Q & A

How can you be accurate enough with only 40 questions in iWAM?

You have 40 questions of the iWAM questionnaire compare to 200 test items in a conventional questionnaire. Moreover, the power of iWAM comes from the principle that you have to order 5 statements for each question, instead of scoring each statement independently (as a “classic” test does). Thus we collect more information than you generally get from 200 items. Statistical tests have shown that the correlations between these 200 test items and test parameters is very high, while intercorrelations between the 48 test parameters are reasonably low (comparable or better than for other tests, such as 16PF, which has a good reputation for factor independence). The parameters are quite independent: we have tried factor analysis and linear regressions, but couldn’t come up with any simplification or subset of the parameters that really made sense (statistically speaking, that is).

Why are these sentences so general?

This is done on purpose. Given we are studying cognitive styles or thinking styles, we want you to think through the questions, filling out what it means for you. Even if they seem “general”, the sentences are designed as much as possible so that they will trigger only one meta-program pattern. Also, this assures that taking the test doesn’t require any specific knowledge (iWAM is NOT an intelligence test).

What are the conditions of use of this test?

The management report and the attitude sorter report (available only for Client Close User Groups) are meant to be readable “as is”. Of course, we recommend having a trained person to administer the test (check whether the test instructions are well understood) and to give feedback on the test (the latter is especially mentioned in the Testing standards from the American Psychological Association if the test user wants to interpret the test results further).
Also,  it’s important to mention that iWAM complies to the EEOC guidelines. To summarize it, as long as you can prove you are testing a person based on what they are required to be doing on the job, you’re fine. But let us give you a more complete explanation.

  • First, iWAM only measures work-related information: all iWAM parameters refer to important or critical work behaviors or work outcomes.
  • Secondly our tool does not discriminate based on gender, age, education level, etc (but it will show the cultural attitude differences that exist in reality). (The discussion forum for iWAM users, provides some statistical information on iWAM tests and test differences between age groups, gender, cultures, etc.)
  • Thirdly, to be completely “safe” we recommend building reference models (produced under supervision of jobEQ, as defined in the Full Services). For models of reference, we can provide extensive evidence for the validity of the selection procedure. Basically, if you have a model of reference, even if the use of iWAM in that particular case would have a disparate impact on a certain group, we can prove that the impact is due to specific attitude requirements of the job and that the required attitude is shown to be present in top performers and absent in others. Of course, if you don’t have such a model of reference and decide to do some sort of discrimination (e.g. only hiring goal-oriented, proactive people), then it’s up to you to prove that these criteria are indeed relevant for the job.

If one profiles a position at work and hires someone with the iWAM profile that best matches, then that person may not be a match for future jobs in the organization. How can one blend profiles and traits from different jobs to find someone who has the “right stuff” to progress?

Question is whether one wants someone that is a very good performer for the current job or whether you are also looking further, to a future job – this can be built into the profile design by a consultant, by blending the 2 profiles, enlarging some scales so that the future behavior/attitude is also taken into account, or by even using the profile for that future job as the recruiting standard and redesigning today’s job so that the recruited person can cope with the current job. Much has to do with your HR policies: are you offering a career path to the person or do you focus on filling a position at a particular level? Does one need to make a promotion to be better off, or do you use a flat structure with broadbanding scales that allow experts to remain in their jobs and still get better pay?

Next to designing the “right profile” (eventually a blended one), the question you ask is also linked to flexibility (essentially coping strategies to function in conditions that are different from your preferences). The reality is a bit more “colorful” than just black & white: it’s almost impossible to have a “perfect” match between a candidate and profile, given that the iWAM profile has more possible combinations than there are people on this planet! If you look at the “iWAM Reference Comparison Report” sample, you’ll find that everybody will be in the “red zone” for some variables. Ranking candidates means putting those with the closest match (the least red) on top of the list. You start by inviting those near the top of the list for an interview, in order to detect to what degree they have the needed coping strategies, solving the “red points”.

What makes this instrument unique among others focused on EQ? What are advantages and what may be some limits?

There are 3 ways to look at EQ, the first one is competencies (e.g. the EQ Map by Cooper & Sawaaf or jobEQ’s COMET/EQ questionnaire), the second one is knowledge of the working of Emotions (The test of Mayer & Savoley) and the third one is looking at attitude. IWAM is an attitude & motivation test – in fact for other purposes we use the COMET/EQ as 360 degree feedback instrument or behavior based interviews, such as our COMET interview methodology.

Why an attitude test?

Simple: if someone doesn’t have an attitude that fits with developing emotional intelligence, it’s no use of training the person. (the same is true for other competencies: if someone doesn’t have an attitude that fits with the requirements of your organization, say for instance of salespeople, training the person in sales skills wont help very much.)

