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The decisions they take in various complex situa�ons, 
the approach they incorporate in work-related prob -
lems or their conduct towards their colleagues and 
bosses; in short- their behavior is the core of any busi-
ness.
Me�l&rsquo;s  Psychometric  tests  can  actually  measure  the 
behavior and personality of a candidate and help you 
make  be�er  work-related  decisions.  This  piece 
describes in detail the science behind psychometric 
tests  and  based  upon  which  Me�l&rsquo;s  psychometric 
tools  are  handcra�ed.  In  addi�on,  it  entails  the 
detailed  descrip�on  of  each  of  the  psychometric 
tools and how can it be applied in businesses.
At  last,  a�er  understanding  why  people  behave  in  a 
certain manner and that we can actually predict that 
behavior in the workplace via certain psychometric 
tools, we&rsquo;ll take you on a tour. The tour of how these 
tools  impact  your  business  outcomes.  It&rsquo;ll  describe 
how psychometric tests can be used in hiring, training 
and development of employees and hence making 
them be�er leaders in the coming future.
Let&rsquo;s  begin  with  understanding  the  science  behind 
this.	
	




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For instance, extraversion is a trait while an extrovert 
si�ng quietly in a mee�ng is a type of behavior. Since 
the  traits  reﬂect  an  individual&rsquo;s  pa�erns  of  thoughts, 
feelings,  and  behavior,  they  become  the  substratum 
for an�cipa�ng future intended behavior.
  
To be precise,  personality is what we are while behav-
ior  is  all  about  what  we  do.  Personality  traits,  as  a 
ma�er  of  fact,  don&rsquo;t  change  over  �me,  however,  we 
can adjust and alter the behavior  to an extent. The 
psychometric theory or the science behind them can 
be established by this equa�on.
Let&rsquo;s take a look on the factors that inﬂuence human 
behavior on the basis of which our  psychometric 
tools are built.	
\b		

	
	
Bright SideX-factors
Cogni�ve
Ability Dark Side	
\b	
&Dagger;&bdquo;&Dagger;	&shy;
The bright side of human personality comprises of those posi�ve  personality 
traits  which are no�ced quickly and capable of enhancing job performance. It is 
what we see when people are at their best.
The bright side of human personality is based on a Big Five Personality Traits of 
the  Five-Factor  Model  which  speciﬁes  that  people  can  be  described  based  on 
their standing on the ﬁve broad personality traits.
 
Me�l has, further, used these ﬁve factors as a construct to develop and catego-
rize its set of behavioral competencies. 
	

	
&OElig;	
\b	

&circ;

&shy;
	
Posi�ve  traits  in  an  individual  make  them  feel  conﬁ-
dent, with the focus being on the be�erment of the 
organiza�on  and  not  on  individual  success.  People 
who rank high on these traits tend to be fair-minded 
co-workers and are endeared by people as a profes-
sional. 
Leaders exhibi�ng an overall posi�ve personality are 
eﬃcient  enough  to  ar�culate  a  vision  in  a  way  that 
builds commitment towards the organiza�on&rsquo;s goal.
However, you can&rsquo;t really judge a person only on the 
basis of the bright side  of  human  personality.  If 
human personality could act as the drivers of suc-
cess, then there are some hidden traits too, that can 
act as the derailers.
Let&rsquo;s have a look on the traits as well as the determi -
nants of personality.	
	

	
Ž	
\b	

Tendency to be intellectually curious and open to consider new changes. 
Tend to have a wide scope of interests and willing to try unusual ideas.
Strengths:
Famous Personality
Imagina�ve,  open  to  change, 
inquisi�ve, appreciate art  Weakness:
Imagina�ve,  open  to  change, 
inquisi�ve, appreciate art 	
&bdquo;   
  

	  

 
 

 
\b      &nbsp; 
\b		
- Abraham Lincoln	
Preference for novelty
Ac�ve Imagina�on
Values
Open to change
Risk taking	
LOW
HIGH	
Tend to be crea�ve Tend to fear new 
inven�ons
Try out new things
S�ck to the conven�onal 
habits
Are culturally ﬁt Face challenges while 
adjus�ng
Able to adapt unfamiliar  situa�ons Tend to stay within 
boundaries
Engage in dangerous  ac�vi�es to succeed Fear failure	
Five Facets Of People With Openness Trait:
Bright Trait Variant	
Bright Trait Level	
	

	
&lsquo;	
\b	

Tendency to behave in an organized and though�ul ways.
Strengths:
Famous Personality
Strong  sense  of  duty,  achieve
-
ment focused, disciplined Weakness:
Overly  cau�ous,  leads  to  paral-
ysis by over analysis	
&hellip;				
- Barack Obama	
Challenge &amp; 
Determina�on
Delibera�on
Du�fulness
Self-discipline
Planning	
LOW
HIGH	
Happily face challenges to 
prosper Lack of determina�on 
for their work
Are goal-driven hard 
workers Aren&#039;t mo�vated to work 
hard
Think carefully 
before discussing
Don&#039;t naturally fear  dead ends Tend to lie
Have morally relevant  mo�vators to work Lack consistency in 
their work
Tend to panic when 
diverted from target
Tend to break down their 
goal and work partly Avoid ac�vi�es that require 
eﬀorts and persistence	
Six Facets Of People With Conscien�ousness Trait:	
Achievement striving	
Bright Trait Variant	
Bright Trait Level	
	

	
&rsquo;	
\b	
&circ;
Tendency  to  be  enthusias�c  and  outgoing.  Tendency  to  seek 
company of others.
Strengths:
Famous Personality
Draw  from  a  crowd&#039;s  energy, 
prone to ac�on Weakness:
Diﬃcult to work alone, might have 
poor listening skills, talka�ve 	
&dagger;
	&sbquo;&nbsp;	

	
- Bill Clinton	
Sociable
Asser�veness
Preference for fast 
paced work
Warmth
Proac�veness	
LOW
HIGH	
Understand, accept 
and value themselves Tend to hesitate to start 
a conversa�on
Are inclusive and 
don&#039;t complain Tend to be shy and 
reserved in nature
Arrange quick mee�ngs  to wrap up eﬀeiciently Takes �me in follow-ups 
and delays the task
A�en�vely listen to others  with interest Tend to be self-reliant
Make things happen  instead of wai�ng Wai�ng for things 
to unfold	
Five Facets Of People With Extraversion Trait:
Bright Trait Variant	
Bright Trait Level	
	

	
&ldquo;	
\b	

&shy;
Tendency  to  get  well  along  with  others.  To  priori�ze  and  con-
struc�vely address other&#039;s needs.
Strengths:
Famous Personality
Trustworthy,  Compassionate, 
Helpful, Sympathe�c Weakness:
Prone  to  being  manipulated,  a 
yes-man type behavior	
&hellip;	



