This document introduces a job matching system that uses assessments and scientific methodology to match candidates to jobs based on fit rather than biases or assumptions. It begins by outlining problems with traditional hiring approaches that often lead to bad hires. It then defines job matching as a scientific approach using tools like detailed job and candidate assessments to benchmark jobs and determine the best fit. The document explains how this approach can benefit organizations through improved performance, engagement, retention and reduced costs from replacing bad hires. It presents an overview of how the job matching process works from defining job benchmarks to selecting, inducting, developing and managing talent based on the benchmarks.

1. JOB MATCHING
SYSTEM
A Breakthrough Assessment
Methodology for Hiring and
Managing Talent
Science of Self™

2. THE OLD ADAGE ‘PEOPLE
ARE YOUR MOST IMPORTANT
ASSET’ IS WRONG. PEOPLE
ARE NOT YOUR MOST
IMPORTANT ASSET. THE RIGHT
PEOPLE ARE.
— Jim Collins, Good to Great

3. WE’RE ON A MISSION TO
FOREVER ELIMINATE
BAD HIRES.
WHY? Because bad hires are
more than just bad apples
on a team — they account
for 80% of an organisation’s
turnover. Even worse, a bad
hire costs five times their
salary to replace.

4. MOST COMPANIES ARE
BIASED AND INEFFICIENT
IN THEIR HIRING, FUELING
THE BAD HIRE EPIDEMIC.
Every bad egg who receives
an offer letter — and who will
inevitably drain the team of time
and money — means a good
candidate, a better job match,
was turned away.

5. WHY DO WE SEE THIS
PATTERN REPEATED
TIME AND TIME AGAIN?
Managers go through the motions
— from agonizing over the job
description, riffling through hundreds
of random resumes and spending
hours interviewing — to knowing
there is a seed of doubt their final
choice may not be a perfect fit.
COMPANIES ARE GOING ABOUT
FINDING TALENT IN THE WRONG WAY.

6. This mentality is exactly why so many bad hires are getting
through the starting gates.
STOP CANDIDATE HUNTING...
START TALENT MATCHING
Hiring managers need
to stop job hunting, and
start talent matching. To
do this, they must rethink
everything they think they
know about hiring.

7. WHAT IS JOB MATCHING?
Job matching is the science of job fit. It is a scientific approach to both matching
and aligning people to jobs for maximum performance and engagement.
Think about online dating. When
you use a dating service like
eHarmony, you are asked to fill out
a detailed questionnaire designed
to get to know your personality,
values, and preferences. This
information is then used to match
you with another person who is
a good “fit.” Dating ultimately
comes down to one thing:
compatibility. The higher the
degree of compatibility between
two people, the greater the
chance of having good chemistry
together.

8. Job matching works in a similar
way. Only, instead of trying to
find your perfect soul mate,
assessment tools are used by
hiring managers to determine the
best type of candidate for
a particular job. Building an
ideal job profile is known as job
benchmarking, which is the first
major step in the job matching
system. A job benchmark
is essentially a shortlist of
key qualities that have been
identified by a scientific, unbiased
methodology as central to job
performance.
WHAT IS JOB MATCHING?
Job matching is the science of job fit. It is a scientific approach to both matching
and aligning people to jobs for maximum performance and engagement.

9. The job matching process
isn’t finished once the best-fit
candidate has been selected.
It also provides a platform
for induction, training,
coaching, succession planning,
leadership development, and
performance management.
Armed with an accurate
benchmark for each role,
executives have a clear picture
of what job competencies
need to be targeted.
WHAT IS
JOB MATCHING?Job matching is not just a recruitment tool; it is the foundation of effective
talent management.

