hogan personality assessmentsguide

Copyright: www.JobTestPrep.co.uk

Hogan Personality Assessments Guide

Contents

What Are Personality Tests 2

The Veil of Secrecy around Personality Tests 2

Stress and the Personality Test 3

How to Read the Instructions of a Personality Test 6

The Hogan Personality Inventory (HPI) 9

HPI scales description and behavioral interpretation of scores 10

HPI Validity scale description 15

The Hogan Development Survey (HDS) 16

HDS scales description and behavioral interpretation of scores 17

HDS Social Desirability scale description 26

10 Golden Rules of Personality Testing 27

Final Words 46

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Personality Tests – What Are They All About?

What Are Personality Tests?

Personality tests are designed to measure a candidate's internal characteristics, such as

feelings, attitudes, motives, and so on. This may sound at first like a sophisticated test you

cannot prepare for and whose results you are unable to affect, but the truth is that you can.

The essence of these tests is that they supply the respondent with direct questions for which

the respondent must provide an answer. Personality tests use the ability possessed by all

human beings to offer information about their life events and experiences as well as their

otherwise unobserved thoughts and feelings. Because of the personality test's 'question-and-

answer' format, this type of assessment is known as a 'self-report'.

The self-report measures are often so tiringly long because any particular realm of our psyche

is always multifaceted and versatile in its manifestations. Thus, one question is not nearly

enough to learn about anything a psychologist might like to know. A characteristic can only be

measured through a group of questions. On personality tests, this group of questions is called a

scale. A questionnaire may consist of several of these scales. Such an assessment is called a

'multi-factor' or 'multi-trait' questionnaire.

The Veil of Secrecy around Personality Tests

The personality test is the most mystifying element of the selection process. When you come to

take a pre-employment personality test, you are meeting with the unknown. You are placed in

front of a computer screen and then flooded with a myriad of questions that seem to have

nothing to do with the job you applied for.

It makes you wonder how these unrelated questions allow assessors to draw conclusions about

whether you fit the job or not. Because people do not know what these tests actually measure,

it is natural that some applicants believe they are inaccurate and others feel that these tests

provide some sort of magic that can 'see them through'.

Both attitudes toward personality tests are often a reason for failure. If you approach the test

with resistance, cynicism, anger, or fear, you minimize your chances of success.



In fact, the personality test is a much more applicant friendly tool than many others, such as

the job interview and group dynamics. It is well-known that the job interview, for example, may

be interviewer-biased, while personality tests are fully computerized and your results are 100%

in your own hands.

If you read this guide carefully, you will gain all the information you need to succeed on a

personality test.

Stress and the Personality Test

Any type of assessment is a stressful experience. Given the scarcity of knowledge about

personality tests, as well as the ambiguous reputation they have, these assessments are even

more stressful then other tests. Moreover, while other tests measure things you have achieved

or accomplished--or at least confidently know about yourself--personality isn’t something you

have built or chosen for yourself. In fact, you are not even necessarily fully aware of its every

aspect. Thus, this experience of others looking into your mind and attempting to reach its

deepest corners is definitely not a pleasant one, to put it mildly.

Such stress leaves its mark on anybody’s performance, and every effort should be made to

minimize its impact.

Feelings of stress associated with test-taking can influence your behavior in four ways:

1. Carelessness

2. Over-Investment

3. Indecisiveness

4. Irritation Behavior



Carelessness

When someone is experiencing stress, he/she may overlook small details in the question and

make hasty decisions. For instance, one may choose the first response that sounds reasonably

'like' him or her, rather than reading each question in full and selecting the appropriate answer.

Important! One of the most overseen words is 'not' or 'no'. You do not want to allow such

mistakes to happen to you.

Here's another tricky example:

• People do not understand my good intentions.

A. Sometimes true

B. Never true

If you don't consider the two options carefully, you may be tempted to answer B (in order not

to be perceived as paranoid). However, almost everybody has been in a situation in which they

weren't properly understood, so the answer 'Never true' is inappropriate. By choosing option B,

you may be perceived as someone who thinks he or she cannot be misunderstood. It is

absolutely vital to read both the question and each of the possible responses carefully and to

pay close attention to words like always, never, sometimes, and usually. Statements that are

dichotomized by nature, such as those using words like 'always' and 'never', should ring an

alarm bell when you come across them. These words can indicate impression management

items, which will be discussed later on.

Over-Investment

Generally, there is no specific time limit for completing a personality test. Some applicants take

this instruction too literally and spend too much time on the test. You should know that in

many assessment centers, and on some computer applications, the time factor does play a

hidden role. The overall time taken to complete the test and the hesitations between answers

are often noted. If you are too worried about the outcome of the test, you may end up

i n v e s t i n g extra time pondering over each question, re-thinking your answers over and over



again, erasing and re-completing, and ultimately taking way too long to finish the test. The

evaluators will take note of any hesitant behavior and may conclude that you have difficulty

dealing with stressful situations. This aspect of the evaluation is kept well-hidden from

applicants, as the evaluators want to observe your natural pace of work.

Indecisiveness

Some candidates, overwhelmed by stress, become very indecisive. For example, imagine that

you were asked the following question:

• I don't mind being interrupted while I'm working.

A. True

B. Neither Agree nor Disagree

C. False

This question can also appear in a Likert scale format, in which the numbers indicate how much

you identify with the sentence:

• I don't mind being interrupted while I'm working.

1 2 3 4 5

When deciding how to answer this question, you may debate whether you should show that

you like to be focused when you do your job, or whether you should show that you're

approachable even when concentrating on other things. After some contemplation, you may

b e tempted to choose an indecisive answer (Neither Agree nor Disagree or the middle

number in the Likert rating scale). Responding indecisively throughout the test can lead

evaluators to conclude that you're an indecisive person and that you didn't handle the

testing s i tuat ion well. Indecisiveness won't help your application, nor will employers

appreciate it.

For cases in which you are tempted to select the neutral option, we recommend that you

reconsider and evaluate which answer more appropriately represents the qualities that are

suited to the position you have applied for. For example, if you're going to work as a customer

service representative, you should show that you are very approachable. Conversely, if you a r e

a computer programmer, focus and concentration are more relevant qualities. Despite the

aforementioned rule, it is okay to occasionally choose the middle answer. However, if



you answer this way for a large number of questions, it will be seen as a problematic

pattern. (For more information about choosing the middle option, see below.)

Irritating Behavior

Stress can also influence your behavior toward the examiners. Some applicants are so

concerned about their test results that they repeatedly harass the examiners by asking

questions and demanding clarifications. This behavior can make you appear needy and

unable to perform effectively in an ambiguous situation.

In summary, we've seen how a high level of stress can impede your performance on the

personality assessment. Conversely, when your stress level is low and you know what's

expected of you, your attitude toward the test will be more focused and determined.

When applicants come prepared for a personality test:

1. They complete tasks in an efficient, calculated manner.

2. They deal with the task at hand and complete it within a reasonable amount of time.

3. They don't waste precious time worrying about the nature of the test.

Stress plays an important role in the outcome of a personality test. It influences your responses

and reveals to the examiners whether you tend to be focused or panicked in a stressful

situation. The secret to alleviating stress is to come prepared. When your stress level is under

control, you will display a sound, coherent personality profile that amplifies your strengths

rather than your anxiety. The aim of this guide is to supply you with the means you need to

b e ready and calm before the test.

How to Read the Instructions of a Personality Test

Every personality test begins with a passage containing legal information and test instructions.

Some of these instructions are actually misleading, and it is a bad idea to follow them

precisely. The most common of them are:

● Just be yourself.



