Job Clues Interpretation June2010

Manager’s Guide to Understanding
Clues Assessments
Ira S Wolfe
800-803-4303
www.super-solutions.com

Copyright 2010. Ira S Wolfe

Screening Assessments
Screening Tests sift
out the “square pegs
trying to fit round
holes,” the high risk
and unqualified
candidates saving
managers time and
resources.
Primarily used for screening through large pools of candidates or
entry level workers.

Success Performance Solutions

Screening Assessments May Test……
• Attitudes: Will they show? Will they show up
on time? Will they steal? Will they come to
work stoned? Will they lose their temper
easily?
• Absenteeism
• Theft
• Drug Abuse
• Hostility
• Computer Abuse
• Sexual Harassment


Screening Assessments May Test……
• General Reasoning: How quickly can they
learn? How fast can they think on the feet?
• Personality: Are they team player, people
oriented, tough minded, conscientious? How
do they deal with pressure and stress?


General Reasoning

Personality
1. Conscientiousness
2. Tough-Minded
3. Conventional
4. Extroversion
5. Stable
6. Team

Distortion
Good Impression


Library of Benchmarks
• 53 General Positions Templates
• Hospitality Clues
• Salon Clues
• Property Clues
• Staffing Clues
• Development Clues
• Leadership Clues


The General Reasoning scale reveals how quickly people learn and process
new information when time is limited. In other words, how quickly can people “get
it” and think on their feet.

General Reasoning reveals a person’s capacity to solve problems and to
assimilate new information. They indicate how a person thinks, how he or she
might visualize solutions and organize information, and how quickly he or she
learns when presented data in various ways. They represent the individual’s
ability to “catch on” or understand underlying principles and use reason to make
judgments.


General Reasoning also tell how challenged – or bored – an individual will be in
a job. Individuals who might be overly challenged require longer training periods,
more supervision and coaching and tend to make more mistakes or miss
deadlines and details when workloads increase or the complexity of the job
increases. Individuals who are bored, because the job or responsibilities aren’t
complex enough to keep them challenged, may not stay with the position or the
company resulting in higher turnover costs.

Note: The General Reasoning scale is NOT an IQ test. Applicants are asked to
respond to questions constructed at a basic literacy level in a limited period of
time. It’s the restricted time frame that makes the difference. Regardless of
education and/or IQ, some people perform tasks accurately and quickly
regardless of time restraints while others are more deliberate and/or mull over
the choices. With general reasoning, faster is not always better.


Conscientiousness is typically described as reliability, dedication, and readiness
to internalize societal norms and values.

Carefree: Carefree people tend to be non-conformist and prefer environments
with a lack of structure that permit spontaneity. People with spontaneity are
flexible and unpredictable and they work well in changing, challenging
situations. When problems arise, they often adopt creative and unorthodox
solutions.

Conscientious: Conscientious individuals are neat, tidy and detail-conscious.
They tend to prefer working in highly structured environments with clear
guidelines. They follow rules and abide by standard practices and procedures
so you can always depend on them. They are always well prepared through
careful planning.


Carefree Conscientious
• Flexible • Well-organized, deliberate
• Unpredictable • Traditional
• Easy-going • Respectful
• Responsive • May appear straight-laced
• Concerned with the overall picture• Work • Concerned with rules and high standards
well in changing, challenging situations • Follows through on boring routines
• Offer creative and unorthodox solutions • Forward planning
• May become uncomfortable when forced • Well-prepared through careful planning
to use analysis for sustained periods • Considers all the details
• More likely to act out of the ordinary • Dedicated
• (Combined with high stability, may live by • Dependable
their own rules) • May over-analyze or over-complicate
situations


The Tough-Minded Scale measures how an individual interacts with
others. Refers to a person being participative, helpful, cooperative, and
inclined to interact with others in a harmonious manner.

Agreeable: People who are agreeable are tactful, seeking to avoid
controversy and diffuse aggression. They tend to work well with others
and are easy-going and obliging. They would rather avoid conflict than
confront it.

Direct: Assertive people are outspoken because they know their own
minds and are not afraid to say so. They express their views openly and
are often seen as oppositional, critical, and argumentative. They seek to
be group leaders. They can create conflict through their sometimes
controversial and unpopular opinions.


Agreeable Direct
• “Successful if people would just tell • “Successful if people would just
me what to do” listen to me”
• Passive • Needs to control what’s going on
• Non-assertive • Outspoken
• Retiring • Not afraid to speak their mind
• Diplomatic • Seek to lead groups
• Tactful • Create conflict through their
• Avoid conflict and diffuse aggression sometimes controversial and
• Peacemaker unpopular opinions
• Compliant • Aggressive
• Have a difficult time saying no and • May talk too much
setting limits. • Not afraid to confront others or take
• May not speak even if they have a controversial stand
something valuable to contribute


The Conventional Scale measures how an individual approaches new situations or
tasks.

Open to New Experiences: Those people who are open to new experience are
often innovators who don’t feel bound by rules and "the way things have always
been done." They would rather explore new routes than take the well-traveled path;
often viewing established rules, policies and procedures as obstacles to progress.

Conventional: Those with conventional traits will do their work in a meticulous,
consistent, and reliable manner. They are trustworthy, structured and intent on
doing things "the right way."