	
- Pope Francis	
Compliance
Forgiveness
Belief in others; 
goodness
Empathy
Modesty	
LOW
HIGH	
Conform to a wish or 
command Fail to consider (some
-
thing signiﬁcant)
Love to serve with 
no apparent beneﬁts Act with the state of being 
selﬁsh
Willingness to  pardon
Acknowledge and 
value their abili�es Tend to blame others
Put people ﬁrst in their  decision making Do not rely on others 
for work
Tend to brag themselves
Have great intui�on skills
Aren&rsquo;t good listeners	
Six Facets Of People With Agreeable Trait:	
Altruism	
Bright Trait Variant	
Bright Trait Level	
	

	
&rdquo;	
\b	

Tendency to remain stable and balanced. To stay grounded and not 
panic
Strengths:
Famous Personality
Less discouraged by disappoint-
ments,  able  to  recognize  their 
needs Weakness:	
May not show emotion too 
much
&Dagger;
	\b	
- Winston Churchill	
Emo�onal Hardness
Op�mism
Self Regard	
LOW
HIGH	
Avoid naysayers and 
strive for success May have destruc�ve 
approach
Don&rsquo;t lose their sanity in 
stressful situa�ons Tend to make implusive 
decisions
Take steps to be�er  themselves Tend to get distracted 
by slight cri�cism 	
Three Facets Of People With Emo�onally Stable Trait:
Bright Trait Variant	
Bright Trait Level	
	

&Dagger;&bdquo;&permil;	&nbsp;
Dark Personality Traits are stable characteris�cs of a 
person when triggered, lead to the display of undesir-
able,  counterproduc�ve  and  destruc�ve  behavior, 
that  have  a  nega�ve  impact  on  surrounding  people 
(friends, family, co-worker or customers).
To measure these dark traits in the candidates,  Me�l 
has created a dark personality inventory where 
almost all the lowlights of an individual at work have 
been clubbed. 
Here&rsquo;s a brief look at the traits and related facets.	
	
 &Scaron;
	
\b
\b	
	&Scaron;&nbsp;&shy;	
\b	
	
	

	
e\b	

Tendency to be decei�ul and manipula�ve. Tendency to possess cynical 
or nega�ve outlook towards inten�ons of others.
Strengths:
Famous Personality
Good  at  Problem  Solving,  Pro-
ac�ve, and Meets Deadlines  Weakness:
Team  Work,  Rou�ne  Work, 
Valuing Tradi�ons 	
&circ;  	   &nbsp;	 
&sbquo;



	\b	
- Henry Ford 	
Ambi�ous 
Compe��ve
Greedy	
LOW
HIGH	
Lies to get ahead Likes to stay ahead by 
working hard
Snatches opportuni�es
Works hard to get access to 
good opportuni�es
Wants more for less work Demands propor�onately 
to eﬀorts	
Three Facets Of People With Opportunis�c Trait:
Dark Trait Variant	
Dark Trait Level	
	
	

	
e\b	
&Scaron;
Tendency  to  possess  an  inﬂated  sense  of  self,  accompanied  by  a  fragile 
self esteem which makes the person vulnerable to cri�cism.
Strengths:
Famous Personality
Perfec�onist, Self Driven
Weakness:
Proud, Inﬂexible, Over Sensi�ve 
to Cri�cism	
&permil; 		  	   
  
		
- Donald Trump 	
Conceited
A�en�on-Seeker
Drama�zer	
LOW
HIGH	
Demands unwavering accep -
tance for any work done Keeps realis�c 
expecta�ons
Refuses to acknowledge 
his ﬂaws Accommodates cri�cal 
feedback
Reacts strongly to lack of  apprecia�on Intrinsically mo�vated	
Three Facets Of People With Self-Obsessed Trait:
Dark Trait Variant	
Dark Trait Level	
	
	

	
e\b	
\b
Inability to understand others&rsquo; pain, suﬀering and perspec�ve.
Strengths:
Famous Personality
Resilient,  Conﬁdent,  Good  at 
Dealing with Diﬃcult Situa�ons Weakness:
Inability  to  Connect  and  Under-
stand the Need of the Customer 	
&bdquo;    &Scaron;     &sbquo;



	&permil;\b
		
- Adolf Hitler 	
Logical
Inconsiderate
Callous	
LOW
HIGH	
Unaﬀected by others&rsquo; 
emo�ons Sympathe�c
Prefers ra�onal decision 
making even if it hurts others Prejudiced opinions
Revels in others&rsquo; misery Empathe�c	
Three Facets Of People With Insensi�ve Trait:
Dark Trait Variant	
Dark Trait Level	
	
	

	
e\b	
	
Tendency  to  become  angry  at  the  slightest  provoca�on,  feeling  and 
engaging in anger related emo�ons pervasively and persistently.
Strengths:
Famous Personality
Considerate of Others&rsquo; Feelings 
Weakness:
Unstable Moods, Easily Provoked	

\b    \b 
 &nbsp;  
	&lsaquo;\b&OElig;			
- Vincent Van Gogh 	
Asser�ve 
Vola�le
Violent	
LOW
HIGH	
Frequent anger 
outbursts Stays calm under stress
Imposes opinions on 
others Easily inﬂuenced by 
others
Provoked without reasons Easily hurt by others	
Three Facets Of People With Temperamental Trait:
Dark Trait Variant	
Dark Trait Level	
&OElig;	
	

	
e\b	
\b
Tendency to act on a whim, displaying behavior characterized by li�le or 
no forethought, reﬂec�on, or considera�on of the consequences.
Strengths:
Famous Personality
Quick Decision Making
  Weakness:
Rash Decision Making	
&sbquo;	
- Princess Diana	
Spontaneous 
Careless
Rash	
LOW
HIGH	
Casual a�tude towards
things Guarded and cau�ous 
towards things
Jumps to conclusions
Thinks through any 
situa�on
Acts without carding 
about consequences Plans, monitors, controls 
things	
Three Facets Of People With Implusive Trait:
Dark Trait Variant	
Dark Trait Level	
Ž	
	

	
e\b	
	&Scaron;&nbsp;&shy;
The  tendency  to  do  ac�vi�es  ﬁlled  with  experiences  and  Thrill-seeking 
unusual sensa�ons perceived as risky but rewarding.
Strengths:
Famous Personality
Open to New Ideas, Broad Minded, 
Adventurous, Out-Of-The-Box Thinker Weakness:
Uncalculated Risk Taker	
&Scaron;