10. Businesses have been recruiting with modern technology for
decades, so you would expect them to be getting pretty good at
the hiring game by now. Yet, the statistics tell an uncomfortable
story.
If you’re the typical organisation in Australia or New Zealand,
your chance of picking a good hire versus someone who is
mediocre or worse is nearly 50/50. In other words, the success
rate of most hiring managers is on par with coin flipping.
Research by Hudson in 2010 found that hiring managers and
HR personnel on average believed their track record of making
good hires within their company was about 56%. That means
new hires who turned out as “not good” were being made about
44% of the time. (And that assumes these hiring managers aren’t
exaggerating their success rates.)
PUT AN END TO
THE HIT & MISS!The hit-and-miss era of hiring is coming to an end; we are now entering the era of
assessment-guided job matching.

11. Contrary to popular belief, good people are easy to
find. This may sound like an unbelievable statement to
make on the surface, but in order to understand why you
first have to let go of the traditional concept of recruiting.
That means leaving behind the tedious process of
sifting through hundreds of random resumes, hours of
interviews, and making decisions on “gut feel.”
GOOD PEOPLE ARE
EASY TO FIND
(WITH THE RIGHT TOOL)
Imagine what it would mean to the profitability of your
business if the workforce you employed were only
considered “half good” because your hiring managers
were only getting it right about 50% of the time.

12. BENCHMARK THE JOB
NOT PEOPLE
To solve the problem of poor job fit, hiring managers need to
rethink everything they think they know about hiring.
For years, businesses have attempted to determine the make up of
top performers and establish criteria on which to base future selection
decisions. Many attempts to clearly identify superior performance
criteria missed the mark for some or all of the following reasons:
1. Soft Skills Are Often Sidestepped For Being
Too Hard to Measure
2. Historically, Personality Assessments Have
Been Poorly Designed
3. Companies Have Attempted to Clone Their
Top Performers
4. People Are Biased, Whether They Want to
Be or Not

13. The task of identifying people’s personal
strengths can be extremely difficult due
to the slippery nature of personality, and so
hiring managers often avoid this area entirely.
When hiring practices overlook or fail to
accurately measure soft skills, they fail
to measure what is arguably the most
important driver of job performance.
SOFT SKILLS ARE OFTEN
SIDESTEPPED FOR BEING
TOO HARD TO MEASURE1

14. When companies do incorporate personality
assessments into the hiring process, the
assessments frequently do not measure traits
that are relevant to job performance.
The truth is, very few assessment companies
have developed the technology and
processes for matching people with jobs
with high rates of success.
HISTORICALLY, PERSONALITY
ASSESSMENTS HAVE BEEN
POORLY DESIGNED2

15. Many typical benchmarks make a comparison
of the top and bottom performers already on
the team and use that information to generate
the benchmark. But that limits the top range
of performance by assuming that you already
have the best performer possible.
Top performers in one company may only be
average if placed in the same job at another
company.
3 COMPANIES HAVE
ATTEMPTED TO
CLONE THEIR TOP PERFORMERS

16. In many cases, the person who gets hired is the person
who performed well in the interview stage or the person
with whom the hiring manager got along with best—not
the person who is best suited to do the job.
Even for hiring managers who will tell you they are
committed to being objective, it is impossible for them
not to draw on their past experiences, perceptions, and
personal values to make judgments. Often times this
personal viewpoint is unknowingly injected into the hiring
process. When this happens, it prevents the selection of
the best candidate.
PEOPLE ARE BIASED,
WHETHER THEY WANT
TO BE OR NOT4

17. "IF THE JOB
COULD TALK"If jobs could talk, we would be able to hear exactly what is needed for superior
performance. We could listen to them outline in extensive detail the precise
composition of knowledge, skills, experience, values, and behaviours that are
needed to thrive in the organisation. Each job would know the most direct path
to hit its KPIs and the kind of person who would gel with the team culture. They
would know exactly which job occupants had the “right stuff.”
When listening to the job talk, there are three distinct voices. These voices are:
•• How we currently do the job
•• How we would like to do the job
•• How the job should be done
To benchmark any job, we should listen to only one voice - how the job SHOULD be done.