● There are no right or wrong answers.

● Give the first answer that comes to your mind.

● Nobody is flawless; everyone has made mistakes.

Misleading Instruction #1: Just be yourself. The purpose of this instruction, according to the assessors, is to receive the most authentic

answers from candidates. According to this philosophy, if you're generally a shy person you

should be shy during the job interview and selection tests, and if you're impulsive by nature you

should answer impulsively on the test.

Let's analyze: what does it really mean to 'be yourself'? Our day-to-day behavior is strongly

influenced by the situations we're in. The nature of those situations influences our stress level,

which in turn has an impact on our behavior. For example, you can act aggressively in one

stressful situation but courteously in another. Which side of your personality do you want to

show on the test?

The experience JobTestPrep has gained from preparing tens of thousands of job applicants

since 1992 tells us that the facts are different:

A person who tends to be aggressive can act politely if he or she is made aware of the

behavior and understands the benefits of behaving more courteously. A person who is

typically shy can be more assertive if made aware of the fact that shyness may impede his or

her chances of moving up the corporate ladder.

In summary, you shouldn't expose yourself completely to the assessors. Instead, you should

make them analyze who you want to be depending on the desired position.

Misleading Instruction #2: There are no right or wrong answers. One thing test administers always say about personality tests is that there are no right or

wrong answers. This is obviously not true. Personality tests are used for screening purposes to

select the best candidate for a particular job. Recruiters will, therefore, recommend candidates

that best fit the required criteria and job description and disqualify candidates



that don’t match the criteria. This means that there are right and wrong answers as related to

specific job criteria.

Misleading Instruction #3: Give the first answer that comes to your mind.

The aim of this sentence is to encourage you not to think about your responses and to be as

spontaneous as possible. But, in fact, a spontaneous, natural response is not necessarily the best

one, neither in life nor on a selection test.

For example, if your boss has treated you rudely at work, telling him or her off would likely be a

foolish mistake that might cost you your job.

Most people realize that it is usually best to swallow the insult, cool down, and approach the

situation in a more rational manner later on. On the personality test, as in situations in real life,

you should be cautious and calculated; you must think before answering and take into account

the results of your actions.

Misleading Instruction #4: Nobody is flawless; everyone has made mistakes. It's all about being able to admit them. Many personality tests use this sentence in an effort to make you think that they are looking at

your honesty, when, in fact, they are actually trying to 'open you up' and have you recount

y o u r weaknesses. The personality test is not the forum to mention hidden fears, doubts, or

occasional mood swings; it isn’t your friend nor your therapist. On the day of the test, you

should emphasize your strengths, not your weaknesses.

Hogan Assessments Hogan Personality Assessments produces two tests, each of which explores your personality

from a different perspective. The Hogan Personality Inventory (HPI) evaluates your self-

presentation or, as they put it, your reputation—the way you are perceived by others in a

workplace setting. The Hogan Development Survey (HDS) investigates the negative aspects of

your personality, those that inhibit you from growing and that impair your relationships with

other people.

Usually, these two assessments are administered together, and their results are interpreted as

an integral picture—, a profile—rather than as two separate tests. Typical profiles, as well as

detailed scale descriptions, were given a specific name by test developers and will be described

further in this guide.



Hogan Personality Inventory (HPI) The HPI consists of 206 questions. Before recently, the questions had 'True/False' response

choices, but Hogan modified this response format into a 4-point scale with response options

“Strongly agree”, “Agree”, “Disagree”, and “Strongly disagree”. Essentially, it is only a technical

change.

The test contains seven primary scales:

• Adjustment

• Ambition

• Sociability

• Interpersonal Sensitivity

• Prudence

• Inquisitive

• Learning Approach

These, in turn, are broken down into 41 subscales and one validity scale. The subscales are

called Homogeneous Item Composites (HICs), and they present more specific information

about a person’s primary scale scores than the primary scales alone. We will list all HICs in the

tables below.

A score at any level on each of the primary scales has both positive and negative performance

implications. This means, there are no absolutely positive or negative qualities. Rather, any

given condition has both its pluses and minuses. These are described in the table below.

The appropriateness of one score or another depends on the context of the job

requirements. Information regarding your job requirements can be found in the ideal profile

guide.

In the following table, we provide a list of every primary scale and its HICs as they are described

in the Technical Manual provided to test users and to researchers1. In addition, we have

supplied you with an interpretation of the scores and their positive and negative performance

implications. This will provide you a better understanding of the meaning of the scale and its

content, which will prove useful when taking the real HPI test. Equivalent scales from our test

and sample items are also provided in the tables.



Adjustment scale – measures the degree to which a person appears calm and self-

accepting.

HIC Our Scale Short Description Sample Item

Empathy Empathic Involvement Concern for others I feel upset when I see someone’s misery.

Not Anxious Anxiety (reversed) Absence of worry Deadlines don’t bother me.

No Guilt - Absence of regret I rarely feel guilty about the things I have done.

Calmness Self-Control Not volatile I keep calm in a crisis. Even Tempered Service Orientation Patience I hate to be interrupted. No Complaints - Complacence I almost never receive bad

service. Trusting Interpersonal

Trust/Integrity Values Belief in others People really care about one

another. Good Attachment Conformity Good relations

with authority In school, teachers liked me.

Positive and Negative Performance Implications High scorers tend to be very industrious and stress resilient people who are able to endure heavy workloads. However, they may sometimes be insensitive and too demanding. They are distinguished by their ability to trust others, but they tend to be irresponsive to critique and to overestimate their workplace contributions. Average scorers are stable and even-tempered people who remain calm under pressure, yet they may appear indifferent in their approach to work. They are attentive and they apply received feedback, but oftentimes they give unrealistic estimations of their circumstances. Low-scoring individuals are sensitive to others, and they are careful and concerned about their work. However, they are overly self-critical and hypersensitive to criticism and rejection. They look for feedback in hopes of improving their work, but they are perceived as moody, tense, edgy, and remorseful. They tend to fail when under pressure, and they are annoyed by setbacks and inconveniences.

1 Source: http://www.mentis.international/assets/04019_hpi_tm_secure.pdf

Ambition scale – measures the degree to which a person is leader-like, competitive,

energetic, and socially self-confident.

HIC Our Scale Short Description Sample Item Competitive Competitiveness Desire to win I want to be a success in life. Self-Confident Self-Confidence Self-assurance I expect to succeed at

everything. Accomplishment Proactivity Personal

effectiveness I am known as someone who gets things done.

Leadership Dominance Leadership tendencies

In a group, I like to take charge of things.

Identity Optimism and Well- Being Satisfaction with one’s life

I know what I want to be.


http://www.mentis.international/assets/04019_hpi_tm_secure.pdf


No Social Anxiety Social Confidence Social self-

confidence I don’t mind talking in front of a group of people.

More relevant scales:

Assertiveness Decisiveness Being outspoken Autonomy Being a quick

decision-maker the ability to work without instructions

It is easy for me to express my opinion. I don’t like to hesitate. I am able to work without close guidance.

Positive and Negative Performance Implications High-scoring individuals strive for leadership and achievement, so if they see no room for advancement, they usually move on to other opportunities. They are driven, energetic, and self- confident, and they feel at ease speaking in public. However, they may compete with their peers and disregard others’ input when coming up with solutions. Average-scoring individuals are reasonably hardworking. While they are good team players, they may fall short of leadership potential. As supportive persons who are not driven by status concerns, they may be taken advantage of or appear somewhat passive. Low-scorers are good followers. They are cooperative and work well in team and subordinate roles. They may have a hard time standing up for themselves, making important decisions, and setting defined goals. Advancement does not motivate such people; rather, they are relatively complacent and pessimistic about their lives. They may lack initiative and confidence, but they follow instructions well Sociability scale – measures the degree to which a person seems to need and/or

enjoy interactions with others.

