1. Assessments
1. The process
2. Instruments
1. Cognitive and ability
1. CPP
2. Reasoning
2. Personality and leadership
1. Reuvens Bar-on Eqi
2. LSP
3. 16 Personality Factor Questionnaire
4. MBTI
5. Genetic Brain Profile
6. Work personality Index
3. Functional
1. In basket / Role-play
2. Customised 360 degree questionnaires
3. Critical Incident Interviews

The individual in the organization:

Assessments

Assessments can provide individuals or organisations with an objective view on personal strengths and development areas.  This information is valuable for selection purposes as well as development; be that coaching, team-building, conflict resolution and helping people create personal development plans to increase their effectiveness.

For leaders to grow and develop there is an increasing need for them to demonstrate awareness and explore what they are indeed good at.  They also need to define what the needs will be within their current and future roles, and map that against their current level of competence.  By providing customised assessments we assist leaders in gaining a better understanding of their individual strengths we well as areas of development in order to better lead people as well as manage the business.
  

Process that we follow:

• Understand the specific need:
  
  - Define and understand the organisational context and the job requirements
  - Determine a suitable battery
  - Administer the relevant tests
  - Provide individual feedback
  - Follow-up on development 
  

Some Instruments that we make use of

As Psychologists we are accredited users for Myers Briggs Personality Type Indicator, Bar-on Emotional intelligence courses, CPP (Cognitive Potential Profile) and various other instruments.

1. Cognitive and ability
2.  Personality and leadership
3.  Functional




1. Cognitive and ability (Thinking skills):

a.) Cognitive Process Profile (CPP):
The CPP is an advanced computerised assessment technique designed to measure an individuals thinking and learning strengths and weaknesses, preferred cognitive styles as well the potential to improve cognitive functioning. Typical dimensions covered are exploration, analysis, structuring, logical reasoning, lateral creation, memory, judgement, self-awareness and learning.  The results are linked to job-related performance.

The CPP measures a number of constructs in an integrated fashion:

• Cognitive styles i.e. the approach in solving problems
• Work-related processing:  the level of work and complexity the individual can deal with
• Speed/timing
• Learning potential: the capacity of the individual to benefit from structured learning

b.) Reasoning tests:
We make of various reasoning tests depending on the specific norm and requirements.  Measurements give an indication of:

• Verbal reasoning:  Measures high level verbal fluency, vocabulary and the ability to understand and reason using words
• Numerical reasoning:  Measures the ability to use and understand complex numerical concepts, to reason using numbers and perceive logical relationships between them.
• Abstract reasoning:   Measures the ability to understand high level abstract logical problems and use new information outside the range of previous experience.

2.  Personality and leadership:

a.) Reuvens Baron Eqi:
Emotional intelligence can be defined as the ability to understand and manage yourself, your emotions and your impact on and relationship with others.  BarOn EQ-i measures one’s ability to deal with daily environmental demands and pressures. A growing body of research suggests that emotional intelligence is a key determinant of success in life.
Constructs that are measured are:

• Intrapersonal (Self-Regard, Emotional Self-Awareness,
• Assertiveness, Independence, and Self-Actualisation).
• Interpersonal (Empathy, Social Responsibility, and Interpersonal Relationship).
• Stress Management (Stress Tolerance and Impulse Control).
• Adaptability (Reality Testing, Flexibility, and Problem solving).
• General Mood Scale (Optimism and Happiness).

b.) LSP:
The LSP is a unique, empirically based system that analyses strengths and weaknesses on 42 dimensions of expected job performance.   It also provides and indication of individual’s personality affects his/her managerial potential and leadership skills.  The LSP dimensions cover the following skills:

• Interpersonal Managerial Skills (Persuasiveness; Negotiation; Sensitivity; Social Astuteness; Conflict; Management; Communication; Open Mindedness; First Impression; Interpersonal Relations; Formal Presentation).
• Personal Managerial Qualities (Dependability; Ambition; General Leadership Effectiveness; Achievement/Motivation; Self Discipline; Listening; Flexibility; Independence; Self Esteem; Emotional Control).
• Teamwork, Supervision, Planning and Productivity (Delegation; Monitoring and Controlling; Motivating Others; Attracting Staff; Productivity; Inspirational Role Model; Assuming Responsibility; Vision; Emphasising Excellence; Organisational Spokesperson; Subordinate Involvement; Facilitating Teamwork; Short-term Planning; Strategic Planning; Organising the Work of Others).
• Cognitive Managerial Skills (Technical Orientation; Analytical Orientation; Decisiveness; Creativity; Thoroughness; Objectivity; Risk Taking).

c.) 16 Personality factor / Occupational Personality Profile
Providing a sound framework for understanding certain personality factors as identified by Cattell, information generated will provide a better understanding of the following styles:

• Interpersonal
• Thinking
• Coping
• Leadership
• Influence

The following are the scales measured with the 15FQ:

d.) Myers Briggs Type Indicator:

Based on Jung’s typology, this instrument gives and indication of certain personality preferences, thinking styles and the way individuals deal with information. It provides a framework to increase understanding in personality differences and is of particular use in counseling, guidance and team building.  Constrcuts that are measured:

• Focus of energy (extroverted vs introverted)
• Gathering of information (sensing vs intuitive)
• Decision making (thinking vs feeling)
• General life orientation (judging vs perceiving)


e.) Work Personality Index:

The WPI provides professionals with a sound measure of personality dimensions, which research has shown contribute to work performance and task effectiveness. Based on a model of 17 personality traits, the WPI helps describe an individual’s style in terms of job-related strengths and weaknesses.
The 17 WPI personality traits are:

• Working with Others
- Teamwork
- Concern for Others
- Outgoing
- Democratic

• Dynamism
- Ambition
- Energy
- Persistence
- Leadership

• Dealing with Pressure and Stress
- Self-Control
- Stress Tolerance
- Dependability

• Task Orientation
- Attention to Detail
- Rule-Following

• Problem Solving
- Innovation
- Analytical Thinking

• Identifying and Managing Change
- Initiative
- Flexibility

f.) Occupational Interest profile

• Team types
• Leadership styles
• Subordinate styles
• Selling and influencing styles
• ‘Big five’ derived scores

3.  Functional:

a.)  In-basket / role play exercise
Providing extremely valuable information, in-baskets and role-plays, are an additional resource to psychometric assessments. We make use of in-baskets and role=plays to evaluate current skill and performance against specific job-related competencies.  This process provides additional information that is observable and therefore more objective in determining current level of skill, strengths and development areas.  Examples of some competencies that we measure are:

• People management]
• Analytical Thinking
• Financial/business acumen
• Performance management
• Problem solving
• Quality control
• Building relationships
• Initiative
• Decision-making
• Planning, organisation and control
• Verbal communication
• Strategic thinking
• Customer service
• Coaching

b.)  Customised 360 degree questionnaire:
Gaining feedback from others also provides a valuable source of information on behaviours demonstrated by the manager.  Questionnaires can be designed to focus on specific competencies.

c.)  Critical incident interviews