18. WHY INVEST IN JOB MATCHING?
Job matching is the smartest way to select the best talent and develop a high performance organisation.
Performance
Productivity
Engagement
Teamwork
Leadership Trust
Customer Satisfaction
Creativity/Innovation
Retention
Turnover Cost Savings
Reduced Waste
Reduced Absenteeism
Employer Brand/Reputation
Faster Induction
Better Bench strength
Targeted Career Development
Management Productivity
Reduced Stress
High-Performance Culture
Profits
JOB MISMATCHJOB MATCH

19. THE BUSINESS COST
OF BAD HIRES
It costs $7,000 to replace a salaried employee, $10,000
to replace a mid-level employee, and $40,000 to
replace a senior executive.
Source: HR.com
Replacing supervisory, technical and management
personnel can cost from 50 to several hundred percent
of the person’s salary.
Source: Society for Human Resource Management, 2008
The average cost of a bad hiring decision can equal 30%
of the first year’s potential earnings.
Source: U.S. Department of Labor
Keep in mind, the initial expense of hiring isn’t the true cost. These hard costs are
relatively small compared to the cumulative indirect costs of poor hiring. The real cost
is revealed over time, when the new employee either fades or flourishes in their role.

20. I WOULD SAY PROBABLY THE BIGGEST CATEGORY
OF MISTAKES [THAT ZAPPOS HAS MADE] IS IN
HIRING. IF YOU ADD UP THE COST OF OUR BAD
HIRES AND THE BAD DECISIONS THEY MADE, AND
THEY IN TURN ALSO HIRED MORE BAD HIRES, SO
YOU HAVE THIS WHOLE DOMINO EFFECT, OVER
THE PAST 11 YEARS IT HAS PROBABLY COST OUR
COMPANY WELL OVER $100 MILLION.
— Tony Hsieh, CEO of Zappos

21. ONE SUBPAR EMPLOYEE CAN
THROW AN ENTIRE DEPARTMENT
INTO DISARRAY. TEAM MEMBERS
END UP INVESTING THEIR OWN TIME
INTO TRAINING SOMEONE WHO HAS
NO FUTURE WITH THE COMPANY.
— Ryan Holmes, CEO of HootSuite

22. JOB MATCHING IS
THE FOUNDATION FOR THE ENTIRE
EMPLOYMENT LIFECYCLE
The job benchmark serves as the central point of reference for hiring,
inducting, developing, and managing talent.

23. DEFINE
Create the Benchmark
Once all the SMEs have completed the job questionnaire, we
create the benchmark. This is done in IDS by selecting each of
the job reports and using the “combine” feature to create the
Multi-Responder Job Report.
Validate the Benchmark
Once the Multi-Responder Report has been produced, the
benchmark needs to be reviewed and validated.
SMEs Complete the Job
Questionnaire
In this step, the SMEs fill out the job questionnaire, either
in paper-based form or online. It is important to remind the
SMEs to keep in mind the KRAs from the newly developed job
description as they complete the questionnaire.
Update the Benchmark
(If Required)
If the benchmark needs to be changed as a result of the
validation process, this will require a manual intervention from
TTI Success Insights.
Update Job Description
(If Required)
If the benchmark was altered, changes may need to be
reflected in the job description, which should be finalised at
this stage.
Review/Create the Job
Description with SMEs
In this step, we review the job description (or create one if
none exists) with the SME group. This will help to provide
guidance for the SMEs to respond to the online questionnaire.

