prevue guide book: hiring workbook for consultants, hr, and managers

Copyright 2004-2012. Poised for the Future Company and Success Performance Solutions

The Whole Person Approach

Prevue™

Consultant’s Guide For

Use and Interpretation

Compiled and Edited by Ira S. Wolfe

Success Performance Solutions

For more information about Prevue™ Assessment and Applicant Processing Systems:

Contact Ira S. Wolfe

Success Performance Solutions Phone: 717.291.4640 or 410-941-2345

Email: [email protected] Website: www.super-solutions.com

Copyright 2004-2012 – Poised for the Future Company and Success Performance Solutions

TABLE OF CONTENTS

What is Prevue™? ................................................................................................ 4

Background and Development .............................................................................. 6

Using Psychometric Tests Responsibly ................................................................ 7

Criteria of A “Good” Test ................................................................................... 7

Is Prevue™ A “Good” Test? .............................................................................. 9

Using Prevue™ ................................................................................................... 10

Interpreting Scores .............................................................................................. 11

Mental Abilities Scales ........................................................................................ 12

Working with Numbers .................................................................................... 13

Working with Words ........................................................................................ 14

Working with Shapes ....................................................................................... 15

General Abilities Scale .................................................................................... 16

Motivation/Interests Scales ................................................................................. 17

Working with People........................................................................................ 18

Working with Data ........................................................................................... 19

Working with Things ........................................................................................ 20

Personality Scales .............................................................................................. 21

Introversion vs. Extroversion ........................................................................... 28

Self-Sufficient vs. Group-Oriented ................................................................... 29

Reserved vs. Outgoing .................................................................................... 30

Diplomatic vs. Independent ........................................................................... ..22

Cooperative vs. Competitive ......................................................................... ..23

Submissive vs. Assertive ............................................................................... ..24

Spontaneous vs. Conscientious .................................................................... ..25

Innovative vs. Conventional .......................................................................... ..26

Reactive vs. Organized ................................................................................. ..27

Emotional vs. Stable...................................................................................... ..31

Restless vs. Poised ....................................................................................... ..32

Excitable vs. Relaxed .......................................................................................33


Social Desirability ................................................................................................ 34

Additional Resources .......................................................................................... 37

Internal Validity Scale ....................................................................................... ..36


What is Prevue™?

The Prevue™ Assessment is a management tool used in the selection, coaching, and

development of employees. It is a scientifically designed method of measuring work-

related characteristics of people. The premise behind the creation of Prevue™ is that a

person’s resume, education, appearance, and work history only reveal about 10% of the

real person; the remaining 90% (mental ability, motivation, interests, and personality) is

difficult to judge and is the most crucial in determining likelihood of success and job fit.

Prevue™ Assessment is used to uncover that crucial 90% of an individual to find their

optimum set of job responsibilities. Prevue™ accomplishes this by assessing three

main areas of personal attributes: General Abilities, Interests and Motivations, and

Personality Traits.

� A Cognitive Ability scale represented by a set of three Ability tests designed to

assess Numerical, Verbal, and Spatial ability.

� An inventory of Interests that assesses occupational interest in relation to

working with People, Data, and Things.

� A Personality assessment instrument that covers the key traits identified in the

Five Factor Personality Model. These five factors are represented by four major

personality dimensions (Independence, Conscientiousness, Extraversion, and

Stability), each of which is represented by two “minor” scales


The results of these separate scales are then matched to company and/or job specific

characteristics and an optimum match of people to job can be made.

Prevue™ is an accurate, valid, and reliable psychometric assessment used for a wide

variety of human resource requirements including assisting in the prediction of the job

suitability of candidates for specific jobs, aiding the team building process, and detailing

specific information on employees' training and coaching requirements. Used in

conjunction with other HR practices like interviews and performance reviews, Prevue™

will enhance the ability to make sound decisions regarding recruitment, selection,

coaching, and promotion. By using the Prevue™ system, supervisors, managers, and

HR personnel are able to match employees with jobs where the employee is the best

suited, feels the most comfortable, is the most satisfied, and, hopefully, is the most

productive.


Background and Development

Prevue™ Assessment was developed by in 1994 by Dr. David Bartram of Newland Park

and Associates. Dr. Bartram is the head of the Department of Psychology at Hull

University; he is a Chartered Occupational Psychologist, a fellow of the British

Psychological Society, and one of the worlds leading specialists in the field of

Psychometrics. He was recently honored with election to the Council of International

Test Commission.

