The document summarizes the Pearman Personality Integrator assessment tool developed by Dr. Roger Pearman. The assessment examines personality at multiple levels and generates over 1 million unique profiles. It assesses both natural personality type and everyday demonstrated type, and measures flexibility, agility, and resilience. The tool integrates personality theory with skills relevant for workplace success and relationships. It allows for continuous responses rather than type classifications and provides insights to help with development.
Psychometric Testing New Era About To Beginprakash1987
The document discusses psychometric analysis and its applications in the corporate world. It defines psychometrics as the field concerned with psychological measurement. Some key applications discussed include increasing employee productivity, reducing workplace conflict, accurate employee potential assessment, and ensuring new recruits fit the business. The document then examines Thomas Profiling (DISC profiling) in depth and how it can help solve common HR issues. Finally, it discusses psychometric tests commonly used in organizations and their future prospects in India.
Psychometrics can provide valuable insights for selection, development, and promotion in legal organizations. Common instruments include the OPQ32, 16PF, Hogan tests, NEO-PI-R, and Wave. They measure traits like personality, intelligence, and motivations, and provide more valid predictions than traditional interviews. Using psychometrics requires costs for training, administration and interpretation but can increase fairness, transparency, and the fit between employees and roles.
The document provides an overview of psychometric tests, which are standardized tests used to assess individuals' cognitive abilities and personality traits. It discusses that psychometric tests are commonly used in recruitment and selection by large companies to objectively assess job applicants. The document outlines several popular models of psychometric tests, including the Five Factor Model, MBTI, 16PF, and Johari Window. It also describes different types of psychometric tests that measure aptitude, abilities, interests, and personality to aid in selection, development, and team building. While psychometric tests provide benefits, there are also potential issues like lack of job relevance and possibility of faking responses.
This document reports on research investigating whether leadership personality types influence the personality types of employees. A manager and subordinate from a national office supply company completed questionnaires assessing their personalities using the Five Factor Model and measures of individualism vs collectivism. The manager's personality was found to be moderately introverted, as was the subordinate's. This supports the hypothesis that individualistic leaders recruit employees with similar personalities. However, the small sample size limited conclusions for the second hypothesis regarding collectivistic leaders. Overall, the results suggest leadership personality can influence the types of employees recruited, though more research is needed.
Personality is defined as the set of psychological traits that distinguish individuals, including behaviors and reactions to social stimuli. It is determined by heredity, environment, and situational factors. Personality influences behaviors in groups and decision-making. Personality tests can help match individuals to jobs and the work environment based on theories like Holland's typology. The Big Five model identifies the main personality dimensions of extraversion, agreeableness, conscientiousness, emotional stability, and openness. Measuring personality through inventories, projective tests, and assessment centers can provide insights into individual traits relevant to organizational behavior.
Mc swainhiott whitepaper_predictiveassesments_3Bailey Hood
The document discusses using predictive assessments to help address human resource challenges in hiring and retaining the right employees. It explains that employee performance is determined by three factors - talent, effort, and opportunity. Predictive assessments can provide objective insights into an individual's inherent talents and natural effort levels by measuring traits, behaviors, attitudes, and beliefs. Considering an individual's talent and effort profiles alongside job requirements can help determine good fits and identify areas that may require extra effort. The assessments are statistically validated tools that predict high performance and allow comparisons between individuals.
The document provides an overview of various psychometric tests used for career assessment and development, including their merits and limitations. It describes the Myers-Briggs Type Indicator (MBTI) personality test, which identifies preferences on four domains: Extraversion/Introversion, Sensing/Intuition, Thinking/Feeling, Judging/Perceiving. It also outlines Holland's theory of vocational personalities and work environments and Schein's career anchor theory about factors that influence career satisfaction and persistence.
Psychometric Testing New Era About To Beginprakash1987
The document discusses psychometric analysis and its applications in the corporate world. It defines psychometrics as the field concerned with psychological measurement. Some key applications discussed include increasing employee productivity, reducing workplace conflict, accurate employee potential assessment, and ensuring new recruits fit the business. The document then examines Thomas Profiling (DISC profiling) in depth and how it can help solve common HR issues. Finally, it discusses psychometric tests commonly used in organizations and their future prospects in India.
Psychometrics can provide valuable insights for selection, development, and promotion in legal organizations. Common instruments include the OPQ32, 16PF, Hogan tests, NEO-PI-R, and Wave. They measure traits like personality, intelligence, and motivations, and provide more valid predictions than traditional interviews. Using psychometrics requires costs for training, administration and interpretation but can increase fairness, transparency, and the fit between employees and roles.
The document provides an overview of psychometric tests, which are standardized tests used to assess individuals' cognitive abilities and personality traits. It discusses that psychometric tests are commonly used in recruitment and selection by large companies to objectively assess job applicants. The document outlines several popular models of psychometric tests, including the Five Factor Model, MBTI, 16PF, and Johari Window. It also describes different types of psychometric tests that measure aptitude, abilities, interests, and personality to aid in selection, development, and team building. While psychometric tests provide benefits, there are also potential issues like lack of job relevance and possibility of faking responses.
This document reports on research investigating whether leadership personality types influence the personality types of employees. A manager and subordinate from a national office supply company completed questionnaires assessing their personalities using the Five Factor Model and measures of individualism vs collectivism. The manager's personality was found to be moderately introverted, as was the subordinate's. This supports the hypothesis that individualistic leaders recruit employees with similar personalities. However, the small sample size limited conclusions for the second hypothesis regarding collectivistic leaders. Overall, the results suggest leadership personality can influence the types of employees recruited, though more research is needed.
Personality is defined as the set of psychological traits that distinguish individuals, including behaviors and reactions to social stimuli. It is determined by heredity, environment, and situational factors. Personality influences behaviors in groups and decision-making. Personality tests can help match individuals to jobs and the work environment based on theories like Holland's typology. The Big Five model identifies the main personality dimensions of extraversion, agreeableness, conscientiousness, emotional stability, and openness. Measuring personality through inventories, projective tests, and assessment centers can provide insights into individual traits relevant to organizational behavior.
Mc swainhiott whitepaper_predictiveassesments_3Bailey Hood
The document discusses using predictive assessments to help address human resource challenges in hiring and retaining the right employees. It explains that employee performance is determined by three factors - talent, effort, and opportunity. Predictive assessments can provide objective insights into an individual's inherent talents and natural effort levels by measuring traits, behaviors, attitudes, and beliefs. Considering an individual's talent and effort profiles alongside job requirements can help determine good fits and identify areas that may require extra effort. The assessments are statistically validated tools that predict high performance and allow comparisons between individuals.
The document provides an overview of various psychometric tests used for career assessment and development, including their merits and limitations. It describes the Myers-Briggs Type Indicator (MBTI) personality test, which identifies preferences on four domains: Extraversion/Introversion, Sensing/Intuition, Thinking/Feeling, Judging/Perceiving. It also outlines Holland's theory of vocational personalities and work environments and Schein's career anchor theory about factors that influence career satisfaction and persistence.
This document provides an overview of psychometric testing, which are standardized tests designed by psychologists to measure traits like cognitive abilities, personality, and behavior. Psychometric tests are commonly used in recruitment and selection to identify the best candidates for roles. They can also be used for training and development purposes. Common types of psychometric tests include personality tests, ability tests, and interest tests. Popular assessment tools mentioned include the Myers Briggs Type Indicator, 16 Personality Factors, and DiSC. While psychometric tests provide objective insights, they also have limitations like not guaranteeing on-the-job success and require trained administration and interpretation.
