Many personality traits are examined as part of aptitude testing. The so-called key criteria are particularly important in this context.
The question often arises as to what requirements a candidate must meet in order to successfully fulfill the demands of a position. Or what personality traits are decisive for the success or failure of a job holder. Answers to these questions can be found in the key criteria from aptitude diagnostics.
In contrast to the criteria defined as key criteria for respective positions by supervisors or personnel developers, the key criteria for aptitude diagnostics at HR Consult Group AG are derived from the most significant characteristics of the available comparison group.
The 10 key criteria of a standard or best practice profile are generated from the results of the group itself. These are the criteria that show the least variation. This is where the degree of agreement is highest.
The evaluations of the test results for the various characteristics show different variations (see sample evaluation above), i.e., the range of test results varies from characteristic to characteristic. This is because the test person in a comparison group assesses the individual characteristics differently.
The decisive factor here is that the range/variation of this characteristic is very narrow, meaning that the test person forms an almost identical assessment of this topic and thus agrees with the comparison group that this characteristic is significant for this occupational group in precisely this form. Thus, personality traits with the least dispersion/range become the key criterion for the respective position- or job-specific norm or best practice group.
Key criteria are therefore the most significant. These are checked using the standard deviation values. If the standard deviation is low, the dispersion caused by the values of the various tests is also low. This means that the values are closer to the mean value. This results in a smaller range and therefore a clearer and more significant characteristic, which is referred to as a key criterion.
If a candidate's result falls within the color-coded range, as shown in the example above, the candidate is within the comparison profile. If the result is lower, i.e., to the left of the comparison group's distribution, the candidate has a clearly different assessment of this characteristic than their comparison group. In this case, it should be specifically questioned why the candidate assesses themselves this way. This usually indicates a characteristic with potential for development.
If his result is to the right of the colored range, he rates himself higher than the comparison group in this area, which usually reflects a strength. The percentages listed on the far right show the exact values of the comparison group average, the candidate's value, and the resulting delta, i.e., the exact deviation from the comparison group average.
The key criteria can be sorted according to their degree of significance. Depending on the chosen approach, a number of criteria are then selected and evaluated as key criteria. Various methods are conceivable and can be implemented in a meaningful way:
On the one hand, a fixed number of criteria can be selected, e.g., the first five or ten criteria. On the other hand, a percentage can also be specified so that, for example, 20% of all criteria are considered key criteria with the least variation.
The key insight is that the key criteria for successfully performing a job are self-evident and do not need to be determined through laborious coordination processes with specialist departments and HR.
The next article in our series will focus on the soft skills that are virtually identical among members of a successful professional group.
About the author
After completing his studies in automotive engineering and industrial engineering, he began his professional career in the automotive industry in the areas of sales, development, and marketing, and also spent a year in Japan with one of the largest automotive suppliers.
He then moved to a world-renowned premium car manufacturer, where he was responsible for product marketing for Japan and South America as well as marketing strategy for North and South America.
In 1994, he decided to become self-employed and founded a personnel consulting firm in Munich, where he has been driving development and expansion for over 20 years. As managing director, his industry focus is naturally on the automotive world as well as mechanical and plant engineering.
His doctorate in the field of aptitude diagnostics ideally complements his areas of expertise, particularly in relation to human resources and management consulting. His dissertation deals with the identification and verification of typical personality traits of engineers and the definition of areas of development for a successful career.
These are scientifically derived and presented in the book "Eignungsdiagnostik im Praxiseinsatz" (Aptitude Diagnostics in Practical Use).
At the same time, he focuses on establishing networks and cooperation models as well as the continuous development of systems and processes in HR consulting.
Over the past 20 years in HR consulting, he has developed several brands that continue to operate successfully on the market today.