The construction and validation of Prevue™ was completed in the United States of

America, Canada, Great Britain, Singapore, and Malaysia. Approximately 4,700

employed people, in a variety of occupations, participated in the validation group. They

worked for companies of all sizes and in government. The people in the validation study

represent a true cross-section of the international workforce, giving the Prevue™

Assessment multiracial, multicultural and multilinguistic validity. Content, construct and

job validation studies have confirmed the reliability and validity of the Prevue™

Assessment.

Prevue™ Assessment is the first validated, business-orientated human resource

assessment instrument introduced in over twenty years and no other occupational

evaluation instrument has ever been as thoroughly verified. The Prevue™ Assessment

Technical Manual provides details of numerous validation studies undertaken by Dr.

Bartram and the Publisher.


Using Psychometric Tests Responsibly

Psychometric -psychological measurement - is concerned with the appraisal of an

individual. The process of appraising people is highly complex and it has traditionally

been a very subjective process. That is, we appraise others based on our own feelings,

observations, value judgments, and life experiences. By giving the same series of

questions or tasks to each individual being tested, psychometric testing attempts to

provide an objective method of appraisal.

Criteria of a “Good” Test

If you want to use objective, psychological assessments you must be confident that the

test itself is fair and accurate: test results are only meaningful insofar as the test itself is

“good” or “fair.” What are the main qualities of a good test?

1. Standardized

For a test to be standardized the administration and scoring of the test are the

same each and every time the test is used. The instructions are clearly written

out, the physical surroundings and materials and equipment should be as similar

as possible, and the test is scored by predetermined answers. Standardized

tests also have established norms against which individual scores can be

compared.

2. Objective

If a test is objective, the results for an individual will be the same regardless of

who is scoring the test.


3. Reliable

A reliable test is one that produces consistent results on repeated trials.

Reliability is demonstrated through test-retest results – if a test is repeated one

week later the results should be approximately equal.

4. Valid

A test is valid if it actually measures what it is intended to measure. Because

psychological characteristics (interests, motivations, personality, etcJ) can’t be

measured directly, it is important to gather evidence that the test really

represents what it appears to represent.


Is Prevue™ A “Good” Test?

It’s Standardized – during construction it was given to approximately 4,700

people in various occupations and it is a normative instrument. This means that

the results of Prevue™ are normally distributed for the working population. On

any given measurement 68% of the people tested will be in the average range, or

within one standard deviation from the mean. (For comparative purposes,

Prevue is a normed assessment; DISC and Myers-Brigg are considered self-

reporting assessment.)

� It’s Objective – it has a complete set of administration and scoring guidelines

� It’s Reliable - tests have proven a 95% + accuracy in reliability of reporting.

� It’s Valid - four built-in self-validation methods make it almost impossible to fake or

manipulate the results of Prevue™.


Using Prevue™

Prevue™ has three distinct sections. It measures:

� General Abilities

How well does the individual use numerical, verbal, and spatial reasoning?

� Interests and Motivations

Is the individual best suited for working with people, data and words, or shapes

and things?

� Personality

How independent, competitive, assertive, conscientious, conventional, organized,

extroverted, group oriented, outgoing, stable, poised, and relaxed is the

individual?

There is also a built-in Social Desirability scale that measures the consistency of the

responses. Is the individual answering the questions truthfully (frankly) or is he or she

trying to create a good impression and give the most socially acceptable answers?

By looking at an individual’s scores in each of the areas a “total view” of the person is

constructed and this information can be used in conjunction with direct observation to

make appropriate human resource decisions.


Interpreting Scores

Prevue™ uses a “sten scale” to report standardized scores. An individual’s raw scores

for each scale are converted to a sten score – a sten score is a standard one-tenth of

the normal “bell” curve.

� Approximately 68% of test takers will have a sten score in the 4 – 7 range. This

represents the average range.

� Approximately 16% of test takers will have a sten score higher than 7

� Approximately 16% of test takers will have a sten score lower than 4

� The likelihood of an extreme score (1 or 10) is approximately 2%.

Prevue™ will generate an individual report that shows the person’s sten score and

provide a narrative of the type of work situations where the person would be most or

least comfortable/suited.

