Assessments Online

Increase Workplace Efficiency, Communication, And Teamwork

Every wonder why …

• You can’t find good people to work for you?
• Your new hire isn’t delivering on what you expected?

Do you ever struggle to understand how to …

Get your employees all pulling in the same direction?
Get your team up to speed with your business goal?

Do you sometimes wish …

• Your managers were more effective?
• You could leave your business and trust others to run it the same as you?
• You understood how your colleagues and employees perceive your strengths and struggles?

If you answered YES to any of these questions, you are not alone. In fact, one of the biggest challenges most business owners face is an understanding of behavioral styles and preferences of individuals in their workplace environment.

Why Assessments?

Improve Hiring & Selection: The right person in the right job is priceless. The wrong one is a nightmare waiting to happen. Accurately identify job applicants BEFORE the interview, make scientifically informed judgements and build an organization of A+ employees.

Increase Sales: Teach your sales team powerful behavior profiling skills. Empower them to identify – to your organization’s advantage – observable behaviors, then adapt their selling style to fit the customer’s buying style.

Improve Customer Service: Know in advance that your people believe in your organization and care about your customers. Better equip and train your customer support team with the invaluable communication and behavior profiling skills that pay countless dividends.

Increase Productivity: Identify with scientific accuracy the strengths and shortcomings of each employee. Create observable action plans, from the data, that maximizes your organization’s talent.

Reduce Employee Turnover: Ensure the best possible positional job “fit” for each new hire. Great fit means stronger retention rates, which lowers the costs associated with turnover.

Customize Employee Training: One size fits ONE, not all. Learn how each person learns best and get them back to productivity sooner.

Model Team Building: Know who fits with whom in advance. Create your team based on compatible skills and traits, not just generic ideas of balance. Top-level teams are comprised of behaviorally compatible members with an optimal array of complimenting proficiencies.

AssessmentsONLINE Will Teach You How To:

• Assess your teams strengths and struggles
• Manage each team members communication preferences
• Determine what motivates you and your team
Develop effective managers
• Improve relationships with customers
• Recruit the right people for the right positions
• And most importantly, learn to adapt your style to maximize your communication effectiveness

The assessment provides a 360° report of how others view your strengths, struggles, rapport, flexibility, motivations, versatility, adaptability and communication. This type of “perception data”

We’ve used our assessments with CEOs, executive teams, entire companies, schools, and more.

Contact us today to learn more about how we can implement assessments in your business or organization.

Why Use Assessments?

“Leading-edge companies are increasingly adopting sophisticated methods of analyzing employee data to enhance their competitive advantage. Google, Best Buy, Sysco and others are beginning to understand exactly how to ensure the highest productivity, engagement and retention of top talent, then replicating their successes. If you want better performance from your top employees, (who are perhaps your greatest asset and your largest expense,) you’ll do well to favor analytics over your gut instincts.”

~ Harvard Business Review, October 2010

With the emergence of .com job searches, it has become hugely challenging for businesses to find (and keep) qualified and talented people. The emergences of web-based job search resources have helped create a fluid workforce capable of constantly searching for that next perfect job. According to the International Management Association, average churn rates have jumped by more than 14 percent in just the last decade — and that number continues to climb.

Employers can combat this trend — while saving both time and money — by enlisting online assessments to accurately qualify job applicants, build "A" teams for special projects, determine informed promotions, identify communication deficits and more. Simply stated, quality, science-supported online assessments can ensure that a company eliminates risk while optimizing its greatest potential attribute: human capital.

Assessments work by measuring a variety of criteria: intellectual ability, achievement motivation, skill proficiency, work styles, personality characteristics, and personal values. Assessments are a first step toward establishing a solvent bedrock of talent for any company.

Likewise, our assessments give employees an opportunity to learn something about themselves, with the goals of self-improvement, personality enrichment and enhancement of their workplace relationships.