HIC Our Scale Short Description Sample Item Likes Parties Sociability/Friendliness Affability I would go to a party every

night if I could. Likes Crowds Team Player/Need for Affiliation

Company Being part of a large crowd is exciting.

Experience Seeking Excitement Needs variety Seeking/Need for Change

I like a lot of variety in my life.

Exhibitionistic Modesty (reversed) Showing off I like to be the center of attention.

Entertaining -- Being witty and engaging

I am often the life of the party.


Need for Attention and Looking for approval Recognition Feeling at ease in

front of an audience Comfort with Attention

It is important for me that my work is noticed.



Interpersonal Sensitivity scale – measures the degree to which a person is seen as

perceptive, tactful, and socially sensitive.

HIC Our Scale Short Description Sample Item Easy to Live With -- Being easy-going I work well with other people.

Sensitive Perspective Taking Being considerate I always try to see the other person’s point of view.

Caring Active Consideration Social sensitivity I am sensitive to other people’s moods.

Likes People Need for Company Companionable I enjoy being with other people.

No Hostility Tolerance Respect for others who are different

I readily accept people who voice views opposite to mine.


Directness Deliberation

Straightforwardness Thinking through

I express my requests in a direct manner. I think twice before saying

Positive and Negative Performance Implications High-scoring individuals are seen as tactful, trustworthy, civil, and willing to help. They are perceptive of others’ feelings and points of view, thoughtful, and cooperative. As team members, they try to build and maintain good relations with others. Their drawback is that they have a propensity to avoid confrontation; they can tend to focus too much on getting along with others instead of addressing poor performance issues. Average-scoring individuals are cooperative and benevolent, but they are still able to stand their ground. However, they may be unable to bear the brunt of prolonged conflicts in the workplace and experience hardships managing subordinates who are morally independent. Low-scoring individuals confront nonperformance issues promptly, using a frank and direct approach. They are not swayed easily by others’ emotions or personal concerns, and they are comfortable enforcing tough rules and procedures. Sometimes, they may be too direct, tough, insensitive, harsh, and indifferent to others’ feelings.

Positive and Negative Performance Implications High-scoring individuals are approachable, outgoing, and sociable. They are good at fitting into a crowd, but they may have difficulty holding their tongue and may frequently interrupt others. They are good at making a positive first impression, especially in high- profile situations. They have no problem meeting strangers, enjoy interacting with others, and are seen as being socially skilled by both peers and customers. Yet, they often have too much presence and may annoy others trying to occupy the center stage. Average-scoring individuals are friendly and congenial, but not overly attention seeking. They are willing to listen to others’ needs before offering suggestions. On the other hand, they tend not to voice their ideas and opinions to avoid drawing too much attention to themselves. Low-scoring individuals enjoy and excel at solitary tasks. They are good listeners, but they a r e perceived as being reserved, quiet, somewhat shy, and even cold and socially aloof. They are not motivated by recognition and they avoid company, so they do not need continuous social interaction to keep them interested and satisfied with their jobs. They may not give enough feedback and seem unapproachable, but they are more business focused and task oriented because of their lack of engagement in small talk.



Prudence scale – measures the degree to which a person seems conscientious, conforming, and

dependable.

HIC Our Scale Short Description Sample Item Moralistic* -- Self-righteousness I always practice what I

preach. Mastery* -- Diligence I do my job as well as I

possibly can. Virtuous* -- Perfectionism I strive for perfection in

everything I do. Not Autonomous Conformity Rule acceptance Other people’s opinions of

me are important. Not Spontaneous Planning/Good

Organization Planning skills I always know what I will do

tomorrow. Impulse Control Self-Control Emotional stability I rarely do things on impulse.

Avoids Trouble Risk Taking Claimed integrity When I was in school, I rarely gave the teachers any trouble.

*Attention! The Moralistic, Mastery, and Virtuous subscales together form the Hogan impression management embedded measure. Beware not to get an extreme score on these three scales (together)! Some of these types of questions are included in our Impression Management scales. One such question is, 'I have never deliberately told a lie'.

Positive and Negative Performance Implications High-scorers are orderly, dependable, and responsible. They are demanding about their own and others’ performance, procedurally driven, and attentive to details. In addition, they are rule- obedient and dependable. However, they may be overly controlling and have difficulty managing change. They will gather all the information necessary to make an informed decision, but they can also fall prey to micro-managing the details of projects and being unable to delegate tasks to others. Average-scoring individuals are still very diligent and thorough, but they are more flexible and less perfectionistic. However, they may still have difficulty prioritizing tasks and dealing with uncertainty. Low-scoring individuals are quick to act and make things happen within the organization. They are flexible, open, and comfortable with change, innovation, and new initiatives. However, they tend to miss the details, resist supervision, and forget to plan ahead.



Inquisitive scale – measures the degree to which a person seems conscientious,

conforming, and dependable.

HIC Our Scale Name Short Description Sample Item Science Analytical Skills Analytical I am interested in science. Curiosity Motivation to Learn Investigative I have taken things apart just

to see how they work. Thrill Seeking Excitement seeking Stimulus seeking I would like to be a race car

driver. Intellectual Games Motivation to Learn Likes to solve puzzles I enjoy solving riddles.

Generates Ideas Generate Ideas Ideational fluency I am known for having good ideas.

Culture Aesthetic Sense Cultural interests I like classical music. Positive and Negative Performance Implications High-scoring individuals tend to be imaginative, possess a lot of ideas, and be resourceful and creative problem solvers. These individuals are usually strategic, "outside-the-box” thinkers who can bring a variety of ideas and solutions to the table. Yet, they may become easily bored without new and stimulating activities, have difficulty diagnosing the pract ical ity of ideas and concepts, downplay operational matters, and prefer conceptualizing over implementation. While contributing to the strategic planning of the organization, average-scoring in d iv idua ls tend to stay in the background and evaluate ideas rather than generate their own. They often enjoy taking visionary ideas and translating them into workable s o l u t i o n s , but they may lack the ability to generate new ideas on their own as well as be somewhat indifferent to change and advancement in technology or operating procedures. Low-scoring individuals are practical, level headed, and process focused. They are tolerant workers who possess a hands-on approach to problem solving. On the other hand, they are cautious with new ideas, and they prefer the good old way of doing things.

Learning Approach scale – measures the degree to which a person enjoys academic

activities and values educational achievement for its own sake.

HIC Our Scale Name Short Description Sample Item Good Memory Motivation to Learn Remembering many

things I have a large vocabulary.

Education Motivation to Learn Being good at learning As a child, school was easy for me.

Math Ability Numerical capabilities I do mental arithmetic quickly.

Reading Love for reading I would rather read then watch TV.



Validity Scale

The developers of this test saw fit to control for erratic or careless responding. For that

p u r p o s e , they developed a 14-item scale consisting of items that imply a certain response

with a very high likelihood. For example, 99% of the population will answer 'True' to items like

'Basically I am a co-operative person' or 'I do my job as well as I possibly can'. Similarly, most

respondents will answer 'False' to the item 'My success means little to me'. If you respond

'unreasonably' to four or more statements, your whole test report will be considered invalid

and thus uninterpretable.

HPI Summary

As with many other personality tests, the key to success lies in being able to recognize to which

scales each item belongs and knowing the qualities demanded for the job you are applying for.

