Prevue Guide Book: Hiring Workbook for consultants, HR, and managers

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
Phone: 717.291.4640 or 410-941-2345
Email: iwolfe@super-solutions.com
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
Diplomatic vs. Independent ........................................................................... .. 2
2
Cooperative vs. Competitive ......................................................................... .. 3
2
Submissive vs. Assertive ............................................................................... .. 4
2
Spontaneous vs. Conscientious .................................................................... .. 5
2
Innovative vs. Conventional .......................................................................... .. 6
2
Reactive vs. Organized ................................................................................. .. 7
2
Introversion vs. Extroversion ........................................................................... 28
Self-Sufficient vs. Group-Oriented ................................................................... 29
Reserved vs. Outgoing .................................................................................... 30
Emotional vs. Stable...................................................................................... .. 1
3
Restless vs. Poised ....................................................................................... .. 2
3
Excitable vs. Relaxed .......................................................................................33

Page 2
Copyright 2004-2012 – Poised for the Future Company and Success Performance Solutions

Social Desirability................................................................................................ 34
Internal Validity Scale ....................................................................................... .. 6
3
Additional Resources .......................................................................................... 37

Page 3

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

Page 4

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.

Page 5

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.

Page 6

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.

Page 7

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, etc ) can’t be

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

represents what it appears to represent.

Page 8

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™.

Page 9

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.

Page 10

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.

68 %

16 % 16 %

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.

Page 11

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.

Page 12

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:

Page 13

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


Page 14

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


Page 15

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.


Page 16

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.

Page 17

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 Diverting
Negotiating Persuading
Instructing - Consulting Speaking - Signaling
Supervising Serving - Assisting

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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 Computing

Coordinating Copying

Analyzing Comparing

Compiling


Page 19

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 Operating - Manipulating

Precision Working Tending

Controlling Feeding-Off-bearing

Driving-Operating Handling


Page 20

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).

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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 • Driven
• Likeable • Hard-headed
• Compassionate • Skeptical
• Non-assertive • Proud
• Retiring • Rational
• Sensitive to the needs of others • Assertive
• Pull people together through • Other people’s lack of drive irritating
persuasion • Good at getting things done
• Avoid conflict and controversy • Insensitive to others around them
• May have a tough time saying no • May tune out others even when they
• Uncomfortable with confrontation and are speaking
conflict • Not good team players

Page 22
Copyright 2004 –2012 Poised for the Future Company and Success Performance Solutions

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 • Puts own success first
• May shy away from any challenge • Plays hard to win at any cost
• It’s not who wins, but playing that • Keeps score ALWAYS even when
counts inappropriate
• Make contributions as members of • Second place is the first place for
team losers
• Forego own success to help others • Interested in personal achievements
• Team players • May use others to get what they want
• Unconcerned about winning or losing • Does not accept defeat easily
• Salespeople leave money on the • Managers don’t manage – let people
table get away with things
• Takes a laissez-faire attitude of • May keep trying to win even after the
managing others game is over
• May allow others to win

Page 23

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 • “Successful if people would just listen
me what to do” to me”
• Passive • Needs to control what’s going on
• Non-assertive • Outspoken
• Retiring • Not afraid to speak their mind
• Diplomatic • Seek to lead groups
• Tactful • Create conflict through their
• Avoid conflict and diffuse aggression sometimes controversial and
• Peacemaker unpopular opinions
• Compliant • Aggressive
• Have a difficult time saying no and • May talk too much
setting limits. • Not afraid to confront others or take a
• May not speak even if they have controversial stand
something valuable to contribute

Page 24

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 • Well-organized, deliberate
• Unpredictable • Traditional
• Easy-going • Respectful
• Responsive • May appear straight-laced
• Concerned with the overall picture• • Concerned with rules and high
Work well in changing, challenging standards
situations • Follows through on boring routines
• Offer creative and unorthodox • Forward planning
solutions • Well-prepared through careful
• May become uncomfortable when planning
forced to use analysis for sustained • Considers all the details
periods • Dedicated
• More likely to act out of the ordinary • Dependable
• (Combined with high stability, may • May over-analyze or over-complicate
live by their own rules) situations