Why sales professionals love to help customers | Professional CapitalProfessional Capital
This document describes two studies that examine how genetic polymorphisms of the oxytocin receptor gene (OXTR) relate to social motivation and brain connectivity in sales professionals. Study 1 found that sales professionals carrying the OXTR GG allele were more motivated to help customers than impose goods/services, compared to those with the AA/AG allele. Study 2 used fMRI to find that sales professionals with the GG allele showed greater connectivity between social brain regions, especially the amygdala and prefrontal cortex, when viewing faces with different emotions. The results suggest carriers of the GG allele are more sensitive to social cues and motivated to engage with others.
Obectives of psychometric test in industryMollyJoy3
Psychometric assessments originated in the early 20th century and were developed to objectively analyze behavioral components of individuals. They measure skills, cognitive abilities, personality traits, and attitudes in a scientific way. For industry, psychometric testing provides several benefits: it removes subjectivity from hiring decisions, accurately measures abilities needed for jobs, and speeds up the hiring process by focusing on the most qualified candidates. The objectives of psychometric testing are to objectively assess an individual's potential fit for roles based on skills, traits, and attitudes needed and provide a holistic view of their personality. This helps employers make better hiring and development decisions.
The document discusses Job Design Theory and the Job Characteristics Model. It describes the five core job dimensions identified by the model - skill variety, task identity, task significance, autonomy, and feedback. Jobs that score highly on these dimensions are likely to lead to increased motivation, performance, and job satisfaction for employees. The document also discusses how jobs can be redesigned through approaches like job rotation, enlargement, and enrichment in order to improve motivation.
The commonly held beliefs of psychometric testing challenged. Compulsory reading for those interested in understanding the reality of psychometric testing and the psychometric testing industry.
The document discusses psychometric tools used for psychological assessment. It defines measurement and its core characteristics like standardized administration. It describes different types of measurements including tests of maximum and typical performance. It outlines scales used in psychological assessment and discusses the design of personality questionnaires. The document also summarizes several popular psychometric tools used in India like MBTI, SHL, DDI, and Predictive Index. It notes that while use is growing, many Indian organizations have concerns around cost, validity, and applicability of existing tools to the Indian context. The document recommends developing low-cost tools to address attrition and map return on investment from recruitment.
Selecting the right person for the job is a basic task for any organisation. Getting it wrong can be costly – on recruitment, promotion or even selection
for redundancy. An objective and appropriate methodology for assessment improves decision making, reduces risk and increases confidence in the
selection process.
Collinson Grant has been using various forms of psychometric assessments to support clients for more than 30 years. These notes describe how we go about
organising group and individual assessments, their objectives and content, and the benefits.
For more details, call David Mosscrop on +44 161 703 5600.
Psychometric Test & Personality Evualuationsdusane1
This document discusses psychometric tests, which aim to measure mental ability, aptitude, or personality traits. They are used widely in recruitment and selection processes by large companies. The document outlines different types of psychometric tests, including aptitude, personality, and ability tests. It provides examples of specific tests like the MBTI, DISC, and 16PF models. It discusses what each test measures and how they are used to evaluate job candidates or promote employees based on fitting their skills and traits to occupational demands. Popular tests assess factors like conscientiousness, extraversion, emotional stability, and preferences for tasks. The document also covers how psychometric tests should be designed and administered to provide objective and standardized assessments.
This document discusses psychometrics, which involves administering psychological tests to objectively measure human behavior and attributes. It outlines key principles of psychometrics like standardization and reliability. There are different types of psychometric tests that measure various qualities like intelligence, aptitude, personality, and interests. These tests are commonly used for recruitment, selection, and career progression by identifying traits that may be difficult to assess in interviews. The document concludes that psychometric testing can objectively measure a candidate's suitability for a role based on required personality and cognitive abilities.
Psychometric tests aim to measure mental abilities, aptitudes, and personality traits. They are commonly used in recruitment and selection processes by employers. Some popular psychometric tests include the Myers-Briggs Type Indicator (MBTI) which assesses personality types, the 16 Personality Factor questionnaire (16PF) which measures personality traits, and FIRO-B which evaluates interpersonal needs and behaviors. Psychometric tests are standardized and aim to predict job performance while avoiding discrimination. They have various applications including selection, development, team building, and counseling.
The document discusses psychometric testing and personality assessment. It provides an overview of different types of psychometric tests including tests of cognitive ability and personality. It describes objective personality tests such as the Minnesota Multiphasic Personality Inventory (MMPI) and projective tests such as the Rorschach inkblot test. It also discusses the development, applications, and psychometric properties of various objective and projective personality measures.
This document provides information about psychometric tests used in employee selection. It defines psychometric tests as tests used to measure mental abilities, aptitudes, or personality for selecting job candidates. It then describes several specific types of popular psychometric tests, including the 16PF, MBTI, OPQ32, Thomas Personal Profiling System, Gordon's Personal Profile Inventory, and others. It also discusses what psychometric tests measure, the objectives of psychometric testing in employee selection, and how psychometric tests are measured.
Psychometric testing involves assessing individuals through personality and intellectual ability tests to improve organizational effectiveness via team and individual development. It is used for selection, assessment centers, management programs, and coaching. There are various types of tests including ability, attainment, intelligence, aptitude, personality, interest, graphology, and polygraph tests, each measuring different attributes to aid in recruitment or career guidance.
Psychometric Test to understand Behaviorsavinder83
Psychometric tests measure individuals' personality traits and how they may approach tasks, communicate, deal with change and stress. When used in hiring, these tests can help match a person's skills to the job requirements so they learn faster, are more satisfied and stay longer. A person's performance depends on their behavior, which psychometric tests aim to assess. There is no pass or fail in these tests, just determining the best job fit for each individual based on their traits.
This document provides an overview of Expectancy Theory, including its key components and relevance to organizational behavior. Expectancy Theory proposes that individuals will be motivated to put forth effort if they believe it will lead to good performance and rewards. The theory has three components: Expectancy (effort leads to performance), Instrumentality (performance leads to rewards), and Valence (rewards are desirable). The document outlines Victor Vroom's contributions to developing Expectancy Theory and explains how management can apply it by understanding employee needs, ensuring promised rewards are given, and recognizing what employees value.
Building face and content validity into health outcome measures in the contex...Stephen McKenna
The quality of patient reported outcome scales depends on factors such as a coherent and valid measurement model, quality item generation, face validity (for patients), content validity, acceptability to patients and fit to the Rasch model.
This document discusses personality and values. It defines personality as the sum total of ways an individual reacts and interacts with others, including their traits, moods, attitudes, and style of thinking. Personality is shaped by heredity, environment, and situation. There are several methods of measuring personality, including self-reporting surveys, observer ratings, and projective tests like the Rorschach inkblot test and Thematic Apperception Test. Values represent what is desirable to an individual and influence behavior. Values are classified using the Rokeach Value Survey into terminal and instrumental values. Personality and values impact workplace behaviors and should be considered for person-organization fit.
