WHAT LIESPersonality Assessment Tools

PERSONALITY TRAITS

ASSESSMENT

The Cattell 16PF (16 Personality Factor) model is probably themost-widely used system for categorizing and definingpersonality. Other similar systems exist and may be preferredby some, but it's the 16PF in its various forms that is universallyunderstood.

Unlike other common personal profiling tools, the 16PF definesour basic, underlying personality, without regard to how weapply it or the environment in which we apply it.

RAYMOND CATTELL’S 16 PF

RAYMOND CATTELL’S 16 PF

Sample Report 1 Sample Report 2

Fundamental to the Myers-Briggs Type Indicator is the theory of psychological type as originally developed by Carl Jung.

Jung proposed the existence of two dichotomous pairs of cognitive functions:

Jung went on to suggest that these functions are expressed in either an introverted or extraverted form. From Jung's original concepts, Briggs and Myers developed their own theory of psychological type, described below, on which the MBTI is based.

MYER BRIGGS TYPE INDICATOR

Cognitive Functions

The "rational" (judging) functions: thinking and feeling

The "irrational" (perceiving) functions: sensing and intuition

MYER BRIGGS TYPE INDICATOR

Thomas Personal Profile Analysis (PPA) has its original impetus from the writings of Marston who put forth a theory of human behavior as a function of two bipolar dimensions, one external and the other internal.

These two dimensions provided a matrix from which the individual’s typical pattern of interaction could be described through four characteristics: Dominance, Inducement, Submission and Compliance (DISC). Marston’s theory assumed that most people are capable of showing all four of these patterns at different times.

The Thomas Profiling developed by Dr. Thomas Hendrickson aims at identifying an individual’s

oSelf-ImageoWork BehavioroMotivations andoBehavior under pressure

THOMAS PROFILING

THOMAS PROFILING

DISC Model Sample Report

The California Psychological Inventory™ (CPI™) assessments are powerful leadership development tools that help individuals and leaders improve their performance. By describing individuals in the way others see them, the CPI assessments illustrate a range of personal and work-related characteristics, motivations, and thinking styles—as well as different ways people manage themselves and deal with others.

CPI TM

CPI 260® Coaching Report for LeadersIdentifies strengths and blind spots for developingsuccessful leaders

CPI™ 434 ReportProvides an in-depth, highly accurate portrait of anindividual's professional and personal styles; also providesdetails on seven special purpose scales including ManagerialPotential, Work orientation, Creative temperament,Leadership Potential, Amicability, Enforcement orientationand Tough-mindedness.

CPI TM

CPI Model

INTERPERSONAL / TEAM

ASSESSMENT

FIRO-B® stands for Fundamental Interpersonal Relations Orientation Behavior. Developed by William Schutz in 1958, Schutz first used the FIRO-B® tool to assess how teams performed in the US Navy.

This tool is used to help individuals and teams better understand their preferences in satisfying three basic social needs:

Inclusionthe degree to which one belongs to a group, team or community

Controlthe extent to which one prefers to have structure, hierarchy and influence

Affectionone's preference for warmth, disclosure and intimacy

FIRO-B®

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2

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For each of these factors, FIRO-B® assesses individuals as to:

o how much they express the needs and o how much they want to have the needs expressed to them from others

The overall 'scores' from the assessment also reveal the degree to which people attain satisfaction from their interactions with others versus time spent alone.

FIRO-B®

Belbin identified nine team roles and he categorized those roles into three groups:

Each team role is associated with typical behavioral and interpersonal strengths. He called the characteristic weaknesses of team roles the "allowable" weaknesses; as for any behavioral weakness, these are areas to be aware of and potentially improve.

BELBIN TEAM ROLE INVENTORY

Action Oriented

People Oriented

Thought Oriented

PREFERENCES / STYLES

INDICATORS

The Birkman Method® consists of ten scales describing motivations(Interests) and occupational preferences.

It also has eleven scales describing 'effective behaviors' (Usualbehaviors) and eleven scales describing interpersonal andenvironmental 'expectations' (Needs). A corresponding set of elevenderived scales describe the associated 'less than effective' (Stress)behaviors when expectations are not fulfilled. Together, these elevenscales are titled Components.

In application, The Birkman Method® provides a method of improvingpersonal and interpersonal effectiveness, articulating issues andresolving them, and revealing hidden assumptions that directly affectinterpersonal effectiveness.

