1. Summary page
The report starts with a summary page that shows how well the candidate matches the selected job profile. At the top is the match score, an indication of the overall match between candidate and profile. Below that you see all the parts that were tested. The intelligence score from the intelligence test, and competency indicators, drivers and culture preferences from the personality test.
Each part gets its own check mark. A dark green check mark means the candidate scores better than expected, a light green one that the score is close to the expectation, and a grey one that the score is lower than expected.
2. Match score and weighting
The match score is not a school grade where 5.5 out of 10 is just a pass. A score is already seen as green here. A candidate can score 50 purely on competencies, for example, but the match can also sit mainly in drivers, culture or intelligence. So always look at where the match comes from.
Competencies weigh heaviest in the match score (70%), drivers and culture each count for 15%, and the intelligence score can add or subtract points.
3. Report without a job profile
A candidate sees his or her report differently, namely without a job profile. The candidate then sees their own scores on competencies, drivers, culture and intelligence, but not the match with a specific job profile. This way you (and the candidate) see the top traits, which are explained further on in the report.
In a conversation it can be helpful to start without a job profile and only bring it in later to look at the match together.
4. Intelligence score
The intelligence score is a G factor (general intelligence), derived from someone's IQ score relative to a norm group. If a candidate scores average for that norm group, the score is 50. Higher or lower than average gives a higher or lower score.
The intelligence test is adaptive. Questions get harder after correct answers and easier after wrong ones, and cover three parts, logical, numerical and abstract, each with its own sub-score. You can also switch between norm groups, for example between bachelor and master level. Against a master-level norm group the G factor logically tends to come out a bit lower than against a bachelor-level norm group.
5. Competencies
The competency section measures someone's natural aptitude using statements. A high score means someone needs little energy for that competency. A low score means someone always has to put more energy into it. That does not mean someone cannot do it or can never develop it.
The scores are compared with what the job profile expects, and measured across four categories, commercial, operational, interpersonal and professional skill. Within a category you see the scores relative to each other, so it becomes clear what someone's strong and less strong qualities are.
6. Drivers
After the competencies, candidates fill in their drivers. They rank 10 drivers, from 1 (most important) to 10 (least important). This ranking is placed next to the three drivers of the job profile. Drivers are about what motivates and energises someone in the long run.
7. Culture preferences
Culture preferences are also surveyed through statements, 30 in total. In the job profile, three culture preferences that matter for the role are selected from these, and they are compared with the candidate's scores. Click more to view all culture preferences and their definitions.
8. Interview questions
Under each section you find interview questions you can use during the conversation with the candidate. Not mandatory, but often a good starting point. Not enough with the three questions? You can generate extra questions, and replace each question individually with another one.
9. Development points and coachability
At the bottom of the report are the development points, the points on which the candidate matched the job profile least well. For each development point you also see a coachability score, which indicates how willing and able someone is to learn, receive feedback and adapt. These points are a good starting point for training or development, and you can revisit them later at an evaluation moment.
10. Sharing the report
The report can be shared in two ways. Downloading it as a PDF automatically removes the candidate's personal data. The recommended way is a shared report. You enter the recipient's email address and indicate what may and may not be visible, for example leaving out the job profile or the match score. The report is then sent by email as a link, fully GDPR-proof.
- The match score is not a school grade. A score of 50 can already be a good match, always look at where the match comes from.
- A low competency score says something about aptitude, not about what someone has developed since. Training or experience can compensate well for a low aptitude.
- Competencies are shown relative to each other. A score that is too low on one competency often means another score is estimated slightly too high.
- Start a conversation without a job profile first and bring it in later to look at the match together.
- Does a candidate not recognise themselves in a low score? First check whether it is clear that it is about aptitude. If the candidate still does not recognise it, explain that competencies are shown relative to each other.
- Each competency has a question mark with the exact definition. Check it before you discuss it.
- Share the report preferably as a shared report by email, then you decide what the recipient sees.