The distinctive characteristic of the Hogan Personality Inventory is that it is aimed at

investigating your reputation rather than your true self. The test developers have stated that

there is no evident difference between answer distortion for impression management and self-

presentation of a socially apt individual. Even though an extremely high score on three of the

HPI scales may suggest socially desirable responding, the authors still offer a number of

Positive and Negative Performance Implications High-scoring individuals value education and love knowledge. They are constantly developing and are usually up-to-date with current trends in their profession. They push for learning and training opportunities for themselves and their staff. These individuals a l s o enjoy applying their knowledge to current situations and will work to improve their skills. Sometimes, unfortunately, these individuals tend to focus more on learning rather than on doing "non-interesting" yet required tasks. They may tend to jump on the newest technology without verifying its usefulness and may overwhelm others with their zeal for training opportunities.

Average-scoring individuals do seek learning opportunities, but not with great urgency. They may delay their learning of new information, which can be a detriment to the organization. Although the prevailing perception is that these individuals are informed of the latest procedures, they may be caught off guard by those who dig deeper into new advancements.

Low-scoring individuals usually prefer to apply old skills rather than to learn new methods and concepts. They often seem unconcerned with professional development, and they may ignore opportunities for continuing education for both themselves and their staffs.



alternative interpretation options depending on the 'big picture' of the test results. Thus, when

you take the test, you don’t have to be preoccupied with any impression management traps or

the like. All you have to be concerned with is reading the items carefully and not getting too

many extreme scores.

Hogan Development Survey (HDS)

If the HPI is designed to assess how you represent yourself at work, the HDS aims to reveal

your drawbacks—which qualities impede your interpersonal relations and prompt you to

behave in an unhealthy manner. Essentially, the HDS discloses the flaws that could prevent you

from achieving your goals. It is used for both promoting employees and screening new

applicants.

HDS contains 168 questions that were also once 'True/False', and are 4-point scale now. The

test is made up of 11 dysfunctional personality scales and one social desirability (i.e.

impression management) scale. Each scale is comprised of 14 items. The higher the score of

any one scale, the more dysfunctional the behavior it refers to is.

The conceptual source of the scales is the DSM-IV (the Diagnostic and Statistical Manual of

Mental Disorders), specifically the Personality Disorders section. When still in the boundaries

of normality, these tendencies are called accentuations rather than disorders, meaning they

are only peculiarities of character and not full-blown mental disorders.

HDS Themes

Like the DSM-IV, the HDS also divides its nomenclature units into three groupings, even though

the semantic criteria used for each grouping is different. We found it useful to display both,

believing it better for understanding the meaning of the scales.

The authors of the HDS made this distinction based on the interpersonal meaning of the

behaviors. At the same time, the DSM-IV differentiates themes, or clusters, by the type of

emotional background that characterizes each accentuation.



The three global HDS scales are defined as thus: • Moving Away – managing stress by avoiding others

• Moving Against – managing stress by dominating and intimidating others

• Moving Toward – managing stress by building alliances to minimize the threat of criticism

The following graph displays the HDS 3 clusters and their equivalent personality disorders as

outlined in the DSM.

The following table provides a short description of each scale, the equivalent scales in our

practice test, sample items, and a list of the qualities that low and high scores point to. For

your convenience, we have divided the table to reflect the three groups mentioned above.

Moving Away People

HDS Scale Our Scale Short Description Sample Items

Skep

tical

Interpersonal

Trust, Analytical

Insight

Cynical, distrustful, and quick to

doubt others' true intentions. While

acutely sensitive to organizational

politics, high

There are few people I can

really trust.

Moving Away People •Skeptical (Paranoid) •Excitable (Borderline) •Reserved (Schizoid) •Cautious (Avoidant) •Leisurely (Passive-

Aggressive)

Moving Against People •Bold (Narcissistic) •Mischievous

(Antisocial) •Colorful (Histrionic) •Imaginative

(Schizotypal) Moving Toward People •Diligent (Obsessive-

Compulsive) •Dutiful (Dependent)



Skep

tical

scorers are easily offended,

argumentative, and ready to

retaliate for perceived

mistreatment.

I've been betrayed more often

than most people have.

I always notice hidden

intentions.

I am always alert.

Low scorers are likely to be:

• optimistic, positive, and trusting

confident that others will treat them fairly

willing to let bygones be bygones without holding grudges

so eager to find the good in others that real interpersonal conflict may be

overlooked

potentially naïve about organizational politics

High scorers are likely to be:

cynical and mistrustful of others' motives and intentions

easily offended and often dramatic or argumentative

quick to perceive others as attempting to mistreat or exploit them

considered as having a 'chip on their shoulder'

• willing to hold grudges, bend the rules, and retaliate for perceived mistreatment

HDS Scale Our Scales Short Description Sample Items

Rese

rved

Need for

Company,

Friendliness, Team

Player, Sociability,

Perspective Taking

Aloof, detached, uncommunicative,

and disinterested in the feelings of

others. High scorers work poorly in

groups, are reluctant to give

feedback, are insensitive to social

cues, and often appear

intimidating.

I prefer spending time by

myself.

I don't have many friends.

I keep people at a distance.


outgoing, friendly, kind, and understanding

effective communicators who enjoy meeting strangers

eager to support others in times of crisis or frustration



Re

serv

ed

• averse to tasks that require solitary effort

• more focused on helping others than they are on their primary responsibilities or

obligations


tough, direct, and independent

unconcerned with the impression they make on others, thus making them

appear intimidating

insensitive to the needs and feelings of others

unlikely to show public support for colleagues and subordinates

unable to build effective coalitions or to motivate others successfully


Exci

tabl

e

Self-Control Moody and hard to please, with

intense but short-lived bursts of

enthusiasm for people and projects.

High scorers are sensitive to

criticism, volatile, and unable to

generate respect from subordinates

due to frequent emotional displays.

My mood can change quickly.


• calm, steady, and stable in relationships with subordinates, colleagues, and

supervisors

typically, in a good mood and unlikely to become overly excited or emotional in

stressful situations

able to endure frustrations and setbacks without giving up on projects and people

unlikely to show much enthusiasm for new ideas or opportunities, sometimes

making it difficult to motivate others effectively

• satisfied with career choices and willing to give both people and projects the

benefit of the doubt


intense and energetic, but also unpredictable, volatile, and sometimes

explosive

sensitive to criticism and quick to feel disrespected when challenged or

criticized



ready to abandon projects or relationships that do not proceed as expected

unfulfilled by life, work, and relationships

susceptible to frequent emotional displays that can alienate subordinates and

colleagues


Caut

ious

Resilience, Social

Confidence,

Decisiveness

Reluctant to take risks or initiative

due to fear of failure or criticism.

High scorers are good 'corporate

citizens', but they tend to avoid

innovation, offering opinions,

taking controversial positions, or

making decisions.

It is difficult for me to be

assertive.

I don't like to take risks.

I am suspicious of novelties.


• decisive, adventurous, and unafraid to make mistakes

open to innovation and willing to accept new challenges

relaxed around strangers

occasionally insensitive to how they impact others

reluctant to listen to feedback regarding their ideas or job performance


indecisive, self-conscious, fretful, and alert for signs of displeasure from others

reluctant to take controversial positions or make decisions, instead seeking

excessive amounts of data or input before making a decision

• slow to adopt new procedures out of fear of making mistakes and getting in

trouble with authority

reluctant to undertake challenging tasks

overly sensitive to criticism, feedback, or coaching


Le

isure

ly

Service

Orientation,

Friendliness,

Perseverance

Independent, resistant to feedback,

and quietly resentful of interruption

or others' requests. High scorers

can be pleasant but difficult to work

with due to their procrastination,

stubbornness,

I ignore people who don't

show respect.