THE BIRKMAN METHOD®

The Birkman Method® notably:

o assesses perceptions and situational motivators

o is non-clinical, online, valid, reliable, and without 'adverse impact'

o identifies 'effective,' 'less than effective' behaviors and provides

practical suggestions to improve personal and interpersonal

effectiveness

o provides respondents with a unique problem-solving approach that

can be applied to many situations, even situations beyond the

extensive report options

o identifies the career choices most likely to appeal to the

respondent

THE BIRKMAN METHOD®

The Thomas-Kilmann Conflict Mode Instrument (TKI) is the world’s best-selling assessment for understanding how different conflict-handling styles affect interpersonal and group dynamics.

THOMAS-KILMANN INVENTORY

Kilman says there are fivemethods or modes individualshave for behaving duringconflict. These methods can bedrawn on a two-axis graph. Onthe Y-axis is assertiveness, orhow much the individual tries toget his or her way. On the X-axisis cooperativeness, or how muchthe individual tries to satisfyothers’ concerns.

The Kolb Learning Style Inventory recognizes individual learning preferences, while encouraging individuals to expand and apply their learning strengths. Understanding your own style – and that of other people – can help you tune into the needs of others so that you and your team work more effectively.

Based on experiential learning theory, the learning style inventory was developed by David Kolb Ph.D. with research that began in 1971. It identifies four phases in the learning process.

Experiencing: learning from experiences, being sensitive to feelings and people.

Reflecting: Reserving judgment, taking perspectives, looking for meaning.

Thinking: logically analyzing ideas, planning systematically, using concepts.

Acting: showing an ability to get things done, taking risks, influencing.

LEARNING STYLES INVENTORY

The Personality and Preference Inventory (PAPI) was originally designed by Dr Max Kostick, in the early 1960s.

The rationale for the design and formulation of PAPI as an assessment measuring preferences (Needs) and perceptions (Roles) is based on Murray’s needs-press theory. The PAPI Role scales measure the individual’s perception of himself or herself in the work environment and look at areas such as integrative planning and attention to detail. The Need scales probe the deeper inherent tendencies of an individual’s behavior such as the need to belong to groups and finish a task.

Role scales: Leadership role, Organized type, Attention to detail, Conceptual thinker, Social harmonizer, Ease in decision making, Work pace, Emotional restraint, Role of the hard worker, Integrative planner

Need scales: Need to control others, Need for rules and supervision, Need for change, Need to finish a task, Need to be noticed, Need to belong to groups, Need to relate closely to individuals, Need to be forceful, Need to achieve, Need to be supportive

PAPI

OTHER TOOLS

EMOTIONAL AND SOCIAL COMPETENCY

INVENTORY

Emotional and social intelligence makes the difference between a highly effective leader and an average one. The real benefit comes from the 360°view into the behaviors that differentiate outstanding from average performers.

It helps managers and professionals create competitive advantage for their organizations by increasing performance, innovation and teamwork, ensuring time and resources are used effectively, and building motivation and trust.

The emotional and social competency inventory (ESCI) to:o measure emotional intelligence in your leaders and professionalso raise awareness through powerful feedbacko focus your coaching and development on crucial capabilitieso bring out the best in individuals and teams.

GROWTH FACTOR INVENTORY

The workforce is shrinking, the ‘baby boomers’ are seeking retirement and the competition for talent is intensifying. To find new leaders, you need to look within the organization. But strong performance is not a reliable indicator of leadership potential. By looking beyond performance in a current role to future potential, the growth factor inventory (GFI) helps in identifying precisely who you should target for development.

The GFI is used to:o Direct investment in leadership developmento spot hidden talent that might otherwise be missedo ensure managers can fully exploit development opportunitieso ‘reality check’ early evaluations of entry-level employees.

PERSONAL VALUES QUESTIONNAIRE

Based on the research of the renowned psychologist Dr David McClelland, the PVQ guides learners through various steps to measure the importance they attach to three social values: achievement, affiliation and power. These values – or conscious drivers of behavior –explain the extent to which we want to achieve tasks or standards, maintain close, friendly relationships or have an impact on others. The personal values profile will describe how people rate these values at a conscious level.

The PVQ is a simple, straightforward way for people to begin thinking about what matters to them – and to consider the implications of this for performance.

PICTURE STORY EXERCISEThe PSE looks beyond actions and intent, revealing the motives that drive individuals’ behaviors. It provides a uniquely insightful benchmark from which to build self-awareness and capability. It helps leaders and professionals understand – and extend – the circumstances when they are at their best.

It examines an individual’s social motives: three non-conscious concerns or needs that shape our behaviors. These are the needs to:

I. meet or exceed personal standards of excellence (achievement)II. maintain close personal relationships (affiliation)III. have an impact or influence on others (power)

The PSE generates powerful feedback, and can only be administered by an accredited Hay Group consultant.