		
\b\b


\bŽ
Ž
	
- Elon Musk 	
Excitable
Adventurous
Daredevil	
LOW
HIGH	
Likes the unusual Conserva�ve in choices
Novelty seeking
Likes rou�ne
Taking high stakes risk Prefers tried and 
tested paths	
Three Facets Of People With Thrill-Seeking Trait:
Dark Trait Variant	
Dark Trait Level	
&lsquo;	
	

	
&rsquo;	
\b	
Dark traits get triggered by various factors such as:
Just the presence of dark traits in a person does not ensure that they will act in 
an  unwanted  way.  The  dark  traits  have  to  be  ac�vated  in  order  to  present  the 
dark behavior, which gets triggered by various factors such as:
Greater be the level of dark traits, higher would be the chances they 
get triggered, even with the slightest provoca�on.
1. Level of Dark Traits	
Places where people tend to be superior, there comes a subtle tendency 
to misuse that power, hence triggering dark traits. 2. Environment
Relaxed-  where  the  person  is  at  ease  and  not  being  observed  &amp; 
Stressed- where the person is made to do a lot in limited �me.
3. Situa�on
To know everything about the dark side, do read our data-backed and scien�ﬁc 
report on  Uncovering the Dark Side of Human Personality.	
	�

	
&ldquo;	
\b	
&Dagger;&bdquo;&lsaquo;	&shy;
Cogni�ve abili�es are brain-based skills one needs to 
process  any  ac�vity,  be  it  simple  or  complex.    It  is 
more  of  the  ability  to  comprehend,  to  understand 
and beneﬁt as a ma�er of fact. 
The way things are perceived, the strategic thinking, 
the decision-making abili�es, all these also form the 
substratum of how people behave. It could be divid-
ed into two categories:	
	�

	
&rdquo;	
\b	
Crystal Intelligence
Fluid Intelligence
The ability to perceive things, absorb and retain new informa�on to tackle issues 
in novel circumstances. The core competencies used to measure this are:
The capacity to recover and u�lize data obtained over a life�me or leveraging the 
acquired knowledge to perform tasks. The core competencies used to measure this 
are:
Spa�al Reasoning
Visual Reasoning
Abstract Reasoning
Language &amp; Comprehension
Logical &amp; Cri�cal Reasoning
Problem Solving
Decision Making 	
A�������� S����
M�����
V������������
CORE BRAIN  FUNCTIONS	
Well, you can visit the guide to cogni�ve assessments  for the detailed explana�on.
Apart from the bright &amp; dark side and cogni�ve abili�es, there are some other fac-
tors aﬀec�ng human behavior. These are clubbed under the X-factors.	
Abstract Reasoning
Spa�al Reasoning
Visual Reasoning
Language &amp; Comprehension
Logical &amp; Cri�cal Reasoning
Problem Solving
Decision Making	
	

	
	
&Dagger;&bdquo;&OElig;	Ž&Scaron;&lsquo;
Although the dark and bright sides form a signiﬁcant 
part of human personality, yet there are several other 
factors, which we call The X-Factors, that act as cata-
lysts and aﬀect the intended human behavior.
The  Nature vs. Nurture debate inﬂuences in ﬂuctuat-
ing  personali�es  through  the  course  of  �me.  It  pro-
vides an image of whether surroundings determines 
human behavior or if it is the individual&rsquo;s gene.
Nature 
This is pre-wiring and is aﬀected by biological factors, 
basically  the  hereditary  legacy  or  the  gene�c  inheri-
tance.
Nurture 
This is the impact produced from external factors, for 
example, the experience, acquired knowledge, learn-
ing or exposure of a person.	
\b		

The X-factors include certain factors discussed below:	
	
	
\b	
Kids are like sponges- they tend to learn and demonstrate behaviors 
that  their  parents  portray.  This  can  be  seen  in  posi�ve  &amp;  nega�ve 
behaviors they display.
1. Upbringng
The  way  soldiers  behave  is  totally  unique  and  outstanding.  The  joy  of 
mee�ng  their  loved  ones  a�er  winning  the  ba�le  and  love  for  one&rsquo;s 
country keeps them pumped to behave accordingly even in the hardest 
situa�ons. 2. Mo�va�on
If  we  think  of  an  organiza�on  as  a  decision-making  body,  then  values 
establish the rela�onship between decisions and what happens conse-
quently. They grow gradually over �me subject to an individual&rsquo;s social 
and psychological development.
3. Values	
	







	
\b	

		
	
	
&bdquo;\b&lsquo;	
   	
&euro;&nbsp;&euro;&hellip;&dagger;&shy;&bdquo;

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\b		 &sbquo;


&rsquo;

&nbsp;

&ldquo;
\b
\b
	
They provide the best of the ways to evaluate human 
behavior of an individual subject to several certain 
situa�ons.  In  fact,  the  word  &lsquo;psychometric&rsquo;  funda -
mentally  refers  to  the  measurement  of  the  mind.  In 
fact,  it  is  a  short  version  of  &ldquo;psychological  measure -
ment&rdquo;. 
The psychometric tools are used in the recruitment 
process  and  for  training  purposes  to  make  selec�on 
and  engagement  experiences  be�er.  Familiarizing 
oneself with these tests will help in a superior, quick -
er and precise decision-making.	
&bdquo;\b&lsquo;
	
	
	

	
&OElig;	
&bdquo;\b&lsquo;	
&permil;&bdquo;&Dagger;

Be  it  hiring  or  developing  the  employees,  choosing 
the correct set of assessments is the pivotal decision 
that can actually make or break the success of a busi -
ness.  Two cri�cal proper�es of an assessment, from 
a psychometric/sta�s�cal standpoint, are its reliabil -
ity and validity. Do the assessments measure what 
they are supposed to measure? &amp; Do they assess the 
same thing each �me with the similar set of results?
In addi�on to validity and reliability of tests, the stan-
dardiza�on of the tests normed with respect to sever -
al  aspects  such  as  age,  gender,  occupa�on,  employ-
ability, educa�on, etc. also determines the proper�es 
of assessments.	
&rsquo;
&ldquo; &shy;	
	

&permil;&bdquo;&Dagger;&bdquo;&Dagger;&rsquo;	
The reliability of an assessment refers to the consistency of scores obtained 
under the repeated tes�ng of the same individual on the same test under iden�-
cal condi�ons (including no changes within the person).
Since this ideal is impossible to meet, one aspires to collect  evidence of reliabili-
ty  and express it in the form of a correla�on coeﬃcient that can range from .00 
to 1.00. A perfectly reliable test would have a reliability coeﬃcient (Cronbach&rsquo;s 
alpha)  of  1.00,  and  a  completely  unreliable  test  would  have  a  reliability  coeﬃ-
cient of .00. 
For instance,  a batsman at 4th posi�on scored a century in each of the matches 
of a series. He, of course, is a reliable player, for he is consistent, however, can&rsquo;t 
assure the victory. 
Reliability refers to the consistency of the test. 
Reliable Player	
Match 1
100 Runs	
Match 2
100 Runs	
Match 3
100 Runs	
	
