The OPQ 32 is a personality assessment used widely in organizations to aid with selection, development, and team building. It measures 32 facets of personality organized into scales related to relationships, thinking style, and emotions. The test exists in both normative and ipsative versions. It was created in 1948 and provides detailed information on an individual's typical work behaviors and preferences. Organizations use OPQ 32 reports for various purposes such as selection, career guidance, and developing emotional intelligence. The test requires specialized training to administer and interpret.

1. Name of Test: OPQ 32

2. Definition of Test:
The SHL Occupational Personality Questionnaire (OPQ) is the most widely used measure of
behavioral style in the world. In their OPQ 32 Manual and User’s Guide, SHL (1999) define the
OPQ 32 as an occupational model of personality designed to provide businesses with
information on the aspects of an individual’s behavioral style that will impact on their
performance of competencies at work. The OPQ32 is the most comprehensive version of the
OPQ Concept model. It provides detailed information on 32 specific personality characteristics
of people’s preferred or typical style of behavior at work.. As a broad−spectrum test of
personality it can be used with most working adult populations. It’s primarily use is likely to be
for managers, professional workers and graduates. Designed with the international market in
mind reflecting the changing nature of work at the beginning of the 21st
century and versions are
available in a range of languages with specific country and occupational group norm data.
SHL (1999) state that the development of the OPQ has been guided by 5 criteria:
 Designed specifically for the world of work
 Avoids clinical/obscure psychological constructs
 Comprehensive in terms of personality scales measured
 For use by Human Resource Professionals and Psychologists
Introduction about Test:
The OPQ was launched in 1948 by Saville and Holdsworth Ltd (SHL) in the United Kingdom.
The instrument was created by Peter Saville; the occupational psychologist with colleague Roger
Holdsworth. The OPQ describe people’s preferred/typical styles at work. It was designed to
comprehensively cover all possible personality variables while being exclusively limited to
content related to the world of work. The measure is meant to yield in-depth information on how
individuals fit with in a work environment, how they work with others and their performance
potential across important job competencies. SHL, the distributing organization for the OPQ
maintains an international perspective for psychometric measurement and the OPQ is available
in more than 30 languages. The OPQ is designed to help organization in increasing productivity
and profitability by maximizing the use of their human resources. Different versions of OPQ
exist to serve specific purposes. These versions are Management /Professional Report, Sales
Report, Customer Contact Style and Work Style questionnaires. Specialized training and
certification is required to administer and interpret the OPQ; the training program and
certification are offered exclusively by SHL, which has offices worldwide.

3. OPQ 32 is used as a selection tool in a well known South African financial institution where top
management has identified employee-theft as key concern. The OPQ was developed from a
model of personality, originally generated from a reviewing of existing questionnaires &
personality, work-related feedback and information from various organization as well as from
report grid data generated by company employees ( Barrerr, Kline, Paltiel & Eysent, 1996).
Objective of Test :
In their OPQ 32 Manuals and User’s Guide, SHL(1999) propose that the OPQ 32 deliver the
following results to thousands of organizations :
●Selection - Identify best-fit applicants against job competencies, biographical interviews,
screening, promotion
● Organizational Change – Re-deploy talent across the business, Recommend senior managers
for cross border engagements, Recommend senior managers for cross border engagements,
Identify future leaders
● Training and development- Manage the transformation of a technical specialist to an effective
people manager, Improve new staff on-boarding, 360 degree appraisal, enhancing leadership
skills, mentoring and coaching employees, career planning, counselling
● Team Building – team development, putting a team together
Attributes of Test:
The OPQ32 consists of two broad−spectrum tests of personality. There is a normative version
(OPQ32n) and an ipsative version (OPQ32i). Both are designed to measure 32 facets of
personality that are grouped into three domains that are divided into sub−domains.
Table: OPQ 32 Scale descriptions (OPQ 32 Manual and User’s guide,1999)
1. Relationships with People
Low High
Influence
Rarely pressures
others to change their
views, dislikes selling,
less comfortable using
negotiation.
Persuasive Enjoys selling,
comfortable using
negotiation, likes to
change other people’s
views.
Happy to let others
take charge, dislikes
telling people what to
Controlling Likes to be in charge,
takes the lead, tells

