1. Apollo Handbook Series presents
DIY RECRUITING
How to Hire Great Employees and
Save Big Money - 8 Simple Steps
by James Bowden
2. Why this Handbook?
Many small and medium businesses do their own recruiting, not always with the best results.
Many have found that using recruitment agencies or consultants is costly, or that their practices
and commitment to getting the best staff is not as high as would be liked.
So this document has been developed by recruitment professionals with many years
experience to help businesses find and appoint the best employees suited to the job.
Options - We do recommend and offer an easy to use Internet online system called Apollo Select
which enables users to control this process, and produce reports that weight and rank applicants
against selection criteria. This is a faster and simpler and cheaper process for managing the
recruiting process. It is integrated with the easy to understand Apollo Profile psychometric test if
users wish to use such a test to explore further an applicant’s job suitability.
Terminology
To provide a successful method to identify and assess applicant suitability, definitions of
terminology must be addressed to ensure understanding and acknowledgement of the process.
Selection Criteria are the Skills, Qualifications, Knowledge, Experience and Personality attributes
needed to perform the job to the standard required.
Skills/competencies are a developed talent or ability: They may be intangible, such as writing skills, or
organising skills, or quantifiable such as keyboard skills of 60 words per minute.
Qualifications in this context are a quality, ability, or accomplishment that makes a person suitable
for a particular position or task. Formal achievements are awarded by a third party, such as Fork Lift
Certificate, or Law Degree etc.
Knowledge is acquired through formal studies, or informally through job or life experiences. Examples
are knowledge of the Real Estate Act, or knowledge of Linux Operating Systems, or knowledge of the
transport industry.
Experience encompasses knowledge or practical wisdom gained from what a person has observed,
encountered, or undergone. For example, experience with grief counselling, or experience dealing with
customers, or three years sales experience.
References are a statement about a person’s qualifications, workplace history and performance, char-
acter, and dependability. A reference check is to contact a person who is in a position to recommend
another, or to vouch for his or her fitness for a job.
Personality Attributes include important work and people related attitudes, motivations, beliefs and
values. These are usually difficult to assess. A properly validated psychometric test is statistically supe-
rior to predicting workplace suitability than simply interviewing.
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3. Weight - All selection criteria are not of the same importance in determining satisfactory job
performance.
• Essential – It is essential that the person possesses this quality, otherwise he or she in unable
to do the job. If a person cannot meet this essential requirement, he or she is eliminated as an
applicant.
• Highly Desirable – It is highly desirable that a person possess this quality as difficulty and
job under-performance is likely to be experienced if lacking. However, training, education and
experience over time may enable an applicant to acquire this quality.
• Desirable – Whilst desirable that a person possesses this attribute, it is not necessarily vital
for job performance.
Rating
The applicant satisfies or exceeds your requirement.
Green
The applicant somewhat meets your requirements, but not fully to the degree
Amber preferred.
Red The applicant does not demonstrate that they meet your selection criteria.
simple 8 step process
We have developed a simple 8 step process that if followed will result in identifying people most suited
to your job. Importantly, it will eliminate people not suited, and save you wasting time interviewing
people predictably not suited to your position. The eight steps are:
1. Determine the selection criteria
2. Reaching and attracting applicants
3. Filter applicants
4. Assess
5. Shortlist for interview
6. Determine interview questions
7. Explore gaps/reference check
8. Decide/second interview
A flow chart of the process is shown on page 17
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4. Step 1 Selection Criteria
1.1 Determine Selection Criteria
So exactly what skills, qualifications, knowledge, experience, and personality attributes do you want for
this position? Failure to clearly define your needs right from the start makes it extremely hard to choose
the right person. A Position Description states the duties to be performed, and is useful in determin-
ing selection criteria, but may not refer to all the qualities needed, especially those personal attributes
required. Your selection criteria become the yardstick you measure applicants with.
Skills/competencies/experience
Examples: Familiar with Microsoft Office
At least 5 years industry experience
Proven success in business to business sales
Qualifications/knowledge/references
Examples: Minimum Diploma of Accounting required
Fork lift drivers certificate essential
Attitudes/Motivations/Values/Beliefs/Career Drivers
Examples: Leadership Skills, Interpersonal Skills, Customer Service
Orientation, Sales Aptitudes.
These are best objectively assessed through using a properly validated psychometric instrument. Use
of such tests is optional, and historically such tests been most used by larger organisations trained in
interpretation of such reports, and can afford them.
