By Peter Fisher

Psychometric testing is increasingly seen as the best way to get a good corporate fit with new recruits.

Because recruitment is an expensive business it is extremely important to get it right first time and psychometric testing provides a useful aid for recruitment but should only be used as part of an overall process. Poor selection decisions can result in further recruitment costs, additional training and orientation costs, reduced profit, loss of competitive advantage, as well as damage to image and reputation.

As a candidate, taking a psychometric test now will forewarn you to what an employer or recruitment agency will learn about you when you take a psychometric test for them. Reading your own psychometric report is a big help when writing your CV or preparing for an interview. If an applicant goes into an interview fully aware of their own faults and prepared to defend them and present their strengths, then the applicant is at a great advantage.

In theory, physcometric tests would be used as a pre-interview measure, to highlight areas that the candidate should be quizzed on in interview. Having said that depending on the type of position you are seeking, some employers prefer to go through the interview process and use the psychometric testing to confirm their own impressions. The combination of competency based interview and objective assessment techniques (psychometric testing) is the best way of predicting an individual’s suitability for a job. Tried and tested human resources tools like interviewing the candidate and talking to people given as references are equally important.

While hard skills testing and interviews have long been a part of staffing firms’ value-add proposition, they alone are no longer enough to assure your customers that the candidate will fit in the position or the work environment. Psychometrics have a valuable role to play but should be used in conjunction with a competency and biographical interview and potentially other exercises (case studies, team exercises etc) that give a better insight to the candidate. They can even go so far as to offer trigger questions you can use in a follow-up interview – for example, someone may seem to be a very good networker but their attention to detail might appear to be lacking, which gives you an area to concentrate your interview questions on.

Psychometric testing is now a fundamental part of recruitment. The whole point of psychometric testing is that it presents a snapshot of your potential and while you can’t swot for it, having a handle on how they work can help you to improve your score.

Peter Fisher is an expert Author, Career Coach and Publisher of Tests: How To Pass where you can research Psychometric Tests any time you need.

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]]> http://definition-of-leadership.com/tests/psychometric-testing/feed 0 http://definition-of-leadership.com/tests/memory-loss-test http://definition-of-leadership.com/tests/memory-loss-test#comments Mon, 31 May 2010 10:47:43 +0000 petereff http://definition-of-leadership.com/tests/?p=298 Memory Loss Test: How To Prevent Memory Loss

What is it that is worrying you? Is it Age and Memory Loss?

* Are you losing your glasses? Your car keys?
* Do you forget the names of new colleagues as soon as you are introduced?
* Are you forgetting what you were looking for when you enter a room?
* Do you forget the names of people you should have remembered?
* Are you having trouble finding the word you want to use? It’s stuck on the tip of your tongue.
* Did you forget to take your supplements?
* Do you go to the store for milk, and buying everything but?
* Are you having trouble remembering appointments?
* Are you forgetting important birthdays and anniversaries?
* Are you unsure if you left the gas on?
* Do you sometimes forget to add the attachment before you sent an email?

So, what’s happening to you?

Is it the beginning of Alzheimer’s?

Are you losing your edge? Is it the end of your career?

The study released in Neurology journal shows that you are not alone: of the 500 people tested aged over fifty, 453 of them had occasional memory or thinking problems. What is disturbing and exciting is that this was linked to smaller brain volumes. It is disturbing because it reveals that occasional memory lapses and thinking problems may be the earliest indication of brain decay and shrinkage. It is exciting because new research shows that the brain can be trained to grow again – with the right training you can increase the physical size of your brain.

Beginning to forget things is not enough to diagnose Alzheimer’s and in most cases Alzheimer’s is not the cause.

Find out more: Memory Loss Test

As a leader, you do nothing more important than get results. But simply getting results can be easy.

What’s not easy is getting the right results … to the right degree … at the right time … for the right purpose … in the right ways.