4. do, unlikely to take the
lead
others to what to do,
takes control.
Holds back from
criticizing others, may
not express own
views, unprepared to
put forward own
opinions
Outspoken Freely expresses
opinions, makes
disagreement clear,
prepared to criticize
others.
Accepts majority
decisions, prepared to
follow the consensus
Independent
minded
Prefers to follow own
approach, prepared to
disregard majority
decisions.
Sociability Quiet and reserved in
groups, dislikes being
the center of attention
Outgoing Lively and animated in
groups, talkative, enjoys
attention
Comfortable spending
time away from
people, values time
spent alone, seldom
misses the company of
others.
Affiliative Enjoys other’s
company, likes to be
around people, can miss
the company of others.
Feels more
comfortable in less
formal situations, can
feel awkward when
first meeting people.
Socially
Confident
Feels comfortable when
first meeting people, at
ease in formal
situations.
Empathy Makes strengths and
achievements known,
talks about personal
success.
Modest Dislikes discussing
achievements, keeps
quiet about personal
success.
Prepared to make
decisions without
consultation, prefers
to make decisions
alone.
Democratic Consults widely,
involves other sin
decision making, less
likely to make
decisions alone.
Selective with
sympathy and
support, remains
detached from other’s
personal problems
Caring Sympathetic and
considerate towards
others, helpful and
supportive, gets
involved in other’s
problems.

5. 2. Thinking Style
Analysis Low High
Prefers dealing with
opinions and feelings
rather than facts and
figures, likely to
avoid using statistics.
Data Rational Likes working with
numbers, enjoys
analyzing statistical
information, bases
decisions on facts and
figures
Does not focus on
potential limitations,
dislikes critically
analyzing
information, and
rarely looks for errors
and mistakes.
Evaluative Critically evaluates
information, looks for
potential limitations,
and focuses upon
errors.
Does not question the
reasons for people’s
behavior, tends not to
analyses people.
Behavioral Ties to understand
motives and
behavior, enjoys
analyzing people.
Creativity &
Change
Favors change to
work methods,
prefers new
approaches, less
conventional
Conventional Prefers well
established methods,
favors a more
conventional
approach
Prefers to deal with
practical rather than
theoretical issues,
dislikes dealing with
abstract concepts.
Conceptual Interested in theories,
enjoys discussing
abstract concepts.
More likely to build
on than generate
ideas, less inclined to
be creative and
inventive.
Innovative Generated new ideas,
enjoys being creative,
thinks of original
solutions.
Prefers routine, is
prepared to do
repetitive work, does
not seek variety
Variety seeking Prefers variety, tries
out new things, likes
changes to regular
routine, can become
bored by repetitive
work.
Behaves consistently
across situations,
unlikely to behave
Adaptable Changes behavior to
suit the situation,

6. differently with
different people
adapts approach to
different people.
Structure More likely to focus
on immediate than
long term issues, less
likely to take a
strategic perspective.
Forward Thinking Takes a long-term
view, sets goals for
the future, more
likely to take a
strategic perspective.
Unlikely to become
pre-occupied with
detail, less organized
and systematic,
dislikes tasks
involving detail.
Detail conscious Focuses on detail,
like to be methodical,
organized and
systematic, may
become pre-occupied
with detail
Sees deadlines as
flexible, prepared to
leave some tasks
unfinished.
Conscientious Focus on getting
things finished,
persists until the job
is done.
Not restricted by
rules and procedures,
prepared to break
rules, tends to dislike
bureaucracy
Rule Following Follows rules and
regulations, prefers
clear guidelines, and
finds it difficult to
break rules.
3. Feelings and Emotions
Low High
Emotion Tends to fell tense,
finds it difficult to
relax, can find it hard
to unwind after work.
Relaxed Finds it easy to relax,
rarely feels tense,
generally calm and
troubled.
Feels calm before
important occasions,
less affected by key
events, free from
worry
Worrying Feels nervous before
important occasions,
worries about things
going wrong
Sensitive, easily hurt
by criticism , upset
by unfair comments /
insults
Tough Minded Not easily offended,
can ignore insults,
may be insensitive to
personal criticism
Concerned about the
future, expects things
to go wrong, and
focuses on negative
aspects of a situation.
Optimistic Expects things will
turn out well, looks to
the positive aspects to
a situation, has an

