MODULE 5

TESTING AND ASSESMENT

Testing is the practice of administering written, oral or other tests as a means of determining
the suitability or desirability of a job applicant. He premises is that is scores on a test
correlate with job performance, and then it is economically useful for the employer to select
employees based on scores from that test.

According to Lee J. Groonbach “A test is a systematic procedure for comparing the behaviour of two
or more persons”.

Milton M. Blum has defined test as “a sample of an aspect of an individual’s behaviour, performance
and attitude”.

TESTING IN OCCUPATIONAL SELECTION-MOST COMMON INTERVIEW TESTS

Pre-employment tests are used to screen job applicants and can include testing of cognitive
abilities, knowledge, work skills, physical and motor abilities, personality, emotional
intelligence, language proficiency, and even integrity. Drug testing can also be utilized as
part of the pre- employment process.

TYPES OF EMPLOYMENT TESTS:

The following tests are generally conducted to test the aptitude and intelligence of
candidates:

1. Ability or Intelligence tests:

An ability test is a test to check an individual's ability to perform a certain kind of job. It
usually tests the individual for certain skills or whether he is capable of acquiring those skills

Prof. Ningambika G Meti Dept of MBA, SVIT

in the course of the job or through training. Ability tests are also called aptitude tests and are
generally standardizedThese tests are conducted to judge the mental capacity (intelligence),
sensory capacity (vision and hearing), mechanical and clerical abilities of the candidates.

Also called as ‘ACHIEVEMENT TESTS’. ―Tests of verbal and numerical ability, with
questions on vocabulary, similarities, opposites, arithmetical calculations, etc. are referred to
as intelligence tests.‖ A questionnaire is prepared with objective type questions evaluated
through computers.

Knowledge and proficiency in language (English or Hindi) can also be tested through ability
tests. People who score high on these tests have the ability to absorb, interpret and analyze
business information quickly and perform well at work.

Intelligence tests usually represent the candidate’s Intelligence Quotient (IQ) which can
be numerically expressed as follows:
IQ represents the mental ability of a person, with reference to his age. Higher the IQ, higher
is the ability of the person to perform well on the job. If the organisation has employees with
high IQ, it facilitates the training and learning process. These tests are conducted individually
for each job activity as a particular test may be valid for a particular job activity only.

Intelligence is often measured with individually administered tests like the Stanford-Binet
Test or the Wechsler Test. Employers can administer other IQ tests such as the Wonderlic
to groups of people. Other intelligence tests include the Kaufman Adolescent and Adult
Intelligence Test, the Slosson Intelligence Test, the Wide Range Intelligence Test, and
the Comprehensive Test of Nonverbal Intelligence.

a) Clerical Ability Test: It is a paper-and-pencil clerical test assessing clerical speed and
accuracy. It is a 50-item test with a 30-minute time limit. Clerical Ability tests are part of the
selection process in jobs such as: clerks, receptionists, secretaries and more.

b) Mechanical Ability Test: The test of Mechanical Comprehension tests the applicant
understands of basic mechanical principles. It may reflect a person‘s aptitude for jobs—like
that of machinist or engineer—that require mechanical comprehension. Other tests of
mechanical aptitude include the Mechanical Reasoning Test and the SRA Test of Mechanical
Aptitude. The revised Minnesota Paper Form Board Test consists of 64 two- dimensional
diagrams cut into separate pieces. It provides insights into an applicant‘s mechanical spatial
ability; you‘d use it for screening applicants for jobs such as designers, drafts people, or
engineers.

c) Mental Ability Test: Cognitive (Mental) tests include tests of general reasoning ability
(intelligence) and tests of specific mental abilities like memory and inductive reasoning.

d) Specific Cognitive Abilities: There are also measures of specific mental abilities, such as
inductive and deductive reasoning, verbal comprehension, memory, and numerical ability.
Psychologists often call such tests aptitude tests, since they purport to measure aptitude for
the job in question.

Prof. Ningambika G Meti Dept of MBA, SVIT

Some of the cognitive abilities tests are Modern Language Aptitude Test( Foreign
Language test), Porteus Maze Test (Measures psychological planning capacity),
Pimsleur Language Aptitude Battery ( Foreign Language Proficiency attainment
predictor).

e) Physical Ability Test: Physical abilities tests measure muscular strength, cardiovascular
endurance, and movement quality. An example of a test that requires all three again comes
from the city of Columbus. The test mimics carrying firefighting equipment (e.g., hose, fan,
oxygen tanks) up flights of stairs in a building. Equipment must be brought up and down the
stairs as quickly as possible in the test. The equipment is heavy, so muscular strength is
required. The climb is taxing under limited breathing, so cardiovascular endurance is
necessary. The trips up and around the flights of stairs, in full gear, require high degrees of
flexibility and balance. Some have argued that such tests are the single most effective means
of reducing workplace injuries.

Physical abilities tests are becoming increasingly common to screen out individuals
susceptible to repetitive stress injuries, such as carpal tunnel syndrome. Another reason to use
physical abilities tests for appropriate jobs is to avoid injuries on the job. Well-designed tests
will screen out applicants who have applied for positions that are poorly suited to their
physical abilities. Thus, fewer injuries should result.
Tests of physical abilities include static strength (such as lifting weights), dynamic
strength (like pull-ups), body coordination (as in jumping rope), and stamina.
Lifeguards, for example, must show they can swim a course before they’re hired.

2. Aptitude tests:

These tests judge the aptitude of a person to accept future jobs. They explore a person‘s
potential to perform present and potential organizational tasks. People differ in their ability to
do certain tasks and aptitude tests measure this ability to explore their potential to work.
―Aptitude tests can measure specific abilities or aptitudes (for example, spatial ability,
manual dexterity, numerical ability, verbal ability) and are used to gauge the person‘s
potential.‖ Every individual differs in his ability to perform organizational tasks and,
therefore, these tests enable the manager to know the skills and competence of the candidates
to work on the job.
Mechanical aptitude tests: They measure the ability of a person to learn a particular type
of mechanical work. These tests helps to measure specialized technical knowledge and
problem solving abilities if the candidate.

3. Personality tests:

Personality reflects emotional stability and competence to perform effectively at work.

Personality tests judge personal traits of a person (their feelings, thought about work, risk
taking, confidence etc.) and test his ability to perform the job.
Personality tests assume direct relationship between one or more of the personality factors
and ability of a person to do certain jobs. After assessing personality, his personality profile is
compared with standard profile relevant for the job.
The person who best fits the standard profile is selected for the job. Though personality and
intelligence are closely related and even tend to overlap each other (intelligence is one of the
personality traits), personality is different from intelligence.

