Understanding Personality Profile Dr. Leahcim Semaj July 2019

2. 19/07/2019 www.LTSemaj.com 2
Roots & Fruits

3. Dr. Leahcim Semaj
19 July 2019 www.AboveorBeyondJM.com 3
LTS - AoB

4. AoB Video
7/19/2019 www.AboveorBeyondJM.com 4

5. Our Beginning
 Leahcim T. Semaj & Company Limited
 HAS SOUGHT SINCE ITS
BEGINNING TO PROVIDE
SERVICES TAILORED TO
MEET THE CHANGING
CONCERNS OF THE
MARKETPLACE

6. LEADERS IN PSYCHOLOGICAL TESTING
 Personality Profile
 Managerial Competencies
 Assessment of Needs
 Conflict Style
 Intellectual Functioning
 Emotional Intelligence Mapping
 Creativity and Problem Solving
 Computer and Mechanical Aptitude
 Customer Services and Sales Aptitude
 Tests Designed to Suit Specific Needs

7. JobBank Personality Profile
 Delivers an individualised
profile in 40 minutes
 Costs a fraction of the
imported products

8. WE ACCURATELY MEASURE
MBTI
Personality
Types
 INTROVERT
 EXTRAVERT
 THINKING
 FEELING
 SENSING
 INTUITING
 JUDGING
 PERCEIVING

9. WE ACCURATELY MEASURE
Conflict
Resolution
Styles
 WIN/LOSE
 ACCOMMODATE
 COMPROMISE
 AVOIDANCE
 WIN/WIN

10. WE ACCURATELY MEASURE
 PSYCHOLOGICAL
NEEDS
 SUPPORT
 RESPECT
 EMPATHY
 EXHIBITION
 GENDER SENSITIVITY
 CHANGE
 ORDER
 ENDURANCE
•ACHIEVEMENT
•DOMINANCE
•AUTONOMY
•INDEPENDENCE

11. WHAT WE CAN DO
 Develop profiles of most the effective personnel in all areas
 Determine the suitability of job applicants
 Assess management style and its effect on workers
 Measure predisposition to give quality service
 Help individuals plan their future development
 Diagnose conflict areas in organisations
 Provide advice and career counselling

12. The Secret of a Happy Life

13. Hiring Criteria Change- From
Narrow Qualifications to D.A.T.A.
 DESIRE- They really want the job
 ABILITY- They are good at the tasks required
 TEMPERAMENT- Their personality fits the situation
 ASSETS- They have other resources that the work
requires

14. THE RESULT
 What people know is less
important than who they are
 Hiring is about finding
people with the right mind-
set
 What you know changes,
who you are rarely does
 What people have done
is the best predictor of
what they will do
 Identify characteristics
of your best people and
hire more like them
 FAST COMPANY 4/1996

15. Where Should You Begin?
 BEGIN
WITH A
PERSONALITY
PROFILE TEST

16. MORE THAN 50 YEARS WORK
 Self Selection and Development
 Career Development and Exploration
 Organisational Development
 Team Building
 Problem Solving
 Management and Leadership Training
 Relationship Counselling
 Academic Counselling
 Education and Curriculum Development

17. THE MENTAL PROCESSES
PERCEIVING JUDGING
SENSING INTUITION THINKING FEELING

18. 1. Where Should the Ideal Candidate’s
Energy Be Naturally Directed?
• Extraverts' energy is directed primarily outward, towards
people and things outside of themselves.
• Introverts' energy is primarily directed inward, towards
their own thoughts, perceptions, and reactions.
• Extraverts tend to be more naturally active, expressive,
social, and interested in many things
• Introverts tend to be more reserved, private, cautious, and
interested in fewer interactions, but with greater depth and
focus.