Ž	
&bdquo;\b&lsquo;		

The reliability of an assessment can be evaluated in two broad ways:
INTERNAL CONSISTENCY
While taking the test, the test-takers might have no�ced that there are several 
items that aim to measure the same thing, same competency in this case. Well, 
this is inten�onal. This methodology assures the accuracy while measuring the 
concept.
For instance, in order to evaluate the level of sa�sfac�on of your customers via 
your  customer  services,  you  should  measure  overall  sa�sfac�on.  Op�ons 
should  be  on  Likert  scaling;  varying  from  Strongly  Agree  to  Strongly  Disagree. 
Some of the certain items could portray:
    Sa�sﬁed with the experience
    Will recommend the company to peers
    Will write a posi�ve online review
If  the  survey  turns  out  to  be  reliable  or  has  good  internal  consistency,  the 
answers  would  be  the  same  for  all  the  ques�ons,  be  it  strongly  agree  or  dis-
agree with all the three.	
	
&lsquo;	
&bdquo;\b&lsquo;	
Ques 1 Ques 2
Same Outcome Ques 3	
	

	
&rsquo;	
&bdquo;\b&lsquo;	
TEST-RETEST RELIABILITY 
Unlike the former one, test-retest reliability is more of a �me-dependent way to 
measure the reliability of an assessment. It makes sure if candidates respond to 
the items the same way each �me they take the test. It uses a correla�on (using 
Pearson coeﬃcient) of scores from the ﬁrst test and then the second test over 
�me.
For instance, the IQ of a person does not suddenly change or experience a dras-
�c jump. So, these IQ tests taken over each month would provide almost similar 
results on the same set of candidates. This will extract out the test-retest reliabil-
ity of IQ tests.	
Gives Same Result Over 
Time
Te s t
Time T	1	Time T	2	
Te s t	
&permil;&bdquo;&Dagger;&bdquo;&permil;&ldquo;	
Validity is subjec�vely deﬁned as the test&rsquo;s capacity to measure what it claims to 
measure. It&#039;s impera�ve to say that a test with high validity guarantees the items 
remain ﬁrmly connected with the test&rsquo;s intended core interest.
	�

	
&ldquo;	
&bdquo;\b&lsquo;	
Let&rsquo;s take the case of a weighing machine. A person weighing 75 kg. each �me 
ensures  the  machine  is  reliable;  validity  concerns  if  he  is  actually  75  kgs.  in 
weight.
Let&rsquo;s go through the most important types of psychometric validity: 
PREDICTIVE VALIDITY
This tells us how precise a tool is at predic�ng a certain outcome and is the high -
est possible extent of valida�on. In our case, a be�er tool will be the one which 
predicts how well an individual will perform their job. 
For instance, the predic�ve validity of JEE (engineering entrance exam) is mea-
sured through the correla�on of students&rsquo; JEE scores with their undergraduate 
scores.  If  high-scorers  in  JEE  perform  be�er  in  their  undergraduate  than  the 
ones who score low, then the JEE is considered to be predic�vely valid.	
Recommended Tool&rsquo;s Predic�on
Present Performance
High
Not Recommended Low	
CONVERGENT VALIDITY 
To establish the evidence of convergent validity, i.e; the second most precise val-
ida�on  methodology,  scores  on  a  test  must  relate  to  scores  on  other  tests  or 
variables that purport to measure similar traits or constructs.
For instance,  IPL 2018 has seen the use of Decision Review System (DRS) which 
is but another set of a hawk-eyed test of decisions like LBW and other such vital 
decisions, which either way the ﬁeld umpires decide. If both the ﬁeld umpire&rsquo;s 
decision  and  decision  through  DRS  comes  out  to  be  the  same,  this  proves  the 
validity of the game.
	

	
&rdquo;	
&bdquo;\b&lsquo;	
Recommended
Tool&rsquo;s Predic�on
Other Validated Tool&rsquo;s
Predic�on
Not Recommended	Recommended
Not Recommended	
CONSTRUCT VALIDITY  
This, unlike the former, doesn&rsquo;t concern the basic item of whether a test measures an 
a�ribute. It comes a�er the predic�ve and convergent has been applied. Rather, it is 
more  oriented  towards  whether  the  test  score  interpreta�ons  are  consistent  with 
theore�cal and observa�onal terms around the construct.
The  phenomenon  to  be  measured  must  actually  exist  in  the  ﬁrst  place.  There  are 
diﬀerent  approaches  (factor  analysis  and  other  correla�onal  methods)  compiled  to 
generate the overall construct validity of a test.
For  instance,  you  wish  to  develop  a  new  measure  to  assess  intelligence.  Construct 
validity is found by ensuring the new measure precisely predicts the ﬁndings derived 
from the theory of intelligence.	
Recommended
Tool&rsquo;s Predic�on
Theory Predic�on
Not Recommended	Recommended
Not Recommended	
	�

Psychometric  tests  are  frequently  normed  or  stan-
dardized  against  groups  for  comparison.  It  likewise 
avoids  taking  a  look  at  individual  items  or  ques�ons, 
and rather observe the total score of an individual in 
comparison with a representa�ve sample.
Representa�ve  sample  alludes  to  a  group  of  similar 
people when developing a test. Let me be more clear. 
Using  a  group  of  children  when  developing  a  test  for 
children,  and  an  adult  group  when  developing  a  test 
for adults.
Diﬀerent  test  taker  has  very  diﬀerent  performance 
levels and therefore their scores diﬀer quite a bit. The 
importance of norming are:
     Assess the rela�ve performance of test-takers
     Brings value to the assessments
     Indicates the true objec�ve of a candidate 
     among the pool
     Leads to a be�er interpreta�on of results
     Can provide primary care for top scorers	
	
	
&bdquo;\b&lsquo;	
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The diﬀerent parameters of the demographic of norming sample subject to the 
gender are as follows:
     Age Distribu�on
     Work Experience
     Employment Status
     Educa�onal Qualiﬁca�on
     Occupa�onal Area	
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&lsquo;&nbsp;
The best tests expect that individuals will lie or fake 
and  take  that  into  account,  in  light  of  the  fact  that 
faking  is  an  indica�on  of  competence.  Our  psycho -
metric tests cover almost all the response styles 
approach followed by the test-takers and interpret 
the results accordingly.
Response style is the tendency of a person to respond 
to the tests in a biased manner either consciously or 
unconsciously. Response bias, on the other hand, is a 
systema�c  tendency  to  respond  to  a  set  of  items  on 
some other basis than the speciﬁed content.
In order to iden�fy which candidates&rsquo; responses were 
likely to be genuine or less likely to be distorted, rea-
sons  being  faking  or  careless  responding,  there  are 
certain key points, put in place for hiring managers to 
priori�ze candidates for further considera�on.	
	