Prof. Ningambika G Meti Dept of MBA, SVIT

―Personality is that part of us that is distinctive and concerned more with our emotional side
and how it is reflected in our behavior. By contrast, intelligence is concerned with the
cognitive or thinking side of us,‖
Some of the personality tests includes Taylor-Johnson Temperament Analysis,
Temperament and Character Inventory, Thematic Apperception Test, Woodworth
Personal Data Sheet.

4. Performance tests:

These are on-the-job tests. The candidates perform the job for which they are being
considered. They are also known as ―in-tray‖ tests as candidates work on a representative
sample of the work. The data entry operator, for example, may be asked to type a page to
judge his proficiency in typing. Though these tests are costly, they help in selecting the most
suitable candidate for the job.
They measure the candidate‘s competence in terms of accuracy and efficiency to carry out the
specific tasks. However, since these tests are based on simulation (created work
environment), certain factors and information that would be actually present on the job but
are missing in the simulation models, may negatively affect the performance of the
candidates.

5. Psychomotor Test

Psychomotor or skills tests: They are those, which measure a person‘s ability to do a
specific job. Such tests are conducted in respect of semi- skilled and repetitive jobs such as
packing, testing and inspection, etc.
Psychomotor Test are used for determining the precision, coordination, control, dexterity and
reaction time for candidates in the hiring process. It not only assesses the mechanical
performance of the candidate but also their ability to understand and follow instructions and
perform motor responses.
This kind of tests is widely used for deciding the best candidate for surgeons or pilots etc.
The test measures the candidate‘s reaction time, multitasking capacity and coordinating
abilities. The evaluator
rates the candidate‘s performance against a predefined benchmark. This is standardized for
all applicants.
Example:
In a manufacturing facility, a candidate is placed in a high speed assembly line. They are
asked to perform a task for a certain time period. This gives the employer an idea of the
efficiency and fastness of the employee.
Interest Test: This is conducted to find out likes and dislikes of candidates towards
occupations, hobbies, etc. such tests indicate which occupations are more in line with a
person‘s interest.

Advantages of Employment Tests:

1. Identify the best candidates

Recruiters report that over 50% of job applicants do not meet the basic qualifications. Each
job requires a unique skill set and personality type. To help ensure that your job applicants

Prof. Ningambika G Meti Dept of MBA, SVIT

have the skills the job requires, without interviewing every single one, you can use a pre-
employment assessment to measure aptitude, skills, and personality types.
Various types of tests judge the present and potential ability of people to work. While
performance tests judge the ability of people to perform present tasks, aptitude tests judge
their ability to perform potential tasks.

2. Time-saving and cost effective

For most small business owners, time is not an expendable commodity. Pre-employment
tests root out many unqualified applicants from the onset so that only the most qualified
candidates reach the interview process.
They save time and money in interviewing only those candidates who pass the test. In the
absence of tests, all candidates have to be interviewed which is costly and time-consuming.
These tests screen the candidates on the basis of cut-off marks and proceed with the selection
process with the short-listed candidates.

3. Standardize candidate selection

Pre-employment tests avoid the pitfalls of hiring based on a first impression. Tests are able
to maintain equality in the hiring process which hiring managers sometimes lack.
They judge ability to perform the job through practical and objective means. They are not
based on personal judgment and bias. They are standardized and selection is totally unbiased.
A person gets selected purely on the basis of performance in the tests.
They match requirements of the job with practical knowledge of the candidates. This helps
in discriminating amongst people purely on the basis of job-related factors.

Disadvantages of employment tests

1. Validity
Though many assessments are well-endorsed and reputable, not all tests are accurate
indicators of the traits they claim to measure or of future job performance. Employers need to
be able to demonstrate that the test‘s results accurately correspond to job performance before
making it a determining factor in hiring.

2. Consistency
Pre-employment tests are not always reliable and consistent measures of a given skill. If a test
is reliable, a candidate who takes the test today will receive roughly the same score if they
take it a week from now. When tests are inconsistent, they cease to be valid measures of
future job performance. Each test should be proven for reliability before it is implemented.

3. May violate federal and state laws

All pre-employment testing is subject to federal and state law, and it‘s important that your
chosen test meets Equal Employment Opportunity (EEO) and Uniform Guidelines on
Employee Selection Procedures (UGESP) requirements before being implemented. The
Americans with Disabilities Act (ADA) also prohibits pre-hiring evaluations that may be
interpreted as ―medical exams‖ or a test of mental health.
Pre-employment tests aren‘t for every company; however, when properly implemented, they
can reduce employee turnover and save you time and resources in the hiring process.
(a) Some tests like lie detection tests are not advisable as they demoralize the candidates.

(b) Tests are not always suitable measures of selection. A candidate may spoil his test but
may still be suitable for the job.

Prof. Ningambika G Meti Dept of MBA, SVIT

(c) Tests cannot fully understand a candidate‘s personality. At best, they can only
differentiate between those who have scored above and below the cut off point. This
limitation is, however, overcome by the proceedings of the further selection process.

Personality Assessment Test

Until recently, personality tests were not perceived as a valid selection method. Recent
advances, however, have suggested much more positive conclusions about the role of
personality tests in predicting job performance. Mainly, this is due to the widespread
acceptance of a major taxonomy of personality, often called the Big Five.
The Big Five is used to describe behavioral (as opposed to emotional or cognitive) traits that
may capture up to 75% of an individual‘s personality.

The Big Five factors are:

1. Emotional Stability (Disposition to Be Calm, Optimistic, and Well Adjusted)

2. Extraversion (Tendency to Be Sociable, Assertive, Active, Upbeat, and Talkative)
3. Openness To Experience (Tendency to Be Imaginative, Attentive To Inner Feelings, Have
Intellectual Curiosity And Independence Of Judgment)
4. Agreeableness (Tendency to Be Altruistic, Trusting, Sympathetic, and Cooperative)
5. Conscientiousness (Tendency to Be Purposeful, Determined, Dependable, and Attentive
To Detail).