However the Apollo Profile personality assessment has been especially developed to be used and
understood at face value by users with little formal training, and is priced to be affordable. The Apollo
Profile is a superior way to objectively evaluate 34 vital job-related characteristics that are difficult to
assess through interviewing.
You can obtain Apollo Profile tests from http://www.mysmesite.com
Additionally, the Apollo Select DIY Recruiting System is integrated with the Apollo Profile
psychometric test should you wish to use this facility. See http://www.mysmesite.com
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5. 1.2 Weighting of Selection Criteria
All selection criteria are not of the same importance in determining satisfactory job performance. It is
recommended to weight each selection criteria based upon the importance of that criteria for effective
job performance. As mentioned before under Terminology, you can attribute weighting of Essential, or
Highly Desirable, or Desirable to each criterion.
The optional Apollo Select DIY Recruitment System provides a system and forms to record and
report and weight your selection criteria if you wish. See details of the Apollo Select DIY recruiting
system at http://www.mysmesite.com
An example of weighting selection criteria follows:
POSITION: Store Manager
LOCATION: Springwood
SELECTION CRITERIA WEIGHTING
Experience managing retail trade store Essential
Focus on results Essential
Hands on manager Essential
Builds customer/staff relationships Highly Desirable
Strong communication skills Highly Desirable
Presentation Desirable
Tradesperson/experience in paint industry Desirable
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6. Step 2 Reaching & Attracting Applicants
First requirement is to think about how best to reach the kind of applicant you want,
then what to say to attract them.
2.1 Reaching Applicants
Decide your sourcing or advertising approach – wide range of choices (and budgets) from direct ap-
proach to identified “people of interest”, “internal advertising only”, through to recruitment agencies
and mass media campaigns, including Internet options.
Common media used for job advertising are:-
Publications:
Newspapers – Suburban/Regional/National
Display ad or Simple Classified ads
Trade or industry publications
Government gazettes
Internet:
Can you advertise the opportunity on your own website?
Internet Job Boards – Following are direct links to a number of Job Boards
Examples in Australia are:
www.seek.com.au
www.careerone.com.au
www.mycareer.com.au
To keep things low cost and easy, it is suggested that you simply use Internet job boards to source
applications and information to enable rating against your Selection Criteria.
Electronic Media
Particularly radio. Targeted – AM/ FM
Recruitment Agencies and Consultancies
most are willing to refer applicants, usually for a “success fee” if you appoint one of their
candidates. By providing them with a copy of your Selection Criteria, you minimise them
sending unsuited people.
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7. 2.2 Reaching Applicants
Good applicants can be hard to find, and it is worthwhile ensuring that your advertisement appeals to
them. A good ad generally needs to contain at least the following information:-
Job Title (E.g. Accountant, Project Manager)
Job outline – a brief description of the duties/key result areas.
Selection Criteria – show at least the essential Selection Criteria to avoid unsuited
applicants wasting everybody’s time. Include advice that applicant must address Selection
Criteria.
Contact details – Address for replies/Person to contact for further information.
Closing Date – a realistic date to allow applicants time to respond.
Logo/Company Identity – look proud of your organisation.
Salary Expectation – (research shows that there is a 50% less response rate where salary is
not mentioned).
Benefits – apart from any monetary benefits, try to think of ways to grab the reader’s
attention and make working with your organisation attractive. For example, “Annual bonuses
payable” or “Offices located in wonderful lifestyle area”
Note that Internet Job Boards usually allow considerable space for describing the vacancy, be prepared
to “sell” the job if you want the best applicants. Note that Internet ads are globally accessible, and may
attract wide ranging, even frivolous applications.
An example advertisement follows:
PAINT STORE MANAGER - Springwood
This is an exciting opportunity in our bright new store selling
premium paint products to retail and wholesale customers. You
will be managing five empoyees, and it is essential that you are
willing to get your hands dirty, and have had experiene
managing a similar store. Good presentation and communica-
tion skills are expected, and trade qualifications or experience
in the paint industry would be an advantage. You will need to
be able to demonstrate a track record of success.
An attractive salary and bonus share around $65k will be
negotiated, plus company car.
Please provide your application addressing our selection criteria
by closinig date 15 September to:
sally@ paintshops.com.au or send to
Paint Shops
123 Industry Road Springfield Qld
“Your Professional Paint Providers
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8. Step 3 Filter Applicants
3.1 Sort Applicants
Review each application - Ensure the essential selection criteria are met.
