Personality tests list

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A short description of the most common Personality test used by Human Resources professionals for learning, career development and performance management

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Personality tests list

  1. 1. WHAT LIES Personality Assessment Tools
  2. 2. PERSONALITY TRAITS ASSESSMENT
  3. 3. RAYMOND CATTELL’S 16 PF The Cattell 16PF (16 Personality Factor) model is probably the most-widely used system for categorizing and defining personality. Other similar systems exist and may be preferred by some, but it's the 16PF in its various forms that is universally understood. Unlike other common personal profiling tools, the 16PF defines our basic, underlying personality, without regard to how we apply it or the environment in which we apply it.
  4. 4. RAYMOND CATTELL’S 16 PF Sample Report 1 Sample Report 2
  5. 5. MYER BRIGGS TYPE INDICATOR 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: Cognitive Functions The "rational" (judging) functions: thinking and feeling The "irrational" (perceiving) functions: sensing and intuition 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.
  6. 6. MYER BRIGGS TYPE INDICATOR
  7. 7. THOMAS PROFILING 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-Image oWork Behavior oMotivations and oBehavior under pressure
  8. 8. THOMAS PROFILING DISC Model Sample Report
  9. 9. CPI TM 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 260® Coaching Report for Leaders Identifies strengths and blind spots for developing successful leaders CPI™ 434 Report Provides an in-depth, highly accurate portrait of an individual's professional and personal styles; also provides details on seven special purpose scales including Managerial Potential, Work orientation, Creative temperament, Leadership Potential, Amicability, Enforcement orientation and Tough-mindedness.
  10. 10. CPI TM CPI Model
  11. 11. INTERPERSONAL / TEAM ASSESSMENT
  12. 12. FIRO-B® 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: 1 Inclusion the degree to which one belongs to a group, team or community 2 Control the extent to which one prefers to have structure, hierarchy and influence 3 Affection one's preference for warmth, disclosure and intimacy
  13. 13. FIRO-B® 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.
  14. 14. BELBIN TEAM ROLE INVENTORY Belbin identified nine team roles and he categorized those roles into three groups: Action Oriented Thought Oriented People Oriented 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.
  15. 15. PREFERENCES / STYLES INDICATORS
  16. 16. THE BIRKMAN METHOD® The Birkman Method® consists of ten scales describing motivations (Interests) and occupational preferences. It also has eleven scales describing 'effective behaviors' (Usual behaviors) and eleven scales describing interpersonal and environmental 'expectations' (Needs). A corresponding set of eleven derived scales describe the associated 'less than effective' (Stress) behaviors when expectations are not fulfilled. Together, these eleven scales are titled Components. In application, The Birkman Method® provides a method of improving personal and interpersonal effectiveness, articulating issues and resolving them, and revealing hidden assumptions that directly affect interpersonal effectiveness.
  17. 17. 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
  18. 18. THOMAS-KILMANN INVENTORY The Thomas-Kilmann Conflict Mode Instrument (TKI) is the world’s best-selling assessment for understanding how different conflicthandling styles affect interpersonal and group dynamics. Kilman says there are five methods or modes individuals have for behaving during conflict. These methods can be drawn on a two-axis graph. On the Y-axis is assertiveness, or how much the individual tries to get his or her way. On the X-axis is cooperativeness, or how much the individual tries to satisfy others’ concerns.
  19. 19. LEARNING STYLES INVENTORY 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.
  20. 20. PAPI 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
  21. 21. OTHER TOOLS
  22. 22. 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 professionals o raise awareness through powerful feedback o focus your coaching and development on crucial capabilities o bring out the best in individuals and teams.
  23. 23. 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 development o spot hidden talent that might otherwise be missed o ensure managers can fully exploit development opportunities o ‘reality check’ early evaluations of entry-level employees.
  24. 24. 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.
  25. 25. PICTURE STORY EXERCISE The 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.

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