24. ROLLOUT
Select
Candidate Application
In this step, the candidates apply for the job via the
organisation’s usual process or using an internal or external
applicant tracking system.
Candidate Assessment
In this step, candidates are sent a link to complete their profile.
For guidance on how to write this email, see appendix XXX
“Template Email Instructions for Profiling.”
Analysis and Recommendation
In this step, the best candidates are reviewed and the final
hiring or promotion decision is made, taking into consideration
information that has been provided throughout the hiring process.
Set Up Hiring Documents
In this step, we ensure all the relevant hiring tools and
resources are ready before advertising the job and conducting
interviews. This may include a document file for the client that
includes all or some of the following:
oo A printed job description
oo The benchmark (the Multi-Responder Report)
oo Suggested job advert content
oo Suggested list of interview questions
Compare Candidates to the
Benchmark
In this step, the candidates are compared to the benchmark. This
can be done by a manual comparison of each candidate to the
benchmark, or by creating a Job/Talent Comparison Report.
Interview Job Matched Candidates
In this step, phone or face-to-face interviews should be organised
only with candidates who show suitable fit with the job benchmark.
Source Candidates
In this step, the job is advertised through the internal and
external channels that the organisation would normally use.

25. ROLLOUT
Induct
Create Coaching Report for the
New Hire
Depending on the method that was used to compare people
to the benchmark, we may need to convert an existing
assessment data into a Coaching Report. This is done by the
administrator in IDS.
Assess Manager and Team
Before running any onboarding or induction process with the
new hire, the manager and the team will need to complete
their own profiles.
FastSTART Debrief
The FastSTART Debrief refers to a structured process that is
designed for use in conjunction with the Coaching Report in
the context of induction.
Team Debrief
In this step, the new hire and team are brought together
for the first time. This is a “getting to know you” session in
which the conversation may focus on any number of things,
including personal history stories, past work experiences, skills,
preferences, team roles, culture, and organisational goals.

26. ROLLOUT
Develop
Professional Development
Debrief
At some point, each team member will need to discuss his
or her development needs with the manager. There are three
primary sources that may identify development concerns: the
individual, the manager, and the Gap Report.
Create Coaching Report
If any team members do not already have a Coaching Report
available from the induction process, we will need to generate
one. This is done by the administrator in IDS.
Create Development Plan
As a result of the professional development debrief, the
manager and the team member should formalise a professional
development plan. This document is designed to target the
skills most relevant to job performance that the team member
will need to work on.
Provide Relevant Training and
Coaching
With a professional development plan in place, the manager
will need to have a process to ensure team members are
working towards their goals.

27. ROLLOUT
Manage
Create Coaching Report
If any team members do not already have a Coaching Report
available from the induction process, we will need to generate
one. This is done by the administrator in IDS.
Success Discovery Process
Debrief
The Success Discovery Process (SDP) refers to a structured
process that is designed for use in conjunction with the
Coaching Report in the context of building general awareness
between the manager and the team member.
Adapt Management Approach
The manager is encouraged to revisit information in the
report and apply what he or she learned about team
members in the workplace.
Provide Ongoing Support
The manager is encouraged to check in with team members
from time to time to see if they are making changes in the
workplace based on discussions about the information in their
report.

28. Having invested millions of dollars and
hundreds of thousands of man-hours
over 30 years, we have accumulated
a database of more than 20 million
assessments. This experience and
commitment to excellence has
culminated in a suite of tools that cannot
be rivalled.
After three decades of research into the
process of self-discovery, we believe
we have taken the next leap forward
in the assessment industry with the
creation of the Science of Self™. The
Science of Self™ is a holistic analysis of
the entire person by incorporating the
use of multiple talent assessments on
one platform. Put simply, the Science of
Self™ is self-discovery on steroids. It’s an
accelerated learning process that uses
objective, validated assessments to strip
away ambiguity and identify the key
aspects of our individuality. For coaches,
trainers, recruiters and those involved in
human capital management, this process
provides the essential information needed
to understand what drives people, how
they behave, and their basic tendencies
when interacting with others.
ABOUT THE
SCIENCE OF SELF™
TTI Success Insights is one of the largest assessment providers in the world.
With a global network of master distributors and thousands of accredited
professionals, we are at the forefront of the assessment-based talent
management solutions industry.