Create 3 piles - We suggest the use of 3 in-trays to sort applications.
For further categorisation, these 3 trays should be labelled:
Meets Criteria Possibly Suited Unsuited
Meets Criteria
Start a record for this applicant. You can set up an Excel spreadsheet listing your Selection Criteria, and
enter applicant details in adjacent columns. See example Applicant Rating Form spreadsheet. Or you
could use the special tools provided through the Apollo Select DIY Recruitment System.
Possibly Suited
If adequate numbers of A list applicants have been received that do meet the selection criteria, perhaps
there is little value in spending more time with the people that have not provided enough relevant
information?
Alternatively, process the A list before spending time on B list possibilities.
However, if there are information gaps but you have an interest in the applicant, consider “The 10
Minute Interview”. This interview may be conducted by telephone. The purpose is focussed to solely
fill in information gaps, not to provide a pre-interview opportunity for the applicant.
As the result of the 10 minute interview you can decide whether the applicant meets the criteria. If so,
proceed with Step 3. If not, reject that applicant.
Unsuited
Write letter and thank unsuccessful applicants for their interest.
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9. 3.2 Rate Applicants Against Your Selection Criteria
Candidates can be rated against each selection criteria by simply coding as green or amber or red.
means that the applicant has demonstrated or provided evidence that he or
she has the quality you seek.
Green
means that the applicant has part demonstrated that they have the desired quality.
Amber It may be necessary to further examine this aspect of the applicant.
means that to date the candidate has not provided any evidence that they have
Red the quality sought. An applicant with a red score for an Essential selection
criterion would usually be rejected due to not possessing an attribute essential to
successfully performing that role.
Following is a copy of the Applicant Rating Spreadsheet template that can be downloaded free from
www.mysmesite.com
WEIGHTING
-‐
Essential,
Highly
SELECTION
CRITERIA
-‐
Skills,
knowledge,
experience,
Desirable,
Applicant
Applicant
Applicant
qualifications,
personality
attributes
Desirable
1
2
3
Experience
managing
retail/trade
store
E
Hands
on
style
E
Can
build
relationships
with
staff
and
customers
HD
Strong
communication
skills
HD
Track
record
of
success
HD
Experience
in
industry
D
Good
presentation
D
Trade
qualifications
D
INTERVIEW
RESULT
REFERENCE
CHECKS
NA
DECISION
YES
No
No
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10. Step 4 Assess Applicants
4.1 Assess applicants using the Apollo Profile
(Optional/Recommended)
So now we are compiling information about the A list applicants; others have been rejected or left
pending. It is time now to obtain more vital applicant information regarding their work-related career
drives, attitudes, motivation, values and beliefs.
This is best achieved though using the professionally designed and validated psychometric test called
the Apollo Profile, as used by numerous organisations and professional recruiters around the world.
After you have obtained more information, you can choose to interview those applicants with the
strongest suitability. There is no point interviewing people that turn out to be unsuited. The Apollo
Profile saves wastage of time and money on predictably unsuited applicants, especially for sales or
management roles. Single or multiple Apollo Profiles are reasonably priced, (currently AUD $95), and
can be bought from www.mysmesite.com
It is often vital to use the Apollo Profile as it reports on Essential components of the selection criteria.
It is a more reliable and objective assessment in many areas than merely the interview.
Additionally, the Apollo Profile can stop you making a big mistake, as it reports on matters hard to
evaluate any other way, and unlikely to appear during interview, such as stress, integrity, low career
commitment, or lack of inter-personal skills. The Apollo Profile will point out areas of concern that can
be explored at interview.
Frequently, the Apollo Profile will reveal that it is highly unlikely that an applicant is suited to a role,
and you need not waste time with an interview. This report saves valuable time and money. Most
large organisations use psychometric testing for these reasons.
The Apollo Profile reports provide insight into a person’s personality, and predicting a person’s likely
behaviour in work situations such as sales, leadership, customer service, reliability, job commitment,
ambition, integrity, stress levels, etc. There are 34 factors for career success reported, condensed into
seven or eight groups for ease of interpretation. Examples of Apollo Profile reports are shown at the end
of this handbook. Other examples and more information can be obtained at http://www.mysmesite.com
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11. Step 5 Short List for Interview
This is the time to draw up a short list of those applicants that you are most interested in. You will
observe gaps in the applicant data that you need to explore. The Apollo Profile report will also alert
you of likely strengths and weaknesses in areas you may not have suspected. You are now in a good
position to determine those you want to proceed to interview.
