Licences and certifications

The HPI describes normal, or bright-side personality: qualities that describe how individuals relate to others when they are at their best. Whether the goal is to find the right hire or develop stronger leaders, assessing normal personality gives valuable insight into how people work, how they lead and how successful they will be.

The HDS describes the dark side of personality: qualities that emerge in times of increased strain and can disrupt relationships, damage reputations and derail peoples’ chances of success. By assessing dark-side personality, individuals can recognise and mitigate performance risks before they become a problem.

The MVIP describes personality from the inside: the core goals, values, drivers and interests that determine what individuals desire and strive to attain. By assessing values, people can understand what motivates them to succeed and in what type of position, job and environment they will be the most productive.

The BAQ predicts the professional behaviour of different types of employees (from blue collar workers to senior managers) by examining 25 personality facets that are based on the widely accepted ‘Big Five’ personality model.

Performances are not only determined by ability: what an employee wants also plays an important role. It defines not only a person’s commitment, but also the direction in which they develop and, above all, their passion for the job. People do best what they most enjoy. The MDQ measures up to 15 dimensions of motivation based on the latest motivational theories. In this questionnaire, respondents are not asked to show what they already know but rather to indicate what it is they find most interesting about a job and what motivates them to perform well.

The CFP has been developed to help individuals, in the current employability context, take their own career into their own hands.  

The CFP report brings together three contemporary scientific models in one document:  

• Career values: what motivates a person in their career, what is subjective career success for the respondent?  
• Career management attitudes: does the respondent take responsibility for his or her career?  
• Energy/stress balance: how does the respondent experience his or her state in terms of energy and stress in the current professional situation?

The CDT is a collective approach that facilitates individuals taking ownership of their careers. An evidence-based tool is integrated in the group approach.

The CDT has been developed for organisations willing to:

• Shift their talent culture towards greater career satisfaction and self-management.
• Help their employees to actively take responsibility for their own careers, with the ability to both ensure their career satisfaction and safeguard their own employability.
• Clarify the role of the manager and give them effective tools to facilitate meaningful career discussions and enhance retention.

The TRP solution offers managers a dashboard that help them overcome bias and subjectivity in their talent review and succession exercises.

It considers both individual perspectives and that of the organisation and offers managers evidence-based information for sound people decision making. Data is collected through an online questionnaire filled out by employees and their managers.

The TRP dashboard:

• Provides managers with a clear outlook on motivation, risks, and potential in their organisation.
• Tells managers when and with whom they need to have a conversation.
• Shows managers what the conversation should be about and what possible actions could be taken for development and prevention.

The PPA provides information on an assessment taker's fears, motivators, values and behavioural style using four main profile factors: Dominance, Influence, Steadiness and Compliance.

The TALENTx7 Assessment incorporates science into talent management decisions. Hard data are examined to help measure an individual’s learning agility and leadership potential. The TALENTx7 Assessment eliminates much of the guesswork, perceptual biases and subjectivity from selection and annual talent reviews.