19. PLEASE CHOOSE ONE:
Extravert (E) or Introvert (I)
 Extraverts often:
 Have high energy
 Talk a lot
 Think out loud
 Like to be around people a lot
 Are easily distracted
 Introverts often:
 Have quiet energy
 Talk less
 Think before they act
 Are comfortable spending
time alone
 Have good concentration

20. 2. What Kind of Information Should the Ideal
Candidate Naturally Notice and Remember?
• Sensors notice the facts, details, and realities of the world
around them
• Intuitives are more interested in connections and relationships
between facts as well as the meaning, or possibilities of the
information.
• Sensors tend to be practical and literal people, who trust past
experience and often have good common sense.
• Intuitives tend to be imaginative, theoretical people who trust
their hunches and pride themselves on their creativity.

21. PLEASE CHOOSE ONE:
Sensor (S) or Intuitive (N)
Sensors often:
 Admire practicality
 Focus on the facts & specifics
 Have straightforward speech
 Are more realistic - see what is
 Are more present-oriented
Intuitives often:
 Admire creativity
 Focus on ideas & the big picture
 Have roundabout thoughts
 Are more imaginative - see
possibilities
 Are more future oriented

22. 3. How Should the Ideal Candidate
Decide or Come to Conclusions?
• Thinkers make decisions based primarily on objective and
impersonal criteria--what makes the most sense and what is
logical.
• Feelers make decisions based primarily on their personal values
and how they feel about the choices.
• Thinkers tend to be cool, analytical, and are convinced by logical
reasoning.
• Feelers tend to be sensitive, empathetic, and are compelled by
extenuating circumstances and a constant search for harmony.

23. PLEASE CHOOSE ONE:
Thinker (T) or Feeler (F)
Thinkers often:
 Are cool & reserved
 Are objective
 Are honest & direct
 Are naturally critical
 Are motivated by achievement
Feelers often:
 Are warm and friendly
 Get their feelings hurt easily
 Are sensitive & diplomatic
 Try hard to please others
 Are motivated by being appreciated

24. 4. What Kind of Environment Should Make
the Ideal Candidate Most Comfortable?
• Judgers prefer a structured, ordered, and fairly predictable
environment, where they can make decisions and have things
settled.
• Perceivers prefer to experience as much of the world as
possible, so they like to keep their options open and are most
comfortable adapting.
• Judgers tend to be organized and productive
• Perceivers tend to be flexible, curious, and nonconforming.

25. PLEASE CHOOSE ONE:
Judger (J) or Perceiver (P)
Judgers often:
 Are serious & formal
 Are time-conscious
 Like to make plans
 Work first, play later
 Like to finish projects best
Perceivers often:
 Are playful & casual
 Are unaware of time or late
 Like to wait-and-see
 Play first, work later
 Like to start projects best

26. Personality Type Frequency Pecentage
1 ESTJ 125 18.5%
2 ISTJ 91 13.5%
3 ESFJ 84 12.5%
4 ISFJ 68 10.1%
5 ESFP 56 8.3%
6 ISFP 51 7.6%
7 ENFP 46 6.8%
8 ISTP 33 4.9%
9 ESTP 29 4.3%
10 INFP 23 3.4%
11 ENFJ 15 2.2%
12 ENTP 15 2.2%
13 INFJ 13 1.9%
14 INTJ 11 1.6%
15 ENTJ 9 1.3%
16 INTP 5 0.7%
Profile Frequency

27. Where Do We Direct Our Energy?
 EXTRAVERT
 The real world is around you
 Energy comes from outside
 Sociable, comfortable and
confident in unfamiliar
surroundings
 Likes organisations, groups ,
community gatherings, parties
 Dislikes being alone
 INTROVERT
 The real world is within you
 Energy comes from within
 Tends to be unsociable, prefers
reflection to activity
 Feels lost in large gatherings,
prefers own thoughts to
conversation
 At best when alone or in small
familiar groups

28. EXTRAVERTS AT WORK
 Like variety and action
 Often impatient with long slow jobs
 Interested in the activities of their work and in how other
people do it
 Often act quickly, sometimes without thinking
 When working on a task, find phone calls a welcome diversion
 Develop ideas by discussion
 Like having people around

