16 Point Sample Assessment

KnowYourStaff’s ‘16 Point Profile’ assessment is based upon an empirically derived
psychological theory that has been in practice for over 50 years. The assessment covers
188 items that measure 16 core human personality traits, including problem-solving
ability. See the Sample Assessment below for examples of questions your employee or
candidate will be asked to answer.

Instructions

This survey contains some questions to see what interests you have and how you
feel about things.

Read the questions below and think about how you would answer them. Use the
mouse to click in the circle that best reflects your answer.

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Our Reports Are Based On The Profiles Of ‘Top Performers’

KnowYourStaff customizes the reporting process by creating Target Profiles for
specific jobs such as Optometric Assistant or Office Manager. This allows you to compare
your candidate or employee to the psychological profile of the top performers nationwide
for that specific position. This process helps insure a high degree of fit between a
prospective employee and your practice.

Also provided with the Target Profile is the Similarity Index which represents how similar
a candidate is to the profile. The Similarity Index takes into account the various traits that
are measured and their importance to the particular position. Generally speaking, an
index of 90 to 100 indicates the candidate is an excellent match, while 80 to 89 is a very
good match. 79 or below is considered to be a weaker match.

Our clients find that Target Profiles dramatically enhance the power and usefulness
of the testing process. The '16 Point Profile’ Sample Report below details how one
Optometric Assistant candidate compared to the target profile created by
KnowYourStaff for that position.

KnowYourStaff 16 Point
Assessment and Development Report for:

Responsibility for proper use and interpretation rests with the user. All assessment-related
statements should be thoroughly probed (and confirmed or denied) by interview
responses and behaviors, background data and references, and behavioral performance.
Only then can a clear path of professional development be created.

Comments or questions about The Computer Psychologist may be addressed to:

The Computer Psychologist, Inc.
233 Peachtree St. NE
Suite 900, Harris Tower
Atlanta, GA 30303
404-965-5221
info@ComputerPsychologist.com

Personality Description

It has been our experience that a person is most effective and content in work that plays
to the largest number of his strengths, to the fewest number of his weaknesses, that
involves the largest number of his interests and that satisfies the largest number of his
needs. Based upon the psychological assessment instruments, we have identified the
following assets, limitations, needs and interests.

Problem Solving Style: Her problem-solving and reasoning abilities are average. She
applies her past experiences and intellectual abilities to present-day problems. She
values accuracy as she approaches tasks. She can be close-minded to new and
innovative solutions. She is most comfortable dealing with tasks where definite results
can be seen.

Emotional and Motivational Patterns: She is emotionally stable, responsible, and
mature. She has a well-defined system of values which guide her behavior. She spends
a fair amount of time reflecting upon herself and others. She combines the proper
amounts of humor and earnestness in work situations. She possesses an average level
of energy. She refuses to let tension disturb her naturally calm and relaxed nature. Her
tolerance level for increasing tension and stress is high. She is emotionally overcontrolled
and reticent to express her feelings. She is typically a patient person. She is somewhat
resistant when asked to change quickly and flexibly. Her self-confidence and assurance
is in a constant state of flux. She benefits from criticism and feedback. She takes others
at face value and tends to accept and trust them immediately. She tends to handle
problems with thorough reflection and thought more than immediate action.

Interpersonal Skills: She exhibits a slight degree of introversion. She is quiet and
reserved socially. She has developed a generally sound set of social skills. She has
social savvy and know-how when she chooses to use it. She can meet and greet once
she understands the social “lay of the land.” She develops a few close friendships rather
than a broad array of acquaintances. She generally interacts with others in a fair and
sincere manner. She prefers to be involved with consistent and predictable people and
situationsl. She does not merchandise her abilities as effectively as she could. She is
willing to listen to the input and ideas of others. She enjoys being of service and
assistance to other people. She is more cooperative and compliant with other people
than she is assertive. She is somewhat rigid in adhering to her personal standards.
She will lose effectiveness when required to take center stage. She prefers settings with
routine and predictable work demands. Her implementation skills are stronger than her
innovation skills. She functions well within a cooperative team structure. She willingly
accepts guidance and direction from competent superiors. She is not interested in
assuming leadership positions. Her management style can be best characterized as
permissive and easygoing.

Interpretation of Graph—Personality traits deemed (statistically and conceptually) most
relevant for the target position are displayed in the graph above. For each trait or dimension,
scores in the general adult population form a bell-shaped distribution around a mid-point of
5.5. A majority of people, more than 50%, obtain scores in the 4 to 7 range. It is very imortant
to realize that high scores are not necessarily good and low scores are not necessarily bad.

The red triangles represent this individual candidate's score on each scale. The green bars
represent the target range for this position; 2/3rds of the sample of top performers fell within
the range of the green bar. In evaluating a candidate, consider each scale in two ways. First,
think about how the candidate compared to the general population on the trait. More
importantly, think about how they compare to the sample of top performers. If they are in the
green bar, they are psychologically similar to the top performers. A score slightly above or
below the green bar is not a cause for excessive concern; statistically, 1/3 of the top
performers also fell above or below the green bar. Scores that are significantly above or
below the green bar should be explored through interview probing, behavioral observations,
reference checks, and other techniques.