Personality characteristics that predict effective performance of sales peopl...Professional Capital
This study examines personality traits that predict effective sales performance. The researchers administered personality tests to salespeople categorized as either effective or ineffective by their managers. Based on a theoretical framework that views sales conversations as complex, self-organizing systems, the researchers hypothesized that effective salespeople would score higher on tests measuring self-monitoring, interpersonal control, personal efficacy, ability to elicit information (openers), adaptation, and lower on rigidity. Statistical analysis found effective salespeople scored significantly higher on self-monitoring, ability to elicit information, and adaptation. This provides evidence that these personality traits are good predictors of sales performance.
The document discusses various assessment tools used by 1st Franklin Financial for recruiting, hiring, career development, and leadership purposes. It provides descriptions of several assessments, including the Talent Lens assessment for customer service roles, Myers-Briggs Type Indicator for personality typing, California Psychological Inventory for personality traits, ProScan for work styles, Occupational Personality Questionnaire for relationships, thinking style and feelings, Watson-Glaser Critical Thinking Appraisal for critical thinking, and Thurstone Mental Alertness Test for general mental ability. The assessments are used to evaluate fit for roles and the company culture, identify strengths and development areas, and support talent identification, training programs, and leadership development.
1st Franklin Financial uses a variety of assessments as part of their career development and talent management initiatives. Assessments are used for recruiting, hiring, promotions, leadership development, and identifying strengths and areas for improvement. Some of the main assessments used include Talent Lens, Myers-Briggs Type Indicator, California Psychological Inventory, ProScan, Occupational Personality Questionnaire, Watson-Glaser Critical Thinking Appraisal, and Thurstone Mental Alertness Test. The assessments evaluate abilities, personality, work styles, decision-making skills, and other important traits.
This document provides an overview of psychometric testing, which are standardized tests designed by psychologists to measure traits like cognitive abilities, personality, and behavior. Psychometric tests are commonly used in recruitment and selection to identify the best candidates for roles. They can also be used for training and development purposes. Common types of psychometric tests include personality tests, ability tests, and interest tests. Popular assessment tools mentioned include the Myers Briggs Type Indicator, 16 Personality Factors, and DiSC. While psychometric tests provide objective insights, they also have limitations like not guaranteeing on-the-job success and require trained administration and interpretation.
Why sales professionals love to help customers | Professional CapitalProfessional Capital
This document describes two studies that examine how genetic polymorphisms of the oxytocin receptor gene (OXTR) relate to social motivation and brain connectivity in sales professionals. Study 1 found that sales professionals carrying the OXTR GG allele were more motivated to help customers than impose goods/services, compared to those with the AA/AG allele. Study 2 used fMRI to find that sales professionals with the GG allele showed greater connectivity between social brain regions, especially the amygdala and prefrontal cortex, when viewing faces with different emotions. The results suggest carriers of the GG allele are more sensitive to social cues and motivated to engage with others.
Obectives of psychometric test in industryMollyJoy3
Psychometric assessments originated in the early 20th century and were developed to objectively analyze behavioral components of individuals. They measure skills, cognitive abilities, personality traits, and attitudes in a scientific way. For industry, psychometric testing provides several benefits: it removes subjectivity from hiring decisions, accurately measures abilities needed for jobs, and speeds up the hiring process by focusing on the most qualified candidates. The objectives of psychometric testing are to objectively assess an individual's potential fit for roles based on skills, traits, and attitudes needed and provide a holistic view of their personality. This helps employers make better hiring and development decisions.
The document discusses Job Design Theory and the Job Characteristics Model. It describes the five core job dimensions identified by the model - skill variety, task identity, task significance, autonomy, and feedback. Jobs that score highly on these dimensions are likely to lead to increased motivation, performance, and job satisfaction for employees. The document also discusses how jobs can be redesigned through approaches like job rotation, enlargement, and enrichment in order to improve motivation.
The commonly held beliefs of psychometric testing challenged. Compulsory reading for those interested in understanding the reality of psychometric testing and the psychometric testing industry.
The document discusses psychometric tools used for psychological assessment. It defines measurement and its core characteristics like standardized administration. It describes different types of measurements including tests of maximum and typical performance. It outlines scales used in psychological assessment and discusses the design of personality questionnaires. The document also summarizes several popular psychometric tools used in India like MBTI, SHL, DDI, and Predictive Index. It notes that while use is growing, many Indian organizations have concerns around cost, validity, and applicability of existing tools to the Indian context. The document recommends developing low-cost tools to address attrition and map return on investment from recruitment.
Selecting the right person for the job is a basic task for any organisation. Getting it wrong can be costly – on recruitment, promotion or even selection
for redundancy. An objective and appropriate methodology for assessment improves decision making, reduces risk and increases confidence in the
selection process.
Collinson Grant has been using various forms of psychometric assessments to support clients for more than 30 years. These notes describe how we go about
organising group and individual assessments, their objectives and content, and the benefits.
For more details, call David Mosscrop on +44 161 703 5600.
Psychometric Test & Personality Evualuationsdusane1
This document discusses psychometric tests, which aim to measure mental ability, aptitude, or personality traits. They are used widely in recruitment and selection processes by large companies. The document outlines different types of psychometric tests, including aptitude, personality, and ability tests. It provides examples of specific tests like the MBTI, DISC, and 16PF models. It discusses what each test measures and how they are used to evaluate job candidates or promote employees based on fitting their skills and traits to occupational demands. Popular tests assess factors like conscientiousness, extraversion, emotional stability, and preferences for tasks. The document also covers how psychometric tests should be designed and administered to provide objective and standardized assessments.
This document discusses psychometrics, which involves administering psychological tests to objectively measure human behavior and attributes. It outlines key principles of psychometrics like standardization and reliability. There are different types of psychometric tests that measure various qualities like intelligence, aptitude, personality, and interests. These tests are commonly used for recruitment, selection, and career progression by identifying traits that may be difficult to assess in interviews. The document concludes that psychometric testing can objectively measure a candidate's suitability for a role based on required personality and cognitive abilities.
Psychometric tests aim to measure mental abilities, aptitudes, and personality traits. They are commonly used in recruitment and selection processes by employers. Some popular psychometric tests include the Myers-Briggs Type Indicator (MBTI) which assesses personality types, the 16 Personality Factor questionnaire (16PF) which measures personality traits, and FIRO-B which evaluates interpersonal needs and behaviors. Psychometric tests are standardized and aim to predict job performance while avoiding discrimination. They have various applications including selection, development, team building, and counseling.
The document discusses psychometric testing and personality assessment. It provides an overview of different types of psychometric tests including tests of cognitive ability and personality. It describes objective personality tests such as the Minnesota Multiphasic Personality Inventory (MMPI) and projective tests such as the Rorschach inkblot test. It also discusses the development, applications, and psychometric properties of various objective and projective personality measures.
This document provides information about psychometric tests used in employee selection. It defines psychometric tests as tests used to measure mental abilities, aptitudes, or personality for selecting job candidates. It then describes several specific types of popular psychometric tests, including the 16PF, MBTI, OPQ32, Thomas Personal Profiling System, Gordon's Personal Profile Inventory, and others. It also discusses what psychometric tests measure, the objectives of psychometric testing in employee selection, and how psychometric tests are measured.