7. optimistic view of the
future.
Suspicious of other’s
intentions, finds it
difficult to trust
others, unlikely to be
fooled by people.
Trusting Trusts people, sees
other as reliable and
honest, and believes
what others say.
Openly expresses
feelings, finds it
difficult to conceal
feelings, displays
emotion clearly
Emotionally
Controlled
Can conceal feelings
from others, rarely
displays emotion.
Dynamism Likes to take things at
a steady pace,
dislikes excessive
work demands.
Vigorous Thrive son activity,
likes to be busy,
enjoys having a lot to
do
Dislikes competing
with others, feels that
taking part is more
important than
winning.
Competitive Has a need to win,
enjoys completive
activities, and
dislikes loosing.
Sees career
progression as less
important, looks for
achievable rather than
highly ambitious
targets.
Achieving Ambitious and
career-centered, likes
to work to demanding
goals and targets
Tends to be cautious
when making
decisions, likes to
take time when
reaching conclusions
Decisive Makes fast decisions,
reaches conclusions
quickly and less
cautious.
Stanton, Matthews, Graham and Brimelow (1991) in a study of 94 under graduates, extracted
five factors from the OPQ and compared them with the Big Five model of personality factors.
Their study shows that the ‘Big Five’ personality factors can be identified in the five higher-
order factors of the OPQ.
Table: The correspondence between the 5 factors extracted from the OPQ and the Big Five and
related personality dimensions-

8. Five Factor Model and sub domains Big Five and related personality
Dimensions
Factor 1:
Outgoing
Affiliative
Socially Confident
Controlling
Emotional Control (-)
Extroversion
Factor 2:
Caring
Democratic
Modest
Independent
Competitive (-)
Achieving (-)
Critical (-)
Agreeableness
Factor 3:
Detail conscious
Forward planning
Conscientious
Socially desirable
Conscientiousness
Factor 4
Worrying
Relaxed (-)
Tough Minded (-)
Optimistic (-)
Neuroticism
Factor 5
Innovative
Artistic
Independent
Openness to Experience
Parameters of Measurement:
The OPQ 32 model of personality is measured by two questionnaires: OPQ 32 n and the
OPQ 32i. The current study examines the OPQ 32i which is an ipsative format. Aiken (1997)
defines an ipsative format as a test format (for example, forced choice) in which the variables
being measured are compared with each other, so a person’s score on one variable is affected by
his or her scores on other variables measured by the instrument. Respondents consider four
statements, and choose the statement they consider ‘most’ like them and ‘least’ like them.
The OPQ 32i questionnaire also includes a consistency scale. According to SHL (1999) people
who answer the questionnaire honestly and accurately will tend to respond in a consistent
manner when presented with similar items. However, people who are trying to distort their
answers, or choosing those items they think will be viewed most positively, or not paying

9. attention to the way they are answering will tend to be inconsistent in their answers to different
questions.
Description of Consistency scale according to (OPQ 32 Manual & User’s Guide, 1999) SHL:
The consistency scale is a measure of how consistent people are across the questionnaire. The
more the answers to the change as the person goes through the questionnaire, the lower the
consistency scale.
Low Score Moderate Score High Score
Individual has responded less
consistently across the
questionnaire. It means the
individual has a high degree
of difficulty completing the
questionnaire due to highly
situational behavioral style or
difficulty with language of
questionnaire or are not
motivated to answer
randomly or are trying to
manage impression by faking
responses.
Generally an indication that
the individual who responded
is well motivated and as no
difficulty understanding the
questionnaire.
Individual has responded
more consistently across the
questionnaire. It indicates that
the person has a reasonable
level of motivation with good
understanding of
questionnaire & completed it
successfully
Items format:
• Likert ratings
• Forced choice, mixed scale alternatives (ipsative)
Number of test items:
The normative version has 230 questions where respondents indicate an agreement on a 1−5
Likert scale. Each scale is based on an average of 7 items. The ipsative test has 104 blocks of
four choices where the candidate chooses the statements most and least like them. In each tetrad
a respondent indicates the most appropriate and the least appropriate statement.