We offer assessment tools where there are no apparent "right" or "wrong" answers. Employees participate freely because they know they will not pass or fail, but merely increase the likelihood of their own professional happiness. A good assessment is designed in-part to increase employees' awareness of their behavioral tendencies in relation to how they interact with others. Our assessment systems come with support materials and action plans to help employees and management maximize positive outcomes.

Quality assessments are malleable, capable of optimization for the complete professional spectrum: customer service, vocational, technical, sales, management or executive. It's important for employees to have the necessary skills to demonstrate the attitudes and behaviors that would enable them to succeed within each company's unique environment.

For decades, the businesses that have relied on our assessments recognize that these are powerful resources capable of transforming company culture and profitability with uncanny speed. The benefits of using assessments can be profound:

• Unparalleled accuracy in hiring and selection

• Higher employee morale

• Increased productivity

• Increased employee sense of well-being

• Reduced employee turnover

• Reduced training costs

• Reduced time investments

• Increased bottom line due to better employee service to customers

• More effective team building

• More accurate promotions


Leadership 360° Assessment

Exceptional leadership means constantly honing one’s skills, while investing in self-development. The Leadership 360° assessment provides today’s leaders an effective measurement tool from which they can objectively assess their current leadership strengths and areas for improvement— not just through their own eyes, but also through the eyes of their peers, managers and direct reports. This instrument is predicated on the research that identifies eight key competencies and/or abilities which set exceptional leaders apart from everyone else. If we can help today’s forward-thinking leaders identify where they measure up in these eight key areas, then we can equip them with the self-knowledge for personal and professional excellence.

“Capitalize on the opportunity to see yourself as others see you, and use the insights as a springboard for your leadership growth and development.”

~ Dr. Tony Alessandra

The Leadership 360° assessment surveys these eight areas of principle focus:

Communication Skills - The art of using words effectively to impart information or ideas in ways that resolve conflicts. Conducts constructive meetings. Expresses facts and ideas in an understandable and convincing manner. Listens well and considers other’s opinions before coming to conclusions. Does not interrupt others. Master of self-awareness and self-management in coping with stressful situations.

Decision Making - The process by which one consciously selects of a course of action, among available alternatives, based on the best information available. Enacting decisions in a timely manner appropriate to the challenge at hand. Characteristics of good decision-making include influencing others through a wise course of action, carrying through on the course of action identified, and sound logic.

Promotes Innovation and Change - To create a work environment that encourages creative thinking and justifiable risk-taking. Being open to change and new information. Adapting behavior and work methods in response to new information, tolerating ambiguity, changing conditions, or unexpected obstacles. Identifying opportunities to develop new products and services.

Working Relationships - Creates an environment that encourages input and feedback by attentive listening. Positive responses and openness to alternative concepts by valuing diversity of ideas and cultural differences. Fostering an environment in which people can work together cooperatively and effectively in achieving organizational goals. Establishing and maintaining good working relationships with direct reports, peers, supervisor, and outsiders, as well as internal organizational units.

Leadership Skills - Creates a vision or goal for one’s work unit and communicates it in a way that motivates others to implement it. Empowering people by sharing authority and delegating responsibility. Actively builds staff’s trust and commitment by mentoring, fostering good working relationships, and acting selflessly and with integrity.

Coaching Skills - Seeks out the very best of "what is" in others to help ignite "what might be." Helps people clarify their career goals and actively develop skills needed to achieve those goals. Continually challenges people to improve performance, while providing frequent and helpful development discussions and feedback.

Utilizes The Strengths of Others and Self - Efficiently focuses energy on developing and using the strengths of him/herself and others (versus a smaller portion of time trying to overcome shortfalls). Leaders still have to work on strengthening their shortfalls, particularly those that have a significant impact on productivity.

Team Development - Demonstrates the ability to influence a group of diverse individuals, each with their own goals, needs, and perspectives, to work together effectively for the collective good. Insures that team members understand their roles and responsibilities, while encouraging mutual accountability for successes and failures. Works cooperatively with other parts of the organization by building trust, creating synergy, and recognizing successes.