It’s been my experience consulting with thousands of leaders worldwide during the past two decades that the vast majority of leaders get the wrong results — or the right results in the wrong ways.

Here’s a tool to help you get the right results. It’s called the SAMMER Test, and you can use it continually throughout your career.

The SAMMER Test is simply a way of testing the results you intend to achieve, or the results you actually achieve, to insure they are the right results.

SAMMER is an acronym. Results should be:

S – Sizable. Whatever results you are getting now, you can always get more. Not only can you get more; but as a leader, you MUST CONTINUALLY STRIVE TO GET MORE. Sizable is not an option. Sizable is a necessity.

A – Achievable. Many leaders impose unrealistic expectations on people and so lose their trust and confidence. People must be challenged to do what they don’t think they can do, but they must also be able, ultimately, to do it.

Here’s a tip for making achievable happen in the realm of sizable. Say to whom you are challenging: “I know you don’t think you can meet the challenge I set for you. But I know you can, and I’m going to support you in every way possible.”

M – Meaningful. Leaders who find little meaning in their jobs or the results associated with those jobs, shouldn’t be leaders, or they should change jobs and/or results. Most leaders understand this. But few leaders understand that meaning also involves the jobs of the people they are leading and the attitudes of those people toward those jobs and the results the jobs aim to achieve. These leaders stumble on what I call the Leader’s Fallacy.

The Fallacy operates when leaders believe that their beliefs are automatically reciprocated by the people’s beliefs.

The fact is, because leadership is challenging people to do what they would not otherwise do, leaders’ belief is seldom reciprocated. Automatic reciprocity is an illusion. If it happens, great. But for the most part, leaders have to work at making reciprocity happen.

M – Measurable. There is no value in business without measurements. Measurements link disparate things, organize activities, and help unify those activities. Apply precise, meaningful measurements to the results we want before we challenge others to get them. Without measurements, we can’t make consistent improvements. Make sure your measurement system conforms to four attributes, that they are RELIABLE, REPEATABLE, ACHIEVABLE, and CONTROLLABLE.

E – Ethical. As a leader, you not only have to get results, but you have to get the right results. Results only happen when people take action. To get the right results, they must take right action. Ethics help promote right action.

Ethics, then, are not traffic lights, they’re running gears. Ethics shouldn’t impede your getting results, they should help you get more results.

R – Repeatable. Evaluate your leadership and the leadership of others not only on the results you achieve and don’t achieve but on the results that you REPEATEDLY achieve.

When we talk about repeatability, we must deal with process. A process is a series of mental or physical steps leading to results.

Often, results are not as important as the processes you develop in getting the results.

Repeatability is promoted when you identify the steps that helped you get those results then apply those steps as a process to get more results in that area or get additional results in other areas.

In that way, you make repeatability a driving force of your leadership.

Just because you’re getting results doesn’t mean you’re being successful. Success hinges on getting the right results in the right ways. Whenever you must lead people to achieve results, apply the SAMMER Test to clarify, prioritize, and give direction to the actions that must be taken to achieve right results.

2005 © The Filson Leadership Group, Inc. All rights reserved.

The author of 23 books, Brent Filson’s recent books are, THE LEADERSHIP TALK: THE GREATEST LEADERSHIP TOOL and 101 WAYS TO GIVE GREAT LEADERSHIP TALKS. He is founder and president of The Filson Leadership Group, Inc. – and for more than 20 years has been helping leaders of top companies worldwide get audacious results. Sign up for his free leadership e-zine and get a free white paper: “49 Ways To Turn Action Into Results,” at http://www.actionleadership.com

The DISC personality report or inventory, originally developed by William Moulton Marston, profiles four primary behavioural styles, each with a very distinct and predictable pattern of observable behaviour. Applied in corporate, business and personal situations the DISC inventory can lead to professional and personal insights. By gaining an understanding of the DISC patterns, millions of people across the world have been empowered to a better understanding of themselves and others. The results of the online disc profile report are designed to provide targeted insights and strategies for interpersonal success through more effective communication, understanding and tolerance. DISC is used for personal growth and development, training, coaching and managing of individuals, groups, teams, and organizations.