Le

isure

ly

and unwillingness to be part of a

team.


helpful, positive, cooperative, and responsive to feedback and coaching

flexible in response to changing expectations and performance demands

easily distracted by interruptions, new ideas, and social interactions

reluctant to express opinions and ideas on issues or problems

skilled at meeting deadlines and following through on commitments


so, enamored of independence to the point of covertly resisting requests from

others

unwilling to state clear expectations for subordinates' performances

stubborn to the point of not following through on commitments

quick to feel exploited and immune to constructive criticism and complaints

covertly critical of top management and others in positions of authority

Moving Against People


Bold

Modesty Unusually self-confident,

reluctant to admit shortcomings,

and grandiose in expectations.

High scorers feel entitled to

special treatment, are reluctant

to share credit, and can be

demanding, opinionated, and

self-absorbed.

I do most things well.


easy-going, content, modest, and restrained

willing to help others when asked

hesitant to interrupt, challenge, or criticize others

reluctant to volunteer for positions of leadership

ready to accept responsibility for errors and mistakes




• aggressively ambitious and fearless when facing difficult tasks, regardless

of actual past performance

impulsive and resistant to negative feedback

• unrealistic in evaluating their abilities and competencies, as well as wil l ing

to make decisions without seeking input from others

susceptible to feelings of entitlement with regard to leadership positions

and special consideration

• intimidating and insensitive when dealing with peers and subordinates,

blaming them for all performance issues


Misc

hiev

ous

Conformity,

Persuasiveness

Charming and friendly, but

impulsive, non-conforming,

manipulative, and exploitive.

High scorers test limits, ignore

commitments, take ill-advised

risks, and resist accepting

responsibility for mistakes.

I have few regrets.

I am capable of meeting a

challenge in any situation. I

am free of worries and

problems.


• careful, responsible, and socially appropriate

respectful in communicating with others and willing to respect

organizational rules and expectations

often worried about past mistakes and the possible negative

consequences of current decisions

reluctant to take a stand on important issues

so averse to risk that they avoid embracing new ideas or technologies


engaging, interesting, quick-witted, daring, and fun

• skilled at influencing others' perceptions to advance their own personal

agendas



willing to circumvent company tradition and policy when these interfere

with a chosen action

unwilling to learn from mistakes, often blaming poor outcomes on other

people or circumstances

incapable of appreciating and respecting the needs and feelings of

others


Colo

rful

Comfort with

Attention

Expressive, dramatic,

d i s t r a c t i b l e , attention

seeking, and disorganized. High

scorers confuse activity with

productivity, are unable to allow

others to offer suggestions, and

are intuitive rather than strategic

in decision making.

Other people pay attention

to me.


• quiet, unassuming, self-restrained, and possibly shy

comfortable attending to details while others handle the big picture

doubtful of their capacity to make a positive first impression on others

• reluctant to meet customers, members of the public, or others they do

not know well

unenthusiastic and unexcited about new projects, technologies, and

business opportunities


talkative, assertive, flirtatious, and creative

• dominant in social situations, finding it difficult to allow others to

contribute ideas or offer opinions

liable to confuse activity with productivity, thereby finding it difficult to

implement creative ideas effectively

• disorganized, chaotic, and unable to follow through effectively on projects

and commitments



intuitive rather than strategic in decision making

HDS Scale Our Scales Short Description Sample Items Im

agin

ativ

e Rich Fantasy Creative, eccentric, impractical,

and idiosyncratic with regard to

thoughts and ideas. High scorers

avoid details, are easily bored,

lack awareness of their impact

on others, and often fail to see

the practical limitations of their

suggestions.

I am creative in my

appearance.


• practical, sensible, task-oriented, and steady

in search of clear expectations so that life can be orderly and predictable

quiet and unassuming in group interactions and projects

• willing to speak out only when they have something specific and

functional to add to a group discussion

unable to 'think outside the box' or offer creative or innovative solutions

to business problems


creative, innovative, unusual, and insightful

• unconventional and preoccupied with innovative ideas, regardless of their

practical implications

eccentric in their self-presentational style, beliefs, and interests

so easily bored that they lack the capacity for effective follow through

distractible, changing focus quickly and often

Moving Toward People




Dilig

ent

Thoroughness,

Perseverance,

Control

Meticulous, perfectionistic,

critical, and inflexible about rules

and procedures. High scorers

micromanage their staff, find it

hard to delegate, and have

difficulty setting meaningful

priorities for themselves and

their subordinates.

I take pride in organizing my

work.


• relaxed, tolerant, and informal

disorganized, poor at following schedules or managing details

readily adaptable to changing circumstances

comfortable in delegating tasks to subordinates

• unable or unwilling to criticize others' performances, allowing these

individuals to think that they are doing a better job than they actually are High

scorers are likely to be:

• polite, mannerly, and rule-abiding uptight and unable to relax with

colleagues and staff

• reluctant to delegate and prone to micromanaging and disempowering

staff

intolerant of ambiguity, to the point that following rules and procedures

can seem more important than finishing a project

reluctant to try new solutions to tasks, projects, and problems


Du

tiful

Decisiveness,

Assertiveness,

Autonomy

Eager to please, reliant on others

for guidance, and reluctant to

take action independently. High

scorers have difficulty making

decisions on their own, may not

stick up for subordinates,

I leave the big decisions up

to others.



and promise more than they can

deliver.


• independent and self-reliant

willing to challenge the opinions of supervisors, colleagues, and team

members

too eager to attempt novel solutions to problems without adequately

considering their impact on other people or the organization

inadequate at considering the feelings or opinions of others

dismissive of constructive feedback from supervisors and peers


cordial, mannerly, attentive, and socially appropriate

indecisive and conforming

reluctant to act independently, relying too heavily on others to make

decisions

• unwilling to support subordinates if this is expected to displease superiors

prone to promise more than can be delivered in an effort to please

others

HDS Social Desirability Scale

Similar to many other personality assessments, HDS has an impression management, or a

social desirability, scale. The main purpose of this scale is to screen individuals who

deliberately distort their answers to look better in the eyes of the testing entity. This scale

includes items whose main purposes are to see if you will confess to small things almost

everyone (99.9% of the population) has done.

For example, you may face items such as these:

• 'I have never crossed the street at a red light'

• 'I have never dropped litter on the street'

• 'I have never deliberately told a lie'

• 'Occasionally, I am in a bad mood'



If a person gives self-idealizing responses to items such as these, his or her test report is

considered unreliable.

HDS Summary

When answering the HDS, it is essential to remember that it measures negative qualities. Thus,

whether you are seeking a promotion or are applying for a new job, you should aim for low

score on each scale.

Our main advice for the HDS is as follows:

• Look closely at the scale descriptions, as these will help you to recognize test items.

• Pay close attention to social desirability items.

10 Golden Rules of Personality Testing

There are ten golden rules you must know to be really prepared for a personality test. These

rules are crucial to your overall understanding of personality tests, and we strongly encourage

you to memories the information outlined in this section.

Rule 1: It is in your hands.

Rule 2: Personality tests are not naïve. Rule 3: It's about how you behave at work. Rule 4: Each

question focuses on a trait.

Rule 5: Avoid getting too many extreme scores.

Rule 6: There are 'right' and 'wrong' answers.

Rule 7: Your personality profile has to make sense. Rule 8: You're not perfect.