	
�\b�	

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&rsquo;&shy; 	
	

	
	
&bdquo;\b&lsquo;	

It is the tendency to portray oneself in an unrealis�cally posi�ve or socially relat-
able manner. For instance, when a candidate  selected a response of &lsquo;most like 
me&rsquo;  out  of  other  responses,  more  than  an    expected  number  of  the  �me,  it 
depicts something is not good. The candidate is then cau�ously recommended.
���
It is the tendency of a respondent to endorse extreme response categories on a 
ra�ng scale, even if they do not have that view. For instance, there are people 
who aim to choose the least or the highest response, no ma�er what their true 
stance is. They target to either love or hate everything.
	
It  also  indicates  the  person  is  prone  to  answering  with  the  utmost  honesty. 
Unlike extreme responding, it is the tendency of people which indicates either 
the candidate is unsure about the response to the items or has chosen a safe 
mode of clicking only the middle one. The respondent is hence not recom-
mended.
	

	
&OElig;	
&bdquo;\b&lsquo;	
&rsquo;&shy;
It is the tendency of the respondent where the person tends to pay insuﬃcient 
a�en�on to the items before responding, leading to a biased es�ma�on of rela-
�onships. The person intends to select only one response all the �mes deliber-
ately and hence is not recommended.

When  a  candidate  is  not  ﬂagged  or  reported  using  any  of  the  above  response 
styles and he/she can proceed with conﬁdence, that one is the genuine and rec-
ommended candidate.
The scaling methodologies used in our tools are of course a factor as to why 
our assessments are far too genuine to make be�er decisions. The two scales 
on which our tools reside are:
LIKERT SCALE
It is a type of ra�ng scale which is leveraged to evaluate the a�tudes or opinions. 
The respondents are asked to rate items on a level of agreement with this scale. 
It u�lizes a ﬁve-point scale, not limited to only  &ldquo;agree&rdquo; or &ldquo;disagree&rdquo;, but varies 
from  &ldquo;often&rsquo;  to  &ldquo;never&rdquo;,  &ldquo;very  good&rdquo;  to  &ldquo;very  bad&rdquo;,  or  be  it  &ldquo;Deﬁnitely&rdquo;  to 
&ldquo;Never&rdquo;.
	

Well, it would be important to understand that the Likert Scale is subject to dis-
tor�on from several causes, such as Central Tendency bias or Social Desirability 
Bias.	
	
Ž	
&bdquo;\b&lsquo;	
Ques�on: You prefer not to run away from challenges.
Strongly 
Disagree	Disagree	Neither Agree 
Nor Disagree	Agree	Strongly  Agree	
SEMANTIC SCALE
It  is  a  bipolar  scaling  method  that  measures  the  response  with  respect  to  two 
contras�ng items, both having posi�ve response op�ons with a neutral op�on in 
between. For instance, if you have money and given two op�ons as in going out 
&amp;  enjoy  with  that  money  and  have  fun  or  purchase  books  and  read.  You  could 
agree with either both or neutral.
It  could  be  distorted  from  response  styles  like  extreme  responding,  careless 
responding and social desirability. 
Ques�on: You enjoy sharing 
your work with others Ques�on You prefer to go 
unno�ced
Strongly 
Agree	Agree	Neutral	Agree	Strongly  Agree	
	

&euro;
&sbquo; 
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&euro;&euro;
&sbquo; 	
	
	
	
&lsquo;	
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&euro;&nbsp;&euro;&hellip;&dagger;&shy;&bdquo;

	










\b	

	&nbsp; &sbquo;
&oelig;
\b
	&oelig;		
	
&rsquo;	
\b
&rsaquo;
		

&lsaquo;&bdquo;&Dagger;\b
&rdquo;\b&bull;
The  Me�l  Personality  Inventory  (MPI)  is an innova-
�ve, data-backed personality assessment that evalu-
ates cri�cal work-relevant personality traits.
&lsquo;Know Thyself &rsquo; is the key to professional growth and 
personal  development.  Capturing  this  spirit,  the 
Me�l Personality Inventory (MPI) has been designed 
to  measure  the  person&rsquo;s  strengths  and  growth 
opportuni�es, gazing how his/her behavior inﬂuenc-
es  himself/herself  and  others  and  having  a  be�er 
understanding of personality traits and how to deal 
with them eﬀec�vely.	
	
�	
\b
�
	
ABOUT MPI
The  MPI  measures  work-relevant  bright  side  of  the 
personality  traits.  Me�l  scien�sts  went  beyond  the 
well-established  model  of  the  broad  &ldquo;Big  Five&rdquo;  per-
sonality factors and developed 26 &lsquo;scales&rsquo; or narrow-
er  facet-like  constructs,  which  form  the  building 
blocks of our assessments. These scales span a wide 
domain of personality and are mapped to compa -
nies&rsquo;  or  job  roles&rsquo;  speciﬁc  performance  models  or 
behavioural competencies to obtain the op�mal pre-
dic�on of job success.
SCIENCE BEHIND MPI	
	

The MPI is best used as part of a systema�c selec�on process, along with other 
scien�ﬁcally developed and job-relevant predictors of future success.
           Recruitment
           Cashier Hiring Test, Cab Drivers- Used in hiring blue-collar workers	
	
&rdquo;	
\b
&rsaquo;
	
Ideally, the MPI should be administered to job applicants who have passed a few 
minimum  qualiﬁca�ons  for  the  job.  The  assessment  results  can  serve  as  an 
important piece in the jigsaw puzzle of the hiring decision &ndash; but not the only 
determinant.	
Five Factors of MPI Validity ScoreReliability Score
Extraversion
Agreeableness .642
.695
.482 .624
Conscien�ousness
Openness to Experience .583
.657
.401 .701
Emo�onal Stability .673
.733
OVERALL 0.4-0.67
0.63-0.73	
APPLICATIONS
Training and Development
Learning Agility Assessment to be�er evaluate the capacity to learn new 
things in the employees
HiPo Iden�ﬁca�on
Leadership  Assessment,  Managerial  Poten�al  Assessment  &ndash;  to  have  a 
healthy pipeline of future leaders
Succession Planning
Employee  Reten�on  Assessment-    to  fast-track  high  poten�al  to  retain 
them
	

	
	
\b
&rsaquo;
	