Is this test validated? What can you say about its validation?

  • iWAM is based on the LAB Profile pen & paper test which was developed in the US by Rodger Bailey of LAB Profile International.
  • It was further refined by Patrick Merlevede for jobEQ. We started by calibrating the test for Belgium & France in late 2000 (adapting & translating the questionnaire, testing hundreds of people, generating a correlation matrix, ect.) and created a “generic Anglo-Saxon” cultural group around the same period. In November 2001, we have added separate UK and US standard groups.
  • Meanwhile several other languages and standard groups are available. As a rule, jobEQ will add Standard Groups for other countries as soon as we have 100+ persons of that country that filled out iWAM in a validated way. For designing a new language version, we will work with a team consisting of one of jobEQ’s experts, in combination with several LAB Profile specialists mastering the new language and then starting a validation cycle resulting in a new standard group. Also, our validation system allows us to build specific standard groups, e.g. representing the culture of an organization and we can also build models of reference for a specific job functions in a specific organization. The more specific a standard group or reference model is, the more precise the test use becomes. For these reference models, we have proven that T-tests will show whether there is a significant difference between the best persons doing a certain job and less good employees. We do these T-tests as part of building the model of reference.
  • Our users learn other ways to check a person’s answers to the test, by asking specific questions and by trying out specific motivational patterns that fit what the test has measured. This test-retest shows a 90% validity, defined as: from the interview we may find some inconsistencies for 10% of the candidates. For there 10%, generally there are one or 2 pattern sets wrong.

Are the multiple language versions of the test comparable? How does the test translation process work?

The different language versions of the test measure exactly the same constructs. If a test is available in the mother tongue of that person, we recommend filling out the test in that language, unless the person is also fluent in another language. Each language version of the iWAM process has been separately calibrated using a standard group. The translation was done by native experts, in collaboration with jobEQ. The resulting questionnaire was tested for understandability, both by native people understanding the test concepts as by people without subject knowledge. We asked persons to fill out the test in different languages, and found that their results were very comparable. If there were differences, this had to do with context differences, where people link some thinking patterns or some types of experiences to cultural contexts (this means that they behave somewhat differently if they are immersed in a different culture: in other words: the differences found correspond to REAL differences in behavior!)

How can you stop people from falsifying the test? How do you know they falsified it?

At AMP we don’t believe that you can really prevent that persons falsify a test (this goes for any test). This becomes an issue as soon as people think they will benefit from falsifying it (this is a risk in people management). Of course, the question is: “Would you want to hire someone that does?” According to the Standard of the American Psychological Association, cheating by test takers is inappropriate and test users may take sanctions against them… However, we provide 3 ways of checking the consistency and honesty of answers:
The graphical and statistical reports include a section to check consistency in the answers;

  1. The interview methodology to get the test information through asking specific questions;
  2. The inerview methodology and the iWAM management report predict which kind of influencing language will motivate the person and which language doesn’t. An interviewer is trained to use this language and check the non-verbal effects of using the influencing language.
  3. If a task taker unwillingly caused testing irregularities, it is recommended to cancel or withhold the test results and eventually promptly retest the person in case of disputes.

The purpose of using standard groups is not to add statistical validity; rather standard groups help people understand the test results by showing how individuals compare to the rest of a population.

What is the Standard Group Profiling Environment?

Publicly you can access a Standard Group Profiling Environment created for defining such standard group in Romania Model National de Performanta). A standard group is used as an indication of how a population will typically score on a scale of a questionnaire (iWAM or VSQ).

How do you use my data in Standard Group Environment?

In a Standard Group we keep your data secure and use only the numbers of each profiling assessment for statistical operations only. Nevertheless we use your email to contact you, give you access to your account and online profile and receive our newsletter. You can unsubscribe anytime.

What kind o test results do a receive in Standard Group Environment?

In this environment you can receive only a summarized online profile.

How much does it cost me to access this summarized online profile?

Accessing the summarized online profile is free.

What is the Client Closed User Group testing & profiling Environment?

JobEQ profiling system in a Client Close User Group Environment, analysis a greater amount of personal profiling data and give each customer a more complex information as test results.

Do I have access to this environment?

The access to this environment is by invitation only and it is payed service.

Do I get the same test results in Standard Group free Environment?

No. If you have free access to Standard Group, you are restricted to perform your assessment in Clients Close User Group environment. Consequently you do not receive this kind of test results.

Is my data secure?

Despite the facts that all assessment processes and online access is secure and SSL encrypted we do not give any guarantee for the protection of your data. Breaches in security can happen due to malware inside your input devices or a cyber attacks towards your wireless routers, internet routing servers etc.
Nevertheless no major cyber attack happened to us till now.

