You will never realize the full potential of your business unless you get the people process right. Do you have the right people in the right place? Do you have a process for selecting the right people? The full potential of your business lies in harnessing the talent of your people. More...
Are your leaders ready? Do they possess the level of self-insight and self-awareness that enables them to lead effectively? Understanding how behavior and competencies are linked to the development of a strong leadership program, enables you to develop world class leaders that can drive your strategic intent. More...
Do your salespeople have the personality traits to fit the sales role you need them to fill? Being able to quantify a salesperson’s behaviors and critical thinking skills can improve the quality and caliber of your sales force. More...
A new study conducted by The Executive Group, in conjunction with Dr. Neil Rattan and Peter Rosencrans*, studies the behaviors of individuals considered to be well adjusted (behaviors considered to be reliable) and compared them with the behaviors of admitted substance abusers (behaviors considered to be unreliable). The study was conducted to compare the overlaps between "normal" personality traits and disadvantageous behaviors, especially those which may lead to reliability and performance issues in employees.
The study’s findings were conclusive that Dr. Michael Karson’s** work with personality assessments can predict unreliable behavior traits in potential and current employees. It was further found that these "disadvantageous behaviors" had a substantial correlation to traits found in individuals experiencing substance abuse issues. The intent was to see if you could separate the behaviors of individuals experiencing some form of substance abuse from job applicants.
A detailed study report is available to download above. If you have any questions or would like to discuss the results of the study, please contact Rick Tiemann at 219-477-6378 or via email at email@example.com.
*Peter Rosencrans is the Clinical Research Coordinator at the Center for Anxiety and Traumatic Stress Disorder.
**Dr. Michael Karson is the senior author of 16PF Interpretation in Clinical Practice, Fifth Edition, 1989.
At the heart of our talent management system is the 16PF Questionnaire which provides a behavior based approach to evaluating potential, confirming capacity to elevate performance in more complex roles and identifying gaps for coaching and development.
This robust psychological instrument goes well beyond the scope of basic 4-model behavior assessments. Five global scales and sixteen primary scales make up this two-tiered system. The 16PF measures five areas, commonly referred to as the Big 5 Theory, and goes deeper to examine a total of 32 different specific dimensions of personality.
The five global factors measure drive and influence, social and interpersonal skills, self-control, practicality and thinking style, and emotional resilience. Also, unique to the 16PF is a section that helps identify a person’s level of reasoning and problem-solving skills. Therefore, in one self-contained assessment you have very specific measures of personality traits and general mental ability.
This highly respected tool will give you objective and insightful information about candidates being considered for employment, promotion or re-assignment.
Our basic assessment process, designed for entry level and non-managerial positions, begins with the 16PF questionnaire and the Personnel Report (a proprietary property). Presented in an easy to follow format, the Personnel Report breaks down the 16PF results into understandable language that provides specific assessment of an individual’s work-related personality characteristics.
There are some personality characteristics that may raise concerns about how well the candidate can perform almost any job. For example, people who are easily frustrated or extremely impractical are likely to have trouble adapting to most kinds of work. Other personality characteristics are relevant only to particular jobs. For instance, while friendliness or being highly social is usually an asset for sales or customer service, it may interfere with job success in positions like computer programmer or bookkeeper.