29. INTROVERTS AT WORK
 Like quite for concentration
 Tend not to mind working on one project for a long time
uninterrupted
 Are interested in the facts/ideas behind their work
 Like to think a lot before they act, sometimes without
acting
 When concentrating on a task, find phone calls intrusive
 Develop ideas by reflection
 Like working alone

30. HOW DO WE RECEIVE AND PROCESS INFORMATION?
What do we naturally notice and remember?
 SENSORS
 Trust the certain and
concrete
 Value realism and
common sense
 Tend to be specific and
literal
 Oriented to present
 Like to hone established
skills
 INTUITIVES
 Trust inspiration and
inference
 Value imagination and
innovation
 tend to be general and
figurative
 Oriented to future
 Like to learn new skills

31. SENSING AT WORK
 Like using experience and standard ways to solve problems
 Enjoy applying what they have already learned
 May distrust and ignore their inspirations
 Seldom make errors of fact
 Like to do things with a practical bent
 Like to present the details of their
 Prefer continuation of what is, with fine tuning
 Usually proceed step-by-step

32. INTUITION AT WORK
 Like solving new complex problems
 Enjoy learning a new skill more than using it
 May follow their inspirations, good or bad
 May make errors of fact
 Like to do things with an innovative bent
 Like to present an overview of their work first
 Prefer change, sometimes radical, to continuation of what is
 Usually proceed in bursts of energy

33. Sensors Communicating
 Like evidence (facts, details, and examples) presented
first
 Want practical and realistic applications shown
 Rely on direct experience to provide anecdotes
 Use an orderly step-by-step approach in presentations
 Like suggestions to be straightforward and feasible
 Refer to a specific example
 In meeting, are inclined to follow the agenda

34. Intuitive Communicating
 Like global schemes, with broad issues presented first
 Want possible future challenges discussed
 Rely on insights and imagination to provoke discussion
 Use a round-about approach in presentations
 Like suggestions to be novel and unusual
 Refer to a general concept
 In meeting, are inclined to use the agenda as a starting
point

35. HOW WE MAKE DECISIONS
 THINKING
 Value logic, fairness and
justice
 Naturally see flaws
 May seem heartless and
insensitive
 Desire achievement
 Truth more important than
tact
 FEELING
 Value empathy and
harmony
 Naturally like to please
others
 May seem illogical and
weak
 Desire to be appreciated
 Tact and truth important

36. THINKING TYPE AT WORK
 Use logical analysis to reach Conclusions
 Can work without harmony
 May hurt people’s feelings without knowing it
 Tend to decide impersonally, sometimes paying
insufficient attention to people’s wishes
 Tend to be firm-minded and can give criticism when
appropriate
 Look at the principles involved
 Feel rewarded when job is done well

37. FEELING TYPE AT WORK
 Use values to reach conclusions
 Work best in harmony with others
 Enjoy pleasing people, even in unimportant things
 Often let decisions be influenced by their own and other
people’s likes and dislikes
 Tend to be sympathetic and dislike, even avoid, telling people
unpleasant things
 Look at the underlying values in situation
 Feel rewarded when people’s needs are met

38. Thinkers Communication
 Prefer to be brief and concise
 Want the pros and cons of each alternative to be listed
 Can be intellectually critical and objective
 Convinced by cool, impersonal reasoning
 Present goals and objectives first
 Consider emotions and feelings as data to weigh
 In meetings, seek involvement with tasks

39. Feelers Communication
 Prefer to be sociable and friendly
 Want to know why an alternative is valuable and how it
affects people
 Can be interpersonally appreciative
 Convinced by personal information, enthusiastically delivered
 Present points of agreement first
 Consider logic and objectivity as data to value
 In meeting, seek involvement with people