The DISC Online Profile is used as a learning tool to create rapid rapport and connection with people is fundamental in selling, managing, and leadership. Understanding behavioral styles benefits personal and professional relationships by improving communication skills and reducing conflict. Imagine being able to better understand what motivates people and being able to recognize how to effectively deal with others.

The online DISC Profile is a validated learning tool, focusing on people-skills for personal and professional relationships and development and is used as the basis for many assessment tools including the Personality Profile assessment (PPA) amongst many others.

The assessments classify four aspects of behaviour by testing a person’s preferences in word associations (compare with Myers-Briggs Type Indicator). DISC is an acronym for:

• Dominance – relating to control, power and assertiveness
• Influence – relating to social situations and communication
• Steadiness (submission in Marston’s time) – relating to patience, persistence, and thoughtfulness
• Conscientiousness (or caution, compliance in Marston’s time) – relating to structure and organization

These four dimensions can be grouped in a grid with “D” and “I” sharing the top row and representing extroverted aspects of the personality, and “C” and “S” below representing introverted aspects. “D” and “C” then share the left column and represent task-focused aspects, and “I” and “S” share the right column and represent social aspects. In this matrix, the vertical dimension represents a factor of “Assertive” or “Passive”, while the horizontal represents “Open” vs. “Guarded”

• Dominance: People who score high in the intensity of the “D” styles factor are very active in dealing with problems and challenges, while low “D” scores are people who want to do more research before committing to a decision. High “D” people are described as demanding, forceful, egocentric, strong willed, driving, determined, ambitious, aggressive, and pioneering. Low D scores describe those who are conservative, low keyed, cooperative, calculating, undemanding, cautious, mild, agreeable, modest and peaceful.

• Influence: People with high “I” scores influence others through talking and activity and tend to be emotional. They are described as convincing, magnetic, political, enthusiastic, persuasive, warm, demonstrative, trusting, and optimistic. Those with low “I” scores influence more by data and facts, and not with feelings. They are described as reflective, factual, calculating, skeptical, logical, suspicious, matter of fact, pessimistic, and critical.

• Steadiness: People with high “S” styles scores want a steady pace, security, and do not like sudden change. High “S” individuals are calm, relaxed, patient, possessive, predictable, deliberate, stable, consistent, and tend to be unemotional and poker faced. Low “S” intensity scores are those who like change and variety. People with low “S” scores are described as restless, demonstrative, impatient, eager, or even impulsive.

• Conscientious: People with high “C” styles adhere to rules, regulations, and structure. They like to do quality work and do it right the first time. High “C” people are careful, cautious, exacting, neat, systematic, diplomatic, accurate, and tactful. Those with low “C” scores challenge the rules and want independence and are described as self-willed, stubborn, opinionated, unsystematic, arbitrary, and unconcerned with details.

There are many different types of pre employment tests but the most frequently used tests fall into these five categories – personality tests, skills tests, aptitude tests, integrity tests and drug tests.

Personality Tests

Personality tests measure the personality characteristics of job applicants that are related to successful job performance. Typically they measure one or more of five personality dimensions: extroversion, emotional stability, agreeableness, conscientiousness and openness to experience. The test format can vary from a brief written test to a long psychological examination. Personality tests have no “right” answers and cannot be prepared for. Applicants should answer honestly and not attempt to manipulate their answers to fit what they think the employer wants for two reasons. Firstly the tests contain validity scales that are designed to detect inconsistent and fake answers. This will be viewed as dishonest by prospective employers. Secondly applicants are misleading both themselves and the employer about their suitability for the job and are unlikely to be either happy or successful in the position.