The Big Five are a reduced set of many more specific traits.
The Big Five are very stable over time, and there is even research to suggest a strong genetic
basis of the Big Five traits (roughly 50% of the variance in the Big Five traits appears to be
inherited). Because job performance is a broad concept that comprises many specific
behaviors, it will be best predicted by broad dispositions such as the Big Five. In fact, some
research evidence supports this proposition. Measures of personality traits can be surveys,
projective techniques, or interviews. Most personality measures used in personnel selection
are surveys. There are several survey measures of the Big Five traits that are used in
selection.
The Personal Characteristics Inventory (PCI), is a self-report measure of the Big Five that
asks applicants to report their agreement or disagreement (using a ―strongly disagree‖ to
―strongly agree‖ scale) with 150 sentences. The measure takes about 30 minutes to complete
and has a 5th- to 6th-grade reading level.
Another commonly used measure of the Big Five is the NEO Personality Inventory (NEO),
of which there are several versions that have been translated into numerous languages
A third alternative is the Hogan Personality Inventory (HPI), which also is based on the
Big Five typology. Responses to the HPI can be scored to yield measures of employee
reliability and service orientation. All three of these measures have shown validity in
predicting job performance in various occupations.
Many comprehensive reviews of the validity of personality tests have been published. Nearly
all of the recent reviews focus on the validity of the Big Five. Although there has been a
debate over inconsistencies in these studies, the largest scale study revealed the following:
1. Conscientiousness predicts performance across all occupational groupings.
2. Emotional stability predicts performance in most occupations, especially sales,
management and teaching.
3. Extraversion predicts performance of salespeople.

Prof. Ningambika G Meti Dept of MBA, SVIT

 4. In a meta-analysis of studies in Europe, conscientiousness and emotional stability emerged
as significant predictors of performance.
5. More recent evidence further supports the validity of conscientiousness in predicting job
performance.

Skills assessment tests

Skills assessment tests are often used by employers to gauge the abilities and skills of both
current employees and job applicants. These tests are designed to assess whether
individuals have the skills necessary to perform various and essential aspects of a job.

Job simulations
Job simulations can take many different forms, such as in-person assignments, online
exams, take-home assignments, role-playing, presentations or even virtual simulations.
 In-basket exercises: “Here, the candidate is required to complete certain tasks such
as responding to emails, taking phone calls and handling grievances within a set
amount of time. Often, these exercises are best for administrative and managerial
positions.”

 Situational judgment tests: “The candidate is presented with a work-related scenario

and is asked to use their judgment to provide a solution that can amicably resolve the
situation at hand. These tests lend themselves well to positions such as customer
service and supervisory roles.”
 Work sample tests: “These, typically hands-on tests, require the candidate to
complete certain activities that are similar to actual tasks they would perform on the
job. Examples include writing code, take-home assignments, collaborating with others
to design a website or completing an onsite construction task.”
 Role-playing: “Role-playing is probably the most common of all job simulation
formats. These exercises help to evaluate a candidate's ability to navigate
interpersonal challenges in a work environment.”
A group exercise is an assessed discussion exercise that involves a small group of
candidates (usually 8 to10 people), following a question posed by a member of a firm's
recruitment team. Group exercises occur frequently at a graduate assessment day and are very
similar in nature to a panel interview.

Group exercises at assessment centres are measuring your ability to work in a team,
contribute, delegate, and solve problems. Assessors are looking for candidates who can
listen to other people's ideas, be positive, and articulate their own ideas.

Here are the most common activities that occur during a group interview:
 General interview questions.
 Case studies.
 Practical tasks.
 Role-playing exercises.
 Group presentations.
History of Testing in Occupational Selection:

Prof. Ningambika G Meti Dept of MBA, SVIT

 During world war I, military recruits were given a test called Army alpha test
 Army alpha test: to asses their knowledge, skills and abilities for placement in suitable
occupational role.
 Army Beta test: An alternative version of alpha test in which written content is substituted
with pictures for individuals who could not read or write.(couldn't read or write)
Both tests were designed by psychologists to measure arithmetic ability, reasoning, ability to
follow direction.

PSYCHOMETRICS TEST:
 Psychometric tests are assessment tools used to objectively measure an individuals
personality traits, aptitude, intelligence, abilities and behavioral style.
 Psychometric assessments are widely used in career guidance and employment to match a
persons abilities and personality to a suitable career or role.
 A psychometric test is designed to measure cognitive ability and indicates the potential of
a candidate to excel in a specific position or career.

Prof. Ningambika G Meti Dept of MBA, SVIT

ASSESMENT OF KNOWLEDGE ,SKILLS AND ABILITIES(KSA)
 A skills assessment is a survey or interview measuring skill and knowledge. ... Skill
assessment reports help leaders visualize who knows what and identifies gaps where
training may be needed to maximize the growth and potential of the individual.
 Communications
 Analytical Skills Like: Technology Skills, Managing Priorities, Problem-Solving Skills,
Adaptability
 The sum total of knowledge, skills, and abilities define a role or job title. Does a
candidate or employee have the right KSA combination for a specific opening? Using the
KSA model, you can see quickly and clearly if the right person is in the right role/job.

HOW TO MEASURE KNOWLEDGE, SKILLS, AND ABILITIES

 Evaluating knowledge: you can evaluate someone’s knowledge levels in several different
ways:Certification, Qualifications and Workshops
 Evaluating skills: Skills are more ‘practical’ in nature than knowledge and are evaluated
differently. You can examine previous examples of someone’s work. This will provide a
good indication of an employee’s skill levels, the way they apply their knowledge, and
their attitude to their work.
 Evaluating abilities: Abilities require a combination of knowledge and skills, but also a
third component – certain character traits. For example, analytical problem solvers can
pinpoint the essence of a problem, draw logical conclusions, and make a sound analysis.
But a certain degree of inquisitiveness (character trait) is also an important piece to the
puzzle.

PERSONALITY ASSESSMENT
Personality Assessment is a proficiency in professional psychology that involves the
administration, scoring, and interpretation of empirically supported measures of personality
traits and styles in order to:
 Refine clinical diagnoses;
 Structure and inform psychological interventions; and
 Increase the accuracy of behavioral prediction in a variety of contexts and settings
(e.g., clinical, forensic, organizational, educational).

5 FACTOR PERSONALITY TRAIT MODEL

The Big Five personality traits is a suggested taxonomy, or grouping, for personality traits,
developed from the 1980s onward in psychological trait theory. When factor analysis (a
statistical technique) is applied to personality survey data, it reveals semantic associations,
which are words used to describe aspects of personality. These associations are often applied
to the same person.

Prof. Ningambika G Meti Dept of MBA, SVIT

For example, someone described as conscientious is more likely to be described as "always
prepared" rather than "messy". These associations suggest five broad dimensions used in
common language to describe the human personality, temperament and psyche.

These five categories are usually described as follows.