The Leadership 360° assessment is an invaluable tool, capable of transforming leadership performance at any level and in any industry—

Are you an upper-level leader or executive? Immediately reassess the leadership qualities that brought you to your current position.

Are you a supervisor or mid-level leader? Identify your current strengths and those areas where you need to improve.

Are you a new and developing leader? You will have a clear set of guideposts on which to base your growth.

The Leadership 360° questionnaire only takes 10-15 minutes to complete, but can unearth a lifetime of professional benefits. It is both a catalyst and a road map for change. Invest a few minutes to discover how you can become an exceptional leader.

Leadership 360° (Sample Report)


Emotional Intelligence (EIQ-2) Assessment
The Emotional Intelligence (EIQ-2) assessment helps you understand the way you apply your emotional intelligence in terms of style, preferences and behavior. It will bring clarity in determining how appropriately and effectively you apply your knowledge and feelings in a given situation. It’s this understanding that forms the basis on which you can make adjustments in order to be more effective in the future; personally as well as professionally.

Emotional Intelligence for Professional Success
It’s a popular misconception that emotional intelligence is largely irrelevant in business, and doesn’t equate with professional performance. However, a recent study of emotional intelligence, (along with 33 other important workplace skills,) found that emotional intelligence is the single strongest predictor of workplace performance, accounting for a full 58% of success in all types of jobs.

Furthermore, similar studies have found that 90% of top performers are also high in emotional intelligence. On the flip side, just 20% of bottom performers are high in emotional intelligence. You can be a top performer without emotional intelligence, but the chances are slim.

“Naturally, people with a high degree of emotional intelligence make more money—an average of $29,000 more per year than people with a low degree of emotional intelligence. The link between emotional intelligence and earnings is so direct that every point increase in emotional intelligence adds $1,300 to an annual salary. These findings hold true for people in all industries, at all levels, in every region of the world. We haven’t yet been able to find a job in which performance and pay aren’t tied closely to emotional intelligence.”


A person with a high emotional intelligence is more likely to be aware of and manage his/her behavior in stressful workplace situations. That balance lends itself to improved decision-making and leadership. A person with a high emotional intelligence level is also likely to be better at “reading” the emotions in others, thereby engaging them for more profitable and mutually beneficial outcomes, whether that be in sales, management, customer service or team projects.

The good news is that unlike an individual’s mostly fixed IQ, studies have demonstrated that emotional intelligence is malleable and capable of being improved upon throughout life. Coupled with the strong, aforementioned statistics demonstrating its measurable professional value, the ability to improve one’s emotional intelligence virtually necessitates serious professional consideration regardless of industry or even current emotional intelligence level.

Every individual is capable of improving his/her emotional intelligence and gleaning the almost immediate benefits that come with this heightened self-awareness. The Emotional Intelligence (EIQ-2) assessment offers us a roadmap to begin and continually refine this simultaneously personal and professional endeavor.

DOWNLOAD Emotional Intelligence (Sample Report)


Sales IQ Plus Assessment
Most people know that the measure of a salesperson’s success is their ability to make new sales. However, how can a sales manager or organization predict a sales professional’s current skill level? Likewise, how can sales professionals see through the opaque lens of self-bias and identify their own areas of improvement, while finding the practical solutions for correcting them?

As with any profession, selling has a body of knowledge related to successful execution. There are a multitude of skills, behaviors, knowledge and attitudes involved in any successful sales career. To know how to improve your own sales performance requires that you periodically examine all of these aspects. The Sales IQ Plus assessment offers such an objective analysis and essentially answers the question, “What, specifically, is keeping this person from selling more?”

