TT38 Talent Test
The Talent Test consists of two types of graphs: One that shows an individual’s unique talent composition, and second being a series of graphs that describe what that talent composition means in different contexts, such as how to approach discussions or one’s natural roles in teams.
The test is a development tool and not a diagnosis. The whole basis of a Talent Test is to identify how to maximise the unique talents and potential in each and every employee. Each graph thus includes (in the full version of the test) a heatmap that can be used to identify which talents you can work more or less with in order to find development potentials.
This graph is the engine of the test – it is an overview of the 34 talents ranked by strength. Talents reflect cognitive abilities, patterns and ways people respond. If you work with your top talents you are efficient. In practice, this means that you can deliver 2-3 times as much output compared to your middle talents. At the same time, performing is energising and fun and you are making very few mistakes. Conversely, when you work with the lowest ranking talents, you are inefficient, you are drained from energy and you make many mistakes. The talents thus indicate where you have the greatest development potential.
This graph shows what your talent mix means for discussion strengths, i.e. how you are most likely to engage in discussions. Here you can be fighting, collaborative, compromising, evasive and smooth – all discussion styles represent a distribution of percentage focus on goal and focus on relationship. For example, collaborative focus is 100% on the goal while 100% focus on the relationship. The learning of this graph is twofold. First, it shows which discussion positions you are likely to approach if you don’t reflect on it. Additionally the graph can show which talents you can work on in order to adjust your default behavioural patterns.
Stress is a large problem for individuals, organisations and society. The purpose of the graph is to enable individual preventive measures to be organised to minimise the risk of stress at work. There are three stress tendencies; the degree of the stress type in question is assessed according to the pink center column, which indicates the average. If you exceed this, you are at risk for that type of stress. Top performing stress indicates “workaholics” that work long hours and hard. Neuroticism is about worrying thoughts, and can derive from being a perfectionist and a thinker. Submissive stress is triggered by feeling overlooked, suppressed and misunderstood.
The graph describes your spark and inner motivation – what makes you love being at work! Drive strengths exist as 5 categories. The Classic drive is triggered by results. The influencing drive is triggered by influencing situations. The Human drive is triggered by the presence of other people and their uniqueness. The Specialist drive is triggered by high professionalism. The Thinking drive is triggered by thinking. Drive strengths provide insight into what elements need to be present at your job to make you highly committed. At the same time, it can help reveal one’s own bias, as one will tend to assume that other people are driven by the same things, which is not always the case.
This graph illustrates what motivational factors an individual values the most and the least. Based on the 15 motivational factors, you can tailor individualised incentive programmes, that speak to the motivations of the unique individual rather than the usual “cookie cutter” motivational programmes. You likewise become acutely aware of your own basis for motivation. If the highest scoring motivation factors are fulfilled, you are likely to be more engaged and committed. If these are compromised, you are likely to quit in the near future.
Here you describe your typical work behaviour, which is a picture of how you work with your talent composition in relation to the seven factors. Managers and HR are often interested in this information and it is particularly useful in team management. For example, it says something about a team, if 3 out of 4 members are top result oriented and starting, while the last member is top team oriented.
The team strengths graph serves two purposes. First, it shows which team roles are likely to fit your talent profile the best. By fulfilling these, you will be more productive and enjoy your work the most. On the other hand, you should leave the low-scoring roles to someone else. Second, it helps managers compose teams by ensuring that all the roles are fulfilled by individuals with the right talents. The graph is also great for articulating role distribution in teams.
Knowledge Strengths refer to your contribution in relation to innovation processes and the generation of new knowledge. In order for an innovation to be successful, these 9 types of input are needed, and they are arranged in chronological order – first you get an idea, i.e. invent something, then you go through the process until the project is ultimately implemented. In order to make an idea come true or achieve a goal, it is important to know one’s own (and others’) contribution to the process. The graph is used to put together the right innovation teams, to reach the finish line. With this graph you can ensure that you get the right people on board during the stages where they each create the most value. This enables you to optimise your resource planning in project-based companies.
The sales strengths graph gives a picture of which sales roles you have the most potential in. The graph uncovers a total of 17 sales roles, so you can get a nuanced picture. The graph illustrates the potential according to 3 benchmarks. The average score is between 55% and 60%, with good salespeople scoring around 70% and the top 5-10% of salespeople scores >80%. How high your score is will determine how quickly you can learn to sell that way. You can easily have a high score in several sales roles. The test can help show the sales roles in which an individual is most likely to excel. In addition, it shows which products the salesperson would find easier to sell and which market segments he/she will likely have the most success with.
BIG 5 / NEO-PIR / OCEAN
Your talents provide an indicator of your personality in relation to the Big 5 Model. There are five overall dimensions within personality: Openness, Consciousness, Extroversion, Agreeableness and Neuroticism. The graph is a conversation and developmental tool and is meant for those who are already competent users of the Big 5 model.
Statements from happy customers
"In DOVISTA, we view “selection” as one of our most important competences, as our ability to choose the right people for the right position are crucial to creating the optimal organization.
In HR we have until recently based interviews on 4-factor profiles, which is an excellent conversation tool, but at the same time we were aware that we were missing an analysis and development tool.
Therefore, we choose to enter a collaboration with Talents Unlimited on their TT38 “Talent test” which gives us new and better opportunities to put together teams and organization based on a thorough test. It gives us opportunities we haven't had before. The fact that we have chosen to become certified ourselves, is because we see the tool utilized far wider than solely for recruitment, which is why we prefer it in-house, which allows us to work more agile, by having the competence ourselves"
"Talents Unlimited conducted the TT38 Talent Test on everyone in our team. It has been an eye-opening process for all parties, where each of us has been identified with personality, values, human top talents and non-talents - as well as their paradoxes.
I, as well as employees, are now geared to individualize the types of tasks we each enjoy the most, so that we can solve them with the least possible energy and get the highest possible output.
I really feel that we have shaped the pieces and we can now start to puzzle and create some even better teams that understand and complement each other's talents.
It will give us a better bottom line. Economically as well as socially"
"Personality tests have the effect of providing a rather caricatured - and therefore limited - image of a human being. TT38 is not like that.
TT38 draws a nuanced profile that better takes into account the often very contradictory qualities we each possess. The conclusions are not limited to "blue personality with a little green, so this is who you are", but is based on data on a wide range of personal traits and takes into account the interaction between them. It is all presented in a relatively straightforward way and is complemented by knowledgeable questioning and interpretation by Talents Unlimited, allowing the final nuances to come along
The warmest recommendations from here for both recruitment, efficiency and sheer curiosity"
"In our selection of candidates, TT38 has
predicted the behavior 100% right each time!
The 3 times we chose not to follow the test
the candidate failed!"
"At Canon, we have a strong focus on hiring the right profiles that can succeed in our highly competitive market. Therefore, in collaboration with Talents Unlimited, we have used the TT38 Talent Test to define a success profile in sales that shows the talents a seller must have to be successful in our industry.
We can see that when we are loyal to our success profile, our success rate is higher in getting a salesperson to succeed in the job. This is of great benefit to both the employee and the company.
We have now gone one step further and have used the TT38 Talent Test in connection with team building in our sales team. The sellers and executives have become more focused on their talents and how they can become even better sellers, as well as how the sales team improve each other with each other's talent contributions"