29. Multi-science simply means the use of more than one assessment. It is our firm
belief that ALL trainers, coaches, recruiters, and consultants should have more
than one assessment in their toolkit. This belief is based on two core ideas:
The tools built by TTI Success Insights are unique in the market because they can
integrate feedback from multiple tools on the same platform. Other assessment
providers can’t do this because they generally specialise in one dimension of
personality. In order to get the same level of insight, companies would need to seek
assessments from multiple providers. With TTI Success Insights, we are committed to
making it easier to understand and manage talent through a one-stop shop approach.
WORLD FIRST IN
MULTI-SCIENCE
Through our experience as pioneers in the assessment industry, TTI Success
Insights developed something called the “multi-science” approach.
1. Multiple tools (or sciences)
helps to avoid “model
blinkers”—something that
occurs when a consultant
only has one model and
they apply it to all people in
all situations.
2. Like a Swiss army knife,
having multiple tools in your
kit means you have more
solutions to more problems
and can offer more value to
your stakeholders.

30. THE FOUR SCIENCES
As part of the job matching system, four sciences of performance
are included from the Science of Self™ suite of tools:
oo The Science of Behaviour -
Measured using the world famous DISC
Profile.
oo The Science of Motivation -
Measured using the Motivators and
Driving Forces Profile.
oo The Science of Personal Skills -
Measured using the TTI DNA Profile.
oo The Science of Acumen/Decision
Making - Measured using the Hartman
Value Profile.

31. THE BEHAVIOURS
THE JOB CALLS FOR
oo Dominance - How a person addresses problems and challenges.
oo Influence - How a person handles situations involving other
people.
oo Steadiness - How a person demonstrates pace and consistency
in their work.
oo Compliance - How a person responds to rules and procedures
set by others.
There are four fundamental aspects of behaviour that are involved in every aspect of life, and these are
necessary to varying degrees in every job. Understanding a person’s natural way of operating in each of
these four areas gives a reliable indication of how they tend to perform on the job.
4 CORE BEHAVIOURS
It’s normal for people to make small adaptations to any work environment, but if their natural behaviour is not fairly close to
the style required by the job, it can place limitations on their performance and cause them to feel stressed. A person who is job
matched has a head start toward accomplishing results when the job is closely fitted to their natural inclinations.
With the TTISI job matching system, the core four behaviours are further divided into 12 behavioural traits.

32. THE BEHAVIOURS
THE JOB CALLS FOR
oo Analysis of Data: Information is maintained
accurately for repeated examination as
required.
oo Competitiveness: Tenacity, boldness,
assertiveness and a “will to win” in all
situations.
oo Consistency: The ability to do the job the
same way.
oo Customer Relations: A desire to convey
your sincere interest in them.
oo Versatility: Bringing together a multitude of
talents and a willingness to adapt the talents to
changing assignments as required.
oo Follow Up and Follow Through: A need to
be thorough.
oo Following Policy: Complying with the policy
or if no policy, complying with the way it has
been done.
oo Frequent Change: Moving easily from task
to task or being asked to leave several tasks
unfinished and easily move on to the new task
with little or no notice.
oo Frequent Interaction with Others: Dealing
with multiple interruptions on a continual basis,
always maintaining a friendly interface with
others.
oo Organised Workplace: Systems and
procedures followed for success.
oo People Oriented: Spending a high
percentage of time successfully working
with a wide range of people from diverse
backgrounds to achieve “win-win” outcomes.
oo Decisiveness: Quick response and fast action.
12 BEHAVIOURAL TENDENCIES
The behavioural traits of the individual can be compared to the behavioural traits required by the job, and if they correspond,
you have one component of a great job match.