68 %

16 % 16 %


Mental Abilities Scales

The Prevue™ Assessment Mental Abilities scales tell how quickly people learn. In other

words, how quickly can people “get it” and think on their feet.

Mental abilities reveal a person’s capacity to solve problems and to assimilate new

information. They indicate how a person thinks, how he or she might visualize solutions

and organize information, and how quickly he or she learns when presented data in

various ways.

The ways in which we encounter data are grouped into three categories: Numbers,

Words, and Shapes. The Mental Abilities scales measure an individual’s ability to

understand information presented in the three ways. These three scales are then

combined to yield an overall General Abilities score.


Working with Numbers

This scale tests the ability to perform arithmetic operations quickly and accurately.

There are three types of questions in the Working With Numbers section:

� Arithmetic operations—(i.e., “Multiply the third figure by the first: 5, 10, 15, 20”)

� Number series—(i.e., “What number comes next: 4, 6, 10, 16, ...”)

� Number analogies—(i.e., “13 is to 26 as 7 is to ....?”)

Score Explanation / Impact on Work

8-10 Quick and accurate processing of numbers

� Readily comprehends data presented as numbers

� Prefers to use arithmetic or algebraic models when solving

problems

4-7 Average ability with numbers and good basic arithmetic skills

1-3 May need more time to absorb information presented numerically

� May be less accurate working with numbers than other

adults in the working population

� May need to improve basic arithmetic skills if these are

requirements of the job

Example Prevue™ report:


Working with Words

The questions in this section focus on word fluency rather than knowledge of

vocabulary. In this way cultural differences are minimized. Three item-types are used:

� Hidden Words - 5-letter words are embedded in letter strings (i.e.,

“KREDGREENICEX”; the answer is GREEN)

� Anagrams - rearrange letters to form words (i.e. “GTHFI”; the answer is FIGHT).

� Letter sequences - one of a set of four three-letter sequences is the odd-one-out

(i.e., “CBA EFG ZYX RQP”, where EFG is the odd-one-out because the others

are all in reverse alphabetical order)


8-10 Easily understands written reports and instructions

� Will competently prepare summaries and reports

� Is usually the first person to speak out

� Easily puts thoughts into words

4-7 Reasonable speed and accuracy when dealing with written

material

1-3 May need more time to absorb information presented in writing

� May be less accurate working than other adults in the

working population

� May need to improve basic reading and writing if these are

requirements of the job



Working with Shapes

This scale tests the ability to think visually in geometric forms and to comprehend two-dimensional

representations of three-dimensional objects. Four distinct item-types were designed for this test:

� Pattern Sequences –fill the gap in a given sequence

� Pattern Grids – in a cell matrix one cell left blank and the correct missing cell has to be

selected

� Features in Common – a pair of shapes are presented and the correct answer must be

selected that fits the rule defined by the given pair

� Shape Manipulations – perform a sequence of operations on a given shape (e.g. “rotate

90 degrees clockwise”, “make smaller” etc.) and the resultant shape is selected.


8-10 Speaks and sees in 3-D

� Superior ability to mentally manipulate shapes and objects in space

� Finds it easy to work with plans, maps, blueprints, schematics and diagrams

4-7 Reasonable competence with spatial reasoning

1-3 May need more time to understand graphic presentations

� May be slower to create diagrams, maps, or schematics

� May be less accurate than other people when dealing with information that

requires mentally manipulating shapes and objects i.e. relating plans and

diagrams to actual operations

� Many need to improve spatial skills through hands-on training if this is a

requirement of the job



General Abilities Scale

Results of the three “mental” abilities scales are combined to derive a General Abilities

score. General, or mental, abilities refer to an individual’s overall ability to think and

reason. General ability scores represent the individual’s ability to “catch on” or

understand underlying principles and use reason to make judgments.

General Abilities also tell how challenged – or bored – an individual will be in a job.

Individuals who might be overly challenged require longer training periods, more

supervision and coaching and tend to make more mistakes or miss deadlines and

details when workloads increase or the complexity of the job increases. Individuals who

are bored may not stay with the position or the company resulting in higher turnover

costs.



Motivation/Interests Scales

The Motivation/Interests scales indicate whether a person has a desire to work with

people, data, or things. These scales reveal a person’s voluntary attentiveness and

willingness to interact with these three major factors in the workplace.

