It’s a well researched fact that if your career interests match your work or job interests then you are statistically more likely to be satisfied and successful whilst working.  Using the Career Interests tool is an easy and quick way to identify where you sit on the Holland Occupational Theme for Career Interests.

Based on the theory of John Holland, Ph.D., people with the same or similar interests are often found in the same work environments. To discover the work environments suited to your career interests, abilities, and personality, consider the following categories/themes.

Holland’s Career Interests Definitions

REALISTIC people are characterised by competitive/assertive behavior and by interest in activities that require motor coordination, skill, and physical strength. People oriented toward this role prefer situations involving “action solutions” rather than tasks involving verbal or interpersonal skills. They like to take a concrete approach to problem-solving rather than relying on abstract theory. They tend to be interested in scientific or mechanical rather than cultural and aesthetic areas.

INVESTIGATIVE people prefer to think rather than to act, to organize and understand rather than to persuade. They are not apt to be very “people oriented.”

ARTISTIC people value self-expression and relationships with others through artistic expression. They dislike structure, prefer tasks involving personal or physical skills, and are more prone to expression of emotion than others. They are similar to investigative people, but are more interested in the cultural-aesthetic than the scientific. SOCIAL people seem to satisfy their needs in teaching or helping situations. In contrast to investigative and realistic people, social types are drawn more to seek close interpersonal relationships and are less apt to engage in intellectual or extensive physical activity.

SOCIAL people have high interest in other people and are sensitive to the needs of others. They perceive themselves as liking to help others, understanding others, and having teaching abilities. Social people value social activities, social problems, and interpersonal relationships. They use their verbal and social skills to change other people’s behavior. They are generally cheerful, scholarly, and verbally oriented.

ENTERPRISING people are verbally skilled and use this skill in persuasion rather than support of others. They also value prestige and status and are more apt to pursue it than conventional people.

CONVENTIONAL people don’t mind rules and regulations and emphasize self-control. They prefer structure and order to ambiguity in work and interpersonal situations. They place value on prestige or status.

Understanding Holland’s theory about Career Interests will help you make good choices – decisions about which occupations, careers, or training programs best fit you.

Holland’s theory can be summarized in six statements:

1. In our culture, most people are one of six personality types: Realistic, Investigative, Artistic, Social, Enterprising, and Conventional.

2. People of the same personality type working together in a job create a work environment that fits their type. For example, when Artistic persons are together on a job, they create a work environment that rewards creative thinking and behavior — an Artistic environment.

3. There are six basic types of work environments: Realistic,Investigative, Artistic, Social, Enterprising, Conventionalnal.

4. People search for environments where they can use their skills and abilities and express their values and attitudes. For example, Investigative types search for Investigative environments; Artistic types look for Artistic environments, and so forth.

5. People who choose to work in an environment similar to their personality type are more likely to be successful and satisfied.

For example, Artistic persons are more likely to be successful and satisfied if they choose a job that has an Artistic environment, like choosing to be a dance teacher in a dancing school — an environment “dominated” by Artistic type people where creative abilities and expression are highly valued.

6. How you act and feel at work depends to a large extent on your workplace (or school) environment. If you are working with people who have a personality type like yours, you will be able to do many of the things they can do, and you will feel most comfortable with them.

What are your Career Interests?

If you’d like to complete a complementary Careers Interests Questionnaire contact us.

Image by Doc Nero via Flickr

Yes, we all have one.

How do you discover what yours is? One way is taking a psychological assessment or simply an online quiz.

If you could do anything in the world – what would it be?

• Tasting chocolate?
• Helping others succeed?
• Selling ice-cream?
• Working at a race track?
• Singing in a band?
• Managing a country park?
• Running a zumba class?

Confucius said “Find a job you enjoy, and you’ll never work a day in your life.”

This might not be entirely true as even a dream job can be hard work despite your passion. However, job satisfaction comes from working where you are passionate,  where you have a high interest and is much easier if you are enjoying yourself.

So what’s your dream job?

Let me know @LynnTulip

Boost Your Confidence

If you’ve been displaced it’s harder to keep a positive perspective whilst looking for work so here are a few tips for you:

• Think Positive – yes, affirmations can make a big difference and you could replace negative thoughts with positive self instructions to limit any negative thoughts and behaviour
• Deal with the Negatives – unfortunately there might be rejections and disappointments. Learn from the experience, question what you could do differently and how you would change your approach
• Understand Yourself - don’t listen to what others say about you, or let their ideas influence you.  Recognise your talent, your strengths and your potential.  *
• Use Your Nerves – think of the stress as positive, take deep breathes to control anxiety and work with the adrenalin to deliver your best. Nerves are normal
• Believe in Yourself and Stop Making Excuses – this is a challenging time for you but you have your own unique knowledge, experience and capability which will lead you to success

I recommend Cavendish Films DVDs, which are proven to make candidates at least FOUR times more successful at interview.

*Psychometric tests can give you an in depth understanding, ask me for more information

• Career, Aptitude & Selection Tests, J Barrett, Kogan Page
• How to Pass Graduate Recruitment Tests, M Byron, Kogan Page
• How to Pass Selection Tests, M Byron, S Modha, Kogan Page
• How to Succeed in Psychometric Tests, D Cohen, Sheldon Press
• How to Pass Civic Service Qualifying Tests, M Byron, Kogan Page
• How to Pass Verbal Reasoning Tests, H Tolley & S Thomas, Kogan Page
• How to Pass Computer Selection Tests, S Modha, Kogan Page
• How to Master Personality Questionnaires, M Parkinson, Kogan Page
• Test Your Own Aptitude, J Barratt, G Williams, Kogan Page
• How to Win at Aptitude Tests, P Pelshenke, Thorsons
• Interviews Made Easy, M Parkinson, Kogan Page

Lynn Tulip Chartered MCIPD, PgDip Guidance & Assessment
HR & Career Management Consultant
http://assessment4potential.tel/

What are Psychometric Tests?