33. THE MOTIVATORS
THE JOB CALLS FOR
oo Theoretical - A drive for
knowledge, discovery and
continuous learning.
oo Utilitarian - A drive for a
practical return on time or money
spent to accumulate wealth and
what is useful.
oo Aesthetic - A drive for beauty,
form and harmony in objects,
nature or experiences.
oo Social - A selfless drive to help
others.
oo Individualistic- A drive for
personal power, influence, and
control over surroundings.
oo Traditional - A drive for an
orderly, well established, unified
structure for living.
6 CORE MOTIVATORS
With the TTISI job matching system, the core six motivators are further divided into 12 Driving Forces. The factors highlight the
degree to which we are drawn to or try to avoid certain things.
Motivators are core values that drive behaviour. Because they indicate what a person cares most and least about, motivators
tell us why individuals will move into action. When a person clearly demonstrates passion for their work, it is because their
motivators are well-matched to the job. They will be more productive and enjoy doing their work. Motivators are the powerful
underlying source of a person’s energy to perform on the job. Values are measured in six key areas. With knowledge of which of
these values a job satisfies, each employee can be matched to a job that matches their inner drive.

34. THE MOTIVATORS
THE JOB CALLS FOR
The personal motivators and driving forces of the individual can also be compared to the rewards/culture of the job, and if they
correspond, you have another component of a great job match.
oo Intellectual: People who are driven by
opportunities to learn, acquire knowledge and
the discovery of truth.
oo Instinctive: People who are driven by utilising
past experiences, intuition and seeking specific
knowledge when necessary.
oo Resourceful: People who are driven by
practical results, maximising both efficiency
and returns for their investments of time,
talent, energy and resources.
oo Selfless: People who are driven by
completing tasks for the greater good, with
little expectation of personal return.
oo Harmonious: People who are driven by the
experience, subjective viewpoints and balance
in their surroundings.
oo Objective: People who are driven by
the functionality and objectivity of their
surroundings.
oo Altruistic: People who are driven by the
benefits they provide others.
oo Intentional: People who are driven to assist
others for a specific purpose, not just for the
sake of being helpful or supportive.
oo Commanding: People who are driven by
status, recognition and control over personal
freedom.
oo Collaborative: People who are driven by
being in a supporting role and contributing
with little need for individual recognition.
oo Receptive: People who are driven by new
ideas, methods and opportunities that fall
outside a defined system for living.
oo Structured: People who are driven by
traditional approaches, proven methods and a
defined system for living.
12 DRIVING FORCES™

35. THE SKILL COMPETENCIES
THE JOB CALLS FOR
All jobs require a variety of skills such as planning and organisation, presenting, problem
solving and conflict management. There are 25 universal professional competencies that
are necessary in the workplace to varying degrees according to the position.
How important or unimportant each skill
is for effective job performance will vary
from job to job and may also be unique
for similar jobs at different companies.
For example, a high level of mastery in
negotiation and written communication
may be crucial to success for a
salesperson in one field, while neither
will matter at all for a salesperson in a
different industry.
Skill competencies don’t have to be
difficult to identify or painstakingly
sleuthed out with trick interview
questions. An individual’s level of
mastery of each skill can be readily
determined with our comprehensive
assessments.
The TTISI job matching system guides
the team of subject matter experts
through the process of defining precisely
what level of mastery of each of these
competencies an employee will need
in their arsenal if they are to reach
peak performance in a given position.
The result is specific to your industry
and to your company — not a generic
benchmark for all positions of the same
title. After all, a used car salesperson will
need a very different skill set to a person
selling high-end financial services, even
though both roles fall under the category
of “sales.”