People Factor

� Prefer interaction with human beings

� May also deal with animals on an individual basis as if they were human.

Data Factor

� Prefer information, knowledge, and conceptions, related to data, people, or

things, obtained by observation, investigation, interpretation, visualization, and

mental creation.

� Data are intangible and include numbers, words, symbols, ideas, concepts, and

oral verbalization.

Things Factor

� Prefer inanimate objects as distinguished from human beings, substances or

materials; and machines, tools, equipment, work aids, and products.

� A thing is tangible and has shape, form, and other physical characteristics

NOTE: It is important to remember that the evaluation of a person’s motivations and

interests is a measure of aptitude in that area not ability.


Working with People

This scale measures a person’s interest in human relations and his or her motivation to

associate with others.


8-10 A “People Person” – likes a lot of contact with people

� Likely to do well in complex social tasks such as mentoring,

negotiating, and persuading

� Likely to be dissatisfied with solitary occupations that do not

allow for social interaction

4-7 Acceptable interest in working with people

� Normal willingness to deal with others

� Would not be happy working on their own for extended

periods of time

1-3 Prefers Working alone

� Well equipped for work in isolation

� Little need for the company of others

Activities that require a high interest in Working with People include:

� Mentoring

� Negotiating

� Instructing - Consulting

� Supervising

� Diverting

� Persuading

� Speaking - Signaling

� Serving - Assisting



Working with Data

This scale indicates a person’s interest in information and inclination to manipulate or

analyze statistics, symbols, facts, and figures.


8-10 Needs to work with information

� Usually not content in positions that do not involve data-

related tasks

4-7 Moderate interest in facts and figures

� Acceptable willingness to use information

� Not put off by working with numbers

1-3 Does not prefer to work with information

� Least likely to enjoy working with statistics, records, or

accounts

Activities that require a high interest in Working with Data include:

� Synthesizing

� Coordinating

� Analyzing

� Compiling

� Computing

� Copying

� Comparing



Working with Things

This scale measures a person’s interest in machinery tools, and equipment. It shows

the level of motivation to perform “hands-on” work.


8-10 Enjoys working with things

� Willingness to design, develop, and modify equipment

4-7 Reasonable mechanical inclination and aptitude

1-3 Little interest in, and aptitude for, mechanical work

� Should probably avoid complicated machinery and any

electronic devices that require careful handling

Activities that require a high interest in Working with Data include:

� Setting Up

� Precision Working

� Controlling

� Driving-Operating

� Operating - Manipulating

� Tending

� Feeding-Off-bearing

� Handling



Personality Scales

Prevue™ evaluates key personality characteristics using four of “Big Five” personality

factors: Independence, Conscientiousness, Extroversion, and Emotional Stability. In

numerous studies, these personality factors show highly valid and reliable correlation

with job performance and preference. Prevue™ covers the four main personality

dimensions and includes two minor scales for each to provide a greater depth of

understanding. There is also a built-in Social Desirability scale that acts as an internal

validation measure. The personality traits are set up on a continuum with one trait at

the low end (1) of the scale and the opposite trait at the high end (10).

Copyright 2004 –2012 Poised for the Future Company and Success Performance Solutions

Diplomatic vs. Independent

This is an Independence Scale that measures how an individual approaches

leading and interpersonal conflict.

Diplomatic: Diplomats are generally likable and good-natured. They are

considerate, cooperative and good at pulling people together through persuasion.

They sometimes choose to avoid conflict and controversy to preserve

relationships.

Independent: Independent people are single minded and determined to win.

They are confident, hardheaded and make autocratic leaders. They take charge

and get things done, although they can be insensitive to the needs of those

around them.

Diplomatic Independent

• Good-natured

• Likeable

• Compassionate

• Non-assertive

• Retiring

• Sensitive to the needs of others

• Pull people together through

persuasion

• Avoid conflict and controversy

• May have a tough time saying no

• Uncomfortable with confrontation and

conflict

• Driven

• Hard-headed

• Skeptical

• Proud

• Rational

• Assertive

• Other people’s lack of drive irritating

• Good at getting things done

• Insensitive to others around them

• May tune out others even when they

are speaking

• Not good team players


Cooperative vs. Competitive

This is an Independence Scale that measures how an individual works in a team

environment.