Openness
This trait features characteristics such as imagination and insight. 1 People who are high in
this trait also tend to have a broad range of interests. They are curious about the world and
other people and eager to learn new things and enjoy new experiences.
People who are high in this trait tend to be more adventurous and creative. People low in this
trait are often much more traditional and may struggle with abstract thinking.
High
 Very creative

 Open to trying new things

 Focused on tackling new challenges
 Happy to think about abstract concepts
Low
 Dislikes change
 Does not enjoy new things

 Resists new ideas

 Not very imaginative
 Dislikes abstract or theoretical concepts

Prof. Ningambika G Meti Dept of MBA, SVIT

Conscientiousness
Standard features of this dimension include high levels of thoughtfulness, good impulse
control, and goal-directed behaviors.Highly conscientious people tend to be organized and
mindful of details. They plan ahead, think about how their behavior affects others, and are
mindful of deadlines.
High
 Spends time preparing
 Finishes important tasks right away
 Pays attention to detail
 Enjoys having a set schedule

Low
 Dislikes structure and schedules
 Makes messes and doesn't take care of things
 Fails to return things or put them back where they belong
 Procrastinates important tasks
 Fails to complete necessary or assigned tasks

Extraversion

Extraversion (or extroversion) is characterized by excitability, sociability, talkativeness,

assertiveness, and high amounts of emotional expressiveness.1 People who are high in
extraversion are outgoing and tend to gain energy in social situations. Being around other
people helps them feel energized and excited.

People who are low in extraversion (or introverted) tend to be more reserved and have less
energy to expend in social settings. Social events can feel draining and introverts often
require a period of solitude and quiet in order to "recharge."

High
 Enjoys being the center of attention
 Likes to start conversations
 Enjoys meeting new people
 Has a wide social circle of friends and acquaintances
 Finds it easy to make new friends
 Feels energized when around other people
 Say things before thinking about them
Low
 Prefers solitude
 Feels exhausted when having to socialize a lot
 Finds it difficult to start conversations

Prof. Ningambika G Meti Dept of MBA, SVIT

  Dislikes making small talk
 Carefully thinks things through before speaking
 Dislikes being the

Agreeableness

This personality dimension includes attributes such as trust, altruism, kindness, affection, and
other prosocial behaviors.People who are high in agreeableness tend to be more cooperative
while those low in this trait tend to be more competitive and sometimes even manipulative.

High

 Has a great deal of interest in other people

 Cares about others
 Feels empathy and concern for other people
 Enjoys helping and contributing to the happiness of other people
 Assists others who are in need of help
Low
 Takes little interest in others
 Doesn't care about how other people feel
 Has little interest in other people's problems
 Insults and belittles others
 Manipulates others to get what they want

Neuroticism

Neuroticism is a trait characterized by sadness, moodiness, and emotional instability.1

Individuals who are high in this trait tend to experience mood swings, anxiety, irritability,
and sadness. Those low in this trait tend to be more stable and emotionally resilient.

High
 Experiences a lot of stress
 Worries about many different things
 Gets upset easily
 Experiences dramatic shifts in mood
 Feels anxious
 Struggles to bounce back after stressful events
Low
 Emotionally stable
 Deals well with stress
 Rarely feels sad or depressed
 Doesn't worry much
 Is very relaxed

THE BIRKMAN METHOD

 The Birkman Method Test is one of the most in-depth personality tests available, as
it measures both how people behave and why they behave in those ways. It uses a

Prof. Ningambika G Meti Dept of MBA, SVIT

 system of assigning colours to personality types – so if you've ever heard people refer to
themselves as 'reds' or 'blues', it derives from this test.

 The Birkman Method reveals four key perspectives of every person: Motivation, Self-
Perception, Social Perception, and Mindset. In understanding these perceptions and
how they influence each other, individuals can better understand the emotions and actions
that drive their life.

Motivation:
 Birkman’s data on Motivation measures passion and interest for different roles and
initiatives in the workplace, and is described through the Birkman Interests.
 This aspect of The Birkman Method measures broad interest themes that are
characteristic of many occupations. Birkman Interests provide awareness into the
activities that foster greater engagement and enjoyment and those which can drain
one’s energy and result in fatigue.
 Motivation is a critical factor in finding a fulfilling career path, being engaged in the
workplace, and ensuring long-term workplace satisfaction.

Self-Perception
 Self-Perception reveals how we see ourselves and drives much of how we show up
in the world around us.
 It’s driven largely by how we have learned to use certain styles to get positive results
in past situations.
 We report this as Usual Behavior, and what is measured on the assessment is typically
how a person feels they approach tasks, manage relationships, and contribute to their
community.

Social Perception
 Social Perception is an individual’s underlying context or filter used to determine if a
current situation or environment feels comfortable for the individual. Because
this is a measure of an internal state, it is not always apparent to others how someone
will act (or react) when circumstances change.
 Reported as Needs, this information allows a person to anticipate their reaction to new
or changing situations in their lives, and thus avoiding the resulting Stress Behavior
that might result if they do not manage these expectations. These Needs and
expectations are an invisible driving force behind an individual’s behavior.

Social Perception
 Social Perception is an individual’s underlying context or filter used to determine if a
current situation or environment feels comfortable for the individual. Because
this is a measure of an internal state, it is not always apparent to others how someone
will act (or react) when circumstances change.
 Reported as Needs, this information allows a person to anticipate their reaction to new
or changing situations in their lives, and thus avoiding the resulting Stress Behavior

Prof. Ningambika G Meti Dept of MBA, SVIT

 that might result if they do not manage these expectations. These Needs and
expectations are an invisible driving force behind an individual’s behavior.

Mindset:
 Birkman Mindset data provides insights into an individual’s belief system concerning
themselves and others.
 Birkman addresses specific aspects of Mindset that address interpersonal,
intrapersonal, and work alignment of individuals. On a macro-level, these meta-scales
allow individuals to see new ways of thinking and confront the pros and cons of their
perspectives.
These perspectives dive deep into an individual’s subconscious and help explain
the why behind one’s actions and behavior patterns.

Four colors are used to depict individual styles and fundamental differences between
people:
Red = Doer
Doers are action-focused. They enjoy hands-on work, project management and solving
practical problems. However, doers can sometimes be aggressive or hard to reason with if
their needs are not met.
Green = Communicator
Communicators enjoy working with people. They excel at selling, pitching, counseling,
teaching and other vocations which require working with people. Communicators often have
a natural confidence and make friends easily. They often need praise to excel and can appear
argumentative if their needs are not met.