The Similarity Index, displayed at the top of the graph, is an overall reflection of how the
candidate fits the target profile, across all traits. Scores can range from 0 to 100, with 100
representing a precise match between candidate and position. The contribution of each
scale to the Similarity Index varies with its relevance or importance to the position. Whereas
high scores are indicative of a good match, it is important to bear in mind that many
individuals earning lower Similarity Index scores are still suitable candidates; lower scores
are an indication that the profile should be examined more carefully and the candidate
probed more deeply.

Highlights

Potential Assets: Based upon the assessment, the following list prioritizes the
candidate's greatest potential assets. These potential assets should be confirmed through
interview responses and behaviors, background data and references, and behavioral
performance. They include:

• She maintains firm standards and strong attention to quality.
• She has a well-defined and crystallized system of values.
• She has an above average level of stability and maturity.
• She benefits from constructive critique.
• She has a strong level of drive and she pushes herself to achieve.
• She possesses a strong level of patience.

Potential Limitations: Based upon the assessment, the following list prioritizes the
candidate's potential limitations. These potential limitations should be confirmed through
interview responses and behaviors, background data and references, and behavioral
performance. They include:

• She tends to be permissive in her management approach.
• She is prone to be emotionally overcontrolled and tends to internalize her feelings.
• She can lack assertiveness.

INTERVIEW GUIDE

Potential Limitation: She tends to be permissive in her management approach.
Interview:

• What things do you think contribute to your effectiveness as a manager of tasks, projects
  and/or people? What do you think are your weakest points?
  Does she discuss a tendency to be lenient or permissive? She may discuss it as a
  strength or as a weakness, depending on her viewpoint!

• What was the turnover in your department over the last few years? What type of
  terminations were most frequent—resignations or firings? How many people have you fired?
  Examine the reasons behind the turnover and probe for specifics. Employees may have
  indicated a lack of direction as a reason for resigning. Is she able to be firm enough to fire
  someone? If someone was fired, was it at her initiative?

• How would you define the job of a manager?
  This question will help to get an understanding of the candidate's viewpoint of the role of
  manager. Does she support a very hands-off, permissive role for a manager?

• How do you maintain discipline in your department? What special problems do you have
  with the day-to-day management of your staff?
  This question may help to reveal how the candidate views both discipline and management.
  Probe to find out how she deals with the problems.

• Role play a situation in which she is a manager and you are a subordinate who is chronically late to work.
  Is she effective in confronting you with the problem? Can you dismiss her claims and get her to change your hours or work a "flex-schedule?" Does she uphold her or the company's needs or does she hold your needs to be primary?

Interview Behaviors:

• Does she have a presence that seems to demand respect, or does she appear to be more casual, laid-back and permissive?

Background:

• Discuss the individual's management style with her previous employer. Was she overly permissive and hands-off? Did she achieve goals? Did she motivate and develop others?

INTERVIEW GUIDE

Potential Limitation: She is prone to be emotionally overcontrolled and tends to internalize her feelings.

Interview:

• Describe a scenario in which a co-worker or boss upset you. How did you respond to that
  situation? Would you prefer to respond differently in the future?
  Did the individual mention any communication methods to express her feelings? Was the
  candidate more likely to keep quiet when it would have been appropriate to say something?
  Does she seem apprehensive about communicating these feelings more freely?

• When asked to do something which you feel is not the best course of action to take, are
  you more likely to do it quietly without expressing your feelings, or speak up against doing
  the task? Please explain (and give an example, if appropriate).
  Does the individual's response indicate a tendency to internalize feelings?

• Is the ability to control emotions an asset or a liability? Why? Give examples.
  Listen for tendencies to view their "control" as an asset. Probe for awareness of situations
  where their control may have been counterproductive. Do they internalize feelings until it
  is too late to express them in a constructive manner?

• If your boss told you that you had a "dumb idea" but you thought it was one which was good
  for the business, what would you do? Alternative: If you found out that an acquaintance in
  another department was saying uncomplimentary things about you, what would you do?
  Judge their stated ability to verbalize their feelings versus internalizing them. If they say that
  they would verbalize their feelings, do you believe they would actually do it?

• Have you ever had a boss who was somewhat inaccurate in appraising your performance?
  (If yes...) What did you do? Did you express your feelings to your boss or just "let it pass?"
  Was the candidate able to express her feelings about the performance critique to the boss?
  Did they do it immediately (less controlled) or at a later time (after internalizing emotions and
  thinking through the situation)?

Interview Behaviors:

• Is the candidate able to express emotions during the interview, positive or negative?

Background:

• Ask former supervisors if the candidate tended to internalize feelings letting them build-up
  without addressing them. Were they ever surprised by the candidate's feelings because the
  candidate "held them in" until frustrations "built up and burst?"