40. DO WE PREFER A STRUCTURED
OR A SPONTANEOUS WORLD?
JUDGING
 Happiest after decisions are made
 Work first, play later
 Set goals and work towards them
 Product oriented
 Satisfaction from finishing projects
 Time is a finite resource
 Take deadlines seriously
 prefer to know what getting into

41. JUDGING AT WORK
 Work best when they can plan their work and follow their pla
 Like to get things settled and finished
 May not notice new things that need to be done
 Tend to be satisfied once they reach a decision on a thing,
situation, or Person
 Reach closure by deciding quickly
 Seek structure and schedules
 Use lists to prompt action on specific tasks

42. PERCEIVING
 Happiest leaving their options open
 Enjoy now, finish job later
 Change goals as new information becomes available
 Process oriented
 Satisfaction from starting projects
 Time is a renewable resource
 See deadlines as elastic
 Like adapting to new situations

43. PERCEIVING AT WORK
 Enjoy flexibility in their work
 Like to leave things open for last-minute changes
 May postpone unpleasant task that need to be done
 Tend to be curious and welcome a new light on a thing, situation, or
person
 Postpone decision while searching for options
 Adapt well to changing situations and feel restricted without change
 Use lists to remind them of all the things they have to do someday

44. Perceiving Communication
 Willing to discuss the schedule but are uncomfortable with
tight deadlines
 Enjoy surprise and like adapting to last-minute changes
 Expect others to adapt to situational requirements
 Present their views as tentative and modifiable
 Communicate options and opportunities
 Talk of autonomy and flexibility
 In meetings, focus on the process to be appreciated

45. What are the types?
 ISTJ ISFJ INFJ INTJ
 ISTP ISFP INFP INTP
 ESTP ESFP ENFP ENTP
 ESTJ ESFJ ENFJ ENTJ

46. THE HIARARCHY OF FUNCTIONS
middle two letters
 #1 DOMINANT - never changes
 #2 AUXILIARY - never changes
 #3 THIRD - opposite of #2
 develops between 25 & 50, closer to 40
 midlife crisis
 strong impact on career change
 #4 FOURTH - opposite of #1

47. SJ CORE VALUES - 38%
 Responsibility
 Service Duty
 Hard Work Tradition
 Conservative Values
 Respect of Authority

48. WORK THAT USE SJ VALUES
stable and predictable environments
clear reporting hierarchy
high level of responsibility for all
evaluated and rewarded for good work

49. SP CORE VALUES - 38%
Freedom Fun Excitement
Action Variety
Autonomy Skill

50. WORK THAT USE SP VALUES
variety and change
flexible and relaxed environments
less bureaucracy and rules
working alone with real things
skilled using tools, crafts

51. NT CORE VALUES - 12%
 Intelligence Competence logic Creativity
 Independence Excellence Mastery
 Constant new learning Ingenuity

52. WORK THAT USE NT VALUES
 Highly intellectual and achievement oriented
 Mastering new technologies, new projects
 Using creativity to solve complex and theoretical
problems
 Need to work with people they respect
 Best at perfecting flawed systems

53. NF CORE VALUES - 12%
 Harmonious relationships
 Personal growth
 Originality and creativity Integrity
 Personal Expression
 Meanings and possibilities

54. WORK THAT USES NF VALUES
 Able to see the positive impact on others
 Tension free environment with caring people,
feel appreciated and liked
 Solving global problems in creative ways
 Developing their greatest individual potential

55. Careers for Dominant Sensors
 ISTJ ISFJ ESTP ESFP
 Need to be able to collect and use the many facts you
notice
 Areas that let you gather information
 Use your keen powers of observation

56. Careers for Dominant Intuitives
 INTJ INFJ ENTP ENFP
 Work that allows new ways of solving problems
 Use of unconventional approaches
 Not limited by what has been done in the past

57. Careers for Dominant Thinkers
 INTP ISTP ENTJ ESTJ
 Allows you to use objective criteria
 Fair set of standards and principles
 Reward logical decisions