This award-winning sales skill assessment was jointly developed by best-selling authors Jeffrey Gitomer (The Sales Bible,) Jim Cathcart (Relationship Selling) and Dr. Tony Alessandra (The Platinum Rule for DISC Sales Mastery.) Borrowing upon the wisdom and experience of these three authorities, Sales IQ Plus measures a sales professional’s understanding of the strategies required to sell successfully in any environment.

Winner for 3-years
in a row! (2015-2017)

This assessment takes approximately 30 minutes to complete and consists of 48 questions that guide you in assessing each of the eight primary sales competencies, along with some vital selling traits. A sales "competency" is a category of selling proficiency that contains a number of different skills and knowledge components. All eight competencies combine to provide an overview of your current selling effectiveness.

Each of the eight primary competencies is explored from a variety of perspectives:

• Preparing for the sale and preparing yourself. You can be well prepared with information and sales tools, but if you are not in the appropriate frame of mind, or if you do not appear professional to the buyer, you might not get the sale.

• Targeting explores the markets or groups you may target as prospective buyers. Then, we focus on the individuals with whom you will make contact. This includes the sales strategies and tactics you select for each target market. Poor targeting with great selling skills would result in limited success because you would be selling to the wrong people.

• Connecting is the initial sales contact step, where you must appeal to people intellectually so they will see you as a credible resource, and emotionally so that they will trust you as a person. Without either, you are inhibited from learning enough about them to solve their problems and make a sale.

• Assessing needs and wants uncovers what to sell and how to sell it, primarily through probing and listening. As they say, “In sales as in medicine, prescription before diagnosis is malpractice.”

• Solving the buyer’s problem, or filling their need, is where most of the sales attention has been placed in the past. This is the part where you present your solutions, tell your stories, demonstrate your product or describe the outcomes that buying will produce. At its lowest level, this is a sales pitch. At its highest level, this is a dialogue where you prove there is great value for them in buying from you.

• Confirming is the sales phase where you gain the prospect’s commitment to buy. Confirming is achieved only after you have shown the ability to solve the prospect’s problem. Historically, this has been known as “closing” the sale, but the truth is that it is not an end, but the beginning. It is at this point that the sales professional begins serving the customer and they, in turn, begin paying for the value they receive.

• Assuring clients that the value promised will be received is critical to customer retention. This is where relationships are built and customer loyalty is to be given (by you) more than expected (from them).

• Managing is the final phase of the sales cycle, where you manage sales and accounts and self-manage yourself. Ultimately, we are all our own ‘sales manager’. This is the phase of selling where you must make yourself do what needs to be done, even when you do not feel like doing it.

By assessing your sales effectiveness in each of the eight areas, you will gain an overview that enables you to be a much more effective self-manager and consistently successful sales professional.

Note: Each situation was developed and validated by sales professionals to reflect real sales strategies used by today’s sales force.

• Is there a Team Report for Sales IQ Plus? (click here)

• How often should the Sales IQ Plus assessment be taken? (click here)

• How can an upper-level sales leader or executive use Sales IQ Plus? (click here)

• How can a new or veteran sales professional independently benefit from the Sales IQ Plus? (click here)

The Sales IQ Plus report will provide feedback on an individual’s strengths and weaknesses. From this, you will be able to accurately and more easily:

• Develop a plan to overcome the individual’s weaknesses

• Simplify sales training

• Focus on areas that produce results

• Build confidence

• Identify the sales strategies that are needed to sell a specific product/service in a given market

• Identify every new sales applicant’s strengths and weaknesses

• Identify specific training or management needs of a salesperson or sales force

The Sales IQ Plus assessment is an objective analysis designed as a starting point — a type of ‘personalized map’ for your sales knowledge at this moment in time. It tells you where you are, why you are there and how to improve by offering specific insights and responses based on your assessment results.

Sales IQ Plus (Sample Report)

Sales IQ Plus Managers Coaching Guide


Motivators combines the research of Dr. Eduard Spranger and Gordon Allport into a single, in-depth diagnostic revealing the inherent motivations of each user. While we are all aware of our motivations to some degree, research shows that successful people share the common trait of exceptional self-awareness. Exceptional self-awareness means these individuals are better at recognizing opportunities that correlate with their inherent motivations, thereby increasing their likelihood for success.