Prof. Ningambika G Meti Dept of MBA, SVIT

Yellow = Analyzer
Analyzers love rules and processes and have great attention to detail. They enjoy order,
record-keeping and developing systems. They also tend to be cautious and value fairness.
Analyzers tend to prefer indirect communication and may become stressed by change.
Blue = Thinker
Thinkers love ideas and concepts. They can think abstractly. They are innovative problem
solvers and tend to work best alongside other creative people. However, they may find it
difficult to cope with demanding problems and require extra support.

1. The Birkman Map

One of the main features of the Birkman Basic Report is the Birkman Map, which provides
a broad overview of your personality in two dimensions. See below for an example of how
the map looks.
Left to right of the map depicts whether you are more task-oriented or people-oriented. Top
to bottom depicts whether you are more introverted or extroverted (whether you prefer direct
or indirect communication).
The map is also divided into quadrants, depicting each of the four colors. Symbols are
used to display where you fall within the two dimensions and which color quadrant you fall
within.

The symbols are:

* = Interests – The asterisk represents the things you enjoy doing.

◊ = Usual behavior – The diamond depicts how you generally behave. These tend to be your
areas of strength and result when your needs have been met.
○ = Needs – The circle depicts your needs. How you expect to be treated by other people and
your environment.
□ = Stress behavior – The square depicts your behaviors when your needs are not fulfilled.

Prof. Ningambika G Meti Dept of MBA, SVIT

The image above demonstrates how a Birkman map may appear. For example, the asterisk
representing interests falls within the green quadrant (communicator) and appears to be more
extroverted and people-oriented. This person likely enjoys people-oriented work and
activities.

The circle (needs) and square (stress behavior) fall within the blue quadrant (thinker).
Therefore, this person may find problems difficult to cope with and could require extra
support from the people around them.

The diamond (usual behavior) falls within the yellow quadrant (analyzer). Therefore, this
person’s behavior is task-oriented and they tend to be more introverted in their approach.

2. Areas of Interest

The Birkman Basics Report also scores you based on your interests. High scores indicate
things you enjoy and low scores vice versa. Your interests may translate to actual skills or
they may just represent things that motivate you (and in turn make you a more productive
employee). For example, if you score 75% in literary interests, you probably enjoy reading
and writing.

3. Job Families and Job Titles

In this section, your results are compared to employees working across 22 job families. The
report then suggests the job families you may be best suited to and also specific job titles. For
example, if you are suited to a construction and extraction occupation, you may enjoy a
career as an electrician.

This section is more suited to individuals who take the test to explore potential careers, rather
than employers during their hiring process.

Prof. Ningambika G Meti Dept of MBA, SVIT

Final Thoughts

We all want to feel engaged and satisfied with our jobs and the Birkman test is designed to
ensure you find the perfect fit for your personality.

MYERS-BRIGGS

In developing the Myers-Briggs Type Indicator [instrument], the aim of Isabel Briggs Myers,
and her mother, Katharine Briggs, was to make the insights of type theory accessible to
individuals and groups. They addressed the two related goals in the developments and
application of the MBTI instrument:The identification of basic preferences of each of the four
dichotomies specified or implicit in Jung's theory. The identification and description of the 16
distinctive personality types that result from the interactions among the preferences."

Prof. Ningambika G Meti Dept of MBA, SVIT

 In personality typology, the Myers–Briggs Type Indicator (MBTI) is an introspective self-
report questionnaire indicating differing psychological preferences in how people perceive
the world and make decisions. The test attempts to assign four categories: introversion or
extraversion, sensing or intuition, thinking or feeling, judging or perceiving. One letter from
each category is taken to produce a four-letter test result, such as "INTJ" or "ESFP".
Most of the research supporting the MBTI's validity has been produced by the Center for
Applications of Psychological Type, an organization run by the Myers-Briggs Foundation,
and published in the center's own journal, the Journal of Psychological Type (JPT), raising
questions of independence, bias, and conflict of interest.
The 16 types are typically referred to by an abbreviation of four letters—the initial letters of
each of their four type preferences (except in the case of intuition, which uses the
abbreviation "N" to distinguish it from introversion). For instance:
 ESTJ: extraversion (E), sensing (S), thinking (T), judgment (J)
 INFP: introversion (I), intuition (N), feeling (F), perception (P)
These abbreviations are applied to all 16 types.
The interaction of two, three, or four preferences is known as "type dynamics". Although
type dynamics has received little or no empirical support to substantiate its viability as
a scientific theory, Myers and Briggs asserted that for each of the 16 four-preference types,
one function is the most dominant and is likely to be evident earliest in life.
A secondary or auxiliary function typically becomes more evident (differentiated) during
teenaged years and provides balance to the dominant. In normal development, individuals
tend to become more fluent with a third, tertiary function during mid-life, while the
fourth, inferior function remains least consciously developed. The inferior function is often
considered to be more associated with the unconscious, being most evident in situations such
as high stress (sometimes referred to as being "in the grip" of the inferior function).

BIRKMAN VS. MYERS-BRIGGS: INDIVIDUAL UNIQUENESS AND PRECISION

 While MBTI can be a fun and interesting test to take, it falls short when compared to
the Birkman Method when it comes to how well the report is individualized. This is
because MBTI results categorize each person into one of 16 different “types”. The
problem with this method is that each person is unique, and most people don’t neatly
fit into these predefined categories. Unfortunately, the MBTI report can suffer from
the Forer Effect – the descriptions are so vague that they could be about a lot of
different people.
 By contrast, the Birkman Method is a trait-based test that can measure the amount or
intensity of certain personality traits. This offers much more personalized insight,
including the unpacking of a person’s unique strengths, and allows comparisons on
the intensity of a trait from one person to another. In addition, the Birkman Method
also provides insights on the underlying stress factors and needs of each individual,
making it clear what you need to be happy, healthy, and successful. Another piece
that Birkman offers that Myers-Briggs doesn’t is an analysis of one’s interests,
making it useful in both professional and personal aspects of one’s life.

Birkman vs. Myers-Briggs: Actionable Next Steps

Prof. Ningambika G Meti Dept of MBA, SVIT

  While your Myers-Briggs results can be interesting, they lack information about what
you can do to make yourself more successful or be the best version of yourself. On
the flip side, Birkman makes it easy to understand what changes you need to make
and how to go about implementing them right away.