Psychometric testing involves assessing individuals through personality and intellectual ability tests to improve organizational effectiveness via team and individual development. It is used for selection, assessment centers, management programs, and coaching. There are various types of tests including ability, attainment, intelligence, aptitude, personality, interest, graphology, and polygraph tests, each measuring different attributes to aid in recruitment or career guidance.
Psychometric Test to understand Behaviorsavinder83
Psychometric tests measure individuals' personality traits and how they may approach tasks, communicate, deal with change and stress. When used in hiring, these tests can help match a person's skills to the job requirements so they learn faster, are more satisfied and stay longer. A person's performance depends on their behavior, which psychometric tests aim to assess. There is no pass or fail in these tests, just determining the best job fit for each individual based on their traits.
This document provides an overview of Expectancy Theory, including its key components and relevance to organizational behavior. Expectancy Theory proposes that individuals will be motivated to put forth effort if they believe it will lead to good performance and rewards. The theory has three components: Expectancy (effort leads to performance), Instrumentality (performance leads to rewards), and Valence (rewards are desirable). The document outlines Victor Vroom's contributions to developing Expectancy Theory and explains how management can apply it by understanding employee needs, ensuring promised rewards are given, and recognizing what employees value.
Building face and content validity into health outcome measures in the contex...Stephen McKenna
The quality of patient reported outcome scales depends on factors such as a coherent and valid measurement model, quality item generation, face validity (for patients), content validity, acceptability to patients and fit to the Rasch model.
This document discusses personality and values. It defines personality as the sum total of ways an individual reacts and interacts with others, including their traits, moods, attitudes, and style of thinking. Personality is shaped by heredity, environment, and situation. There are several methods of measuring personality, including self-reporting surveys, observer ratings, and projective tests like the Rorschach inkblot test and Thematic Apperception Test. Values represent what is desirable to an individual and influence behavior. Values are classified using the Rokeach Value Survey into terminal and instrumental values. Personality and values impact workplace behaviors and should be considered for person-organization fit.
Personality characteristics that predict effective performance of sales peopl...Professional Capital
This study examines personality traits that predict effective sales performance. The researchers administered personality tests to salespeople categorized as either effective or ineffective by their managers. Based on a theoretical framework that views sales conversations as complex, self-organizing systems, the researchers hypothesized that effective salespeople would score higher on tests measuring self-monitoring, interpersonal control, personal efficacy, ability to elicit information (openers), adaptation, and lower on rigidity. Statistical analysis found effective salespeople scored significantly higher on self-monitoring, ability to elicit information, and adaptation. This provides evidence that these personality traits are good predictors of sales performance.
The document discusses various assessment tools used by 1st Franklin Financial for recruiting, hiring, career development, and leadership purposes. It provides descriptions of several assessments, including the Talent Lens assessment for customer service roles, Myers-Briggs Type Indicator for personality typing, California Psychological Inventory for personality traits, ProScan for work styles, Occupational Personality Questionnaire for relationships, thinking style and feelings, Watson-Glaser Critical Thinking Appraisal for critical thinking, and Thurstone Mental Alertness Test for general mental ability. The assessments are used to evaluate fit for roles and the company culture, identify strengths and development areas, and support talent identification, training programs, and leadership development.
1st Franklin Financial uses a variety of assessments as part of their career development and talent management initiatives. Assessments are used for recruiting, hiring, promotions, leadership development, and identifying strengths and areas for improvement. Some of the main assessments used include Talent Lens, Myers-Briggs Type Indicator, California Psychological Inventory, ProScan, Occupational Personality Questionnaire, Watson-Glaser Critical Thinking Appraisal, and Thurstone Mental Alertness Test. The assessments evaluate abilities, personality, work styles, decision-making skills, and other important traits.
Discover how the science of PI has helped businesses for over 60 years use analytics to increase sales, recruit the right talent, reduce turnover, and motivate their teams.
3. Summary of 8 Topics - M. Athar Jamil (Assignment#2).pptxssuser0bcda8
This document provides an overview of 8 advanced topics in human resource management: job crafting, positive and emotional intelligence, self-efficacy, personality traits, organizational citizenship behavior, decision making, cynicism, and organizational religiosity. For each topic, it summarizes 1-2 research papers related to that topic in 3-4 sentences. The document discusses the purpose and key findings of the research presented in each paper.
The document discusses various psychological tests used in the employee selection process. It begins by outlining the general steps in employee selection such as ability and personality tests, interviews, and assessment centers. It then describes several specific psychometric tests used to evaluate candidates, including the OPQ32r, SHL tests, Bennett Mechanical Comprehension Test, IQ/achievement tests, Manchester Personality Questionnaire, and Applied Technology Series. The document emphasizes that psychometric tests provide objective, standardized, and valid measures of candidates' abilities, personalities, and potential job success.
The document summarizes the science behind the Predictive Index assessments. It describes how the PI Behavioral Assessment and PI Learning Indicator were developed based on scientific standards and decades of validation research. The assessments measure personality traits and cognitive ability that are proven to predict job performance. Research shows the assessments are reliable, valid, unbiased and do not result in adverse impact. When used together, the assessments can increase the chances of predicting on-the-job performance by eight times.
The Pearman Personality Integrator (The PearmanTM) sets a new standard for assessing personality. With an innovative assessment experience coupled with a deeper look into the individuality of personality type, The Pearman provides a measure of personality in one’s natural state (i.e., what your clients feel most comfortable doing) and in one’s every day environment (i.e., how your clients are required to act in their profession). It also explores any disconnects your clients have by providing insight into their level of flexibility. Going back to the roots of personality type theory while incorporating new insights into the way individuals operate in the 21st century, The Pearman is perfectly suited for use with your talent development initiatives.
Analyzing The Organizational Behavior Chart ElementsAllison Koehn
This document provides an analysis of organizational behavior concepts. It begins with definitions of key terms like organization, organizational behavior, human resources, and stress. It then explores topics like perception, personality, emotions, values, attitudes, diversity, and stress. It examines how these concepts impact individual and group behavior within organizations. The document aims to explain organizational behavior concepts for the purpose of improving organizational effectiveness.
The document discusses the results of a personality assessment of an individual using five psychometric tools: FITS, 4C Factors, CPA, BPA, and PPC20. The assessments provide a holistic view of the individual's personality, behavioral patterns, communication style, and work competencies. Specifically, the assessments indicate the individual has balanced traits of thinking, feeling, sensing and intuiting. They are motivated, persuasive, and able to adapt to different situations. While focused on tasks and results, they also prioritize social aspects. The analysis aims to provide insight into the individual's strengths, weaknesses and how they relate to work roles and responsibilities.
This document provides an overview of values, attitudes, and emotions in organizational behavior. It discusses key topics such as values and value systems, attitudes and the three components of attitudes, emotional intelligence and models of emotional intelligence. It also covers personality and attitude assessment tools like the Myers-Briggs Type Indicator and Big Five model. The document examines factors that influence attitude formation and functions of attitudes. It discusses measuring attitudes and important job-related attitudes like job satisfaction, organizational commitment, and perceived organizational support. Methods of changing attitudes of employees and oneself are also summarized.