The British Psychological Society definition of a psychometric test:

‘a psychological test is any procedure on the basis of which inferences are made concerning a person’s capacity, propensity or liability to act, react, experience, or to structure or order thought or behaviour in particular ways’.

Who uses psychometric tests?

Large, medium, and an increasing number of small firms use psychometric tests. Over 70 % of larger companies are currently using psychometric tests to gather vital information from potential and current employees. More and more companies are using psychometric tests for:

• graduate recruitment
• filtering out candidates when there are large numbers of applicants

Over 70% of large companies use them in their recruitment process and small companies are using them increasingly.

They are also used to assess existing employees for:

• training and staff development needs
• promotion

What do psychometric tests measure?

Psychometric tests may measure aptitude, personality or interests:

Aptitude Tests – these measure how people differ in their ability to perform or carry out different tasks. (these are the type you are most likely to find at the first stage of a selection process).

Interest Tests – these measure how people vary in their motivation, in the direction and strength of their interests, and in their values and opinions (these are less likely to be used on new graduates but are sometimes).

Personality Tests – these measure how people differ in their style or manner of doing things, and in the way they interact with their environment and other people (personality).

Whereas aptitude tests measure your maximum performance capacity, the other tests examine typical or preferred behaviour.

Why use psychometrics in an employment setting?

The main advantages of using psychometric tests are:

• Objectivity – they dramatically reduce bias and personal perspective.
• Clarity – they provide a robust framework and structure.
• Equality and fairness for all individuals (tests are standardised so that all individuals receive the same treatment).
• Increase the likelihood of being able to predict future job performance (they have a high level of ‘predictive validity’).

• The identification of training needs.
• Encourage employers to do thorough job analysis in order to identify appropriate skills and abilities. This helps to ensure that candidates for a position are assessed on skills only relevant to the job.

What are psychometric tests used for?

Some uses of psychometric tests are:

• Selection of candidates to jobs
• Personal development/identification of training needs/staff development
• Careers guidance
• Building and developing teams

Have you ever employed someone who really didn’t get on with the rest of the team? Or someone whose integrity wasn’t what you thought it was? Or someone who needed hands-on management to deliver when you thought they could work on their own initiative?

If you have, you are not alone. These mistakes however, can be very costly and may even damage not only your reputation but your team as well. Perhaps next time you might like to think about using some formal testing and psychometric assessment during the recruitment and selection process.

When used by competent and appropriately qualified individuals, the best thing about properly developed psychometric tests and questionnaires is that they lead to better judgements and are therefore more likely to be more valid than decisions made by other means.

In broad terms, psychometric tests are a relatively economic, quick and simple way of understanding an individual’s unique behaviours, style, and approach to work life as well as identifying their core motivations, strengths and other traits. All essential qualities that are required in today’s competitive job markets.

I like to use different tests for different purposes – I do not believe that there is one test that is suitable for all. Tests can be done before or at the time of the interview, but should not be used as the sole method of candidate selection. Keep in mind that such tests could also be unlawful if they discriminate against candidates of a particular race, sex or age or who have a disability. Suitable tests should therefore only be used if they are well designed and relevant to the job.

For example alongside personality questionnaires and analysis, you will want to check out the potential of the candidate joining your company. Now, if you’ve already got a robust job description and person specification, you’ll know and understand what level of skills and attributes you will be looking for. So, for an administrative post you might be looking at completing an on-line 15FQ+ questionnaire with reasoning tests; for a senior manager the WAVE Professional together with the Professional Aptitude tests.

These tests are relatively quick for the candidates to complete. One of the shortest is only 10 minutes long. Costs will vary of course depending on the amount of candidates, tests and level of services you need.

Interpretation of the results however is fundamental. Upon completion, reports are generated and sent to the qualified administrator who will give feedback not only to the candidate but also to you as the potential employer. Interpreted with skill the results can help you:

• Drill beneath the surface to find out what someone is really like.

• Decide which qualities will be most important in the new person joining your team.

• Check compatibility and prevent potential issues from becoming major problems by sharing the applicant’s profile with their manager. (In this way the investment from psychometrics can roll forward from recruitment into development and management.)

• Help individuals to understand themselves and others better. (If compared with the job role, gaps can be defined and discussed. You can then use the profile to plot progress towards a training goal.)

• Acquire the language of “people-understanding”

One of my favourite psychometric tools is the Four Groups 4G questionnaire which I’ve used successfully in not only recruitment but also for team building and talent management. The completed and complex reports give an overall picture of compatibility, work styles and communication amongst team members and their leaders. It’s been invaluable in resolving issues and building relationships.

A company’s success depends upon its people.

Psychometrics can help build that success by getting the right people in the right roles, by helping them to understand themselves and others, and by enabling the company to build a better, clearer vision, drawing on the strengths of all its people. Used by employers for successful recruitment & selection and management & team development, the long-term cost benefits are considerable: including reduced costs of recruitment, lower staff turnover, less under-performance and minimal mis-deployment of staff resulting in increased profits, better staff retention and raised morale.

With over 18 years of experience using a wide range of psychometric tools, I’d love to be able to give you more information on assessments, recruitment & selection, management & team development and to help you avoid costly personnel mistakes; so please contact me.

Lynn Tulip Chartered MCIPD, PgDip Guidance & Assessment

HR & Career Management Consultant

http://assessment4potential.tel/