Like-wise, business leaders are better equipped to make informed personnel decisions when they understand what galvanizes each new job applicant or team member. Steadfastness, attention to detail and accuracy aren't issues for someone whose motivations align well with the values necessitated by a particular job.

“Employers who invested more in training and development outperformed the market by 35%.”

~ Harvard Business Review

The Motivators assessment identifies seven potential "drivers" of motivation which exist in everyone, to varying levels. By taking detailed measurements of these seven key impulses, the Motivators assessment is able to offer the practical applications and insights necessary to maximize performance and project outcomes.

The Motivators Assessment measures variances among seven key dimensions (i.e. drivers) of personal motivation:

Aesthetic - a drive for balance, harmony and form.

Economic - a drive for economic or practical returns.

Individualistic - a drive to stand out as independent and unique.

Political - a drive to be in control or have influence.

Altruistic - a drive for humanitarian efforts; help others altruistically.

Regulatory - a drive to establish order, routine and structure.

Theoretical - a drive for knowledge, learning and understanding.

• Expanded Definitions for Each Dimension

This assessment uses a click-and-drag approach to ranking the various statements in the instrument, which allows the process to be more intuitive and natural. In the end, you can actually create the order you see in your mind on the screen.

To ensure the most accurate and relevant results possible, The Motivators Assessment is updated regularly to contain the most contemporary list of statements and associations.


English, Arabic, Spanish, French, Dutch, Swedish, Turkish, Vietnamese

DOWNLOAD Motivators (Sample Report)

Expanded Definitions for Each Dimension

Aesthetic: The aesthetic person sees the highest value in form and harmony. Each experience is judged from the standpoint of grace, symmetry, or fit. He regards life as a procession of events; each event enjoyed for its own sake. He need not be a creative artist, nor need he be decadent; he is aesthetic if he but finds his chief interest in the beauty of life.

The aesthetic attitude is, in a sense, diametrically opposed to the theoretical; the former is concerned with the diversity, and the latter with the understanding of experience. The aesthetic person either chooses, with Keats, to consider truth as equivalent to beauty, or agrees with Mencken, that, ‘to make a thing charming is a million times more important than to make it true’. In the economic sphere, the aesthetic person sees the process of manufacturing, advertising and trade as a wholesale destruction of the values most important to him

Altruistic: The highest value for the altruistic person is love of people. In this dimension, it is the altruistic or philanthropic aspect of love that is measured. The altruistic person prizes other persons as ends, and is therefore herself kind, sympathetic and unselfish. She is likely to find the theoretical or economic attitudes cold and inhuman. In contrast to the political type, the altruistic person regards love as itself the only suitable form of human relationship.

Economic: The economic person is characteristically interested in what is useful. Based originally upon the satisfaction of bodily needs, (self-preservation,) the interest in utilities develops to embrace the practical affairs of the business world in the production, marketing and consumption of goods, the elaboration of credit and the accumulation of tangible wealth. This type is thoroughly practical and conforms well to the prevailing stereotype of the businessperson.

More than perhaps any other, the economic attitude frequently comes into conflict with other values. The economic person wants education to be practical, and regards unapplied knowledge [often sought by the theoretical person] as waste. Great feats of engineering and application result from the practical demands economic people make upon science and theory. The value of utility likewise conflicts with the aesthetic value, except when art serves commercial ends.

In his personal life, the economic person is likely to confuse luxury with beauty. In his relations with people, he is more likely to be interested in surpassing them in wealth than in dominating them (political attitude) or in serving them (altruistic attitude). In some instances he may have regard for the regulatory attitudes, but inclines to consider it as a means to rewards of wealth, prosperity, and other tangible blessings.

