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"With Right-Hire's Assessment and thorough analysis, we have finally identified the root of our culture difficulty and the concrete steps we need to change it."

- Deputy CFO, NASA Ames Research Center
"I can't believe this one assessment can solve so many development needs. Powerful! My team functions at levels I never thought possible. Thanks Right-Hire!"

- Manager, Kaiser Permanente
"The depth of the Right-Hire Assessment has allowed me to really leverage my strengths and improve my career options."

- Project Manager, Extreme Networks
"The Team Assessment and Analysis I have received in working with Right-Hire has been amazing. It provides us insight like no other process. It has opened up so many possibilities and really allowed us to capitalize on our strengths."

- Sr. Director, Seagate Technology

Compare The Right-Hire Assessment
With Other Assessments

The Right-Hire Assessment is unlike other assessments in several ways:
  • It is not a self-report instrument. Self-Report Assessments (like the Myers Briggs) do what they say, and do it well. They measure how a person says they will behave or what competence they say they have. 360° Feedback does what it says, and does it well. It measures one person's perception of another person.
The Right-Hire Assessment does not ask the respondents to describe themselves. Thus it is not as vulnerable to bias as the Myers-Briggs and other personal inventories are. It is not possible to bias one's answers in the Right-Hire Assessment the way it is with these other instruments.

Here's how the science works:

Rather than asking you to tell me how well you play the piano (self-report), I will gain a more accurate assessment of your style if I ask you to actually play. That way I can hear for myself how well you play. The Right-Hire Assessment works in the same manner. The assessment asks the respondents to actually think, to make minute decisions by rank-ordering several items, rather than asking them to tell how they think. Thus it tracks the actual pattern of their thinking and decision making.

Secondly, the assessment places its emphasis upon thinking, not behaving. It recognizes that behavior can result from different combinations of values in different people. Procrastination in one person, for example, may result because that person needs to think things through, and collect data and facts thoroughly before they take action.

Another person, however, might seem to procrastinate simply because they have a lot of ideas about what action to take and can't make up their mind. Still another person may procrastinate because they are waiting to identify a perfect option which isn't yet readily apparent.

How the Right-Hire Assessment TM Generates Such Accurate Information about People

The Right-Hire Assessment allows us to determine the root thinking style that lies at the base of a person's decision-making. In this way the assessment is an invaluable tool for assisting in personal and group development.

Whether it is measuring one's ability to plan, to pay attention to concrete detail, to use intuitive thinking, or to read other people, the Right-Hire Assessment pinpoints capacities a person actually possesses and suggests ways to leverage strengths in order to optimize their impact. The Right-Hire Assessment is like a "fingerprint of your thinking process." The assessment asks you to do a rank-ordering task, then tracks the pattern in the decisions you make.

It is objective, quantitative, universally applicable, and virtually impossible to bias.

More than 99 studies have been conducted testing validity. See our Validity Study Report

The key to success with any assessment is getting clear on what your objectives are in using it.

Click here to see a Technical Review of the Right-Hire Assessment

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