Cooperative: Those who cooperate are noncompetitive, desiring to make their

contributions to achievement as members of a team. They will forego their own

success to help others. In fact, they may allow others to win rather than

disappoint their opponent.

Competitive: Competitive people strive hard to reach their goals. They are

interested in personal achievements and play to win at any cost, sometimes

using others to get what they want.

Cooperative Competitive

• Non-competitive

• May shy away from any challenge

• It’s not who wins, but playing that

counts

• Make contributions as members of

team

• Forego own success to help others

• Team players

• Unconcerned about winning or losing

• Salespeople leave money on the

table

• Takes a laissez-faire attitude of

managing others

• May allow others to win

• Puts own success first

• Plays hard to win at any cost

• Keeps score ALWAYS even when

inappropriate

• Second place is the first place for

losers

• Interested in personal achievements

• May use others to get what they want

• Does not accept defeat easily

• Managers don’t manage – let people

get away with things

• May keep trying to win even after the

game is over


Submissive vs. Assertive

This is an Independence Scale that measures how an individual interacts with

others.

Submissive: People who are submissive are tactful, seeking to avoid

controversy and diffuse aggression. They would rather avoid conflict than

confront it.

Assertive: Assertive people are outspoken because they know their own minds

and are not afraid to say so. They seek to be group leaders. They can create

conflict through their sometimes controversial and unpopular opinions.

Submissive Assertive

• “Successful if people would just tell

me what to do”

• Passive

• Non-assertive

• Retiring

• Diplomatic

• Tactful

• Avoid conflict and diffuse aggression

• Peacemaker

• Compliant

• Have a difficult time saying no and

setting limits.

• May not speak even if they have

something valuable to contribute

• “Successful if people would just listen

to me”

• Needs to control what’s going on

• Outspoken

• Not afraid to speak their mind

• Seek to lead groups

• Create conflict through their

sometimes controversial and

unpopular opinions

• Aggressive

• May talk too much

• Not afraid to confront others or take a

controversial stand


Spontaneous vs. Conscientious

This is a Conscientiousness Scale that measures how an individual reacts to

change.

Spontaneous: People with spontaneity are flexible and unpredictable and they

work well in changing, challenging situations. When problems arise, they often

adopt creative and unorthodox solutions.

Conscientious: Conscientious individuals are neat, tidy and detail-conscious.

They follow rules and abide by standard practices and procedures so you can

always depend on them. They are always well prepared through careful planning.

Spontaneous Conscientious

• Flexible

• Unpredictable

• Easy-going

• Responsive

• Concerned with the overall picture•

Work well in changing, challenging

situations

• Offer creative and unorthodox

solutions

• May become uncomfortable when

forced to use analysis for sustained

periods

• More likely to act out of the ordinary

• (Combined with high stability, may

live by their own rules)

• Well-organized, deliberate

• Traditional

• Respectful

• May appear straight-laced

• Concerned with rules and high

standards

• Follows through on boring routines

• Forward planning

• Well-prepared through careful

planning

• Considers all the details

• Dedicated

• Dependable

• May over-analyze or over-complicate

situations


Innovative vs. Conventional

This is a Conscientiousness Scale that measures how an individual approaches

new situations or tasks.

Innovative: Innovators are not bound by rules and "the way things have always

been done." They would rather explore new routes than take the well-traveled

path; often viewing established rules, policies and procedures as obstacles to

progress.

Conventional: Those with conventional traits will do their work in a meticulous

and reliable manner. They are trustworthy, structured and intent on doing things

"the right way."

Innovative Conventional

• Open to new experiences

• Always trying to find a better way to

do things

• Casual attitude toward rules

• May view established rules, policies,

and procedures as obstacles to

progress

• May lose focus

• May not stay with a project long

enough to take care of the details or

complete the work

• More likely to think spontaneously

• Approaches to projects may differ

each time

• Rule-bound

• Sticks strictly to rules and policies

• Concerned with moral values

• Meticulous

• Reliable

• Trustworthy

• Structured

• Do things “the right way”

• Pays attention to one thing at a time

for sustained periods

• May suffer from “tunnel vision”


Reactive vs. Organized

This is a Conscientiousness Scale that measures how an individual approaches

planning and structure.