36. THE SKILL COMPETENCIES
THE JOB CALLS FOR
25 COMPETENCIES
The strongest competencies of each applicant can be determined with a simple, objective online assessment as they apply for
your role. These can then be matched to the unique position benchmark competencies and, when there is a match, you will have
yet another component of a great job match. Where competencies are misaligned, this provides an opportunity to target the
development needs from the get go.
oo Appreciating Others - Identifying with and caring about
others.
oo Conceptual Thinking - Analysing hypothetical situations,
patterns and/or abstract concepts to formulate connections
and new insights.
oo Conflict Management - Understanding, addressing and
resolving conflict constructively.
oo Continuous Learning- Taking initiative to regularly learn new
concepts, technologies and/or methods.
oo Creativity and Innovation - Creating new approaches,
designs, processes, technologies and/or systems to achieve the
desired result.
oo Customer Focus - Anticipating, meeting and/or exceeding
customer needs, wants and expectations.
oo Decision Making - Analysing all aspects of a situation to
make consistently sound and timely decisions.
oo Diplomacy - Effectively and tactfully handling difficult or
sensitive issues.
oo Employee Development/Coaching - Facilitating,
supporting and contributing to the professional growth of
others.
oo Flexibility - Readily modifying, responding and adapting to
change with minimal resistance.
oo Futuristic Thinking - Imagining, envisioning, projecting and/
or creating what has not yet been actualised.
oo Goal Orientation - Setting, pursuing and attaining goals,
regardless of obstacles or circumstances.
oo Influencing others - Personally affecting others actions,
decisions, opinions or thinking.
oo Interpersonal Skills - Effectively communicating, building
rapport and relating well to all kinds of people.
oo Leadership - Organising and influencing people to believe in
a vision while creating a sense of purpose and direction.
oo Negotiation - Listening to many points of view and
facilitating agreements between two or more parties.
oo Personal Accountability - Being answerable for personal
actions.
oo Planning and Organising - Establishing courses of action to
ensure that work is completed effectively.
oo Problem Solving - Defining, analysing and diagnosing key
components of a problem to formulate a solution.
oo Project Management - Identifying and overseeing all
resources, tasks, systems and people to obtain results.
oo Resiliency - Quickly recovering from adversity.
oo Self Starting - Demonstrating initiative and willingness to
begin working.
oo Teamwork - Cooperating with others to meet objectives.
oo Time and Priority Management - Prioritising and
completing tasks in order to deliver desired outcomes within
allotted time frames.
oo Understanding others - Understanding the uniqueness and
contributions of others.

37. THE ACUMEN INDICATORS
THE JOB CALLS FOR
Many people can witness the same event; yet they will all focus on very different things when asked to
recount what happened. For example, some people focus on the “people” dimension of thought, while
others focus on systemic definitions or processes involving cause and effect.
Everyone’s brain has a unique thought
process or model through which they
filter and assess their views of the world.
These patterns of thought determine
the natural talents that people bring
to any situation or role. Therefore,
understanding these patterns enables
people to apply their potential.
In the context of the Acumen Capacity
Index, a person’s acumen is his or her
keenness and depth of perception or
discernment. The stronger people's
acumen, the greater their ability to make
distinctions in how they view themselves
and the world around them — a critical
component to sound decision making
and problem solving.
This component of the job matching
system gives insight into a person’s
thought processes and the perspectives
that affect performance. It illuminates
how clearly they understand situations,
and thus, their capacity for meeting
challenges in business. It can even
reveal potential skills that an individual
possesses that may not have been fully
utilised on the job yet. By revealing
what thinking talents they have at their
disposal, acumen indicators help match
the job to a person who can reach
superior performance in the position.

38. 6 ACUMEN INDICATORS
oo Understanding Others:
The capacity to discern
individuality in others.
oo Practical Thinking:
The capacity to discern
practical values in situations
in the outside world.
oo Systems Judgment:
The capacity to discern
systems and order in the
world.
External Factors
THE ACUMEN INDICATORS
THE JOB CALLS FOR
oo Sense of Self: The
capacity to discern
individuality in oneself.
oo Role Awareness:
The capacity to discern
practical values in
situations in one’s own
roles in the world.
oo Self Direction: The
capacity to discern systems
and order within one’s self.
Internal Factors

39. Enterprise Coach Pty Ltd
harvey@enterprisecoach.com.au
www.enterprisecoach.com.au
CONTACT US
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Job Matching System