Persoonlijkheidsvragenlijsten toepassen om bedrijfswaarde te verhogen

Het begrijpen van hoe iemand zich gedraagt tijdens het uitoefenen van een functie, zal u helpen bij het maken van weloverwogen en hoogwaardige beslissingen als het gaat om personeelsselectie en -ontwikkeling. 

Aon meet met shapes assessments nauwkeurig de persoonlijkheidskenmerken van uw kandidaten, wat ervoor zorgt dat u betere personeelsbeslissingen kunt nemen.

Het meten van deze persoonlijkheidskenmerken is van cruciaal belang voor uw HR-beslissingen.

adept flyer

ADEPT-15: the adaptive employee personality assessment

Fact sheet

shapes persoonlijkheidsvragenlijsten

De waarde van persoonlijkheidsassessments

Veel persoonlijkheidstesten zijn gebaseerd op het meten van competenties. Als u weet welke vaardigheden nodig zijn voor een functie, kunt u zich op deze vaardigheden richten tijdens een beoordeling. Het identificeren en meten van deze succescompetenties, resulteert in echte bedrijfswaarde:

Het begrijpen van de persoonlijkheid van een persoon helpt je bij:

  • het selecteren van de beste kandidaten voor een functie
  • het voorspellen van prestaties
  • het begrijpen van hoe beslissingen worden genomen, hoe om te gaan met stress en hoe je kunt beoordelen hoe anderen ermee omgaan
  • het definiëren van ontwikkelpunten
  • het begrijpen van wat belangrijk is voor elke functie

Natuurlijk hebben sommige persoonlijkheidskenmerken meer diepgaande tests nodig, zoals bijvoorbeeld creativiteit of integriteit. Aon heeft voor deze testgebieden speciale instrumenten ontwikkeld.

Dell assesses personality and impacts bottom line

Dell identified those candidates who would generate 35% more revenue and 42% more profit than others from looking at core competency areas.

White Paper: Wired for Engagement

Research shows that an employee’s personality can have a big influence on how engaged they are at work. In other words, some people are just “wired for engagement.”

This white paper discusses the specific personality traits that are related to higher levels of employee engagement, which can in turn lead to advantages for your organisation. To learn more about the specific personality traits associated with engagement and how to incorporate engagement into your hiring processes, order your free white paper below.

Harveys assesses personality to generate more revenue

Harveys Furniture used shapes alongside a situational judgement test and spotted those candidates who would bring in 14% more revenue than others.

Over de shapes persoonlijkheidsvragenlijsten

shapes is een adaptief, op competenties gebaseerd vragenlijstsysteem. Het biedt een gedetailleerde en effciënte meting van iemand competenties met betrekking tot zijn positie als manager, ondernemer of expert. shapes maakt gebruik van de door Aon ontwikkelde Adolloc- meettechnologie, die het mogelijk maakt om een sterk gedifferentieerd competentie- en persoonlijkheidsprofiel te creëren met een zeer korte vragenlijst.  

shapes is gebaseerd op een 18-dimensionaal persoonlijkheidsmodel. Door een combinatie van de persoonlijkheidsdimensies van een kandidaat, worden de competenties van een persoon duidelijk. Het model maakt het ook mogelijk om uitspraken te doen over de mogelijke competenties waar kandidaten over beschikken, die nog niet eerder naar voren zijn gekomen. Denk hierbij aan kandidaten voor een stageplaats. 

Specific target group versions

  • shapes basic
    Optimised for administrative staff and apprentices; 15 scales with 6 items each; does not measure any management behaviour/potential; does not require a university degree.
  • shapes graduate
    Optimised for graduates; 18 scales with 6 items each; does not require management experience.

  • shapes sales
    Optimised for sales functions and direct customer contact; 24 scales with 6 items each; does not require a university degree.
  • shapes expert
    Optimised for experts without management responsibilities and sales functions; 18 scales with 8 items each; does not measure management behaviour/potential.

  • shapes management
    Measures specifically the management behaviour/potential; 18 scales with 8 items each; appropriate for middle and senior management including management functions.

About the ADEPT-15® personality questionnaire

The Adaptive Employee Personality Test (ADEPT-15), developed by Aon Hewitt, is a scientifically based assessment designed to accurately uncover the unique aspects of an individual’s personality to help organisations hire, promote, and develop the very best talent. ADEPT-15 is organised around six styles and fifteen aspects of personality and assesses one’s preferences, work styles, and personality traits. 

ADEPT-15 has been proven by over 8 million global administrations, is backed by 50 years of research, and is built upon a database of 350,000 unique items. It relies on modern data science and adaptive technique to mitigate socially desirable responding and other attempts to “game” the test. It therefore ensures an accurate prediction of on-the-job behavior across the full employee lifecycle – from selection through to development.