Individualistic: The individualistic person seeks to be separate and independent. Her desire is to stand out, to express her uniqueness and be granted freedom over her actions to champion her own bearing. Unlike the political attitude, the individualistic person seeks neither power nor control of others or the environment in general. She is only concerned with controlling her own fate and protecting her own sovereignty. The individual person rails against his subjugation by any external force, and when she feels so, her only focus becomes her own emancipation.

Political: The political person is interested primarily in power and control. His activities are not necessarily within the narrow field of politics, but whatever his vocation, he betrays himself as a Machtmensch (i.e., control freak.) Leaders in any field generally have high power and control values. Since competition and struggle play a large part in all life, many philosophers have seen power as the most universal and most fundamental of motives. There are, however, certain personalities in whom the desire for a direct expression of this motive is uppermost, who wish above all else for personal power, influence and renown.

Regulatory: The highest value of the regulatory person may be called unity. She is mystical and seeks to comprehend the cosmos as a whole and to relate herself to its embracing totality. The regulatory person is one whose mental attitude is directed toward achieving structure, and is permanently directed to the creation of the highest and absolutely satisfying value of order and constitution.

Some of this type finds their life’s value in the affirmation of life’s systems or processes, and in active participation therein. The ‘traditionalist’ seeks to unite herself with a higher order to be one with the system.

Theoretical: The dominant interest of the theoretical person is the discovery of truth. In the pursuit of this goal, he characteristically takes a ‘cognitive’ attitude; one that looks for identities and differences; one that divests itself of judgments regarding the beauty or utility of objects, and seeks only to observe, reason and understand. Since the interests of the theoretical are empirical, critical, and rational, he is necessarily an intellectualist, frequently a scientist or philosopher. His chief aim in life is to gain, order and systematize his knowledge.


Learning Styles Assessment
The Learning Styles assessment does just as its name implies; it identifies each individual’s best means for learning and retaining new information. Some people like to process information through text, while others need visual support and images. Some learners best assimilate information alone, while others prefer to work in groups. There are those who can grasp information intuitively, while others prefer to follow a strong sequential path. In essence, understanding learning styles offers the key to maximizing an organization’s training investments, enlightening its management teams and even assembling top performing teams.

The Learning Styles assessment is designed to measure the learning style of an individual within most situations. These situations encompass four categories:

• 1. attending

• 2. translating

• 3. relating

• 4. understanding


The ATTENDING category looks at an individual's motivation to learn in the first place, and the levels of commitment or concentration they tend to give when new information is presented to them. This category has two sub-scales: "Telescopic" and "Wide-angled". Telescopic means they are generally effective at concentrating and keeping their mind on the information being shared without worrying about the physical context. Wide-angled means the individual is often easily affected by environmental factors such as noise, low light and other physical influences that can easily interfere with any information being shared.


The TRANSLATING category looks at whom an individual relies on most in managing the transfer of learning, and in making sense of what they see, hear, or sense. This category has three sub-scales: "Dependent", "Collaborative", and "Autonomous". Dependent means the individual mainly favors relying on the trainer or facilitator for information. Collaborative means the individual mainly favors relying on group discussions or team activities for learning. Autonomous means that self-reliance is favored in personally managing the learning transfer process.


The RELATING category looks at an individual's perception of data or information, and how it is related to existing knowledge. This has three sub-scales: "Visual", "Auditory", and "Kinesthetic". Visual means that the preference is for information that can ideally be seen with the eyes. Auditory means that the preference is for information that can ideally be heard. Kinesthetic means that the preference is for information that can ideally be physically experienced, (mainly through touch, smell, or taste.)


The UNDERSTANDING category looks at an individual's preferences for synthesizing data or information they receive. This category has two sub-scales: "Global" and "Analytical". Global means a preference for understanding at a conceptual or "big picture" level. Analytical means a preference for understanding at a detailed or step-by-step level.