58. Careers for Dominant Feelers
 ISFP INFP ESFJ ENFJ
 Feel good about the work you do
The impact it has on people
How humanely and kindly you and others
are treated

59. How Do People
Cope With
Conflicts

60. Based on Past Experiences
We All Adopt a Style for
Handling Conflict
 For some it facilitates smooth
interpersonal relations,
 for others it borders on
destructive behaviour

61. What Are the
Conflict Styles?
 1. Win/Lose - Competing
 2. Yield/Lose - Accommodating
 3. Compromise
 4. Lose/Leave - Avoiding
 5. Win/Win - Collaborating

62. What Are the Management Needs?
 DOMINANCE - to control one’s environment
 ACHIEVEMENT - to be one’s best
 AFFILIATION -to do things with people
rather than alone

63. Dealing with the BOSS
Dealing with SUBORDINATES
 AUTONOMY - to be independent in making decisions
 DEFERENCE - to respect and get suggestions from
others
 NURTURANCE - feel empathy for others
 SUCCORANCE - support from others
 ABASEMENT - tend to overly accept responsibility

64. Rounding Out The Person
 INTROSPECTION
 EXHIBITION
 AGGRESSION
 GENDER SENSITIVITY
 to analyse one’s motives and feelings
 to be noticed, recognised
 settle disputes publicly
 project sexuality or be embarrassed
by sexuality

65. Task Factors
 CHANGE
 to do new and different things
 ORDER
 detail, precision, routine schedule
 ENDURANCE
 sustained effort

66. The Descriptive Guide for the
MANAGEMENT SUCCESS PROFILE (MSP)
 PURPOSE
 The Management Success Profile (MSP) assessment helps evaluate
the skills and attitudes that are commonly critical to management
success.
 An applicant who possesses these attitudes will generally be more
suited for a management position.
 This assessment can also be used to help identify training needs of
current and potential managers.
 There is no time limit but the average individual will complete the
assessment in 45 minutes.

67. Normative Data
 Norms are based upon managerial job applicants from
organizations in a wide range of industries.
 Validation Studies
 Validation studies have been conducted.
 Reports
 The MSP report includes scale scores, Significant Behavioral Indicators
and follow-up interview questions.

68. Dimensions of Measurement:
 Experience –
 Actual management-related education and training.
 Leadership –
 Interest, attitudes and behaviours in management and supervisory positions.
 Coaching –
 Working to improve the performance of others through specific performance feedback.
 Adaptability –
 Acceptance of change and the willingness to learn.
 Management Responsibility –
 The extent to which an applicant feels in control of his/her work performance.
 Practical Thinking –
 Open-mindedness and ability to clearly think through problems.
 Customer Service Orientation –
 Courteous, cooperative and friendly attitudes toward Customers.

69. Dimensions of Measurement:
 Productivity –
 Dependable and strong work habits that lead to organization and completion of projects.
 Job Commitment –
 values that increase the chance of long-term employment.
 Business Ethics –
 Attitude toward upholding ethical business standards and practices.
 Management Potential Index –
 Overall suitability for the position.
 Validity/Candidness –
 The extent to which an applicant responded to the inventory in a socially desirable manner.
 Validity/Accuracy –
 The degree to which an applicant understood and carefully completed the inventory.

70. Scores
 Percentile scores on these scales give the ranking of the applicant
relative to other applicants in the general population.
 Standard scores indicate an applicant’s absolute score on each of
the scales ranging from zero to 100.
 This score indicates how qualified the applicant is without
comparing his or her score to other applicants.
 Higher scores indicate that the applicant is more qualified.

71. Procedure
 The assessment may be administered online or may be completed
using a pencil and paper version.
 As such, both individual and group administration may be facilitated.
 This is not a timed assessment and there is no time limit but the
average individual will complete the assessment in 45 minutes
 Once scored, a computer-generated report is created that reflects
each individual’s scores.
 This report also provides supplementary information and an overall
rating of Recommend or Not Acceptable.