What can I do if I do not feel secure?

You can choose one from the following options:
1. Do not take the test at all.
2. Take the test but use a neutral personal data, email etc.
3. Overcome your fear.

It is your choice and at the end your are the only one responsible for your decisions.

How can I customize iWAM?

One of the best things about our products is that they can be customized and branded for each company. Not all companies have the same values, or the same skills necessary for success. Our methods can be customized by creating a Model of Excellence for a particular company. You can examine and rank people based on how they compare with the ideal employee for that particular job. The COMET technology even allows a company to create its own test if desired.

AMP/jobEQ partners can create closed user groups for each client they work with, and each CUG can incorporate company colors and logo.

Who can administer the iWAM Close User Group?

As is the case will all scientific research, AMP wants to make sure that testers are competent. Usage of jobEQ’s instruments requires certification.

How does certification work?

The requirements you need in order to get certified will depend on your prior training and whether AMP or one of its partners will be employed in the rollout to supervise the use of the instruments. People can learn how to use iWAM from 3 days up to 12 days for professional applications. VSQ in 2 days up to 12 days and AMP Coaching Skills in 22 days. Training can be obtained from  AMP’s partners.

If one profiles a position at work and hires someone with the iWAM profile that best matches the position, will that person not be a match for future jobs in the organization?

It is important to identify whether one only needs someone that is a very good performer for the current job or whether you are also looking further, to possible promotions. This can be built into the profile design by a consultant by blending the multiple profiles, enlarging some scales so that the future behavior/attitude is also taken into account, or by even using the profile for that future job as the recruiting standard and redesigning the first position so that the recruited person can be successful at it. You can choose based on your HCM policies. It’s almost impossible to have a “perfect” match between a candidate and profile, given that the iWAM profile has more possible combinations than there are people on this planet!

In what languages is iWAM available?

iWAM is currently fully available online in over a dozen of languages (including Chinese, Dutch, Danish, English, French, German, Japanese, Korean, Polish, Portuguese, Romanian and Russian) with others in various stages of development, including Spanish, Swedish, Italian, Hungarian, Hebrew and Arab.

The different language versions of the test measure exactly the same constructs. If a test is available in the native tongue of that person, we recommend filling out the test in that language, unless the person is also fluent in another language. Each language version of the iWAM process has been separately calibrated using a standard group. The translation was done by native speakers, in collaboration with jobEQ. The resulting questionnaire was tested for understandability. We asked individuals to fill out the test in different languages, and found that their results were very comparable.

There is no standard group for my part of the world. Can I still compare results to something?

Using standard groups is just one of many ways AMP/jobEQ makes it easier to interpret test results. There are some regions, such as the Far East, that do not yet have standard groups established. For these areas, it is best to compare profiles to a Model of Excellence. The Model of Excellence is always the best way to examine if a person has the potential to be a top-performer in a company.

What is a Model of Sales Excellence?

It is a tool that will help your sales organization reduce the costs of recruiting and hiring, improve the accuracy of identifying potential high performers in a role, and subsequently reduce the high costs of turnover. It is a powerful tool for getting the “right people in the right seat on the bus” and for keeping them there. It has additional applications as a training tool, a coaching tool, and a way to use it to increase sales.

How does a Model of Sales Excellence work?

When you have a role (management, supervision, sales, customer service, etc.) you want to target with a Model, a group of individuals in that role (everyone, or a sample of high and low performers) are tested with the iWAM to identify the motivational and attitudinal patterns that distinguish high from low performers and that identify cultural factors associated with being in this organization and/or this role.

The distinguishing patterns are coded into an electronic model—a Model of Sales Excellence—that allows the organization to compare applicants for jobs, poor performers, and others against the unique, customized Model of Excellence and identify the extent to which candidates’ or poor performers’ patterns resemble those of high performers in the role. In addition, if you use the Model as part of candidate screening the individual reports provide questions to ask in the interviews that relate to key performance questions reflected in the patterns in your Model of Sales Excellence.

Why are the motivational and attitudinal patterns (iWAM) important?

When the organization has valid and accurate ratings of performance, it is possible to determine the extent to which motivational and patterns predict performance ratings. Strong correlations provide strong confidence that the Model of Sales Excellence provides you special insights into the selection of strong candidates who, in turn, are likely to perform at the predicted level. Research indicates that motivational and attitudinal patterns are more powerful than personality and other common measures for predicting how someone will perform in a given role in the context of work.