Rule 9: Be honest, but sensible. Rule 10: Believe in yourself.

Let's review these general rules in more detail.

Rule 1: It is in your hands.

This is an important point to make. Personality tests are not sophisticated x-ray machines that

can penetrate your mind to see who you really are. The most popular tests on the market are

based on self-reporting. You will sit alone and complete either a computer-based test or a pen

and paper questionnaire. The nature of self-reporting is that YOU report how YOU perceive

yourself. How you come across to the evaluators is entirely YOUR decision.



When you understand the nature of personality tests and the obstacles they include, you'll

have the power to influence your test results and increase your chances of getting the job you

want.

Rule 2: Personality tests are not naive.

There are three main built-in obstacles included in most personality tests:

Obstacle # 1: Impression management questions Obstacle # 2: Consistency checks

Obstacle # 3: The middle/neutral option Let's discuss these obstacles in more detail.

Obstacle # 1: Impression Management

Most personality tests include built-in scales that measure the extent to which you are trying to

make a good impression. Obviously, it's acceptable to try to make a good impression when

you're applying for a job. However, the items that measure impression management examine

to what extent you're willing to be dishonest to make that impression. To give an example,

someone who answers 'true' to the question, 'I've never told a lie' or 'never' to the question,

'Occasionally I am in a bad mood' is clearly trying too hard to make a good impression.

If you score high on the impression management scale, it indicates that you've lied about your

true beliefs and behavior in order to project the image you felt the recruiter was seeking. A

high score on the impression management scale throws your entire personality profile into

question. In extreme cases, a high score may lead the recruiter to disregard your personality

test and reject your application. A low score on the impression management scale, on the

other hand, indicates that you're a loyal person who will be honest even if it may reduce your

chances of success.

Here are a few typical impression management statements (True/False):

• Sometimes I find it hard to motivate myself.

• Occasionally, I feel the need to get away from my family.

• I've never lied to someone I know.

• I can recall a time that I was unkind to someone.



• If I get extra change in a shop, I always return it.

• Sometimes I pretend to look in a different direction just to avoid meeting someone.

• I sometimes laugh at dirty jokes.

• I'm always willing to help people.

• I've taken advantage of others.

• My looks don't concern me at all.

• Sometimes I feel like cursing.

• I enjoy gossiping from time to time.

• Sometimes I feel like getting back at someone who's hurt me.

• I recall times that I've felt disheartened.

• I've said offensive things to people.

When you look at this group of questions it might seem obvious that they have a 'hidden

agenda'. However, when you take the real test—in the midst of a series of grueling tests, sitting

next to other worthy candidates who are competing for the same job, and feeling stressed,

tired, and keen to excel—you might fall into the impression management obstacles.

Important:

Study the above list and try to get a general idea of the concept of impression management so

that you can recognize similar questions and avoid obstacles. Statements that are

d i c h o t o m i z e d by nature, such as those that use words like 'always' and 'never',

should ring an alarm bell when you come across them. When responding to an impression

management question, be honest. If you're honest, you are less likely to fall at the far high

end of the scale.

Obstacle #2: Consistency

The issue of consistency is something we need to clarify, as people often make grave mistakes

because they feel they have to be very consistent on their personality test. Sometimes on

personality tests, it feels as if questions are repeating themselves. Test takers usually believe

that if they've answered a question one way, they have to answer the exact same way on

s i m i l a r questions. This is a mistake! Questions are never identical. They stress different

strengths and vary slightly. You need to judge each question on its own rather than think about

how you answered previous questions.

Some tests do measure consistency but only in terms of content. It can be measured within a



single trait or between traits:


Stamp

Stamp

Stamp


Within a single trait

If you answer one question one way and then answer a completely opposite question in a

different way, this may present a problem.

Here's an example of inconsistent responding:

• I'm always the dominant person in the group and enjoy taking the lead: true

• I have no problem letting others take the lead: true

If these two questions were placed one after the other, it would be easy to spot the

contradiction and answer consistently. However, the challenge appears when there are 100 or

so questions between these items.

Between traits

Another way in which personality tests measure consistency is between traits. There are some

traits that directly contradict each other. For example:

Consulting Competitiveness

A very competitive person is likely to keep their 'cards' concealed and to prevent disclosure of

their strategy. They are also likely to make decisions alone without consultation. Therefore, if a

person scores high on these two traits, it may raise concern.

Another consistency problem that can be found between traits is when two traits that usually

correlate are found in a profile to be on opposite ends of the scale. For example:

Need for Company Team Player

It is not very common to find a strong team player who does not enjoy the company of others.

Therefore, a high score on one and a low score on the other can raise a flag to the assessor.

Dealing with the consistency check is fairly simple: just come prepared. Make sure you've

researched which of your strengths are relevant for the position you want. When you're

answering questions that relate to traits that are irrelevant for your profession, simply answer

the questions truthfully without trying to exaggerate.



Important: Unnecessary efforts to be consistent can cause an extreme score. For instance, if in

an attempt to be consistent you rate all the questions about a certain trait at the high end of the

scale. You can see more information about the significance of an extreme score in rule 5.

To illustrate this point, let's look at someone who applied for a position in a call center.

Working as a call center operator does not require a high degree of dominance. This means

that the applicant should aim for an average score on the dominance scale. (Note that to get

an average score on a trait does not mean you need to always choose the middle option.

Instead, you can receive an average score by favoring some of the statements, while rejecting

others.) Let's take a look at how the call center applicant should handle dominance questions:

• If I was the leader of a group, I would feel comfortable giving orders: true • I always enjoy leading people: false • I would be a good leader if given the chance: true

• I usually tell people off when they do things I disagree with: false

These examples illustrate the response pattern of a person who is capable of dominance, but

who isn't overly dominating. This pattern of responding is not considered inconsistent.

Rule 3: It's about how you behave at work.

Personality tests usually ask questions about your general life preferences, about how you

typically behave, about how your friends would describe you, and about how you believe

people should behave in general.

However, the recruiter isn't interested in knowing how you really behave in life; the sole

purpose of these questions is to assess how you would behave at work. Your future on-the- job

behavior is the only thing that interests the recruiter.

Here are a few examples of statements that refer to your personal life, but which really aim to

understand your work behavior:

• I aim to become a leader in my community.

• I have no problem telling people they're wrong.

• I read at least one book a month.

Recruiters assume that the way you act with friends and family, and that what you generally



think of people is indicative of the way you behave at work. They base their views on the

perception that people's behavior is stable across situations and that by asking about your

general conduct and attitudes they will be able to predict your on-the-job behavior.

Our experience at Job Test Prep has shown us that this assumption isn't always true. People

can be warm and empathic at home and rational and assertive at work, especially if the

position demands it of them. People can be lively and talkative with friends, but if their job

requires it, they can be reserved and calculated. One of the beautiful things about human

beings is that they can learn and adapt their behavior to fit different roles and situations.

This case perfectly exemplifies how a personality test can be deceiving if you answer the

questions naïvely. When you answer, you have to think about your work behavior rather than

your general behavior. More importantly, you have to consider the demands of the job you’re

applying for and answer accordingly.

To give an additional example, consider this question. Choose the sentence that best describes

you:

• My friends would describe me as:

A. warm-hearted and empathic

B. reserved and objective

You should approach this question as if it were asking you how your work colleagues, rather

than your friends, would describe you. In addition, if you really are generally warm with

colleagues at work, but the job you're applying for demands formality, you should ask yourself

if you can actually be formal with colleagues. If you can, answer accordingly: select option B.