 By discovering your needs, you can make better choices for yourself personally and in
your career. If you’re the type of person who thrives on social interaction, you may
want to pursue a career that involves collaboration, team-work, or working with the
public. When you have a better understanding of yourself and what fuels you, you’ll
be more productive and happier. For example, you may discover that “social service”
is your lowest interest. If this is the case, you can stop feeling guilty about not
wanting to volunteer and instead donate a portion of your paycheck.

Birkman vs. Myers-Briggs: Career Recommendations

 Career suggestions from Myers-Briggs rely on your MBTI type, which aren’t super
specific to each individual. Birkman offers more specific career recommendations
based on your individual needs, motivators, personality, and more. Its
recommendations are far more tailored and customized to you.

Birkman method and MBTI® comparison;

The Birkman Method Myers-Briggs Type Indicator (MBTI

Trait based test Personality based test

4 key perspective 16 different “types

both professional and personal aspects of Personal aspects

one’s life.

the Birkman Method also provides the Forer Effect – the descriptions are so
insights on the underlying stress factors vague that they could be about a lot of
and needs of each individual, making it different people
clear what you need to be happy, healthy,
and successful.

they lack information about what you can Birkman makes it easy to understand
do to make yourself more successful or be what changes you need to make and how
the best version of yourself to go about implementing them right
away.

Birkman offers more specific career MBTI type, which aren’t super specific to
recommendations based on your each individual
individual needs, motivators, personality,
and more. Its recommendations are far
more tailored and customized to you.

Prof. Ningambika G Meti Dept of MBA, SVIT

FIRO-B
1. The Fundamental Interpersonal Relations Orientation™ (FIRO®) assessments help
people understand their interpersonal needs and how those needs influence their
communication style and behavior.
2. These accessible and universally applicable personality assessments have helped
individuals, teams, and organizations around the world grow and succeed. In a recent
survey, more than 90 percent of FIRO-B® customers improved teamwork within their
organization or for their clients.
3. The FIRO-B Assessment is a unique instrument that doesn’t actually “measure”
anything. Instead, it provides a score that is used to estimate how comfortable an
individual is with a specific behavior.
4. The FIRO-B test includes three main areas:
1. Inclusion
2. Control

3. Affection
1. Inclusion is defined by the relationships one prefers to form with others. It explains
the extent of which an individual enjoys or feels an aversion to being involved and
invited by others. It can be the amount of recognition they prefer to receive or
acknowledgement for a job well done or their preference to be invited to an after-hours
work event. This word can also be associated with how much attention a person
prefers to have from others.
2. Control is a word that can often carry a negative connotation, but in reference to the
definition for this assessment, this word has to do with a preference for having an
influence over others. It deals with a person’s preference for making decisions and
amount of responsibility one may want to have. Most people who score high in this
area have a keen power of persuasion and are professional leaders.

3. Affection is a word which is often misunderstood when used in the context of the
FIRO-B. Many believe the definition of this word to mean a felling of love or strong
attachment. However, Schultz used this word to describe individuals interpersonal
need for simple one-on-one relationships. It has to do with the want to know others on
a personal level or how much an individual prefers to share their personal life with
others. It has to do with the warmth of their demeanor and how supportive or
empathetic an individual prefers to be and receive. Most individuals who score high in
this area are known to be open with others, as well as, supportive of other’s needs.
Each area is also modified by two further factors:

 Expressed Behavior
 Wanted Behavior
In short, Expressed Behavior is related to how comfortable we feel about exhibiting a
behavior toward other people. Wanted behavior, on the other hand, is related to the
level we want other people to exhibit a behavior toward us.

Prof. Ningambika G Meti Dept of MBA, SVIT

When you apply Expressed Behavior and Wanted Behavior to the three main areas of the
FIRO-B test—Inclusion, Control, and Affection—you end up with six main sections of the
FIRO-B test as followed:
 Expressed Inclusion: This score dictates the level to which you make an effort to
include others in your activities, as well as the extent that you work to get others to
include you in their events. The higher the score, the more likely you are to want to
engage socially and join a larger amount of social groups.
 Wanted Inclusion: This score will show you the extent that you want others to
include you in their activities (without you instigating it), and your need to
belong. The higher the score, the more likely you are to want to be invited to social
gatherings and social groups. Unlike Expressed Inclusion, this doesn’t mean you will
necessarily initiate the request, but you do want to be invited and included.
 Expressed Control: This section tells you about the extent that you feel comfortable
influencing others and the degree that you make an effort to control a
situation. Scoring higher is also is related to one’s comfort with organizing and taking
responsibility for others.
 Wanted Control: This score is connected with your comfort level of being in a
situation with clear instructions and expectations, where your situation is pre-defined
by others. In other words, your comfort level with someone else in charge and
influencing the direction of your actions.
 Expressed Affection: This score is associated with the extent to which you try and
engage with people on a personal level. The higher the score is, the more comfortable
you are with supporting others and being open with them.
 Wanted Affection: This score tells you how comfortable you are with others taking a
personal interest in you and acting warmly toward you in general. If you have a higher
score in this section, then you tend to be more comfortable with others encouraging
you and sharing personal matters with you.

 Each category receives a score ranging from 0 to 9. Based on your score, each
section will fall into one of three categories:
 0-2 Low
 3-6 Medium
 7-9 High

 In addition to scores and descriptors for each section of the FIRO-B Test, the
FIRO-B Profile will also provide you with overall scores along with descriptive
text based off of your results for:
 Inclusion
 Control

 Affection
 Expressed

Prof. Ningambika G Meti Dept of MBA, SVIT

  Wanted
 Overall
The FIRO assessment helps you in:
 Relationship enhancement—By uncovering areas in which individuals may not
meet the interpersonal needs of customers and stakeholders, the FIRO assessments
promote behavior changes that can help people build better relationships and
performance.
 Team building—FIRO insights accelerate team building and enable team members to
recognize and overcome potential barriers that could prevent them from working
together effectively.
 Leader and executive development—The FIRO assessments help leaders and
executives unlock performance improvement by better meeting the needs of peers,
direct reports and others.
 Conflict management—FIRO results empower people to recognize when the way
they express themselves is likely to conflict with the needs of others, thereby enabling
them to avoid, assess, and resolve interpersonal challenges.

 Emotional intelligence development—The FIRO model builds success on the

fundamental awareness that different people have different needs.

