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
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