This document provides an overview of values, attitudes, and emotions in organizational behavior. It defines values as beliefs that guide behavior and vary across individuals and cultures. Attitudes are learned tendencies to evaluate things in a positive or negative way and have cognitive, affective, and behavioral components. Emotions are influenced by emotional intelligence and affect work performance. The document also discusses personality traits like those in the Myers-Briggs and Big Five models and how they relate to attitudes. It provides examples of how attitudes form and can be measured, as well as important job-related attitudes like satisfaction, involvement, and commitment.
This document discusses organizational behavior concepts relevant to managing adult education centers. It covers personality and how it relates to work motivation and job satisfaction. Methods for measuring personality include personality inventories, projective tests, and assessment centers. Motivation can be improved through job enrichment, flexible schedules, empowerment, and employee stock ownership. Job satisfaction is influenced by organizational factors like rewards and work conditions, and individual factors. Effective reward systems recognize employees in a way that is clear, consistent, and timely to encourage desired behaviors. Leadership also influences job satisfaction by providing motivation.
Applying HR Analytics To Talent ManagementDereck Downing
This document summarizes an article about applying HR analytics to talent management. It discusses three key areas for applying metrics and analytics in talent management: 1) data about individuals, including measures of capability, performance, and developing personal capability profiles; 2) the effectiveness and efficiency of talent processes, including choosing metrics related to business KPIs; and 3) the supporting organizational culture and environment. It also discusses different definitions of "talent" that organizations use, ranging from only high potentials to all employees. The goal of metrics in talent management is to understand human capital, assess performance and potential, and track the impact of talent processes.
MAPP - Managing Attitudes & Performance PotentialSree Nidhi S K
As you age you need a higher wage
but end up in a career cage!
It is time to MAPP for the potential gauge
It is time to turn a new page
Learn to manage at every age
And let not your career end up in bondage
MAPP is your carriage to go beyond the average
As it is the right way forward to leverage
MAPP it to your advantage at any age!
Manage Attitudes & Performance Potential
With a Holistic Approach to Psychological Assessments
MAPP Helps You Analyse, Interpret, Take Right Steps & Benefit
Email: learning@oscarmurphy.com
The Pearman Personality Integrator (The PearmanTM) sets a new standard for assessing personality. With an innovative assessment experience coupled with a deeper look into the individuality of personality type, The Pearman provides a measure of personality in one’s natural state (i.e., what your clients feel most comfortable doing) and in one’s every day environment (i.e., how your clients are required to act in their profession). It also explores any disconnects your clients have by providing insight into their level of flexibility. Going back to the roots of personality type theory while incorporating new insights into the way individuals operate in the 21st century, The Pearman is perfectly suited for use with your talent development initiatives.
The 360 degree feedback report provides assessments of Paul's safety leadership practices from his perspective, two line managers, and three peers. It identifies his top strengths as speaking up with care, looking out for others, demonstrating commitment, actively caring, and showing worth of care. His top areas for improvement are maintaining best practice policies and procedures, acknowledging outdated policies, sharing improvements, looking for gaps, and talking above line controls. The report includes a spidergraph comparing his current and desired performance, an analysis of his transformational level, and a personal development plan.
Improved Selection, Reduced Turnover: Identify and Retain Top TalentZsuzsanna Vida
Improved Selection, Reduced Turnover, Higher Performance. The secret is finding individuals with the key motivation and work attitude, as they are likely to be high performers. Learn how to retain your top talent using their motivational patterns!
Lesson 2 personality, attitude & work behaviorMarites Teope
This chapter discusses how personality, attitudes, and work behaviors affect how managers plan, organize, lead and control (P-O-L-C). It explains that individuals have different personalities and values that influence their work behaviors. The chapter focuses on the Big Five personality traits of openness, conscientiousness, extraversion, agreeableness, and neuroticism. It describes how each trait relates to work behaviors and performance. The chapter also discusses other personality dimensions like self-monitoring and proactive personality that impact work.
Please reword these paragraphs in your own words DO NOT use the sa.docxLeilaniPoolsy
Please reword these paragraphs in your own words DO NOT use the same words as in these paragraphs. Thank you!
1- Core self-evaluation influences employee behavior by allowing that person to understand what personality traits they possess. According to Chapter 3, Core self-evaluations (CSEs) represent a broad personality trait comprised of four narrower and positive individual traits: (1) generalized self-efficacy, (2) self-esteem, (3) locus of control, and (4) emotional stability. CSEs help identify traits that will remain consistent and can predict positive work outcomes such as job performance and satisfaction. This can help managers and employees understand which jobs they will be better suited for.
I have found that my attitude and emotions has an impact on how my day goes. If I come into work with a negative attitude, I will typically have a rotten day. I focus on all the negatives and don't allow myself to see past them. If I brush off the negative things and continue to focus on things that I can control or change and work toward a positive end goal, I tend to have a better day and my projects turn out much better. When keeping a positive attitude and sharing enthusiasm, I also get more involvement from others.
2- In chapter 3, individual differences are defined as "a broad category used to collectively describe the vast number of attributes (for example, traits and behaviors) that describe you as a person". Intelligence is the measure of a person's abilities for problem solving, critical thinking, and reasoning. Personality is a person's unique characteristics such as physical, mental, and behavioral. Individual characteristics are either fixed or flexible. Intelligence and mental abilities remain mostly fixed and are difficult to change. Emotions and attitudes are flexible and high more likelihood of changing. Effective managers will want to know how to keep their employee's engaged and happy to have a successful group with good performance.
In my workplace, they continually ask for employee feedback to know and understand what things they can impact to keep employee's happy. We also make it a point to include all levels of employee's when deciding process changes to make sure the "experts" in the process are involved. This seems to have more of a positive impact when implementing new processes or procedures and tends to be accepted better.
3- A strategy that organizations can use to utilize diversity is to manage diversity. By enabling people to perform to their maximum potential, the organization is utilizing the educational, enforcement, and exposure components. This creates an organization with the highest possibly productivity.
My organization prides itself on being a diverse company. They believe in "equal opportunity" regardless of age, race, sex, etc. All employees are given the same opportunities.
As a manager, to ensure that work teams are diverse, managers should build teams based on mixed backgrounds. Often ti.
Please reword these paragraphs in your own words DO NOT use the sa.docx
Pearman_Brochure_Final_R5
1.
2. Table of
Contents
03
14
Introduction
06
16
More
Flexibility
Pricing &
Quick Facts
08
17
More
Freedom
More
Insight
Certification
& Partner
Information
10
19
More
Integration
More
MHS Talent
Assessments
09
18
About MHS
More
Science
04
15
More
Applications
More
Personality
03
12
About the
Author
More
Coachable
Moments
Subject to change
3. Subject to change
The
endof
PersonalityStereo
types
Dr. Roger R. Pearman is regarded as one of the world’s
preeminent experts in the field of personality type,
with over 30 years as an active proponent of continued
exploration into the nature of psychological type.
As a coach, author, academic, and researcher, he is the
recipient of multiple lifetime achievement and contribution
awards. His extensive research has provided great insight
into personality type, and his work reveals evidence that
more complexity is required in assessments to accurately
represent personality type.
The culmination of Dr. Pearman’s expertise and insight
led to the development of the Pearman Personality
Integrator, an assessment built on a
strong foundation of theory, empirical
data, and practical application.