������E
����
The  Me�l Personality Proﬁler (MPP)  is an innova�ve, 
evidence-based  assessment,  that  measures  the  rele-
vant  personality  traits  required  for  cri�cal  work.  It 
helps predict behavioral competencies, which in turn, 
lead  to  organiza�onal  outcomes  of  interest.  It  is 
designed to help employers gain access to otherwise 
hidden  informa�on  about  a  job  applicant  or  an  em-
ployee, that is cri�cal in inﬂuencing her/his behavior 
at  work.  Key  highlights  and  func�onality  remain 
inalienably like the MPI with adaptability outside the 
Me�l Competency Framework.
ABOUT MPP
The  MPP  is  based  on  the  well  established  &ldquo;Big  Five&rdquo; 
model of personality traits and the corresponding 
facets aligned to the bright side of human personality. 
The MPP uses the seman�c diﬀeren�al item format to 
reduce the problem of respondents &lsquo;faking good&rsquo; and 
thereby improve the assessment usefulness. 
SCIENCE BEHIND MPP	
	�

	
	
\b
&rsaquo;

Reliability Score.639
.624
.738
.704
.705
0.63-0.88
Five Factors of MPP
Validity Score
Extraversion
Agreeableness .661
.464
Conscien�ousness
Openness to Experience .522
.522
Emo�onal Stability .691
OVERALL 0.4-0.75	
The  MPP,  when  used  with  large  numbers  of  job  applicants,  in  recommended 
ways, will yield a be�er-quality workforce over �me.
             Recruitment
             Avia�on Pilots, Insurance Sales Execu�ve- hiring white-collar employees
APPLICATIONS
Training and Development
Learning Style Test to understand the current proﬁciency level of an em-
ployee; train and develop them eﬀec�vely
HiPo Iden�ﬁca�on
Leadership Assessments- to have a healthy pipeline of future leaders
Succession Planning
Employee Reten�on Tests- to retain the poten�al employees
The FFM speciﬁes that people can be described based on their standing on these 
ﬁve  broad  personality  traits:  extraversion  (outgoing/energe�c  vs.  solitary/re-
served),  openness  to  experience  (inven�ve/curious  vs.  consistent/cau�ous), 
emo�onal  stability  (secure/conﬁdent  vs.  sensi�ve/nervous),  agreeableness 
(friendly/compassionate  vs.  cold/unkind),  and  conscien�ousness  (eﬃcient/or-
ganized vs. easy-going/careless).
	

Diﬀerence between MPI &amp; MPP
 
Well, MPI and MPP are almost the same at the front end with more or less simi-
lar  applica�ons.  The  basic  diﬀerence  lies  in  the  scaling  technique  used  in  its 
development;  Likert  in  MPI  whereas  Seman�c  in  MPP.  The  usage  of  Seman�c 
scale, the bipolar item approach accompanies with a bit more of thinking level 
and a signiﬁcant change in response style. 
Therefore,  MPP  is  basically  made  for  white-collar  workers.  The  major  reason 
being, it becomes a bit easier for some smart people to fake items based on MPI.	
	
	
\b
&rsaquo;
		�

	
	
\b
&rsaquo;
	
�����\bD�
��\b�E
With the increase in work pressure and subsiding 
pa�ence,  workplaces  nowadays  provide  the  ideal 
environment,  appealing  and  triggering  of  dark  traits, 
which have a tendency to threaten the security of em-
ployees,  clients  and  work  culture  as  a  whole.  Me�l 
has created a dark personality inventory that contains 
6 dark traits, aiming to measure nega�ve personality 
construct in poten�al hires and exis�ng employees as 
well.
ABOUT MDPI
With  extensive  research,  we  came  up  to  a  point 
where we divided the human personality into six 
traits,  on  the  basis  of  which  MDPI  has  been  built. 
We&rsquo;ve already discussed those traits in the above sec-
�ons  which  include  opportunism,  self-obsession, 
insensi�vity,  temperamental,  impulsiveness  and 
thrill-seeking.
We studied several factors responsible for triggering 
dark traits and segregated the industries and job roles 
into three categories in the decreasing order of risks:
SCIENCE BEHIND MDPI	
	�

	
&OElig;	
\b
&rsaquo;
	
Red Zone- These are the high risk zones hold the power to jeopardize the com-
pany&rsquo;s reputa�on and customer safety. 
Yellow  Zone- These are the medium  risk  zones, the reason being employees 
might exploit internal work culture, intellectual property, and data stored by the 
company.
Green Zone- These are the low  risk  zones for employees can harm assets like 
company property, ﬁnancial assets, machinery or other physical assets.	
Six Factors of MDPI Reliability Score
Opportunist
Self-Obsessed .60
.80
Insensi�vity
Temperamental .73
.81
Implusive .74
Thrill Seeking .68	
Knowing  yourself  is  the  beginning  of  all  wisdom.  Find  Me�l  Dark  Personality 
Inventory and other related tests to discover your dark and bright side.
           Screening while Hiring 
           Cashier hiring, cab drivers, blue collar recruitment test- to ﬁlter out the 
           unwanted ones. APPLICATIONS
Safeguard your culture
Workplace culture assessments- to ensure no danger to the work culture.
Safeguard your customers
school safety assessments- to assure a safe place for customers &amp; employ-
ees. Validity
Construct validity es�ma�on with EFA and CFA
	

	
Ž	
\b
&rsaquo;
	
���\b
�\b�
Just as a smooth and intense motor is vital for the 
con�nuous  working  of  the  car,  mo�vated  and  ﬁnely 
tuned  workforce  is  impera�ve  to  operate  the  busi-
ness  smoothly  and  adequately.  Me�l  Mo�va�on 
Inventory  is a comprehensive test of mo�va�on, that 
gives a precise understanding of what actually drives 
and  mo�vates  a  person  to  eﬀec�vely  perform  and 
excel at work.
ABOUT MMI
As a ma�er of fact, the more mo�vated and engaged 
the  workforce,  the  greater  is  the  organiza�on&rsquo;s 
poten�al for success. Typically, it measures 8 key mo-
�vators under 3 major needs listed below.
SCIENCE BEHIND MMI
Sustainability Needs- This talks about the ele-
ments  that  aim  to  meet  the  needs  of  one&rsquo;s  cur-
rent  situa�on  and  the  predicted  future.  The  key 
mo�vators pertaining to this are:
      Money
      Security	
	�

	
&lsquo;	
\b
&rsaquo;
	
Relatedness Needs- This refers to the part of a person&rsquo;s iden�ty which equates 
to the social and external esteem needs. This covers the following three mo�-
vators:
      Recogni�on
      Aﬃlia�on
      Compe��on
       