Interviews take considerable organising, inconvenience, time and money, and it is wisest to interview
the top applicants first. Try to interview at least three applicants to ensure you are choosing the best.
You can always fall back if the first interviews subsequently do not meet expectations. Note however
that if none of the applicants meet an acceptable standard of your selection criteria, it is not wise to
“appoint the best of a bad bunch!”
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13. Step 7 Explore Gaps / Check References
It is important to ensure that the applicant meets your selection criteria
7.1 Exploring the Gaps
There can be many techniques and skills employed for interviewing, but the basic rules are these:-
Rule 1. Never forget that this is an “investigation” into a person’s suitability to successfully do a
specific job in your organisation. Check their career history claims. The interview is a very important
part of a process that is going to cost the organisation much money over the years of employment.
Rule 2. Make the applicant comfortable - be nice, (at least firm but fair), remember, you may want
him or her to work with you later.
Rule 3. Prepare your questions in advance. There may be “general questions” that you will ask
all applicants. There should also be specific questions to probe individual applicant’s strengths related
to selection criteria. The Selection Criteria Form shows you the gaps to explore. Ask open questions
to introduce a subject. Open questions usually start with “Who, what, why, where, when or how.” An
example is “What formal qualifications do you have?” Use direct questions to ensure that you obtain
the information you need. For example, “Do your qualifications include a pass in Design Technology?”
Rule 4. Listen carefully, allow time, use silence, make notes, be objective and don’t decide until the
interview is over, don’t let your personal prejudices or preferences get in the way.
Rule 5. Remember the Second Interview is yet to come. There may be follow up matters to be dis-
cussed before offering appointment, and another opportunity to discuss suitability if appropriate. Make
no promises to the applicant until you are certain.
You need to observe any relevant laws, including unlawful discrimination.
At the end of the interview you will have obtained more applicant information to fill in any gaps. You
will have rejected some interviewees, and hopefully remain interested in at least one applicant.
For Apollo Select users, the Selection Criteria Report shows the score and percentage for each appli-
cant, making comparison easy. However, it is entirely fine if you prefer an applicant that does not have
the best score. The Selection Criteria Report is simply a useful tool to record and weigh information,
but you need to make the actual decisions after considering all matters. Time now to reference check
for any applicants you are seriously interested in.
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14. 7.2 Check References
In some jurisdictions it is necessary to obtain applicant permission before contacting referees. In any
event you will need to obtain names and contact details from the applicant. In reality it can be hard
to contact referees, and to obtain information from them. Referees may not always be as open and
forthcoming as desired.
It is recommended that you draw up questions in advance related to any concerns you may have
identified. Try to keep your reference check short and specific. Be sure to check claims the
applicant made regarding key achievements and levels of responsibility. A good general question
to ask is “Would you employ this person again?” Be aware that referees are likely to have their own
personal preferences and biases. However, if concerning information is obtained, it allows you to
think carefully, and to check other sources, and to discuss with the applicant in a second interview if
appropriate.
For critical professional appointments consider using an employee pre-screening service company
that are experts in checking out resumes.
Only now that you have gathered all this information about an applicant is it time to apply your
“gut feel” for a person – intuition and liking does need to be considered at the end of the process,
not introducing personal bias throughout the process.
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15. Step 8 Decide / Second Interview / Job Offer
The purpose of the second interview is to allow you to have a final meeting to explore any worries,
before a formal job offer. If no reservations are held, it is time to discuss terms and conditions of the
employment.
Your job offer needs to offer payment, terms and conditions attractive to that individual. Many people
seek different outcomes from a new job; including for example simply “living nearby” which is not an
aspect of formal employment. It is a good idea to discuss the applicant’s expectations, needs, prefer-
ences and priorities before a formal job offer. Some negotiation may be needed in today’s world of
talent shortages. However if you are tied to a set package you may need to search for intangible benefits
to attract that person, even if only an opportunity for a fresh start.
Finally don’t advise other short list applicants that they have been unsuccessful until the new person
has accepted your employment offer.
The Apollo Profile provides a Staff Development Report for candidates. It is a good idea to provide this
to the new starter, and possibly for his or her manager to discuss strengths and weaknesses.
The Development Report may also be given to other short list candidates, who are normally grateful
to receive some positive feedback from their efforts to obtain employment with your organisation.