10. Application in Organizational Context:
Over-reliance on subjective techniques. Such as only using the interview, when making hiring
decisions, means many organizations fail to fully understand an individual’s fit to the job
requirements. This leads to costly hiring mistakes. The challenge is to measure those aspects of
behavior that cannot be measured by other techniques yet are crucial to strong performance in an
organization. The various OPQ 32 reports used are:
Report title Report in charge
of
Report description
1. Candidate Plus
Report
Candidate  This a brief narrative report.
 Can be given to employees to keep after
a feedback session
 Structured around 3 key OPQ profile
sections and the SHL Team Impact
Model.
 Includes information on likely
interactions with teams
2. Candidate
Report
Candidate  This is a brief narrative report
 Structured around 3 OPQ profile
sections
 Can be given to employees to keep after
a feedback sessions
3. Careers
Guidance
Report
Career guidance
coach
 This report provides valuable
information to support careers
counselling activities including career
change or outplacement
 Helps to establish key behavioral
competency strengths and link these to
potential job roles
 Can identify which aspects of
behavioral style are likely to be a
strength or a challenge in a job search
context.
 It is designed to help an employee
structures the process of exploring
career options further and to provide
ideas about how best to position key
competency strengths throughout the
selection process.

11. 4. Emotional and
Social
Competency
Report
OPQ trained
person
 This report is based on Daniel
Goleman’s theory of Emotional
Intelligence
 Provides valuable information for
coaching purposes and can be used in
conjunction with other tolls like 360
degree feedback , to make links between
employee preference and style and the
perceptions of others
 Indicates strengths and development
needs for an employee reported on the
SHL Universal Competency Framework
20 dimension level
 Consists of a competency profile chart
for the 20 competencies assessed, a
rating summary, and positive , moderate
and negative indicators for each
competency
5. Emotional
Intelligence
Report
OPQ trained
person
 This report explores how an employee
manages feelings and relationships with
the people. It is intended for use in a
development setting
 Focuses on strengths and weakness in
key 4 areas:
 Managing feelings – Feelings
and emotions, personal insight
 Managing relationships –
empathy and social ease
 Not designed to be given directly to the
employee completing the OPQ, without
feedback being provided first
 Doesn’t contain technical OPQ data, but
deals with complex concepts and should
always be fed back by an OPQ trained
user
6. Manager Plus
Report
Line manager  This concise report is designed for use
with and by managers. It uses clear
succinct bullets and tables for ease of
interpretation.
 Provides simple comments on each of
the personality traits
 Incorporates part of the Universal
Competency report to provide
information on likely performance
against key competencies

12.  Includes key elements of the Team
Impact Selection Report to provide
likely interactions within teams
7. Leadership
Report
OPQ trained
person
 Provides a detailed analysis of an
employee’s leadership potential
 Based on SHL’s leading edge
Leadership Model, providing a
competency based approach to
leadership
 The wealth of information provided
should be interpreted and fed back by an
experience OPQ user
 Includes a feedback session which can
be given directly to the employee who
competed the OPQ
8. Learning
Report
Candidate  Designed to help employees get the
most from their development
 Summarizes the preferred approach to
learning across 4 dimensions
( analytical, intuitive, hands on,
observation)
 Describes the practical implications of
these approaches and summarizes
strengths/development areas in relation
to key work and learning activities
 Suggest activities to maximize learning
9. OPQ Profile OPQ trained
person
 A graphical profile chart presenting
results across the 32 OPQ scales
10. Premium Plus
Report
OPQ trained
person
 Contains a selection of reports
including:
a) OPQ profile
b) User report
c) Manger Plus report
d) Candidate Plus report
e) Universal Competency report
f) Team Impact Selection report
11. Sales Report Line Manager  This report provides a graphical and
narrative summary of an individual’s
natural styles that are critical to sales
success
 Enables a hiring manager to identify
potential strengths, weaknesses and
areas to investigate further

13.  Structured into 3 sections: sales
foundations, sales cycle and optionally,
motivation
12. Team Impact
Report
Line Manager &
Candidate
 This report is based on the SHL Team
Impact Model, which is focused on
actual team processes. They are
supported by clear and easy to
understand graphics which do not
require OPQ training
 3 different versions of the report can be
used to select, manage and develop
teams
a) Selection : employee’s strengths
and weaknesses in a team setting
plus a Competency Based
Interview Guide focused around
8 key team behaviors
b) Development ( Individual
employee): employee’s strengths
and weaknesses in a team setting
c) Development (Group): combines
profiles of all team members to
provide an overall picture of the
team’s strengths and
weaknesses.
13. Team Types
and Leadership
Styles Profile
OPQ trained
person
 This report is based on Belbin’s team
types and Bass’s leadership and
reporting styles
 Belbin’s team type: employee’s
preferred role when working on a team
 Bass’s leadership and reporting styles:
Employee’s preferred leadership styles
and likely style of behavior as a direct
report
 Provides an introduction, a graphical
representation of results and a narrative
summary of Likely to adopt, May
adopt and Unlikely to adopt styles.
14. UCF
Development
Action Planner
Report
Candidate  This report provides clear and relevant
information about an individual’s
strengths and areas for development, for
use in staff development and on-
boarding situations.
 Based on SHL Universal Competency
Framework (UCF) competency model