INTEGRITY/HONESTY TESTS
 An integrity test is a specific type of personality test designed to assess an applicant's
tendency to be honest, trustworthy, and dependable.
 A lack of integrity is associated with such counterproductive behaviors as theft,
violence, sabotage, disciplinary problems, and absenteeism. Integrity tests have been
found to measure some of the same factors as standard personality tests, particularly
conscientiousness, and perhaps some aspects of emotional stability and agreeableness.
 Overt integrity tests (also referred to as clear-purpose tests) are designed to directly
measure attitudes relating to dishonest behavior.
 They are distinguished from personality-based tests in that they make no attempt to
disguise the purpose of the assessment.
 Overt tests often contain questions that ask directly about the applicant's own
involvement in illegal behavior or wrongdoing (e.g., theft, illicit drug use). Such
transparency can make guessing the correct answer obvious. Applicant faking is
always a concern with overt integrity tests. The score results from such tests should be
interpreted with caution.

Considerations
 Integrity tests have been shown to be valid predictors of overall job performance as
well as many counterproductive behaviors such as absenteeism, illicit drug use, and
theft;

Prof. Ningambika G Meti Dept of MBA, SVIT

  Face Validity/Applicant Reactions - May contain items that do not appear to be job
related (i.e., low face validity) or seem to reveal applicant's private thoughts and
feelings
 Administration Method - Can be administered via paper and pencil or electronically
 Subgroup Differences - Generally, few, if any, average score differences are found
between men and women or applicants of different races or ethnicities, therefore it is
beneficial to use an integrity measure when another measure with greater potential
for adverse impact (e.g., a cognitive test) is included in the selection process; Both
overt and personality-based integrity test scores seem to be correlated with age
indicating younger individuals have the potential to be more counterproductive
employees, possibly because of a youthful tendency towards drug experimentation
and other social deviance

VARIOUS NON-INTERVIEWING METHODS

Consider using alternative recruitment selection techniques including role plays, group
discussions, presentations, written exercises, technical skills assessments, psychometric
testing and assessment centres in addition job interviews when selecting a person for a job
role.
Non-interview selection techniques are often used to supplement interviews and reference
checks. They are used to assess such things as team work, interpersonal skills and styles,
written, oral and presentation skills, time management skills, the use of initiative, problem
solving skills, adaptability and applicable technical skills.
The goal in many non-interview selection techniques is to simulate a work situation in which
applicant’s skills and abilities can be evaluated against the requirements of the job.
To accurately and objectively review the candidate’s performance it is necessary for the
manager/supervisor or person hiring to reference their observations or the results against the
position description and selection criteria, which have been developed in line with the
relevant job level in the Workforce Capability Framework.
The work situation used in the assessment technique (role play, case study, as the focus for a
presentation, etc.) needs to be aligned with and use language consistent with the relevant job
level in the Workforce Capability Framework.
Non-interview selection techniques such as group discussions and presentations can provide
the opportunity to involve a person with disability as one of the observers. Some individuals
may not be comfortable being part of an interview panel but would be happy to observe and
provide feedback following a non-interview activity.

When recruiting specifically for an individual, a non-interview selection technique could

include involving a number of candidates in an activity related to the person’s support e.g.
being part of a recreational activity or other pursuits directly with the individual.

 An unstructured interview or non-directive interview is an interview in which

questions are not prearranged.

 These non-directive interviews are considered to be the opposite of a structured

interview which offers a set amount of standardized questions. [2]

Prof. Ningambika G Meti Dept of MBA, SVIT

  The form of the unstructured interview varies widely, with some questions being
prepared in advance in relation to a topic that the researcher or interviewer wishes to
cover.

GRAPHOLOGY TEST:

It is designed to analyze the handwriting of individual. It has been said that an individual‘s
handwriting can suggest the degree of energy, inhibition and spontaneity, as well as disclose
the idiosyncrasies and elements of balance and control.

Graphology is the analysis of handwriting with attempt to determine someone's

personality traits. No scientific evidence exists to support graphology, and it is generally
considered a

Polygraph Test: Polygraph is a lie detector, which is designed to ensure accuracy of the
information given in the applications. Department store, banks, treasury offices and jewelers
shops, that is, those highly vulnerable to theft or swindling may find polygraph tests useful.
Medical Test: It reveals physical fitness of a candidate. With the development of technology,
medical tests have become diversified. Medical servicing helps measure and monitor a
candidate‘s physical resilience upon exposure to hazardous chemicals.

SKILLS ASSESSMENT
 Skill assessment tests are the tests created to measure and evaluate candidates' and
employees' skills needed for successful job performance. Skills assessments aren't
focused on measuring knowledge (like job knowledge tests do) or personality traits
(like most of psychometric and personality tests).
How to create a skill assessment in 5 simple steps
 Figure out what to test. Skill assessments should be about just that – skills. ...

 Create the right questions. ...

 Use a variety of question formats. ...

Prof. Ningambika G Meti Dept of MBA, SVIT

  Create a good assessment flow. ...
 Make it the perfect length.

GAMES AND GROUP ACTIVITY FOR LEADERSHIP ASSESSMENT

 Practical leadership activities are a great way of moving toward that path, whether
you perform them as a facilitator with your own team or with an external facilitator.
 Leadership games such as those featured here are also effective at introducing
leadership concepts and can be great for introducing or kicking off leadership skills
training. LIKE
 General interview questions

 Case studies
 Practical tasks
 Role-playing exercises
 Group presentations

ADMINISTRATION OF TESTS AND ASSESSMENTS

 Test administration guidelines are a set of policies and procedures that outline how
standardized assessments should be distributed and administered.
 There are four Principles of Assessment;
1. Fairness,
2. Flexibility,

3. Validity and
4. Reliability.

KEY INTERVIEWER SKILLS

Interviewing is a crucial part of the recruiting process. To be a good interviewer, you have to
be prepared, ask the right questions, listen carefully, and evaluate the candidate to see if
they're the right fit for your company.

Prof. Ningambika G Meti Dept of MBA, SVIT

Good interviewer skills: 7 Ways to master interviews
1) Preparation
Take time to ensure you're familiar with the candidates application and know the areas of the
structure where you need to focus your attention.

2) Taking notes
It's virtually impossible to remember everything each candidate tells you during interview -
so take notes as you go. The candidate will expect you to...
3) Building rapport
Numerous surveys have shown that around 50% of candidates generally don't like interviews.
If you take the time to make them feel at ease and relaxed throughout, you will be far more
likely to gain a better understanding of them during the interview stage, and make a better
decision when it comes to the eventual hire.

4) Summarise back
One of the single most powerful interviewing techniques is to repeat anything the candidate
tells you back to them and demonstrate empathy for any emotions they display or describe.

5) Avoid making assumptions

Be curious and try to clarify your understanding at al times throughout the interview. Do
not illustrate your assumptions to the candidate by asking leading questions.