This groundbreaking tool brings a new model
of understanding and development to the field
of personality type. The combination of Dr. Carl
G. Jung’s work on psychological types with Dr.
Roger Pearman’s insights led to the creation of an
assessment that examines an individual’s personality
at multiple levels. The Pearman Personality
IntegratorTM
(PearmanTM
) allows individuals to
understand their full range of personality functioning,
as well as how their flexibility and agility skills enable
them to operate effectively within and outside of
their natural personality type.
About the Author
03
4. Subject to change
The Pearman Personality Integrator marks the end of
personality stereotypes with its capacity to generate
over 1,000,000 unique personality type profiles. The
Pearman provides a measure of personality that gauges
one’s natural state (i.e., what is most comfortable) and
one’s everyday environment (i.e., what is most often
demonstrated). Relationships between natural and
demonstrated personality types are explored. Further
insight is provided by assessing an individual’s flexibility,
agility, and resilience using the Pearman FlexIndexTM
.
The Pearman model of personality type is composed of two
parts: (I) Pearman Personality (Figure 1), and (II) Pearman
FlexIndex (Figure 2). This model integrates personality with
psychological flexibility and agility skills relevant to workplace
success, leadership, academic success, relationships, conflict
resolution, and other domains of functioning.
The Pearman Personality component assesses an
individual’s personality patterns according to personality
type theory, using Jung’s work on the eight mental
Personality
Figure 1: Pearman Personality
04
5. Subject to change
functions (i.e., how one interacts with the external
and internal world combined with how one takes in
information and makes decisions) as the key basis for
understanding an individual’s personality type.
The Pearman FlexIndex component assesses the skills
and abilities needed to function effectively within
and outside of an individual’s personality. Shaped by
specific contexts (e.g., workplace or leadership), the
Pearman provides actionable information and specific
development strategies for the client to develop their
flexibility. The coach receives a wealth of information
in order to ensure development efforts are
efficient and consequential.
Coaching is facilitated by both Coach and Client reports,
which allow participants to readily see connections
between personality factors and their behavior.
Important insights are highlighted throughout the
results, and the information is presented in a logical and
concise flow.
"Jung said conformity is one part of our reality, and uniqueness is the other. By asking a person
what is required of them in their life circumstance, we're asking about the conforming forces
they are responding to. Exploring what in a person's own awareness makes them unique
helps us understand the individual, including the unique balance of a person's natural and
demonstrated behaviors. Because of the integrated way the Pearman is scored, we have created
an assessment that can literally generate over one million unique personality profiles, delivered
in an intuitive coach and client report layout." - Dr. Roger Pearman
Figure 2: Pearman FlexIndex
05
6. Subject to change
Flexibility
Successfully responding to the demands of everyday
life requires using natural strengths and accessing other
resources as needed. To be able to use a range of
psychological resources, an individual needs to be able to
flex in the way he or she perceives and responds. When an
individual cannot flex, he or she may be misaligned with
the demands of the situation. An individual with greater
flexibility has the opportunity to be more integrated in his
or her use of psychological resources.
Imagine the individual who is extremely comfortable with
the Introverted Sensing function and is unable to flex his
or her perception to see patterns, trends, and possibilities
(Introverted Intuiting behaviors) or at least to ask the kind
of questions that can elicit the appropriate information
from others (Extraverted Intuiting behaviors). This kind of
inflexibility would create persistent blind spots and might
limit the effectiveness of an individual’s contributions. On
the other hand, the flexible individual knows what to do
to suit a given situation and thus can increase his or her
overall effectiveness.
Flexibility has multiple dimensions that encompass the skills
needed to be flexible and agile (Figure 3). The FlexIndex
encompasses the skills and abilities that provide an
individual with the agility and resilience to solve problems
proactively (Proactivity), remain calm and level-headed
under pressure (Composure), form functional connections
with others (Connectivity), seek out new and beneficial
experiences (Variety-Seeking), and cope with and recover
from stress (Rejuvenation).
The power and importance of the FlexIndex is revealed
in the empirical relationship between this scale and
transformational leadership, job and relationship
satisfaction, and measures of maladaptive behavior. The
individual with the greatest flexibility achieves more, is more
psychologically well, and adapts with greater effectiveness.
Flexibility is also a key skill in one’s movement from a current
state of behavior to a new, desired set of habits. Openness
to variety and feedback and the ability to understand and
leverage psychological resources are fundamental to the
success of a given individual’s career path.06
7. Subject to change
SUBSCALE DESCRIPTIONS
Proactivity
Your Total FlexIndex
Composure
Connectivity
Variety-Seeking
Rejuvenation
LOW MID
100 110 1309070
HIGH
LOW MID
100 110 1309070
HIGH
LOW MID
100 110 1309070
HIGH
LOW MID
100 110 1309070
HIGH
LOW MID
100 110 1309070
HIGH
LOW MID
100 110 1309070
HIGH
145
129
130
136
131
134
100 110 1309070
100 110 1309070
100 110 1309070
100 110 1309070
100 110 1111111309070
100 110 1309070
= Average Leadership
“Studies show that the largest derailment factor in an
individual’s career path is their ability to be flexible in their
role and their changing career environments. Flexibility is
absolutely essential for a person to be successful in the various
management roles, from front line supervisor all the way to
the C suite Executive. Managers on all levels are being called
upon to increase their flexibility, and helping them understand
what that means to them is going to be very important. The
Pearman FlexIndex is going to give a direct line to the kinds
of strategies that an individual can learn to employ, in order to
enrich one’s flexibility.” - Dr. Roger Pearman
Figure 3: Overview of FlexIndex Scores
07
8. Subject to change
Freedom
The Pearman approach is to allow individuals to
freely express their level of comfort with and use of
each of the eight mental functions. These are very
specific behavioral statements that promote insightful
responding, leading to personalized profiles that make
your clients feel the resonance of their results.
The Pearman provides the freedom of representing
personality along a continuum (Figure 4) and does not
require choosing one personality type over another.
Clients indicate an answer by moving the and markers
anywhere along the horizontal bar to a response indicating
how natural a behavior feels and how often an action occurs.
For questions asking “How natural is it for you to…” the
markers can be moved along a continuum from Very
Unnatural to Very Natural.
For questions asking “How often do you…” the markers
can be moved along a continuum from Never to Always.
Figure 4: Paired Response Continuum
08
9. Subject to change
Total FlexIndex
LOW MID
100 110 1309070
HIGH
107
Sample Client's ScoreSample Client Score Bar
Score Labels
Leadership Marker
75 75
E I
EXTRAVERTED VS. INTROVERTED EXTRAVERTED VS. INTROVERTED
NATUR AL DEMONSTR ATED
Sample Client's Letter
Sample Client's Circle Score
Insight
Figure 5: Part I: Pearman Personality Scores
The FlexIndex scores are provided on a bar with an
average score of 100. Higher scores indicate more
proficiency, while lower scores indicate less proficiency.
With the selection of the Leadership Lens, a leadership
marker is provided to indicate where top leaders score
on each FlexIndex skill.
The circles provide your client’s personality scores,
contrasting his or her results for each of the personality
types. Each circle contains two components: the letter
classification and the Circle Score. There are both
“Natural” circles and “Demonstrated” circles for each
personality attitude or function. The letter represents the
personality type that your client has more comfort with
or uses more frequently. The example on the left shows
the letter “E” for “Extraversion.” An individual with that
letter classification is naturally more comfortable with
extraverted behaviors than with introverted (I) behaviors.