14.  Consists of a competency profile
overview, a clear summary of
employee’s strengths and development
areas for each of the 20 competencies
and competency-based development
action to address specific areas of
limitations.
 Combined with one or more of the SHL
Verify Ability Tests of the UCF
Competency score can be further
improved
15. Universal
Competency
Report
Line Manager  Report is based on the Universal
Competency Framework (UCF)
 It graphically outlines how an
individual’s typical way of behaving is
likely to impact on competencies
 Provides a graphical scale for each
competency and summarizes aspects of
personality which contribute (positively
or negatively) to each competency
 Combined with one or more of the SHL
Verify Ability tests , the UCF score can
be further improved
16. User Report OPQ trained
person
 Includes a Profile chart and a narrative
text, focusing on an employee’s likely
way of behaving at work
 Can be used as an interpretation aid
when giving feedback, writing reports or
interpreting OPQ information
 Structured by profile sections and
includes graphical scales
Categorization of OPQ 32 reports in specific areas:
Category Type of Report to be used
 Selection 1. Candidate Report
2. Candidate Plus Report
3. Team Impact Report
4. Manager Plus Report
5. Universal Competency Report
6. User Report
7. Team Types and Leadership Styles
Profile
8. Sales Report

15. 9. OPQ Profile
10. Premium Plus Report
11. Leadership Report
 Training & Development 1. UCF Development Action Planner
Report
2. Team Impact Report
3. Team Types and Leadership Styles
Profile
4. Leadership Report
5. Learning Report
6. Emotional Intelligence Report
7. Emotional and Social Competency
Report
 Career guidance 1. Careers Guidance Report
2. OPQ Profile
3. User Report
4. Universal Competency Report
 Team building 1. Team Impact Report
2. Team Types and Leadership Styles
Profile
3. Leadership Report
 Leadership Development 1. Leadership Report
2. Team Types and Leadership Styles
Profile
3. Emotional and Social Competency
Report
Recommendations:
It is essential to remember that the profile is a sample of the ‘here and now’ and cannot be taken
as totally infallible or constant for all time. In general terms, occupational personality
questionnaire data should be regarded as having a limited shelf life, say a period of 12-18
months. Completion of the personality test may be needed again after this time. This is
particularly likely if some major change has taken place at work or some important decision is
being considered on the basis of this data. Nonetheless also remember that in many instances

16. people will not be literally able to “change” their behavior or style. Rather it may be more a
matter of managing their preferred or typical responses to various aspects of their work.
Finally this analysis then needs to be translated into goal setting activities and the formulation of
action plans, specifying who should do what, how and by when.
In many ways the most important result arising from an occupational personality questionnaire
feedback is the formulation of a personal action plan. Moreover, one that is based on the
individual’s heightened awareness of their own behavior. This should be guided primarily by
areas that have been highlighted as possible development needs for their current job. However,
the feedback is also an opportunity to consolidate key strengths, to explore areas as yet
undeveloped and even to identify ways of including unused potential into the scope of the
current job role. Inherent in this process is the identification of those behaviors especially
important in the job and those of lesser significance. This is a process that should ideally be
carried out in advance by both the recipient and their line manager working together, with any
differences of opinion discussed openly. This is useful as it can help interpret the importance of
low scores on particular scales. Low scores in areas of lesser significance for the job should be
given lower priority.
The individual should be encouraged to evaluate whether or not developmental activities such as
training, shadowing, mentoring, coaching or deliberate changes in personal style, should be
considered. Wherever possible, action plans should be recorded and copies of these held by both
parties. Future appointments that regularly follow up on individual progress are likely to increase
commitment to the action plan. At a later date, it might become important to retake the
questionnaire in order to monitor particular developments and changes for the individual.