Page 25

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 • Rule-bound
• Always trying to find a better way to • Sticks strictly to rules and policies
do things • Concerned with moral values
• Casual attitude toward rules • Meticulous
• May view established rules, policies, • Reliable
and procedures as obstacles to • Trustworthy
progress • Structured
• May lose focus • Do things “the right way”
• May not stay with a project long • Pays attention to one thing at a time
enough to take care of the details or for sustained periods
complete the work • May suffer from “tunnel vision”
• More likely to think spontaneously
• Approaches to projects may differ
each time

Page 26

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 • Detail conscious
• React to circumstances as they arise • Your write it down, they write it down
• Prefers to just jump in and get started too
• Leave details to others • Forward planning
• Work areas often disorganized • Do not like thinking on their feet
• Expedient • Need time to prepare
• Engage in unstructured debates • Controlled
• May fail to meet deadlines or show for • Carefully planned and arranged
appointments environment
• May make decisions without • Plan to meet deadlines
adequate information • Dislike improvisation
• Orderly
• Systematic
• Considers all options before deciding

Page 27

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 • Enjoys being the center of attention
• Prefers one’s own company • Sociable
• Quiet • Energetic
• Reserved • Outgoing
• Mild-mannered • Talkative
• Content to be alone in quiet, familiar • Enjoys the stimulation of being with
surroundings people
• Subdued • Impulsive
• Compliant • Seek out people for fun, excitement,
• Avoids group activity company and stimulation
• High spirited

Page 28

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 • Seeks out people and busy places
• Prefers quiet places • “The more the merrier”
• Enjoys working alone for long periods • Strong need for other people
of time • Depend on the support,
• No need to work with others (although encouragement, and social approval
they can work with others) of others
• Uses own ideas • Needs involvement
• Reflective • Seeks approval
• May not work well with other people • Likes being part of a team, but may
• Prefers personal space not be interested in being the leader

Page 29

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 • Enjoy taking risks
• Mild-mannered • Want to be center of attention
• Avoids risk • Accepts challenges
• Enjoy everyday life • Dislikes repetitive tasks
• No need to seek excitement • Seeks spotlight
• Not bored by repetitive tasks • Not always a good listener
• Live quiet, orderly lives
• Cautious
• Conservative
• Prefers privacy

Page 30

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 • Relaxed
or environmental cues • Calm
• May have a tendency to be overly • Unruffled
reactive • Not easily worried by people or
• Easily upset adverse events
• Irritable • Able to leave worries behind
• Feelings of guilt • Untroubled and calm
• Fearful of new people and new • Face problems without undue stress
situations • Self-controlled
• Lose track of thoughts by focusing on • May show little awareness of what is
less relevant thoughts or feelings going on outside of their immediate
• May not be able to keep up with their tasks or personal world
own thoughts

Page 31

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 • Okay when things go wrong
• Easily distracted from their main tasks • Not easily distracted by interruptions,
by interruptions and are able to keep their focus on
• Easily upset their main task.
• Prone to lose temper • Shrug off criticism
• View the world as hostile and • Takes life in stride
threatening • Cope with adverse situations without
• Unable to remain calm becoming upset or irritated
• Handles rejection poorly • Realistic
• Difficulty coping with setbacks and • Self-assured
personal criticism • May fail to recognize the need to
adjust performance

Page 32

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 • Able to leave worries behind
• Suspicious of others who they don’t • Well prepared to cope with stressful
know well situations
• Tense and anxious in stressful • Accept people at face value
situations • Seldom bothered when things go
• Suspicious of others wrong
• Non-trusting • May be at risk to be exploited by
• Emotional others
• Chicken-little – the Sky is Falling • Trusting
• Rip Van Winkle

Page 33

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.

Page 34

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 everything and 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.

Page 35

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

Page 36

Additional Resources
Reference: Prevue™ Assessment Technical Manual

For more information about Prevue Assessment System Contact:

Ira S. Wolfe


Phone: 717.291.4640 or 410-941-2345

Email: iwolfe@super-solutions.com

Website: www.super-solutions.com

Page 37

Prevue Guide Book: Hiring Workbook for consultants, HR, and managers

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