Overlook the introverted and miss out

Listen to the silent: In this article we look as how businesses may lose out on significant attributes and overlook real benefits if they ignore the more introverted personalities amongst the workforce.


Personality assessment: Is the distinction between ‘left-brain’ and ‘right-brain’ helpful in recruitment?

American neurobiologist Roger Wolcott Sperry proposed a distinction between left-brain and right-brain thinking in the 1960s, to describe how the brain processes information.

The idea is that the left hemisphere of our brains processes information analytically using words. Left-brain thinking is therefore verbal, logical and detail-oriented. In contrast, the right hemisphere of our brains processes information intuitively using pictures. Right-brain thinking is therefore visual, creative and context-oriented. 

However, there is actually no basis for this in neuroscience. Yes, we may have a natural tendency towards one way of thinking but each of us will use both sides of our brain in our everyday lives. The whole brain is involved in all cognition.

The concept of left-brain/right-brain thinking does at least encourage debate about our dominant personality traits and behaviours. This has a value but, at Aon, we would advise recruiters to focus more on the requirements of the role. The essence of recruitment is to understand what ‘good’ looks like in each role you’re trying to fill, not to look for desirable traits which might not actually be needed in the job that’s on offer.

Perhaps in the future, advances in neuroscience - and the study of neural networks - will uncover the existence of a ‘meta trait’ in our brains that tells us which approach (left-brain or right-brain) we should use in whatever situation we’re encountering? That would certainly be an interesting development. Creating a psychometric assessment to measure that meta trait would then be a fascinating challenge.

Reference reading

Ashton, M. C. (1996). Personality and job performance: the importance of narrow traits.Journal of Organizational Behavior, 19, 289-303.

Baron, H. (1996). Strength and Limitations of Ipsative Measurements. Journal of Occupational and Organisational Psychology, 69, 49-56.

Barrick, M. R. & Mount, M. K. (1991). The Big Five personality dimensions and job performance: A meta-analysis. Personnel Psychology, 44, 1-25.

Bartram, D. (1996). The relationship between ipsatized and normative measures of personality. Journal of Occupational and Organizational Psychology, 69, 25-39.

Bartram, D. (2007). Increasing validity with forced-choice criterion measurement formats. International Journal of Selection and Assessment, 15, 263–272.

Brown, A. & Maydeu-Olivares, A. (2012). Fitting a Thurstonian IRT model to forced-choice data using Mplus. Behavior Research Methods, 44, 1135-1147.

De Vries, A., de Vries, R. & Born, M. P. (2010). Broad versus narrow traits: Conscientiousness and honesty-humility as predictors of academic criteria. European Journal of Personality, 25, 336-348.

Dudley, N. M., Orvis, K. A., Lebiecki, J. E. & Cortina, J. M. (2006). A meta-analytic investigation of conscientiousness in the prediction of job performance: Examining the inter-correlations and the incremental validity of narrow traits. Journal of Applied Psychology, 91, 40-57.

Griffith, R. L., Chmielowski, T. & Yoshita, Y. (2007). Do applicants fake? An examination of the frequency of applicant faking behavior. Personnel Review, 36, 341-357.

Heggestad, E. D., Morrison, M., Reeve C. L. & McCloy, R. A. (2006). Forced-Choice Assessments of Personality for Selection: Evaluating Issues of Normative Assessment and Faking Resistance. Journal of Applied Psychology, 91, 9-24.

Hicks, L. E. (1970). Some properties of ipsative, normative and forced choice normative measures. Psychological Bulletin, 74, 167-184.

Justenhoven, R. T. (2014). Adaptive allocation of consent – Innovative Itemformate zur Messung von Persönlichkeit. Unveröffentlichte Masterarbeit. Hamburg: Hochschule Fresenius.

Kurz, R., Bartram, D. & Baron, H. (2004). Assessing potential and performance at work: The Great Eight competencies. Proceedings of the British Psychological Society, 4, 91-95.

Lohff, A. & Wehrmaker, M. (2008). AdallocTM – adaptive scales for online questionnaires. In W. Sarges & D. Scheffer (Hrsg.), Innovative Ansätze für die Eignungsdiagnostik (S. 239-251). Göttingen: Hogrefe.

Salgado, J. F. (2003). Predicting job performance using FFM and non-FFM personality measures.Journal of Occupational and Organizational Psychology, 76, 323-346.

Saville, P. & Willson, E. (1991). The reliability and validity of normative and ipsative approaches in the measurement of personality. Journal of Occupational Psychology, 64, 219-238.

Schmidt, F. L., & Hunter, J. E. (1998). The validity and utility of selection methods in personnel psychology: Practical and theoretical implications of 85 years of research findings. Psychological Bulletin, 124, 262-274.

Sitser, T., van der Linden, D. & Born, M. P. (2013). Predicting Sales Performance with Personality Measures: the Use of the General Factor of Personality, the Big Five and Narrow Traits. Human Performance, 26, 126-149.


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