INTERVIEW GUIDE

Potential Limitation: She can lack assertiveness.

Interview:

• Tell me about an occasion when there were objections to your ideas. What did you do to
  convince others of your point of view?
  Examine how the candidate asserts her needs. Is it effective? Did she express her opinion or
  conform to the opinion of others to avoid the confrontation? Was she assertive enough?

• When placed in a group situation, do you tend to dominate and lead the discussion, or do
  you prefer to follow the lead of others in the group? When others in the group disagree with
  your viewpoint, how do you react to the situation?
  Does the individual appear to always follow others? Does she express her opinion? Would she
  prefer to submit to the viewpoint of others in order to avoid asserting her opinion?

• Do you consider yourself an assertive person? If yes—please give an example of a situation
  (personal or professional) in which you were assertive.
  Does the candidate view herself as an assertive person? Probe the example to determine if
  she is assertive enough.

• How do you respond when you have a complaint about something in your personal or
  professional life? Do you grin and bear it, or act on it (write a letter, ask to speak to the
  boss, etc.)?
  Is the individual aggressive enough to handle a confrontational issue?

Interview Behaviors:

• Does the candidate appear to be submissive in her body language? Does she look you in
  the eye? Shake your hand firmly?

• Can you picture this individual being assertive when necessary? Would she express needs
  and opinions?

• Is she overly agreeable? Does she seem to tell you what she thinks you want to hear?
  Does she ask good, assertive questions about the company when given the opportunity?

Background:

• Discuss with former employer how well the individual asserted her ideas, opinions or needs.
  Was she assertive enough? Did she stand up for herself or the company when needed?

DEVELOPMENTAL RECOMMENDATIONS

Potential Limitation: She tends to be permissive in her management approach.

Books

Coaching and Counseling : A Practical Guide for Managers and Team Leaders (50-Minute Series), by Marianne Minor, 1996 .

Coaching for Development : Skills for Managers and Team Leaders (Fifty-Minute Series), by Marianne Minor, 1996 .

Videos

Audios

Training Seminars

Coaching and Teambuilding Skills for Managers and Supervisors, presented by SkillPath Seminars, 1-800-873-7545.

Management Skills for the New or Prospective Manager, presented by SkillPath Seminars, 1-800-873-7545.

Potential Limitation: She is prone to be emotionally overcontrolled and tends to internalize her feelings.

Books

Feedback Toolkit: 16 Tools for Better Communication in the Workplace, by Rick Maurer .

The Art of Communicating : Achieving Interpersonal Impact in Business (Fifty-Minute Series), by Bert Decker, 1997 .

The Art of Giving & Receiving Feedback (Ami How-To Series), by Shirley Poertner .

Videos

Interpersonal Communication Skills (1997), Starring: Debra Sutch, et al. .

Audios

Training Seminars

Conflict Management and Confrontation Skills for Women, presented by CareerTrack, 1-800-334-6780.

How to Become a Better Communicator, presented by SkillPath Seminars, 1-800-873-7545.

How to Become a Great Communicator, presented by CareerTrack, 1-800-334-6780.

Self-Discipline & Emotional Control, presented by CareerTrack, 1-800-334-6780.

Potential Limitation: She can lack assertiveness.

Books

Asserting Yourself: A Practical Guide for Positive Change, by Sharon A. Bower et al., 1991 .

Be Assertive : The Positive Way to Communicate Effectively, by Beverley Hare, 1997 .

Fifty Activities for Interpersonal Skills Training, by Sue Bishop .

Managing Assertively: How to Improve Your People Skills: A Self-Teaching Guide (Wiley Self-Teaching Guides), by Madelyn Burley-Allen .

Managing Your Anxiety: Regaining Control When You Feel Stressed, Helpless, and Alone: Self-Care Program Included, by Christopher J. McCullough & Robert W. Mann .

The Art of Communicating : Achieving Interpersonal Impact in Business (Fifty-Minute Series), by Bert Decker, 1997 .

Total Confidence: A Complete Guide to Self Assurance and Personal Success, by Phillippa Daviess .

Training Games for Assertiveness and Conflict Resolution: 50 Ready-To-Use Activities, by Sue Bishop .

Videos

Interpersonal Communication Skills (1997), Starring: Debra Sutch, et al. .

Keeping Your Cool When Others Don't, by AMA, 1996 .

Successful Negotiating, by AMA, 1996 .

Audios

Thirty Minutes to Self-Confidnece: How to Be Assertive, by Super, 1995 .

Training Seminars

Conflict Management and Confrontation Skills for Women, presented by CareerTrack, 1-800-334-6780.

Excelling as a Highly Effective Team Leader, presented by SkillPath Seminars, 1-800-873-7545.

How to Become a Better Communicator, presented by SkillPath Seminars, 1-800-873-7545.

How to Become a Great Communicator, presented by CareerTrack, 1-800-334-6780.

How to Lead a Team, presented by CareerTrack, 1-800-334-6780.

Management Skills for the New or Prospective Manager, presented by SkillPath Seminars, 1-800-873-7545.

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