It’s important to note that there are no right or wrong answers when it comes to learning styles. In the final analysis, the essential value in any instrument is the extent to which it provides a useful indicator of in individual’s personal way of operating. Ideally, this should encourage self-reflection upon whether any personal adjustments are either necessary or desirable. From an organization’s perspective, it should help management to reflect upon its own training and development strategies.

DOWNLOAD Learning Styles (Sample Report)

DISC + Emotional Intelligence Combination Reports

By combining our robust DISC and Emotional Intelligence assessments, we’re effectively pairing two of the world’s most powerful behavioral instruments into a single tool. Users receive an objective analysis coupling their innate behavioral style (via DISC) with their learned emotional IQ style (via EIQ-2).

In simplest terms, DISC is an invaluable behavioral profiling system that teaches users how to identify— and use to their advantage— the predictable aspects of communication. Based on the research of Dr. William Moulton Marston, DISC is the most widely-used behavior profiling tool of its kind, supported by decades of research and continuous validation. Its relied upon by individuals and organizations around the world to drive improved performance and increase productivity across a variety of settings and professional frameworks.

The EIQ-2 assessment helps users understand the way they apply their emotional intelligence in terms of style, preference and behavior. A person with a high emotional intelligence is more likely to be aware of and manage his/her behavior in stressful workplace situations. That balance lends itself to improved decision-making and leadership. Similarly, a person with a high emotional intelligence is also likely to be better at “reading” the emotions in others, thereby engaging them for more profitable and mutually beneficial outcomes, whether that be in sales, management, customer service or collaborative projects.

DISC and EIQ-2 combination reports are available in one general and two targeting variations:

• DISC Self & EIQ-2

• DISC Sales & EIQ-2

• DISC Leadership & EIQ-2

DISC Leadership + EIQ-2 (Sample Report)

DISC Collaboration

DISC Benchmarking

The DISC Collaboration Report shows how two people, (in a single report,) interact with each other after having taken the online DISC assessment, in order to help them develop a better working relationship.

The DISC behavioral style is only one element within a working relationship, but it is one of the most crucial, as it defines how individuals interact and communicate with each other, which is critical to the success of any workplace effort.

Immediately resolve conflict or preempt it before it happens. Use the report with managers and their direct reports, amongst co-workers or even between managers themselves.

The DISC Collaboration Report presents the key features of the interrelationship between any two individuals, highlighting side-by-side the likely areas where they have both similar and dissimilar perspectives and behavioral tendencies. The report shows specific areas where differences in perspective could lead to potential misunderstandings, and offers possible solutions for conflict resolution.

In any dual relationship, each individual has their own distinct way of doing things. Used proactively during team-building and employee selection processes or in response to interpersonal conflict, the DISC Collaboration Report consolidates all of the important aspects of each unique interrelationship.

In short, the DISC Collaboration Report is loaded with information about both individuals’ respective styles and how each, with the in-depth knowledge of the other’s behavioral preferences, can optimize interpersonal and professional workplace outcomes.

The DISC Collaboration Report produces many insightful suggestions, for both individuals, organized by specific sub-sections, including:

• DISC Scores

• Behavioral Style Overviews

• Strengths & Struggles

• Work Style Tendencies

• Communication Do’s & Don’ts

• Workplace Motivations

• The 12 Integrated DISC Relationships

DOWNLOAD DISC Collaboration (Sample Report)

DISC Benchmarking & Fitness Report

Do you ever wish that you could “clone” your best employees? Does it ever feel as though hiring is a gamble and the odds are stacked against your organization? Improve your candidate selection and retention rates with the new DISC Fitness Benchmark System.

The DISC Fitness Benchmark System is best described as an insightful DISC-based, on-screen tool for measuring “candidate fitness” to the specific needs of your job openings.

You’re empowered to measure every job candidate’s DISC score against any existing or custom-made benchmarks. The result is an algorithmic “match” that reveals which candidates are already excellent job fits and which will struggle.