Figure 6: Part II: Pearman FlexIndex Scores
09
10. Subject to change
The Pearman Personality Integrator features both Coach
and Client reports. These reports have been developed
to ensure that your client fully understands his or her
personality type and flexibility skills as well as how the
two parts of the assessment can be integrated to further
develop his or her abilities. You can also discuss your
client’s scores relative to a representative population
(Figure 7), providing the context necessary to understand
the full scope of their personality and flex. Finally, hone
developmental targets further through exploration of
your client’s item responses provided in the Coach report.
Customizability
The Pearman Coach and Client reports can be customized
according to the individual user’s needs.
Options are provided for specific
statistics, contextual text, additional
content (e.g., Leadership Lens), and
the integration of scores from another
assessment (e.g., EQ-i 2.0®
).
As a Coach, you have the choice to include or exclude
any of these tools as part of the Coach’s Report:
• the Coach's Guide to a feedback session, which
is a condensed version of the recommended
interpretation sequence found in the User’s
Handbook;
• Follow-Up Questions for each
mental function and FlexIndex
subscale that are useful when
more insight is required during the
debrief session;
• a Development Commitment
Table where clients identify their
goals and the steps they'll take to
achieve them;
• Confidence Intervals that provide a
range of scores at a specific level of
probability, within which an individual’s
true score is expected to fall; and
Coachable Moments
Sample Norm Group Average Response
E
I
VERY
UNNATURAL UNNATURAL NEUTRAL NATURAL
VERY
NATURAL
Sample Client Average Response
Figure 7: Client's Results vs Norm Group
• an Action Plan (Figure 8) to help the participant
identify and achieve goals indicated by the Pearman
assessment.
10
11. Subject to change
“ThePearmanPersonalityIntegratoropensthedoor
to new and empowering learning opportunities.
Clients will feel a high degree of confidence in the
Pearman Personality Integrator when they receive
confirmation on their Natural state. They will then
clearly see an exciting path forward when they
realize the development potential the FlexIndex gives
through an individualized view of their engagement
with the world around them.” - Ed Hennessy, MHS
Training Partner & CEO Leadership Call
Figure 8: Action Plan
Developmental Opportunities
The Pearman FlexIndex provides information on
engaging with one’s personality type. Development
opportunities are discussed with an emphasis on
understanding how to leverage or develop Pearman
FlexIndex skills in order to be effective within and
outside of an individual’s personality type.
Paired Items
Items in Part I of the assessment are presented in
pairs. Pairing items in this fashion provides a frame
of reference in which to interpret and rate each item.
Contrasting each item with its functional opposite
allows for an accurate and robust evaluation of each
mental function and attitude.
Natural vs. Demonstrated
Individuals can function much more effectively and
efficiently if they are always operating within their
natural personality type. Unfortunately, what comes
naturally does not always match the demands of one’s
role or needs, and that lack of congruence can cause
strain. The Pearman gives respondents a looking
glass to reflect on how they operate in their lives.
Discrepant individuals (i.e., those who often operate in
a way that does not come naturally to them) may face
increased challenges in their day-to-day lives and roles.
Understanding individuals’ natural behavior is the first
step towards more productive and fulfilling experiences
in work, academics, relationships, or life in general.
11
12. Subject to change
Applications
The Pearman Personality Integrator is a versatile tool
that can be used in a variety of settings. It can be used
by employers (e.g., through administrators working
in human resources and organizational development,
consultants, psychologists, or Pearman-certified users)
in a variety of contexts to provide greater insight into
employees’ and leaders’ personality preferences and the
skills that they need to be effective inside and outside of
the work environment.
The Pearman can be used to help evaluate current
functioning, gain understanding of how patterns
of behavior are influencing the way one works, and
leverage flexibility when developing skills in areas of
opportunity. Further, employees and organizations may
be interested in understanding how personality and
flexibility skills can be aligned with their organization to
help achieve success.
Leaders’ and executives’ decisions and interactions can
have an immense impact both within and outside of an
organization. Providing training and coaching on individual
personality type and flexibility skills will allow them to move
and interact more fluidly within the organization. It will also
help them to understand how their behavioral preferences
influence staff and external stakeholders and to manage
the often competing goals within their roles.
The Pearman can also be used within group or team
environments. A large part of effective and cohesive
teamwork is understanding how individual members
operate. Leveraging of individual patterns of behavior
and differences can increase group functioning. Knowing
how individual members of a team evaluate information
and communicate with others can have a large impact
on the success of the group, thus improving and
strengthening group membership and efficiency.12
13. Subject to change
The Pearman is also suitable for use with students
(18 years and older). It can be used in high schools,
technical schools, colleges, and universities to help
educate students and provide insight into their
behaviors, effectiveness, and how they function among
their peers and within the educational environment.
The Pearman can also be used as the foundation for a
discussion on career and vocational planning. Providing
students with insight into their preferences for taking in
information, evaluating it, and making decisions can be
a very powerful tool in understanding what professions
and work environments may be best suited for a
particular individual.
Applications & Settings
• Workplace
o Employees
o Leaders
∆∆ Leadership Development
∆∆ Executive Coaching
∆∆ Succession Planning
o Groups & Teams
• Student Success & Retention
• Many More...
The Pearman Personality Integrator is available on
the MHS Talent Assessment Portal (mhs.com/TAP)
The Talent Assessment Portal provides you with an information-rich site for
administration, scoring, invaluable resources and networking.
Talent Assessment Portal features include:
• quick and easy navigation — access your records in fewer clicks;
• automated invitations — send participants a universal link to take assessments
via the built-in email system, with no access codes or passwords required;
• an easy purchase method — redeem your purchased tokens for any new
report to generate and pay for reports as needed; and
• customization — create your reports to suit business needs with branding,
logos, and on/off report options, saving you time and effort.
13
14. Subject to change
Science
Like all MHS products, the Pearman brings you
rigorous scientific accuracy in an assessment with
a sophisticated, professional, and intuitive design.
As a normed assessment (Table 1) complete with
scores, validity indicators, item-level information, and
strong psychometric backing, the Pearman brings a
scientific approach to personality type assessment. As
a certified user of the Pearman Personality Integrator,
you can depend on the robust and meticulous
scientific methods used in the development of the
assessment.
The intuitive framework coupled with sound psychometric
properties positions the Pearman to be one of the most
effective personality type and development tools in the
field. You can rely on the scientific backing that connects
your client’s responses with personal and professional
development opportunities. In its creation and reporting
of results, the Pearman provides theoretical completeness,
measurement accuracy, and sound scientific methodology.
Psychometric Reliability and Validity
The Pearman was constructed by generating items to
fit specific pre-defined constructs, and the final item
selection was based on statistical item analysis using
empirical data as well as the opinions of a panel of
experienced personality type practitioners. The Pearman
has extensive empirical evidence (see manual for more
information) supporting its development and use.
