Are your assessments measuring the competencies that your company is looking for in your executives and staff? Are they targeted to show the strengths and developmental needs of your potential hires and current employees in a well-thought-out and structured way?

Selecting and administering the right assessment tools is crucial if you are going to successfully measure the competencies that are specific to your organization.

Creating an assessment approach with a clear definition and strategy is the key to success at every level in the organization. We can help you evaluate your assessment approach and understand ways to refine and focus your use of assessments in order to maximize the value of the investment you make in these tools.

We are certified in a wide variety of assessment instruments and can administer and interpret them.

Over the past 20 years, the Myers-Briggs Type Indicator (MBTI) has become the most-used personality inventory available. Created by Katherine Briggs and Isabel Briggs Myers and based upon Carl Jung’s writings and teachings on personality, the MBTI is well researched and thoroughly accepted as an effective tool for understanding ourselves and how we interact with other people. Understanding why some individuals are task-oriented and quick to make decisions, while others are excellent at brainstorming new ideas but have trouble following through can help leaders dramatically improve their overall effectiveness.

Research has shown that there are several key variables that managers use to affect productivity in the workplace. Among those variables are the styles that managers bring into play to motivate, develop, and discipline their employees. This instrument explores six managerial styles and examines the benefits and drawbacks of each style. The most effective managers draw on all six styles in their day-to-day interactions. This questionnaire identifies which style or styles a manager relies on most and when those styles are most or least effective.

This instrument helps individuals understand how different conflict management styles affect personal and group dynamics. It demonstrates how to use particular styles to effectively deal with disagreements between coworkers and to better manage communication breakdowns and power struggles. The TK Conflict Indicator helps define an approach to conflict resolution and establish a model for managing conflict.

The Change Style Indicator is an assessment instrument designed to measure an individual’s preferred style in approaching change and dealing with situations involving change. Scoring on this instrument places participants on a change style continuum ranging from a Conserver to an Originator. A third style, the Pragmatist, occupies the middle range of the continuum. The three styles display distinct differences and preferences when approaching change. It establishes a ranking of how the respondent prefers to address both initiated and imposed change.

Decision Style Profile leads to the development of improved decision-making skills. It evaluates the appropriateness with which respondents include others in the decision-making process and the extent to which respondents consider five critical Decision Factors. The respondents choose from five decision-making styles the one they believe is most appropriate for each case described in the instrument. The five styles differ primarily in the degree to which the respondent involves others in the decision-making process. A personal report for each respondent compares individual choices to the “expert” style choices and to the style choices made by 41,000 executives and middle managers. Decision Inclusion Index scores and Decision Style Index scores are calculated and explained.

The 54-item FIRO-B assessment measures interpersonal needs on three scales: Inclusion, Control, and Affection. It is of particular value because it: Reveals how interpersonal needs drive people’s behavior. Shapes people’s ability to build trust, influence others, and create productive relationships.