Reactive: People who are reactive seldom plan, choosing to react to

circumstances as they arise. They take a broad view of events and leave details

to others. Their work areas often appear disorganized.

Organized: The marker of an organized person is a controlled and carefully

planned and arranged environment. They plan carefully to meet deadlines, but

dislike situations where they must improvise, "think on their feet," or engage in

unstructured debate.

Reactive Organized

• Seldom take the time to plan

• React to circumstances as they arise

• Prefers to just jump in and get started

• Leave details to others

• Work areas often disorganized

• Expedient

• Engage in unstructured debates

• May fail to meet deadlines or show for

appointments

• May make decisions without

adequate information

• Detail conscious

• Your write it down, they write it down

too

• Forward planning

• Do not like thinking on their feet

• Need time to prepare

• Controlled

• Carefully planned and arranged

environment

• Plan to meet deadlines

• Dislike improvisation

• Orderly

• Systematic

• Considers all options before deciding


Introversion vs. Extroversion

This is an Extroversion Scale that measures an individual’s social preferences

Introversion – Introverts prefers one’s own company. They are quiet and

reserved and prefer to stay in the background.

Extroversion – Extroverts are energized by other people and busy places. They

are outgoing and talkative and enjoy being the center of attention.

Introversion Extroversion

• Prefers to stay in the background

• Prefers one’s own company

• Quiet

• Reserved

• Mild-mannered

• Content to be alone in quiet, familiar

surroundings

• Subdued

• Compliant

• Avoids group activity

• Enjoys being the center of attention

• Sociable

• Energetic

• Outgoing

• Talkative

• Enjoys the stimulation of being with

people

• Impulsive

• Seek out people for fun, excitement,

company and stimulation

• High spirited


Self-Sufficient vs. Group-Oriented

This is an Extroversion Scale that measures an individual’s desire to be around

other people and work with other people.

Self-Sufficient: An introvert prefers the company of a few close friends and is

content to be alone. They choose quiet, familiar surroundings.

Group-Oriented: An extrovert enjoys the stimulation of being with people,

especially if given the opportunity to be the center of attention. They like exciting,

lively places.

Self-Sufficient Group-Oriented

• Likes own company

• Prefers quiet places

• Enjoys working alone for long periods

of time

• No need to work with others (although

they can work with others)

• Uses own ideas

• Reflective

• May not work well with other people

• Prefers personal space

• Seeks out people and busy places

• “The more the merrier”

• Strong need for other people

• Depend on the support,

encouragement, and social approval

of others

• Needs involvement

• Seeks approval

• Likes being part of a team, but may

not be interested in being the leader


Reserved vs. Outgoing

This is an Extroversion Scale that measures an individual’s degree of

gregariousness and risk taking.

Reserved: People described as reserved find everyday life stimulating and feel

no need to seek further excitement. They are not bored by repetitive tasks and

tend to live quiet orderly lives.

Outgoing: Outgoing people enjoy taking risks and accepting challenges and

doing stimulating things. They dislike repetitive tasks and like being with other

people for the stimulation they provide.

Reserved Outgoing

• Quiet

• Mild-mannered

• Avoids risk

• Enjoy everyday life

• No need to seek excitement

• Not bored by repetitive tasks

• Live quiet, orderly lives

• Cautious

• Conservative

• Prefers privacy

• Enjoy taking risks

• Want to be center of attention

• Accepts challenges

• Dislikes repetitive tasks

• Seeks spotlight

• Not always a good listener


Emotional vs. Stable

This is an Emotional Stability Scale that measures how an individual approaches

setbacks and how resilient he or she is during stressful times.

Emotional: Emotional people are sensitive, mostly to their own feelings of

anxiety, suspicion, guilt and irritability. They are fearful of new people and new

situations.

Stable: Those who are described as stable are generally untroubled and calm.

They face problems and unforeseen circumstances without suffering undue

stress, remaining relaxed and secure. They are untroubled by criticism.