Growth Needs- It  is  self-explanatory  and  alludes  to  the  individual&rsquo;s  internal 
expecta�ons  and  desires  cons�tu�ng  what  they  will  obtain  from  their  work. 
The key mo�vators here are:
      Power
      Advancement
      Achievement
The  Me�l  Mo�va�on  Inventory&rsquo;s  in-depth  insights  and  range  of  business-rele-
vant  reports  make  it  suitable  for  selec�on  of  graduate,  professional  and  man-
agement posi�ons.
             Reten�on
             Employee Reten�on Test to explore the mo�vators needed to retain the 
             poten�al employees APPLICATIONS
Engagement
Employee  Engagement  Assessment  to  uncover  the  factors  driving  a 
healthy engagement at the workplace
Exit Interview
Exit  Interview  Assessment  to  discover  the  elements  badly  needed  at 
workplace to mo�vate employees
	�

&bdquo;

&hellip;
&dagger;
&Dagger;


	
&ndash;&euro;	
\b	
	
&rsquo;	
\bž	
   	
&euro;&nbsp;&euro;&hellip;&dagger;&shy;&bdquo;

	\b

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  	   &iexcl;&hellip;
&iexcl;&shy;

	
	
&ldquo;	
\bž	
Leaving  aside  the  &lsquo;capital&rsquo;  side,  Me�l  solves  the 
&lsquo;human&rsquo; side of the equa�on. Me�l&rsquo;s tools can be lev-
eraged to have a strong and eﬀec�ve impact on each 
of the aspect of employee life-cycle. This starts with 
hiring the best ﬁt, culturally and role-wise, to training 
them and ﬁnally transforming them into be�er lead-
ers.
Let&rsquo;s take a gander at all the segments where psycho-
metric tools or the behavioral assessments could 
impact a business.	
	

	
&OElig;&rdquo;	
\bž	
Hire the Right PersonDevelop Right
Make Be�er Leaders	
Be�er
Business Outcomes	
	

&OElig;&bdquo;&Dagger;&rsquo;
Principally, developing the business begins with hiring 
the right people. This is the crucial step in building up 
a business and so as to succeed, the HR team ought to 
have a strategic recruitment process using the right 
kind of tools required for the same.
Leveraging psychometric tools during the recruitment 
process provide a be�er overall evalua�on of a candi -
date and ideally secure the best ﬁt for the role. Typi -
cally,  a  behavioral  assessment  for  employment 
doesn&#039;t come in isola�on, however, as one segment of 
a more extensive and coordinated assessment strate -
gy. The people who already use this believe that it 
gives a more objec�ve diagram of a candidate&rsquo;s char-
acter, quali�es, shortcomings and working style.
Basically,  when  talking  about  recruitments,  psycho-
metric tests contribute in two diﬀerent areas:	
	
&OElig;	
\bž	
&rsquo;&lsquo;
&lsquo;	
	

Choosing the correct ﬁt is the fundamental objec�ve 
of the recruitment process. Based on the job role spe-
ciﬁc competency framework, organiza�ons use diﬀer-
ent kinds of Pre-Employment Assessments: 
     Cogni�ve Assessments
     Domain Tests
     Psychometric Tests
Nowadays, evalua�ng the candidate&rsquo;s behavior along-
side  ap�tude  in  the  hiring  process  is  preferred  more 
than evalua�ng just the ap�tude. Me�l&rsquo;s psychomet-
ric  tools:  MPI  and  MPP  which  are  based  on  the  Big 
Five Personality Traits aids in:
     Uncovering the bright traits of candidates 
     Adding a scien�ﬁc ﬁlter to the recruiter&rsquo;s 
     gut-based decisions
This  ensures  that  the  organiza�on  has  hired  candi -
dates worthy of their roles and that they will guaran-
tee  the  overall  produc�vity  and  fewer  nuances,  for 
they are hired to do what they actually are good at.
&OElig;&bdquo;&Dagger;&bdquo;&Dagger;&rsquo;&lsquo;	
	
&OElig;	
\bž	

For instance, psychometric tests assure that the person hired as a sales manager 
is actually a strategist, excellent at communica�on, having mentorship quali�es 
and qualifying other such criteria.
The outcomes this has on an organiza�on are:
     Employees possess key performance indicators 
     Reduced a�ri�on rates
     Achieve compe��ve advantage
     Overall employees and business growth	
	
&OElig;	
\bž	�

&rsaquo;

	
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&OElig;&bdquo;&Dagger;&bdquo;&permil;&lsquo;
The  organiza�on  culture  is  a  system  of  shared 
assump�ons,  values,  and  beliefs  that  regulate  how 
people behave in organiza�ons. It presents the unique 
social and psychological environment of the company.	
	
&OElig;	
\bž	
An  organiza�on  needs  candidates  whose  quali�es, 
judgements,  outlook,  and  behavior  ﬁt  in  with  the 
organiza�onal culture. The role of psychometric tools 
in  discovering  out  the  cultural  ﬁt  employees  can  be 
seen as:
MPI/MPP-  focuses  on  a  person&rsquo;s  strengths,  growth 
opportuni�es; the posi�ve side of human personality, 
who&rsquo;ll ﬁt for long.
MDPI-  uncovers the candidates with dark personali -
�es along with the level of risks they accompany with 
them.	
	

	
&OElig;&OElig;	
\bž	
Not  only  would  you  be  able  to  test  individuals  for  cultural  ﬁt  via  psychometric 
tests, you also ensure the absence of bad hires. The other major outcomes it will 
have on a business are:
     Sense of well-being
     Reduced a�ri�on
     Enhanced performance
     Highly engaged employees
	

&OElig;&bdquo;&permil;	&shy;&mdash;
In  this  dynamic  and  compe��ve  world,  we  wake  up 
with something new in the business world every day. 
It&rsquo;s  undeniable  that  an  innova�on  is  one  of  the  rea-
sons  which  escort  to  changes  in  aims  and  objec�ves 
of the organiza�ons. This kind of situa�on demands a 
recalibra�on  of  the  skills  of  employees  in  terms  of 
competencies aligned with the business objec�ves.
Training employees, in itself, is a complete long pro-
cess where psychometric tests and tools play a vital 
role.	
	&shy;\b
	&shy;&dagger;	
	
&OElig;Ž	
\bž	
Iden�fying Training Needs
Pre-Training Assessment
Training
Post-training Assessment	
	

The key ﬁrst step in the training process is to iden�fy 
the skill gaps in employees. This includes:Apart from physical assessment and development 
centers  (AC/DC) 
which  include  ac�vi�es  like 
sailing, rope  climbing,  etc.,  there  is  a  virtual  AC/DC 
setup  to  iden�fy  the  3-W&#039;s  of  training.  Ge�ng  to 
know  to  the  exact  amount  of  training  to  the 
precise  employees  would  become  an  excellent 
piece of data to train em-ployees
&OElig;&bdquo;&permil;&bdquo;&Dagger;	&shy;\b	
	
&OElig;&lsquo;	
\bž	
Who to Train?	
Picking out the employees 
who need training based on  their competency levels.	
Why to Train?	
Iden�fy and develop key 
competencies in employees  to achieve business goals.
What to Train for?	
?	
Preparing a customized 
training plan on the basis of 
skill gaps and training needs.	
	