Let's go back to the army officer from the aforementioned example. Without the preparation

provided by Job Test Prep, the excessive warmth he displayed on his personality test could

Psychologist's Case Study:

I recently prepared an army officer who was getting ready to be assessed for a possible

promotion to a senior position. After analyzing his personality test, my first reaction was,

'Excuse me, are you applying for a position as Mother Teresa?' He had scored extremely

high on the 'warmth' scale, indicating that he was a warm, sensitive person who was very

attentive to others. When I confronted him, he said, 'Look, the personality test asked me

how I behave with my friends and family, and the truth is I'm pretty warm to them. But

with my soldiers it's a different ball game; I'm pretty tough'.



have possibly prevented his promotion. Coming unprepared to a personality test and

displaying the wrong characteristics for the specific job you want can seriously harm your

career.

Rule 4: Each question focuses on a trait.

Personality tests contain long lists of questions that ask about your typical behavior and

feelings in different situations. Every personality test measures several traits. For example, the

famous 16PF questionnaire examines 16 traits. Each of these traits is measured using 10- 14

randomly presented questions.

Let's take one trait as an example and see how the following eight questions ask for almost the

same exact information.

1. When I sense that people dislike me, I usually feel offended.

2. If I sense that people dislike me, I get very anxious.

3. When I'm criticized, I avoid taking it personally. (reversed)

4. When I receive concrete criticism about my work, I don’t feel personally offended.

(reversed)

5. What others think of me is no concern of mine. (reversed)

6. I have a tendency to take things personally.

7. When I'm teased, I take it in stride. (reversed)

8. People are generally too vulnerable and touchy and should toughen up for their own

benefit. (reversed)

Can you guess which characteristic these questions are trying to measure?

The answer is Resilience. It might seem obvious when the questions are grouped together, but

the real test may be trying to measure over 30 different traits, with the questions being

randomized. This makes it harder to identify the exact traits being measured in any given

question.

A high level of Resilience may suggest that you are too thick-skinned and that you don't take criticism seriously enough. However, if you receive a very low Resilience score, this suggests to

the recruiter that you're highly sensitive and might not respond well to criticism, even if it is

constructive. Obviously, neither extreme is ideal, so it's best to aim for a score between the two.

For example, if a question asks if you feel offended when mocked in public, it is acceptable

to answer 'true'—after all, you're only human. In general, however, try not to indicate that



you're too easily offended.

It's important to note that individual questions are meaningless as test administers don’t look at

one particular question but, rather, examine your overall answers. In general, test results are

analyzed automatically by a computer that groups your answers to the 10-14 trait-specific

questions. Your results for each specific trait are based on an average of the trait-specific

questions, which are then compared to the norms for your position.

Rule 5: Avoid getting too many extreme scores.

Possessing too many traits at an extreme level is considered undesirable, no matter which

position you're seeking. In general, try to avoid getting too many extreme scores.

Imagine that your results for each particular trait are scored on a scale from 1 to 10. An

extremely low score would be 1 or 2 out of 10. An extremely high score would be 9 or 10 out of

10. You will get an extreme score if you answer either positively or negatively to every question

that refers to the same trait. Even if you want a high score on a certain trait, you don’t want to

answer consistently to ALL questions that are looking at the same trait. Try to consider each

question separately, and think about the specific situation being asked about in the question.

Important:

1. To avoid getting an extreme score, pay close attention to words like always, never, all the

time, and very often. These words should warn you that you have to be cautious in the way

you answer the question, even if you do want to emphasize a particular quality.

2. To avoid getting an extreme score using the Likert format, you can rate your answer using

fewer extreme ratings, such as 6 instead of 7 or 2 instead of 1.

There are certain traits that at extreme levels are undesirable in most working environments.

You must pay especially close attention to these traits and avoid getting an extreme score on

them. You can find more detailed information about the trait definitions and explanations in

your personality profile.

You should avoid getting an extreme high score on:

● Directness

● Boredom Intolerance



● Anxiety

● Control

● Need for Attention and Recognition

● Decisiveness

● Empathic Involvement

● Deliberation

● Unconventionality

● Rich Fantasy

● Need for Company

● Thoroughness

Some of these traits are considered positive (Directness, Decisiveness, Thoroughness &

Deliberation). However, at their extreme, they are all undesirable in a working environment

and may prove to be problematic.

In addition, there are some other traits that you should avoid getting an extreme low score on

(for your convenience, the traits list is divided by domains):

Interpersonal Competency

Directness

Empathy Deliberation

Participativeness

Dominance

Assertiveness

Friendliness

Sociability

Trust

Tolerance & Civility



Cognitive Functions

Analytical Skills Motivation to Learn Forward Thinking Conceptual Elaboration Flexibility

Generate Ideas Unconventionality

Motivation & Drive

Service Orientation

Need for Attention and Recognition Proactivity

Need for Company

Team

Player

Achievement Striving

Conscientiousness

Good Organization

Planning

Conformity/Integrity

Self-Control & Stability

Perseverance

Energy

Autonomy

Thoroughness

Decisiveness

Emotion

Optimism & Well-Being

Resilience

Self-Confidence

Most of these traits are positive by nature and are desirable in any work environment,

regardless of profession. This does not mean that you must have a perfect score on these

traits, but scoring extremely low on these traits will ring an alarm bell.



There are some traits, such as Deliberation and Thoroughness, that can be found on both of the

lists above. This means that both too high and too low a score are undesirable for these traits.

The reason for this can be explained in the following manner:

The deliberation trait measures the tendency to think things through before acting or speaking.

Of course, it is crucial to think before speaking. However, too much thinking can eventually

prevent you from acting.

Rule 6: There are 'right' and 'wrong' answers.

One thing test administers always say about personality tests is that there are no right or

w r o n g answers. Moreover, the personality tests are often referred to as questionnaires

rather than tests, reinforcing the notion that indeed there are no 'right' or 'wrong' answers.

This is obviously not true. Personality tests are used for screening purposes to select the best

candidate for a particular job. Recruiters will, therefore, recommend candidates that best fit

the required criteria and job description. This means that there are right and wrong answers as

related to specific job criteria. Recruiters have an ideal candidate in mind for each job, meaning

they're looking for specific characteristics to fit each position. When recruiters analyze your

test results, they try to determine whether your personality matches the personality of the

i d e a l candidate.

Different positions require different personality characteristics. For example, the qualities

required to be a salesperson are very different from those required to be a clerk. Each position

requires different features. Employers use personality tests to ascertain if a candidate has the

characteristics the job requires. To successfully pass your personality test, your responses must

be compatible with the position for which you are applying. You can see the desirable

characteristics of your profession in the ideal profession profile that you received as part of the

personality test pack.

Once you know which characteristics are important for your position, the best way to prepare

is to be able to recognize questions related to them on the test.

Additionally, there are certain qualities that are desirable in most of work environments.

Assuming you possess these qualities to at least a certain extent, we advise that you emphasize

them, or, at the very least, make sure your personality profile report does not suggest you lack



them.

Such desirable qualities include:

● Flexibility

● Perseverance

● Team Player

● Degree of Conformity/Integrity

● Tolerance & Civility

● Self-Control & Stability

● Achievement Striving

● Good Organization

● Degree of Modesty

● Degree of Social Confidence

In addition, certain qualities are undesirable in almost all work environments. Assuming that

none of these qualities are dominant in your personality, you should try to eliminate them or

'weaken' them.

Such undesirable qualities include:

● Anxiety

● Boredom Intolerance

● Extremely Low Resilience

Rule 7: Your personality profile has to make sense.