6) Ask open questions

Asking open questions will go a long way to getting the candidate to do the right proportion
of talking during the interview (around 70%).

7) Be an ambassador
During the entire interview process you should look to represent your business as well as you
possibly can. The way you handle your interviews will play a critical role in attracting the
best candidates in future.

Prof. Ningambika G Meti Dept of MBA, SVIT

HOW TO INTERVIEW PEOPLE
1. Preparing for the Interview
Good preparation for an interview is absolutely key. Exactly what you need to do will vary
depending on your role in the interview.

You may be:

 The recruiting manager, the person who is going to be managing the person
recruited on a day-to-day basis, and therefore probably has the best understanding of
the job requirements;
 There to give a second opinion of the candidate. Such interviewers usually, but not
always, have some knowledge of the job requirements.
 An independent assessor or HR representative, there to manage the process and
ensure that it is fair for all candidates. They are unlikely to have detailed knowledge
of the job.

Perhaps the most important aspect of successful interviewing is knowing what you’re
looking for in a candidate.
Make sure that you have a detailed job description and person specification that sets out what
you really want from the person. Try to avoid jargon. If you haven’t written the particulars
yourself, speak to the person who did and make sure you understand exactly what they
meant.

Read the applications for all the candidates that you will be interviewing.
Ideally, you should score each candidate against the criteria in the person specification.
Scores out of five are usual, where five is excellent and one is ‘does not show this at all’.

If you’re holding a panel interview, the panel needs to meet beforehand and discuss
interview tactics.
Ideally, the interviewers (or panel) should carry out the short-listing for the interview,
comparing the individual members’ scores for each candidate and agreeing on a panel score.

The panel then need to agree what questions should be asked and who is going to ask which
questions, or cover which areas. It’s also helpful to discuss which areas are most important in
case some areas have to be left unexamined.
Finally, the panel needs to agree what a ‘good’ answer to any particular question will look
like, and how far they are prepared to probe to try to obtain one.

2. On the Day of the Interview

A key skill for interviewers is to be able to build rapport swiftly and help candidates feel
relaxed.

When you meet the candidates make eye contact, offer a handshake and smile at them.
Understand that they are probably feeling quite nervous.

Prof. Ningambika G Meti Dept of MBA, SVIT

Everyone is nervous in an interview so candidates will be better able to show you what they
can do if you can help them to relax.

Your role, as the interviewer, is not to trip up the candidates. You’re there to find out if they
can do the job or not.

Invite the candidate to sit down, and indicate a chair. It stops them worrying about
what they should do.
One interviewer will generally lead the interview, they should:
 Introduce the members of the interview panel and outline the process of the interview.
 Explain broadly what the interview is going to cover and who is going to ask
questions. It is also useful to explain what other members of the panel will be doing:
making notes, observing, or perhaps adding supplementary questions.
 Start off the process with a simple question such as ‘Tell us what you do in your
current job’.

3. Presentations
If you have asked the candidates to prepare a presentation, start with that.
You can then ask them for more details about aspects of their presentation that you found
either interesting or concerning. Set aside at least 10 minutes for questioning after the
presentation.

Candidates can also be asked to do a written test. It is helpful to have the results of the tests in
front of you during the interview so that you can ask them about anything that emerges.
Asking Questions

Interview questions generally take three forms: experience- or competence-based

questions, hypothetical questions, and personal awareness questions.
 Experience-Based Questions
These questions are designed to explore what the candidate has done, and the skills that they
have previously demonstrated. They take the form:
“Tell me about a time when you….”
“Can you tell me how you have gone about solving a particular problem that you have faced
at work?”
These questions have one big drawback: they don’t explore potential. What a candidate has
previously done may not translate to your organisation or your job.
If you are interviewing candidates who don’t have much work experience, it’s hard for them
to demonstrate the skills from the past. It’s therefore also helpful to use a few hypothetical, or
problem-solving questions.

 Hypothetical Questions

Prof. Ningambika G Meti Dept of MBA, SVIT

These questions are designed to explore how candidates will deal with the problems that are
likely to face them in this post. You may provide them with a written statement of the
problem, perhaps as half a page of bullet points, or just outline it to them, and ask them to
consider what they would do to address the problem.

Many interview processes use a candidate presentation to explore this area, for example
asking candidates to present on what they see as the first five issues to be addressed in the job
and how they would go about doing so.

 Personal Awareness
These questions are designed to explore the fit between the candidate’s needs and what the
job or organisation can offer. For example, you might ask the candidate to tell you what
motivates them, or what strengths they bring to the job. Good questions of this type ask the
candidate to rank their requirements or strengths. This enables you to assess how personally
aware they are, and also whether you can provide the necessary motivation and/or use their
strengths.

Making Notes and Scoring

As a general principle, the person asking the questions should focus on the candidate
while they are answering. Watching their body language, and listening carefully to what
they’re saying.
Don’t try to make notes while the candidate is answering the question; you can do that once
they’ve finished. In a panel interview, the other members of the panel should make notes as
the question is being answered, but making sure that they too are listening and aware of the
candidate’s body language.

Each panel member or interviewer should score the candidate on each criterion as the
interview progresses.
You can always amend an earlier assessment, but after 45 minutes you won’t remember the
earlier answers clearly enough to do all the scoring at the end.
For the same reason, the panel should also discuss each candidate immediately after they
have left the room and agree their scores against the criteria.

4. Making A Decision
Your final decision should be based on the scores you have given each candidate.
If, when you get to the end of the process, one or more interviewers feels that the ‘wrong’
candidate has emerged as successful then it’s helpful to examine why this is so. Have you
missed a key job skill? Or was there something that they said which should have resulted in a
lower score?

It’s fine to revisit the process and come up with a different answer, as long as you can justify
it in the event of an appeal by the candidate. At this stage, the role of the independent
assessor, if there is one, is to ensure that the process is fair to all candidates.

Prof. Ningambika G Meti Dept of MBA, SVIT

IMPORTANT QUESTIONS:
1. What is an Ability test? 3m
2. Define Testing.3m
3. What are the 5 types of testing methods during an interview? Explain? 7m
4. Explain personality Assessment? Compare the brikman method and MBTI? 7m
5. Explain FIRO B? 10m
6. Explain various non interviewing methods?7m
7. Enumerate the key interviewer skills? 7m
8. Write note on :
a) Graphology
b) Group Activity for Leadership Assessment
c) Administration of Tests and Assessment

Prof. Ningambika G Meti Dept of MBA, SVIT