Open to New Experiences Conventional
• Open to new experiences • Rule-bound
• Always trying to find a better way to do • Sticks strictly to rules and policies
things • Concerned with moral values
• Casual attitude toward rules • Meticulous
• May view established rules, policies, • Reliable
and procedures as obstacles to • Trustworthy
progress • Structured
• May lose focus • Do things “the right way”
• May not stay with a project long enough • Pays attention to one thing at a time for
to take care of the details or complete sustained periods
the work • May suffer from “tunnel vision”
• More likely to think spontaneously
• Approaches to projects may differ each
time

Extroversion refers to a tendency to be sociable, gregarious, outgoing,
warmhearted, and talkative.

Introversion – Introverts prefers one’s own company. They are inwardly
focused, and reserved. They are quiet and reserved and prefer to stay in
the background. Because they speak few words especially with
strangers, they are often good listeners.

Extroversion – Extroverts are energized by other people and busy
places. They tend to direct their energies toward and are stimulated by
external stimuli, including other people in the workplace. They are
outgoing and talkative and enjoy being the center of attention.


Introversion Extroversion

• Prefers to stay in the background • Enjoys being the center of attention
• Prefers one’s own company • Sociable
• Quiet • Energetic
• Reserved • Outgoing
• Mild-mannered • Talkative
• Content to be alone in quiet, familiar • Enjoys the stimulation of being with
surroundings people
• Subdued • Impulsive
• Compliant • Seek out people for fun, excitement,
• Avoids group activity company and stimulation
• High spirited


Emotional stability refers to a person’s overall level of adjustment, resilience,
and emotional stability. It measures how an individual approaches setbacks and
how resilient he or she is during stressful times.

Sensitive: Sensitive people are more emotional, expressing their own feelings
of anxiety, suspicion, guilt and irritability. They are more reactive to pressure
and change in their environment. They may be fearful of new people and new
situations.

Stress Resistant: Those who are described as stress resistant are generally
stable, untroubled and calm. They perform well under conditions of pressure
and stress and deal well with rejection. They face problems and unforeseen
circumstances without suffering undue stress, remaining relaxed and secure.
They are untroubled by criticism.


Emotional Stable

• Sensitive to even subtle interpersonal or • Relaxed
environmental cues • Calm
• May have a tendency to be overly reactive • Unruffled
• Easily upset • Not easily worried by people or adverse
• Irritable events
• Feelings of guilt • Able to leave worries behind
• Fearful of new people and new situations • Untroubled and calm
• Lose track of thoughts by focusing on less • Face problems without undue stress
relevant thoughts or feelings • Self-controlled
• May not be able to keep up with their own • May show little awareness of what is going
thoughts on outside of their immediate tasks or
personal world


This is a team-orientation , or independence, scale that measures how an
individual works in a team environment and “plays” with others.

Collaborative: Those who collaborate tend to be more cooperative. They are
noncompetitive, desiring to make their contributions to achievement as members
of a team. They will forego their own success to help others. In fact, they may
allow others to win rather than disappoint their opponent.

Competitive: Competitive people strive hard to reach their goals. They are
interested in personal achievements and play to win at any cost, sometimes using
others to get what they want.


Collaborative Competitive

• Non-competitive • Puts own success first
• May shy away from any challenge • Plays hard to win at any cost
• It’s not who wins, but playing that counts • Keeps score ALWAYS even when
• Make contributions as members of team inappropriate
• Forego own success to help others • Second place is the first place for losers
• Team players • Interested in personal achievements
• Unconcerned about winning or losing • May use others to get what they want
• Salespeople leave money on the table • Does not accept defeat easily
• Takes a laissez-faire attitude of • Managers don’t manage – let people get
managing others away with things
• May allow others to win • May keep trying to win even after the
game is over


The Good Impression Scale measures the consistency of responses to the
personality questions and provides a dimension of validity for the test results. It
gives insight into how straightforward the candidate has been. Social Desirability
does not measure an actual personality trait but it indicates possible behavior.

Frank, Candid: When people are overly frank, they have either presented an
overly negative picture of themselves or they are lacking in a number of socially
acceptable attributes.

Exaggerated, Disguised: When people try to present themselves as overly
socially acceptable, they exaggerate their finer qualities. However, there is the
possibility that a high Good Impression rating can indicate a truly "good person".

Note: Extreme scores do not invalidate the test results but should alert the
recruiter, Human Resource or other hiring manager that more study is
warranted. Extreme scores may also be positive indicators or great modesty
or impressive virtue.

Three reasons why an individual may score high or low on good impression:

1. Eagerness to create a favorable impression – intentionally or
unintentionally

2. A genuinely good person who is not exaggerating to gain approval, but is
as wonderful as he or she appears.

3. An intentional effect to misrepresent or manipulate.


Score Good Impression Behavior

8-10 You will likely hear them say something like:
 “some things are just left better unsaid”
 “there’s a time and there’s a place for everything…and now is not the
time.”
May lead up to what they have to say; hint at what is to come
May have exaggerated their good qualities
May truly be paragons of virtue

4-7 Average desire to fit-in and conform to societal norms

1-3 You will likely hear them say something like:
 “just saying it as it is”
 “just being honest”
May be minimally concerned about social desirability
May be unduly self-critical
Could unwittingly present a negative profile due to excessive modesty

Job Fit Score
Each JobClues report provides a Job Fit score. A
“perfect” score (95%) is the result of all of a candidate’s
responses falling in the “green” zones.

Each time a candidate’s responses fall into the yellow
(caution) or red (high risk) zones, points are deducted
based on the validity studies.

Initially the following ranges are recommended to use in
assessing a candidate’s fit:

75% or higher – good job fit
50% to 70% -- marginal job fit
Below 50% -- high risk


For more information
• Ira S Wolfe
• Phone: 800-803-4303
• Email:
iwolfe@super-solutions.com
• Website:


Job Clues Interpretation June2010

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