However it may never be stated that a person did not obtain a job simply because of their Apollo
Profile report.
Separate accreditation as an interpreter of the Apollo Profile is available for employers wishing to
obtain maximum value from this useful psychometric report. Contact www.mysmesite.com for more
information.
Congratulations, you have now thoroughly matched applicants
against all your requirements, and can be confident that
you are appointing the best person for the job!
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16. More information about the Apollo Select DIY Recruitment System
Apollo Select is a DIY Internet tool that makes recruiting the right people simpler,
better, faster and cheaper.
• Eliminates much of the messy manual process
• Speeds up the process
• Savings - DIY - Don’t pay big fees to recruitment agencies
• Assesses job applicants against your selection criteria
• Includes professional psychometric test
• Ideal for small and medium organisations that do their own recruiting
• Enables all your recruitment team to use a common system
• Set up your own library of job templates
• No more square pegs in round holes
• Legally defensible, does not illegally discriminate
• FREE set up and User’s Guide
INTRODUCTORY OFFER
Please email me at
jimb@apolloselect.com.au
for more information or to make arrangements.
www.apolloselect.com.au
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18. Examples of Apollo Reports
Six specialised levels of report can be generated, being for the roles:-
1. Executive/Senior Management
2. Middle Management/ Supervisor/Team leader
3. Sales Personnel
4. General Workforce/ Customer Service/ Support Staff/Technical/Blue Collar
5. Call Centre – Sales
6. Call Centre – Service/ Support.
Multiple reports can be produced at any time, and reports can be produced for candidates at
each and any of the levels without affecting the number of licenses remaining.
Examples of the most commonly used reports follow:-
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19. Narrative Report
Narrative report provides information about candidates across a number of factors. Reports
are grouped under headings meaningful to the level of report chosen. Factors are designated
as to importance as Primary or Secondary, based on the level of report produced. Candidate
scores are shown as being green, amber or red. Green indicates general suitability for the role
for that factor. Amber indicates higher or lower scores than suitable for that factor. Red
indicates an area of concern as the candidate score is significantly apart from the desired
range.
Apollo Consultants
Cliff Brownell
Management − Narrative Report
Career Drives
Achievement − Primary
Scores indicate that Cliff is very strongly achievement−oriented, and very conscious of getting the
outcomes and This drive for results is frequently supported by strong ambition, and a strong sense of
self, and is found in many people. It may be particularly appropriate for those organisations requiring
a firm performance and profit focus such sales−driven operations facing a hard market. SHADOW
SIDE − Some people with similar scores may come across and forceful. They may be seen as too
direct, and some may even be offensive if they are not getting the results wanted. of leadership there
is a risk that people with such high drives may be too task orientated and competitive. They may
sensitive enough to human issues unless they have emotional maturity, and well developed social
and conflict handling
Remuneration − Secondary
For various reasons, today’s workforce is more concerned with remuneration issues than tradi-
tionally. However, in managers, responses indicate that Cliff is not most motivated by money. He
obtains more satisfaction from other factors and probably regards money and financial remuneration
packages on the basis of a fair return for results achieved. a remuneration package is more likely
to be judged on the basis of relativity to others inside the organisation, and market, rather than the
quantum of the package.
Ambition − Primary
Cliff has strong personal ambition to do well which usually translates into trying hard to achieve
personal and corporate within his organisation. People with scores similar to Cliff generally have high
expectations of themselves, and would subordinates. Cliff would be willing to accept challenges and
would provide a motivating environment for others
Independence − Secondary
People with scores similar to Cliff are usually sensibly independent in that they will tend to stand
up and voice their generally willing to concede if they lose an issue. Because they are unlikely to
slavishly agree with authority, subordinates be likely to trust their opinion. Cliff would most likely also
have original ideas and seek to have them implemented. These people are usually a good sound-
ing board for ideas and for giving frank opinions.
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20. Exception and Development Report
The Exception and Development report shows the candidate’s amber and red scores which
are a summary of likely areas of concern regarding job performance for that level of job.
Apollo Consultants
Cliff Brownell
Management − Exception and Development Report
Career Drives
Collaborative Secondary
Could be more collaborative to seek win/win outcomes.
Delegating Primary
Could improve delegating to gain more effectiveness as a
leader, whilst developing staff.
Decisive Primary
Indecisive, likely to reduce personal productivity, and a
bottle-neck for workflow.