Don’t wait! Begin making informed candidate selection decisions with this powerful onscreen system, leveraging our DISC assessment already trusted by thousands of organizations.

There are four fantastic ways to utilize the DISC Fitness Benchmark System:

• 1. Leverage our existing library of benchmarks: The DISC Fitness Benchmark System starts you with a selection of general, occupationally-focused benchmarks for common positions like outside sales, operations manager, or even CEO.

• 2. Create custom high-performer benchmarks: A great way to predict future success is to assess your current high performers using DISC. Our system automatically creates a benchmark for you based on the style strengths of your best employees – ensuring you a shorter path to success and retention.

• 3. Use our job-needs questionnaire: This system-generated benchmark is created by asking stakeholders (current employees, immediate supervisors, and human resources professionals) a series of job related questions in order to produce a benchmark that is most likely to capture the characteristics of a successful job candidate.

• 4. Create custom benchmarks from multiple sources: All of our system capabilities are fantastic, but sometimes a combination of each can produce the most valuable benchmark of all. Utilizing the tools, and making additional adjustments with even more job performance data can take your benchmarks – and thus your hiring practices – to even greater heights.

Benchmark capabilities like the above have traditionally involved complex processes that require countless hours of a statistician's time – and far too many dollars to justify the results for many organizations. However, with our commitment to cutting-edge technology, Assessments 24x7 has created a system that provides you the critical answers you need to make more informed selection decisions, while saving time and money.

DISC Fitness Benchmark System Features

• Create individual DISC benchmarks tailored to a specific job

• Compare multiple job candidates to a single job

• Compare multiple job candidates to a variety of jobs

• Compare individuals to other individuals

• Compare individuals to groups, teams or even entire organizations

• Generate unlimited Employee Fitness Reports (PDF) at no additional charge

• Regular additions of new job benchmarks

• As-needed webinar training

On-screen Interface

In order to start your comparison of individuals and benchmarks, you begin by inputting the completed DISC assessment results of all the individuals you want to analyze. The benchmarks themselves are calibrated via the benchmark creation tool located in your admin panel. You can calibrate these benchmarks from the previous scores of successful employees, or begin by basing them on the job profile templates within the system.

You can choose as many benchmarks or individuals as desired. The results will display in a grid showing all the percentage matches. You can then click on any percentage score to open a window displaying a more detailed explanation. You can even generate a full PDF Fitness report. You are not limited to selecting benchmarks and individuals. You can also select charted comparisons of only individuals. This allows you to compare individuals with other individuals.

PDF Fitness Reports

The Fitness Report evaluates job candidates by first measuring and then identifying how the candidate’s typical behavioral style matches the behaviors required by job. Users will generate this report to identify and measure how each applicant's behavioral style matches the job requirements.

Integrated Behavioral Fitness combines all four dimensions of DISC and uses the behavioral similarities and/or differences to maximize behavioral effectiveness on the job. In this report, all four dimensions of DISC behavior have been integrated in one overall measure of fitness when comparing a candidate to a targeted job profile.

The fitness rating is scored on a scale between 1% and 100%. The fitness rating represents the strength of the relationship between the candidate’s behavioral style and the behavioral requirements of a specific job or benchmark.

The higher the fitness rating, the greater the ability for the candidate’s natural behavioral style to be applied to the task of getting the job done.

Please contact us today! We can help you implement these exciting system features and reports. You no longer need to spend hours, days or weeks interviewing and selecting new hires based solely on first impressions.

DISC Collaboration Sample
Download the PDF here

DISC Lead and EIQ Sample
Download the PDF here

DISC Lead and LS sample
Download the PDF here

DISC Leadership Sample
Download the PDF here

EIQ Sample
Download the PDF here

Learning Styles Sample
Download the PDF here

Motivators Sample
Download the PDF here

Sales IQ Plus Sample
Download the PDF here

Sample DISC Lead and MOT Sample
Download the PDF here

Leadership 360° Sample
Download the PDF here

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