Understanding

the

Achiever Assessment

Brief Company HistoryIn business for over forty-seven yearsOriginally comprised of staff psychologists who interviewed and evaluated applicantsDeveloped 1st written assessment to incorporate mental aptitudes & personality dimensionsFirst assessment to use concurrently validated hiring patterns based on client’s successful peopleDeveloped technology leading to today’s advanced computerized & internet accessible instrumentsPatent pending on e-Employment Center: 1st applicant tracking system to legally define applicant status

The Achiever

The Achiever has been validated by construct validation in accordance with federal standards and procedures.Although validated against the MMPI and 16 PF, both considered to be the premier psychological exams of today, The Achiever is not a psychological test itself.The Achiever is, by definition, a personality assessment, therefore admissible by the ADA.

And Remember. . .

The intent of the assessment is to ensure job-fitThe assessment should not constitute more than 1/3 of the hiring decision

Understanding Stanine Scoring

Bell Curve

23% 54% 23%

Average General Population

66%

Desirable Pattern based on top performers

1 2 3 4 5 6 7 8 9

1 2 3 4 5 6 7 8 9

Quick Check. . .

Average Pattern

When an applicant scores outside of the

desirable range in more than 6 of thedimensions it may imply a non-fit for

theposition in question.

1 X 3 4 5 6 7 8 9

Interpretations

Mental Aptitudes

Personality Dimensions

Numbers highlighted in RED represent extreme scores.

Mental Acuity

How quickly the individual learns

Ability to think conceptually

Ability to solve problems

Ability to project and anticipate

Mental Acuity

Slow to learnSlow decision makerPrefers routine tasks

Short-term plannerRequires guidelines

Needs structure

Conceptual thinkerSystematic mindAnalyticalQuick decision makerOverloads themselvesNeeds mental

challenges

1 2 3 4 5 6 7 8 9

Business Terms

Understanding of basic business language

Demonstrates management experience

Business Terms

Lack of exposureLacks interest

Probably young and inexperienced

Executive / Mgmt exposure

Financial / Legal dept knowledge

Reads trade periodicals

1 2 3 4 5 6 7 8 9

Memory Recall

Knowledge of current events

Observational skills

Retention

Memory Recall

Possibly isolatedRemains uninformed

Limited resources Lacks interest in current

events

ObservantGood retentionWide range of interestsKeeps abreast of current

events

1 2 3 4 5 6 7 8 9

Vocabulary

Ability to communicate orally

Written skills

Convey thoughts and ideas

Vocabulary

Poor writing skillsWeak presentation

skillsInability to convey

thoughts & ideasIneffectual

communicator

Strong communicatorPerceived as

professionalConvincing Convey abstract

conceptsMay ‘talk down’ to

others

1 2 3 4 5 6 7 8 9

Numerical Perception

Ability to work accurately with numbers

Skill with detail work

Rapid visual acuity when dealing with numbers & symbols.

Numerical Perception

Poor detail orientationError prone

Transposes numbersSlow number processingPossible visual problem

Good visual accuracyDetail orientedQuick with numbersSuperior number &

detail recognition

1 2 3 4 5 6 7 8 9

Mechanical Interest

Desire to understand how things work

Willingness to learn technical language

Facility with office equipment

Mechanical Interest

Cannot grasp technical functions

No interest in how officeequipment works

Calls repairperson 1st

Technically / Mechanically inclined

Able to learn / sell / maintain tech products & office equipment

1 2 3 4 5 6 7 8 9

Energy

Energy level

Level of internalized nervous tension

Degree of stress

Amount of physical activity necessary for comfort

Energy

Action-orientedRestless

Easily distractedShort attention span

Easily frustratedInternalizes stress

Vents anger

CalmProcrastinatesDifficult to motivateSlow to actPrefers repetitive

functionsReluctant decision maker

1 2 3 4 5 6 7 8 9

Flexibility

Extent to which actions are based on precedent, rules, policies

Flexibility regarding change

How much structure is required

Degree of reliability and consistency

Flexibility

Innovative thinkingQuick decision-maker

Thinks ‘outside of the box’Inconsistent

Poor self-correctionToo expedient / Cuts

cornersApplies personal judgment

PredictableRule orientedDependable / ReliableAdheres to proceduresHates changeInflexibleReluctant to make

decisions

1 2 3 4 5 6 7 8 9

Organization

Need for order and planning

Organizational habits

Time management

Ability to multi-task

Organization

SpontaneousThrives on variety

Enjoys multi-taskingOver-commits time

Likely to be latePoorly prepared

Messy

PredictableNeat and orderlyPrefers routine proceduresSingle task orientationNeeds a plan in placeExtreme time-