Scientific advantages of using the Pearman assessment include:
AGE
GROUP
(YEARS)
MEN WOMEN
TOTAL
N % N %
18–29 200 16.7 200 16.7 400
30–39 275 22.9 275 22.9 550
40–49 275 22.9 275 22.9 550
50–59 275 22.9 275 22.9 550
60+ 175 14.6 175 14.6 350
Total 1,200 100.0% 1,200 100.0% 2,400
PP a large normative database of 2,400 participants that
provides a representative sample of a professional
population;
PP the effective integration of Dr. Carl Jung’s original work
with over 30 years of Dr. Roger Pearman’s expertise
and research;
PP a multidimensional scope providing scores for higher-
order personality attitudes and
functions, mental functions, the
Total FlexIndex score, and the
five subscales of the Pearman
FlexIndex;
PP five indicators for interpreting
the validity of results;
PP strong evidence of statistical
reliability and validity;
PP versatility and applicability
across multiple domains, with
effective use in corporate,
educational, clinical, medical,
and research settings;
PP an extensive and growing library
of supporting resource options.Table 1: Pearman Norm Group14
15. Subject to change
Integration
The Pearman integrates personality type with an
individual’s flexibility to provide a complete picture of
an individual’s functioning.
It is not about changing what’s primary, but about
extending and utilizing the rest of the resources that
an individual may not have defined or recognized until
now. The Pearman gives you the chance to identify
those functions and learn to utilize them as a situation
might require. Other personality type tools give you
neither the whole picture nor the template pattern
of responses. The Pearman gives you a unique set
of responses, a unique report, and an opportunity to
understand how you can access and use the whole
system of personality type.
The Pearman reports are able to provide powerful
connections between personality type and flexibility
behaviors. Detailed, visually impactful reports give a
balanced view of behavioral preferences and one’s
potential for efficacy and success. You will understand
how specific and developable FlexIndex skills relate
to each mental function and how those skills can be
used to access abilities within and across functions with
greater ease.
You can also add the EQ-i 2.0 module to import your
client’s EQ-i 2.0 results to further explore personality type
and emotional intelligence from an integrated perspective.
15
16. Subject to change
Pricing & Quick Facts
North American Pricing $1 = 1 Token
Pearman Personality Integrator Report - Leadership Lens 90 Tokens
Pearman Personality Integrator Report - Workplace Lens 60 Tokens
Pearman Personality Integrator EQ-i 2.0 Module 20 Tokens
Pearman Personality IntegratorTM
Quick Facts
Age 18 years and older
Administration Type Self-report
Administration Time 20-30 Minutes
Language US English
Qualification Level Level-B
Format Online
Number of Items 99
Reading Level 7th-grade
Complementary Assessment EQ-i 2.0
Reports Leadership Lens, Workplace Lens
Report Types Coach and Client
Norm North American Professional Population
16
17. Subject to change
Certification & Partner
Information
Certification is required of those who are not otherwise
qualified in order to gain access to administer the tool.
Benefits of Pearman Certification
• Learn about the theory behind the Pearman
Personality Integrator
• Learn how to interpret a Pearman Report
• Learn how to provide meaningful feedback to your clients
• Understand how the Pearman Report provides
leadership-focused results
• Understand how the science behind the tool ensures
the results are reliable and valid
• Learn how to use the results as a starting point for
development planning
• Gain tips and best practices on marketing and selling
the Pearman
What Does Certification Include?
• The ability to take the assessment yourself and receive
feedback from an experienced coach
• Free tokens, which allow you to generate reports after
you are certified
• A certificate that authorizes you to purchase and
administer the Pearman
• A free online account where you can administer and
score assessments
• Access to resources on the Pearman and personality
type in general
Pearman Certification Program Components
• A blended learning solution that enables you to do
parts of the certification online, saving you time and
travel costs
• A two-day interactive in-class portion focused on
building the skills you need in order to use the
Pearman with confidence, delivered in-person or
virtually from your own computer
• An online platform where you access eLearning
pre-work as well as the online exam
• A certificate of completion that you automatically
receive once certification is complete
Where Do I Get Certified?
Visit mhs.com/PearmanCert for more information on
registration, and up-to-date certification options.
Pre-Qualification Defined
The Pearman requires that the administrator has
completed graduate-level courses in tests and
measurement at a university or has received equivalent
documented training.
Grow your Business & Become a Partner
To utilize personality assessments
with your clients, partner with MHS by
contacting growyourbusiness@mhs.com.
The Pearman Personality Integrator is a B-level assessment requiring certification or pre-qualification.
17
18. Subject to change
About MHS
TALENT
Measure and manage
talent, ideal for use in
coaching, organizational
and leadership
development, selection,
and succession
planning.
PUBLIC SAFETY
Assessments designed to
help correctional, probation,
parole, law enforcement,
and child welfare
professionals identify,
measure, and manage risks
to public safety.
CLINICAL
Ideal for clinicians
and mental health
professionals to assess,
monitor, and evaluate a
variety of mental health
disorders across
the lifespan.
EDUCATION
For school psychologists,
special education, and
counselors to assess
and initiate intervention
plans for mental health,
behavior, and learning
concerns in K-12.
A leading publisher of scientifically
validated assessments for more than
30 years, Multi-Health Systems Inc.
(MHS) serves clients in corporate,
educational, clinical, public safety,
government, military, pharmaceutical, and research
settings. MHS has grown to become an international
company with products sold in more than 75 countries and
translated into over 50 languages. With offices in North
America and partners around the world, MHS is dedicated
to strong product growth, an optimal user experience, and
creating digitally and globally driven products.
MHS has developed leading products such as the
Emotional Quotient Inventory (EQ-i 2.0®
& EQ 360®
),
the Conners suite of ADHD assessments, and the Level
MHS ASSESSMENTS AND SERVICES
“Through excellence in our people and
products, we are a leading publisher of
innovative scientific assessments that help
improve the quality of life for individuals and
communities around the world.”
of Service suite of assessments. These products have
demonstrated our commitment to innovation and quality.
From selecting and developing the best talent to helping
parole boards determine who is granted release from
incarceration, MHS Assessments are used in a wide range
of critical decision-making processes. Our clinical tools are
trusted to inform psychological diagnoses that can impact
prescribed medication, therapy, or treatment programs
for children and adults. In the workplace, MHS Talent
Assessments help inform hiring decisions, develop staff,
and improve organization and team dynamics.
MHS has been named one of Canada’s Best Managed
Companies since 2013. The best managed designation is a
recognized symbol of excellence for Canadian businesses.
Since 2012, MHS has partnered with the Toronto Kiwanis
Boys & Girls Clubs, a charity that provides a safe haven for
at-risk children and youth to develop social, behavioral,
and educational skills. Each year, MHS fundraises over
$25,000 and donates over 600 volunteer employee hours.
Additionally, every summer, MHS
provides internships in different areas
of the business for two young adults
from the Club.
To inquire further about MHS or
about how our products can help you
achieve the results you need, please
contact us at any time.
USA Tel: 1.800.456.3003
CAN Tel: 1.800.268.6011
INT Tel: 1.800.456.3003
customerservice@mhs.com18
20. Find out More at info.mhs.com/Pearman-info
USA Tel: 1.800.456.3003 / CAN Tel: 1.800.268.6011
INT Tel: 1.800.456.3003
mhs.com/TAP . growyourbusiness@mhs.com
“Everything good is costly, and the development of
personality is one of the most costly of all things. It is a
matter of saying yea to oneself, of taking oneself as the most
serious of tasks, of being conscious of everything one does,
and keeping it constantly before one’s eyes in all it dubious
aspects—truly a task that taxes us to the utmost.”
- Jung, The Collected Works of C.G. Jung, Vol. 13, para. 24