In addition, once you have created a Model of Sales Excellence, the Model provides the basis for you to (a) coach and develop existing professionals in performance improvement and (b) train your sales representatives in how to use the “secret language of selling” based on the similarities and differences between their patterns and their clients’.

How does a Model of Sales Excellence connect performance ratings to motivational and attitudinal patterns?

Once the electronic Model of Sales Excellence, based on the iWAM assessment, is created, the system will compare the results of the individuals who completed the iWAM as part of the model-building process to the Model created based on performance data. This analysis produces a “Model Score” for each individual, i.e., a score that indicates how closely their patterns match the patterns of high performers in the Model. An individual report generated by the Model of Sales Excellence system provides scale-by-scale results for the individual; that is, how he or she scored relative to the high-performance range for the scale in your Model.

We then compare individual Model Scores with the respective performance ratings to determine the correlation (r value) between the two measures. This tells us how powerful the Model will be in predicting performance and/or identifying areas for potential development.

What level of correlation is required to have a viable Model of Excellence?

According to Patrick Merlevede, founder and president of the company which publishes the iWAM assessment, a good test will have a basic correlation (r) of 0.5 or more. For a Model of Sales Excellence, however, we generally consider the minimum correlation for a viable Model to be about 0.6 or higher. A correlation as low as 0.5 will work, but the lower the correlation, the less predictive power there is in the Model. The higher the correlation, the more power the Model has to account for the relationship between motivational and attitudinal patterns performance levels.

Is the correlation the only measure available to judge the power of a Model of Excellence?

No. The critical criterion is the predictive power of a Model of Excellence. Correlation describes the relationship. Predictive power is estimated by squaring the correlation (r²) and converting the result to a percentage. The resulting r² value provides an indication of what portion of the overall performance rating (the total performance rating equals a value 1.00 or 100%) can be reasonably estimated by the Sales Model of Excellence.

Example: We compute the correlation (r) between the iWAM Model of Excellence scores and the performance ratings for the individuals tested. Here is the result:

The correlation is r = 0.7

Squaring the correlation results in a value: r2 = 0.49

Converting the r2 to a percentage results in 49%

This means that approximately ½ of the performance rating can be accounted for by the iWAM Model of Excellence. “That’s huge!” as they say.

Is the Model of Excellence the only measure an organization needs to make hiring decisions?

Absolutely not! First of all, there are other important factors in performance, not the least of which is the knowledge and skill required to perform well in a given role. Second, motivation and attitude cannot predict all of the individual’s performance. A model that yields an r² value of 50% means that other factors contribute to the other 50% in the variance of the rating. Other screening tools and activities such as behavioral interviews, structured resumes, and background checks are critical to identifying the remaining factors that contribute to high performance.

How to fill the questionnaire 

-Romanian-

All sensitive and confidential information is processed in a secure, encrypted  format.

Notă : Pentru ca completa chestionarul de profilare a performantei te rog sa utilizezi un desktop / laptop  computer  sub Windows sau Apple OS sau un mobil / tableta sub Android, iOS sau Windows Mobile.
ATENTIE sistemul JobEQ/AMP iti va trimite pe contul de email un UserCode si un Pin de Acces personal pentru a accesa oricand rezultatele.

Completarea chestionarului de profilare IWAM si  respectiv VSQ dureaza cate 20-30 de minute fiecare pentru a le finaliza; asa incat te rog sa le completezi într-o singură sesiune . Dacă te opresti la jumatate, timpul alocat sesiunii va expira  si va trebui sa o iei de la inceput intr-o sesiune noua.
Citeste instrucțiunile de completare a chestionarului de pe pagina de inscriere și procedează conform recomandarilor.

NOTA: Re-ordoneaza raspunsurile folosind sagetile din dreapta care muta raspunsurile in jos sau in sus dupa ordinea dorita. Ordinea finala trebuie sa reflecte ordinea importantei, pentru tine, a raspunsurilor: cel mai important SUS.

NOTA: Daca nu schimbi ordinea raspunsurilor pentru unele intrebari sistemul iti va va cere sa confirmi aceste raspunsuri la sfarșitul chestionarului. Dacă lasi prea multe intrebari fara a schimba ordinea raspunsurilor rezultatul analizei poate fi invalid.
ATENTIE: Cand ai terminat de completat chestionarul te rog sa apesi pe butonul SUBMIT/INREGISTREAZA, pentru a finaliza.

Te rugam sa completezi la tara Romania indiferent daca ai lucrat sau lucrezi in strainatate.

img_55decf7a6539b

Powered by

coEV BLACK

( in parteneriat cu JobEQ Belgia)

Like it? Share It!
Share on Google+Share on FacebookShare on LinkedInTweet about this on TwitterPin on Pinterest