Notes
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Outline
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What The Achiever Measures
  • The six Mental Aptitudes measured by the Achiever are:


  • Mental Acuity - learning comprehension, judgment, reasoning and problem-solving ability
  • Business Terms - knowledge of basic business terms
  • Memory Recall - knowledge of current events as they relate to the job
  • Vocabulary - general English vocabulary skills
  • Numerical Perception - ability to handle numerically related tasks quickly and accurately
  • Mechanical Interest - measures interest in the mechanical area
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What The Achiever Measures
  • The ten Personality (i.e., Behavioral) Dimensions measured by the Achiever are:


  • Energy - energy, drive, tension and stress levels
  • Flexibility - integrity, reliability, dependability and work ethics
  • Organization - personal orientation to plan and utilize time wisely
  • Communication - innate ability to meet and interact with people
  • Emotional Development - ego, self-esteem, self-confidence and ability to handle pressure
  • Assertiveness - strength and determination to get one's way
  • Competitiveness - team orientation versus individualistic competitiveness
  • Mental Toughness - psychological stamina to deal with life and job problems
  • Questioning/Probing - instinct to question and probe rather than accepting things at face value
  • Motivation - security-motivated or recognition, incentive and commission oriented


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What The Achiever Measures
  • The Achiever contains two validity scales to assess the accuracy of the Achiever report:


  • Distortion - frankness of the respondent as related to the statistical validity of the personality dimensions


  • Equivocation - consistent decision-making of the respondent as it relates to the accuracy of the personality dimensions measured
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What The Achiever Measures
  • The Achiever report is comprised of the following:


  • The narrative segment, which explains each aptitude and personality dimension that is being assessed in the report, and how the individual has scored in each compared to the job.


  • A graphic matrix comparing the individual's actual scores to the desirable benchmarks for the job. These benchmarks may be derived for an individual company based on their own successful people in the job, based on the job description, or the person can be assessed against Candidate Resources' data base of people who are successful in those jobs.


  • Leadership Analysis identifying the person's strongest areas and areas the person could benefit from developing in, based on the following five elements of leadership:


    • Planning
    • Organizing
    • Directing
    • Staffing
    • Controlling
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What The Achiever Measures
  • Sales Analysis identifying the person's strongest areas and areas the person could benefit from developing in, based on the following five elements of selling:


    • Developing rapport
    • Identifying a need or desire
    • Presenting the product/service to fill
    • Prospect's needs
    • Dealing with objections
    • Closing the sale


  • Personal Development Plan compiled as a result of the overall assessment of the individual to the aptitudes and traits required in the job to successfully perform the job, and identify those actions the individual can take, on a daily basis, books they can read, etc., to become stronger in the overall job itself.


  • Behavioral interview questions that can be asked in a follow-up interview process, which are created as a result of the comparison of the individual to the requirements of the job. In addition, responses are given that the interviewer might look for from the person in relation to the person's fit to the job.
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Links to Sample Reports
  • Sample Achiever Report


  • Sample Sales Achiever Report
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Suggested action
  • Suggested action:


  • Assess two current employees to facilitate your understanding of the accuracy and value of the Achiever results.


  • Assess ten people or more in one job category within your organization who are meeting or exceeding performance expectations to determine the aptitudes and behaviors these successful performers have in common (deriving a benchmark).


  • Assess each candidate who is a finalist for a job opening to make sure that you are making an objective hiring decision by choosing the candidate that best matches the job requirements.