetic.
end
From United States, Chelsea
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Hi Sandip,
Do check out Mettl's Psychometric Assessments. Our assessments are based on the Big 5 personality model. You can view the sample reports as well.
[Pre-built Psychometric Tests - Mettl](http://mettl.com/psychometric-tests)
You can also contact us at [sales@mettl.com](email) or call us at +91-92666-38808.
From India, Delhi
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Do check out Mettl's Psychometric Assessments. Our assessments are based on the Big 5 personality model. You can view the sample reports as well.
[Pre-built Psychometric Tests - Mettl](http://mettl.com/psychometric-tests)
You can also contact us at [sales@mettl.com](email) or call us at +91-92666-38808.
From India, Delhi
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Hi Sandeep,
I am working as an HR Manager, and our company is also looking to conduct psychometric tests in our organization. In this case, I found the best solution from Omni Group. You can contact Mr. P. Shrivastava; his email is ps@omnigroup.co.in, and his mobile number is 9594001383. I am confident that he can assist you effectively.
Regards,
Jeffry Saxena
HR Manager
From India, Mumbai
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I am working as an HR Manager, and our company is also looking to conduct psychometric tests in our organization. In this case, I found the best solution from Omni Group. You can contact Mr. P. Shrivastava; his email is ps@omnigroup.co.in, and his mobile number is 9594001383. I am confident that he can assist you effectively.
Regards,
Jeffry Saxena
HR Manager
From India, Mumbai
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Hello All Greetings for the Day! I have attached herewith some formats for tests which may be helpful to you all. Regards Vikram Khatu
From India, Ratnagiri
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From India, Ratnagiri
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Hi Sandip,
We work on Neethling Brain Instruments, which is based on the Whole Brain thinking science of learning. I am available at 09868175780 in Delhi, and my email is jganesan10@gmail.com. I hold an International Practitioner Certification of NBI(R).
Herewith, I attach a sample of an Adult Profile.
Thank you,
Jayaseelan
From India, Bangalore
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We work on Neethling Brain Instruments, which is based on the Whole Brain thinking science of learning. I am available at 09868175780 in Delhi, and my email is jganesan10@gmail.com. I hold an International Practitioner Certification of NBI(R).
Herewith, I attach a sample of an Adult Profile.
Thank you,
Jayaseelan
From India, Bangalore
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