Skills Tests

This is perhaps the most common type of pre employment testing. Applicants are required to demonstrate the skills needed for the job and confirm the job-related skills they say they have. Skills tests can range from a simple typing test, writing a report, lifting a heavy object to a complicated mechanical design. Some skills tests can be prepared for. Know which skills you will require on the job and practice these. Practice tests for typing and computer skills are available online.

Skills tests are considered acceptable if they genuinely test a skill needed for the job.

Aptitude Tests

These employment tests explore an applicant’s abilities such as reasoning, numerical, wiring or verbal skills. They differ from skills tests in that they are used to determine an applicant’s ability to learn and be trained in the required skills for the job while a skills test assesses existing skill levels.

Aptitude tests will tell an employer how quickly an applicant may be expected to learn to do the job tasks to a satisfactory level. There are general aptitude test referred to as IQ or intelligence tests and also tests for specific aptitudes such as mechanical aptitude.

Integrity Tests

Dishonesty in the workplace is a business reality. An integrity test explores an applicant’s honesty and trustworthiness. Questions are designed to evaluate the applicant’s attitude to drug and alcohol abuse, abuse of company resources such as phones, internet, email and vehicles, the confidentiality of company information and data, the stealing of company property such as stationery, telling “white lies”, and the approach to work ethic criteria such as time keeping and taking breaks.

Pre Employment Drug Test

The US Department of Labor has estimated that drug use in the workplace costs employers up to $100 billion dollars annually in lost work time, accidents, health care costs and workers compensation costs. As a result a large number of employers require applicants to have a drug test as part of their pre employment testing process.

An employer can have a program for testing job applicants for drug usage as long as it is administered fairly and consistently and is in line with federal and state laws. The laws concerning employment drug screening vary from state to state and some states require that employers may only test applicants once they have been formally offered a position conditional on a negative drug test.

The most common drug tests involve applicants going to a collection site where a urine sample is obtained and then sent to a certified laboratory for analysis. The standard drug test is called a “Five-Screen” and tests for 5 types of street drugs – marijuana, cocaine, PCP (Phencylidine), opiates such as heroin and morphine, and amphetamines. Urine drug testing is popular with employers because it is reliable, inexpensive and non- intrusive. Test results are usually available within 24 to 48 hours. Other testing methods such as hair testing, blood tests, breath tests and saliva testing are also used.

Job applicants are likely to be required to undergo some form of pre employment testing. Although the amount of preparation that can be done for these tests is limited it will benefit applicants greatly to understand the type of tests they can expect.

More about career personality tests

Before you get involved with someone, whether it’s a personal relationship, a business agreement or an employment arrangement are you sure you know enough to be confident about that person? Put them to the test, check their background before it matters…

If you have any any doubts about someone, you owe it to yourself to either erase your doubts or confirm your suspicions. And nowadays it is easy to do it discreetly. Information is available that you can access immediately and lay your concerns to rest, once and for all. The small cost involved is as nothing compared to making the wrong decision about a person that could have costly consequences for you, your relationships or your business.

So if you’re looking for someone or need background information about somebody you can access these records: Background check | People trace | Reverse phone | Criminal Records | Marriage / Divorce | Sex Offender | Birth Records and Get Unlimited Access to Over 1 Billion Records

The first internet performance-based dyslexia test for adults is now available. Find out right now if you are showing any signs of dyslexia! This is the only dyslexia test that simply runs within your web-browser – no CD or delivery required.

Unlike most dyslexia screening tests available on the internet – we don’t rely on a check-list. Instead we assess your performance, against one of the largest samples ever collected for dyslexia screening. In just 30 minutes* you will receive a full and highly accurate report on whether you show any signs of dyslexia, or have any other literacy difficulties.

There is so much information available on the internet concerning dyslexia, that it can quickly become bewildering trying to find the answers. We have spent over four years developing this site, to help bring you some peace of mind and provide you answers with the minimum of fuss.

Click here to take the test