If You Don’t Measure Values, There’s Always 20/20 Hindsight
The concept of benchmarking is commonly used with behavioral testing in order to provide predictive insight regarding the fitness of candidates for respective positions. When administering personality tests to employees for benchmarking purposes, the variations between personalities and values have often compromised accuracy when it comes to correlating test results and operating performance metrics. There are often discrepancies between how one acts and how one thinks. Think of it this way. Do all the successful people in a given job at your organization have the same personality? Probably not. But it’s very conceivable that they share common thinking values that lead to success. This explains why individuals with different personalities can be successful in the same job. On the flip side, people with the same personality can have vastly different results.
To illustrate this further, consider a common salesperson candidate dilemma that is not ideally addressed by traditional, self-analysis personality tests. Assume there are two sales candidates with aggressive, competitive, results-oriented personality profiles. These traits are routinely associated with a propensity to succeed in the sales profession. However, the personality tests don’t offer a window into the candidates’ value structure, and that could pose an important risk for the employer. One candidate may be aggressive, competitive, and results-oriented; and may also impose high self expectations to do things in a responsible manner. The other candidate may likewise be aggressive, competitive, and results-oriented; however, they may be so focused on individual efforts and/or personal status, perhaps to an obsessive extreme, that it leads them to cross the line and act irresponsibly. In both cases, adequate sales production may be achieved, but at what expense? Could the ethical transgression by the irresponsible salesperson do irreparable harm to a customer relationship and/or their organization’s reputation?
In addition to the gap between personalities and values, benchmarks that are based on personality tests can be compromised by employees who misdiagnose themselves inadvertently, or intentionally try to deceive the tests. Many personality tests include accuracy estimators to account for employees who try to game or manipulate the tests, nonetheless, the reliability challenge remains. If a personality test result shows an 18% distortion factor for an employee, meaning the employee’s answers were, to a certain degree, inaccurate, how can that result be dependably factored in an aggregate analysis that includes a myriad of distortion factors?
Because our science enables people to objectively value things the way they see the world, the burden of analyzing themselves is removed. They can’t inadvertently describe themselves as competitive, or intentionally represent themselves as competitive because they sense the employer is looking for that characteristic.
By objectively measuring how people assign value instead of how they act, our technology produces purer test result data. This enables employers to benchmark with unprecedented accuracy when performing correlations to key employee performance metrics that support the company’s operating goals. As opposed to the homogenous group scoring patterns and averages often seen when personality test result data is analyzed, clear distinctions emerge when aggregating group employee performance data by value structures. This unparalleled accuracy leads to better predictability related to candidates’ future performance.
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