managementCannot deviate from plan

1 2 3 4 5 6 7 8 9

Communications

Need for social interaction

Ability to focus when listening

Communication style

Communication

QuietDistant

Good listenerDetail oriented

Works well alonePoor communicatorLimited social circle

TalkativeOften funnyPeople-personUsually well-likedPoor listening skillsInterrupts others at

workCannot work alone

1 2 3 4 5 6 7 8 9

Emotional Development

Sense of Urgency

Ability to adjust to emotional stress

Level of goal-orientation

Level of self-esteem

Age impacted

Emotional Development

Eager / Action orientedStrong sense of urgencyImpatient / DemandingNeeds to prove oneself

Blames others / VolatileLow ego strength

Immature control of emotions

Well-likedEasy-going / Laid-backHandles stress very wellTolerant and patientNot action orientedLacks sense of urgencyNot motivated or driven

1 2 3 4 5 6 7 8 9

Assertiveness

Need to control situations

Level of authority desired

Decision-making style

Attitude towards confrontation

Assertiveness

PassiveVacillates

CooperativeLacks initiative

Easily intimidatedAvoids confrontation

Customer-service oriented

ConfidentDecisiveQuick to actStrong initiativeConfrontationalIntimidates othersIgnores opinions of

others

1 2 3 4 5 6 7 8 9

Competitiveness

Team compatibility

Response to incentives

Need for individual achievement

Relationship orientation

Competitiveness

Well-likedTeam oriented

Fears comparisonsNot incentive-driven

Cannot drive the teamDoesn’t like to keep

scoreNurtures work-

relationships

“Winner” vs “Loser” viewEnjoys sales environmentMotivated by incentivesLikes a challengeSelf-absorbedIndividualistNot relationship-oriented

1 2 3 4 5 6 7 8 9

Mental Toughness

Attitude toward criticism

Level of empathy

Aesthetic awareness

Physical stamina & endurance levels

Mental Toughness

SensitiveNurturing

Incline to the artsThin-skinned

Easily discouragedFears criticism

Prone to absenteeism

Highly objectiveLikes direct

feedbackRuggedTakes rejection

wellInsensitiveLacks empathyBlunt and direct

1 2 3 4 5 6 7 8 9

Questioning/Probing Skill

Questioning ability & need for the facts

Degree of shrewdness

Level of trust in others

Need to analyze motives of others

Questioning/Probing

TrustingEasy to get along with

Relies on hopeGullible

Frequently blindsidedAccepts things at face

value

ShrewdInquisitiveProbes motivesSuspiciousAppears to distrust

othersHighly challenging

1 2 3 4 5 6 7 8 9

Motivation

Need for recognition

Levels of risk-taking

Need for challenges

Motivation

LoyalSerious

Opposes riskHates change

Clings to the pastSecurity motivated

OptimisticAmbitiousPushes for changeRisk/growth orientedTurn-over riskMotivated by

status/reward

1 2 3 4 5 6 7 8 9

DistortionMeasures the extent to which individuals attempt to present themselves in a favorable light regarding conformity, self-control or moral values.

Undesirably high scores often result from over-analysis of the questions, and the individual’s need to look for the hidden meaning.

Equivocation Measures how many times the person chose the equivocal or neutral responses.

Indicates the ability to commit to an opinion or viewpoint.

The willingness to follow directions.

Online version requires compliance

CorrelationsCorrelations occur when an Aptitude and its characteristics, or a Dimension and its behavior, combine with one or more other Dimensions to produce a third behavior. Correlations only develop when the Aptitudes or Dimensions are in the extreme Stanine scores. Correlations can: Compensate for behaviors Enhance or intensify behaviors Re-enforce behaviors Create a new behavior

Correlations - ExamplesHigh Mental Acuity compensates for low OrganizationHigh Flexibility re-enforces structure of high OrganizationHigh Mental Acuity enhances innovation of low FlexibilityLow Flexibility enhances creativity of low Mental ToughnessLow Mental Toughness tones down high AssertivenessHigh Competitiveness re-enforces dominance of high AssertivenessLow Flexibility & high Competitiveness leads to ‘cheating’High Organization compensates for lower Mental AcuityHigh Energy score re-enforces lack of motivation of high Emotional DevelopmentMid-range in Energy and Emotional Development = Drive+ Add high Assertiveness and Motivation to Drive = Ambition