Imagine that your personality is a puzzle with many pieces. Similar to a puzzle, some pieces will

match other pieces and some won't. In the end though, all the pieces fit together to form a

picture.

Let's imagine that dominance is an important piece in your personality puzzle. Dominance

usually occurs in tandem with other related traits, for instance Social Confidence. That is,

dominant people tend to feel socially confident. Dominance also often occurs in tandem with

Directness (speaking your mind). On the other hand, dominance generally doesn't occur in



tandem with traits like shyness or social anxiety.

To give another example, two personality traits that are commonly assessed on personality

tests are Participativeness and Team Playing. Participativeness is the extent to which a person

tends to consult with other people when making decisions, and Team Playing is the extent to

which a person enjoys working as part of a team. It's hard to imagine someone who's a team

player making decisions alone and failing to consult with colleagues.

At Job Test Prep, we've often observed job candidates trying very hard to make a good

impression on the personality test. These candidates try to answer the test questions in a way

that will guarantee they score very positively on a number of traits, even if these traits are

inherently contradictory. For example, some candidates present themselves as very

independent and dominant but also as very consulting-oriented, team-oriented, and humble.

This combination of traits simply doesn't make sense.

Your personality profile has to make sense! You must make sure to avoid contradictions in your

test answers. The following graph demonstrates traits that go together (the closer the traits,

the tighter the relation between them) and traits that contradict each other (features that are

on the counter side from each other).

Self- Confidence

Resilience Perseverance

Dominance Planning

Control Conformity

Excitement Seeking

Cognitive Empathy

Need for Change

Unconventi onality



Rule 8: You're not perfect.

The phrase 'nobody's perfect' isn't just a saying. Naturally, everyone has both strengths and

weaknesses. One of the most important things to remember when taking a personality test is

to respect your strengths but also to accept that you aren't perfect. Don't try to present

yourself as a perfect person because you couldn't possibly possess every desirable

characteristic. In fact, it's unlikely that anyone would receive a high score on all or on most of

the test's desirable characteristics.

Generally, people who are anxious and afraid of failure tend to overstate their skills. The result

is an exaggerated personality profile with many scores that fall into the high range. The more

relaxed you are when you take the test, the more you'll focus on the specific characteristics

that are important to your profession. It's important that you believe that you actually do

have the right personality for the job you seek. If you believe in yourself, you won't have to

exaggerate. Focus on the traits that are relevant and answer questions about other traits

realistically, and your personality profile will match the recruiter's ideal profile.

Rule 9: Be honest but sensible.

It is one thing to be honest, but quite another to be too honest. Imagine that the personality

test was a conversation with your boss: would you tell him or her everything about your

personal life? The personality test is not the forum to mention hidden fears, doubts, or

occasional mood swings. The personality test is not your friend or your therapist, as in

someone that you can trust with your private thoughts. It's the place to express honest, work-

related behavior. Ultimately, that's the only thing the assessors are really interested in.


I often see anxious job candidates who try to hide their emotions by presenting

themselves as very calm. For example, they answer 'false' to questions like 'Sometimes I

worry about things'. Clearly, this is not an honest response. Try to come across as neither

particularly relaxed nor particularly stressed. Our experience has shown that a worried

and unprepared candidate may project temporary feelings of apprehension onto the test,

and, consequently, he or she will score extremely high or low on the apprehension scale.




Not long ago, I prepared a 37-year-old applicant for a series of selection tests. He'd

applied for a position as a job development trainer at a large international IT company.

The new position had very demanding working hours and responsibilities, but the

remuneration package was attractive.

After analyzing his personality test results, my first reaction was to ask him if this was

really the job he wanted. His responses seemed to be too honest, because they indicated

a severe difficulty with public speaking as well as a lack of social confidence. I asked him

i f he could stand up in front of people and train them. He replied that he was an

excellent trainer even though he didn't always feel comfortable. I told him that his

personality test resu l t s suggested that if he were to enter a classroom to train people,

he would probably faint!

Later on, in the discussion, it was revealed to me that although it is hard for him to speak

in front of an audience, he had found some methods that helped him relax. However,

when he answered the question 'do you find it difficult to talk in front of an audience', he

had just been honest and answered yes. He was being too honest.

This case is a perfect example of how being too honest can harm your chances of being offered

the job you want. Needless to say, if the recruiter had seen this applicant's personality profi le

as our psychologist saw it, his application would have been rejected. During the test you need

to be calculated, focused and determined to do well. Be honest but sensible!

Rule 10: Believe in yourself.

Before you take a personality test, you must believe that you're the right person for the job.

This isn't a cliché. If you believe in yourself, this will act as a self-fulfilling prophecy. You will

project this confidence throughout the assessment process and hopefully land the position y o u

want.

Many people amplify their failures and minimize their successes. One of the major reasons that

people don't succeed on selection tests is excessive self-criticism. If you judge yourself too

harshly, you'll have difficulty presenting yourself positively on a selection test. People



who are highly self-critical find it hard to convince the recruiter that they're the best candidates

for the job. This is because they always find reasons why they're not good enough.

Before you take your selection tests, you must stop looking at yourself negatively. A day before

your test, take the time to sit down and make a list of your past work accomplishments. Try to

remember times when you took the initiative and your ideas were accepted, times when you

were promoted or commended, and successes that happened as a result of your actions. Think

about your personal contribution, regardless of the importance of your job. Write down

anything positive you remember about your professional behavior at work.

Before you step into the assessment center, run through the list in your head. Visualize

relevant situations and scenarios. Think about how much you've contributed in past jobs and

how much you plan to contribute in your future job. Remind yourself that you have a lot to give

and that your future employer will appreciate your contribution. Even if you've made mistakes

in the past and were unsuccessful, consider how you want to change and move forward in life,

get a better salary, earn the respect of others, and enjoy what you do. We have all

experienced failure at some point. Try to consider your failures a learning experience and see

them as an opportunity to improve your abilities in the future. There is absolutely no reason to

see failure as a disaster.

A confident attitude will definitely help you answer the test questionnaire properly, improve

your results, and get the job.

Final Words

You now know that personality tests are often a very important aspect of the job selection

process and that they aren't to be taken lightly. You also learned that most of the common

personality tests on the market are based on self-reporting. This means that you, the

candidate, have the power to influence your personality profile results.

The secret to success on any selection test is to come prepared. You need to know what

characteristics are required for your position. (For detailed information about the



characteristics of your profession, you can see your ideal profession report.) You also have to

believe that you possess these characteristics and that you are well-suited for the job you

want.

When you take the personality test, make an effort to emphasize your relevant strengths. Try

to refrain from emphasizing strengths that aren't related to the position you seek. For example,

if you aren't applying for a managerial position, there is no reason to highlight your leadership

skills.

You've learned how to recognize the questions that relate to each personality characteristic as

well as how to obtain a high score on desirable traits. You've also learned how to avoid scores

that fall into the extreme range. Pay attention to words that express extremes, like 'never' and

'always'. When you see these types of words, you know to avoid falling into the extremes of

any particular trait. At the same time, try to choose the middle answer as little as possible

You've learned how to recognize and avoid hidden obstacles embedded into most personality

tests, such as impression management questions.

Now that we've exposed the veil of secrecy surrounding personality tests, you can see that,

although they are quite complex, with proper preparation these tests shouldn't cause you too

much concern. Plan your strategy beforehand and come to the test relaxed and focused. In this

state of mind, there's no reason why you shouldn't excel on your personality test.

For more personality assessment practice, visit our website at: www.jobtestprep.co.uk

Good luck!


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