	
&OElig;&rsquo;	
\bž�����
	��
For  an  organiza�on,  it  becomes  very  much  crucial  to 
know if the training program incorporated post 
understanding  the  training  needs  is  eﬀec�ve 
enough.
This  talks  about  if  the  training  had  a  long-term 
las�ng  impact  on  employees,  whether  the  training 
program  was  powerful  enough  to  help  candidates 
apply  their  learning  eﬀec�vely  and  hence  increase 
performance  at work.
Psychometric assessments are again involved 
at  each stage of the process. 	
Pre-Training Assessment
To  measure  the  current  proﬁciency  level  of 
the employees with respect to the desired 
competencies. 
Post-Training Assessment
To  evaluate  the  eﬀec�veness  of  training, 
leveraging the Kirk  Patrick  4  level  training 
evalua�on model.	
	�

	
&OElig;&ldquo;	
\bžWith  such  a  detailed  process  concerning 
training  and  development of 
employ-ees on the desired competencies using psychometric tests, a company 
can deﬁ -nitely do a lot more in terms of its produc�vity. 
If  the  employee  has been  trained  well on  the  skills  he wishes  to, the  chances 
gro w mul�f old that they&rsquo; ll sta y in  the  compan y for  long. This  leads to  reduced 
a�ri �on  and a hug e decremen t in  the  investmen ts  made to  onboar d them, 
which  sums up approximately to half of their annua l salar y. 
The  outcomes  of  a be�e r L&amp;D program  in an  organiza �on, apart from  the 
increase d produc� vity of employee s ar e higher morale  and improv ed business 
results.		

Organiza�onal planning means pinpoin�ng the orga-
niza�on&rsquo;s short and long-term objec�ves, hence plan-
ning and organizing it for what will happen in the 
years  ahead.  The  business-related  decisions  require 
proper jus�ﬁca�on with data-backed informa�on. 
Even  the Willis Tower Watson Study measured the 
u�lity  of  psychometric  assessments  by  the  organiza-
�on  in  succession  planning  and  iden�fying  high
poten�al across varied seniority.
Let us move on to the use cases:
&OElig;&bdquo;&lsaquo;&shy;&tilde;&shy;	
	
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\bž	
&shy;
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Succession planning  is  a  procedure  for  iden�fying 
and developing new pioneers who can subs�tute the 
old  leaders  on  the  oﬀ  chance  they  leave,  re�re  or 
expire.  It  builds  the  accessibility  of  experienced  and 
competent employees that are already set up to 
accept these roles as they end up being available.
This would require the assessment of skills, seeking to 
ﬁll  in  the  gaps  between  what  an  organiza�on  needs 
next and the current skill set of employees aligned to 
business  objec�ves.  This  may  also  accompany  train-
ing and development ini�a�ves, for be�er leadership 
development.  Psychometric  tests  track  and  develop 
the right set of high poten�al employees and prepare 
them for development through structures and the 
scien�ﬁc process.
&OElig;&bdquo;&lsaquo;&bdquo;&Dagger;&shy;	
	
Ž	
\bž	

	
Ž	
\bž	
1. Iden�fy
Deﬁne  key  competencies  needed  to  succeed  in  cri�cal
roles &amp; nominate candidates.
2. Assess
Use reliable &amp; valid tools to evaluate candidate readiness
on key competencies.
3. Plan
Use  customized  reports  to  hand  pick  the  right  candidates
for succession.
4. Act
Develop &amp; track growth of selected candidates for prom-
ising future.
If we move on to the process, it goes like this.
It  negates  the  cost  and  �me  behind  external  recruitment  and  training,  which 
turns out to be sta�s�cally more expensive. 
Succession  planning  aims  to  address  many  of  the  human  resource  issues  such 
as:
     Increased turnover rates, 
     Rapid changes in work, 
     Desire for a sound workplace across diﬀerent levels.	
	�

High  poten�al  (HiPo)  iden�ﬁca�on determines the 
furthest  reaches  of  an  employee&rsquo;s  development 
range.  It  would  be  suﬃcient  to  say  that  the  more 
poten�al they have, the less expensive and speedier it 
is to develop them.
It  is  likewise  essen�al  that  poten�al  employees  are 
force mul�pliers, pushing up the performance bar for 
their  co-workers,  and  obviously  for  their  immediate 
reports. By their words and ac�vi�es, they model and 
preach winning prac�ces that shape high-performing 
cultures.
There are psychometric tools around that aim to iden-
�fy the high poten�al in an organiza�on. 
&OElig;&bdquo;&lsaquo;&bdquo;&permil;&ndash;&shy;\b	
	
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   Ž    &sbquo;
\b&cent;&sbquo;&trade;&cent;&mdash;

	
Ž	
\bžAbility
Cogni�ve  tests 
are designed  which measure  the intelligence  or 
brain-based skills required to carry tasks to comple�on.
Social Skills
MPI/	
MPP evaluates  solid coopera�ve rela�onships  with coworkers, 
be it colleagues or boss which can easily be measured b y.
Drive
MMI  depicts  hard work, willingness  to push  extra  miles, 
responsibili -�es, the kind of ownership, and other such mo�vators.	
The ingredients or the generic markers of poten�al include:Although  iden�fying
 high  poten�al  employees  isn&rsquo;t an easy  task,  for  not  many 
employees are highly able, socially skilled and driven. The use of scien�ﬁc and 
data-backed  tools end  up  with  a  stronger  por�on  of  talented  employees  that 
contribute signiﬁcantly to the organiza�on. 
This has a tremendous impact on business and is the key to higher levels  of 
ROI.
	�


	\b&yen;
	
\b\b
 
 \b    
\b


Depending  upon  the  bright  side,  dark  side,  cogni�ve 
abili�es,  and  some  X-factors,  the  intended  behavior 
could diﬀer from human personality.
Then,  there  are  valid  and  reliable  tools  based  on  the 
same science to measure the precise personality and 
behavior  of  people  at  workplaces.  You&rsquo;ve  also  got  to 
understand how psychometric tools and their results 
about individuals could impact business outcomes, be 
it  recruitment,  training  and  planning  to  make  be�er 
leaders.	
	
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What is Mettl?	
Mettl&nbsp;is&nbsp;a&nbsp;Saas&nbsp;based&nbsp;assessment&nbsp;platform&nbsp;that&nbsp;enables&nbsp;organizations&nbsp;to&nbsp;create&nbsp;
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