Emotional Stable

• Sensitive to even subtle interpersonal

or environmental cues

• May have a tendency to be overly

reactive

• Easily upset

• Irritable

• Feelings of guilt

• Fearful of new people and new

situations

• Lose track of thoughts by focusing on

less relevant thoughts or feelings

• May not be able to keep up with their

own thoughts

• Relaxed

• Calm

• Unruffled

• Not easily worried by people or

adverse events

• Able to leave worries behind

• Untroubled and calm

• Face problems without undue stress

• Self-controlled

• May show little awareness of what is

going on outside of their immediate

tasks or personal world


Restless vs. Poised

This is an Emotional Stability Scale that measures how an individual copes with

adversity.

Restless: Restless people are easily upset, irritable and prone to lose their

tempers. They view the world as basically hostile and threatening.

Poised: People with poise shrug off criticism and cope with most adverse

situations without becoming upset or irritated. They accept that few things

proceed in life without a few things going wrong.

Restless Poised

• Everything is about me – fear

• Easily distracted from their main tasks

by interruptions

• Easily upset

• Prone to lose temper

• View the world as hostile and

threatening

• Unable to remain calm

• Handles rejection poorly

• Difficulty coping with setbacks and

personal criticism

• Okay when things go wrong

• Not easily distracted by interruptions,

and are able to keep their focus on

their main task.

• Shrug off criticism

• Takes life in stride

• Cope with adverse situations without

becoming upset or irritated

• Realistic

• Self-assured

• May fail to recognize the need to

adjust performance


Excitable vs. Relaxed

This is an Emotional Stability Scale that measures how an individual reacts to

stressful situations.

Excitable: Excitable people become tense and anxious in stressful situations.

They have trouble trusting and having confidence in their colleagues, being

suspicious of the motives of others.

Relaxed: Relaxed people are well prepared to cope with stressful situations.

They accept people at face value and are seldom bothered when things go

wrong.

Excitable Relaxed

• Anxious

• Suspicious of others who they don’t

know well

• Tense and anxious in stressful

situations

• Suspicious of others

• Non-trusting

• Emotional

• Chicken-little – the Sky is Falling

• Able to leave worries behind

• Well prepared to cope with stressful

situations

• Accept people at face value

• Seldom bothered when things go

wrong

• May be at risk to be exploited by

others

• Trusting

• Rip Van Winkle


Social Desirability The Social Desirability Scale measures the consistency of responses to the

personality questions and provides a dimension of validity for the test results. It

gives insight into how straightforward the candidate has been. Social Desirability

does not measure an actual personality trait but it indicates possible behavior.

Social Desirability - Frank: When people are overly frank, they have either

presented an overly negative picture of themselves or they are lacking in a

number of socially acceptable attributes.

Social Desirability - Socially Desirable: When people try to present themselves

as overly socially acceptable, they exaggerate their finer qualities. However,

there is the possibility that a high Social Desirability rating can indicate a truly

"good person".


Three reasons why an individual may score high or low on social desirability.

� Eagerness to create a favorable impression – intentionally or

unintentionally

� A genuinely good person who is not exaggerating to gain approval, but is

as wonderful as he or she appears.

� An intentional effect to misrepresent or manipulate.


Social Desirability - Cont’d

Score Behavior

8-10 You will likely hear them say something like:

� “some things are just left better unsaid”

� “there’s a time and there’s a place for everythingJand now

is not the time.”

May lead up to what they have to say; hint at what is to come

May be overly concerned about social desirability

May have exaggerated their good qualities

May truly be paragons of virtue

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

1-3 You will likely hear them say something like:

� “just saying it as it is”

� “just being honest”

May be minimally concerned about social desirability

May be unduly self-critical

Could unwittingly present a negative profile due to excessive

modesty

May truly lack some socially desirable attributes

Note: Extreme scores do not invalidate the test results but should alert the

recruiter, Human Resource or other hiring manager that more study is warranted.

Extreme scores may also be positive indicators or great modesty or impressive

virtue.


Internal Validity Scale

The integrity of the Prevue™ Assessment Report is verified by four built-in self-

validation methods. This makes the Prevue™ Assessment resistant to attempts

to "fake it" or manipulate the results.

1. Equivocation – Too many B responses

2. Evasion – Too many omitted questions

3. Erratic A and C responses

4. Distortion – Social Desirability Extremes


Additional Resources

Reference: Prevue™ Assessment Technical Manual

For more information about Prevue Assessment System Contact:

Ira S. Wolfe

Success Performance Solutions

Phone: 717.291.4640 or 410-941-2345

Email: [email protected]

Website: www.super-solutions.com

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