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21. Staff Development Report
Comprehensive reports designed to give candidates useful career development information.
The reports are written in the first person, and are ideal for people in career transition, or
participating in training or outplacement programs. The colour coding of green, amber and
red is not used, in order to eliminate being seen as judgmental. This report is designed to be
accessed by candidates on a stand-alone career developmental basis. Counsellors can provide
the Candidate report to clients with confidence and put issues into context at interview. This
is the report to use for training, outplacement, and career development applications. See
example at www.mysmesite.com
Staff Development Report
Suzie Lee
Your score compared to other Management
Coaching - Secondary
Does not coach or explain Patronising
Meaning Of Your Score:
Your responses indicate that you could coach and develop the skills of others more, and explain
more when needed.
POSSIBLE DEVELOPMENT NEEDS:
There is an increasing requirement for todays manager to be prepared to coach and mentor others.
In a frontline management role, it is important that you can coach and develop the competencies
and commitment of employees, especially of trainees. You may appear offhand, unconcerned, or
uninvolved when sometimes you need to be closer to the situation. Coaching should be used less
frequently in middle management or senior management roles as you would be expected to be
managing more mature people, with stronger jobcommitment and knowledge. Training in
situational leadership would help you appreciate when coaching isappropriate, and how and
when to use it.
Recommended Resources to Improve Your Skills
Download APOLLO
Download e-TRAINING COURSES
HANDBOOKS
Conducting a Performance Appraisal
Coaching and Managing
Introduction to Performance Management
Performance
Leadership in the Workplace
Leadership Handbook
Learning to Lead
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22. Summary Report Report
This is the main Apollo Profile report used, and shows the candidate score along with a short
meaning. Candidate Suitability is expressed as a T score. Green means a person has a T score
of 50 or better, indicating their score was on the mean or better, and they are in the top 50%
of candidates suited to that level. Amber means that the person has a T score within one
standard deviation below the mean, and is less suitable than average. A red score means the
candidate score in more than one standard deviation below the mean, and is not likely to be
suited to that level.
Apollo Consultants
Cliff Brownell
Management − Summary Report
69.54 Suitability Score matched with others.
Career Drives - Group Score: 60.10
Achievement - Primary
Not results focused Wants Results
Strongly results orientated, but may need to improve people handling skills
Remuneration - Secondary
Low concern with remuneration High concern with remuneration
Financial reward is less of a personal motivation than many other factors at work
Ambition - Primary
Lacks ambition Entrepreneurial
Strong level of ambition and would strive hard for success
Independence - Secondary
Not independent Very independent
Sensibly independent stance usually provides credibility to both subordinates
and superiors, and likely to have original ideas
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23. Selection Criteria Report
This report is produced by the Apollo Select DIY Recruitment System. The Selection Criteria
report matches all applicant details with your Selection Criteria, and weights them and ranks
them for you. It is integrated with the Apollo Profile psychometric personality assessment,
and provides objective assessment across 34 factors related to job performance. In particu-
lar, the Selection Criteria report can identify applicant deficits, and avoid appointing costly
mismatches for a role. See example following:-
Candidates
PART A 57858 23730 1788 2283 16616
Selection
Criteria Cliff Clare John Dennis John
Brownell Cowie Dough Bashforth Candidate
Candidate Category A A B C C
Ratings Experience with
payroll process
(E)
Expertise in
Microsoft Office
(E)
Part A: Skills & Meets deadlines
Qualifications (E)
MYOB
(H)
Motivates staff
(H)
Preparing Monthly
Reports
(H)
Knowledge of our
industry
(D)
Accounting
Diploma
(H)
SubTotal 425 370 310 375 350
Sub-totals (520) (81.73%) (71.15%) (59.62%) (72.12%) (67.31%)
PART B Apollo
Career Drives
(E)
Coping
(E)
People
Orientation
(E)
Conflict
Management
Style
(H)
Leadership and
Part B: Apollo Influence
Profile (H)
Values
(H)
Workplace
Management
(H)
Strategic
Orientation
(D)
Sub-totals SubTotal 495 495 420 110 0
(520) (95.19%) (95.19%) (80.77%) (21.15%) (0.0%)
Apollo
Apollo Suitability Score Suitability 60.08 63.15 60.08 31.93 0
Score
Total points possible (1040),
Total 920 865 730 485 350
percentage, highest (1040) (88.46%) (83.17%) (70.19%) (46.63%) (33.65%)
ranked applicant
23
