Barrett - Career, Aptitude and Selection Tests

Publishers note

Every possible effort has been made to ensure that the information contained in this book is accurate at the time of going to press, and the publishers and author cannot accept responsibility for any errors or omissions, however caused. No responsibility for loss or damage occasioned to any person acting, or refraining from action, as a result of the material in this publication can be accepted by the editor, the publisher or the author.

First published in 1998 by Kogan Page Limited

Second edition 2006

Third edition 2009

Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act 1988, this publication may only be reproduced, stored or transmitted, in any form or by any means, with the prior permission in writing of the publishers, or in the case of reprographic reproduction in accordance with the terms and licences issued by the CLA. Enquiries concerning reproduction outside these terms should be sent to the publishers at the undermentioned addresses:

Jim Barrett, 1998, 2006, 2009

The right of Jim Barrett to be identified as the author of this work has been asserted by him in accordance with the Copyright, Designs and Patents Act 1988.

ISBN 978 0 7494 5695 5

British Library Cataloguing-in-Publication Data

A CIP record for this book is available from the British Library.

Library of Congress Cataloging-in-Publication Data

Barrett, Jim.

Career, aptitude and selection tests : match your IQ, personality and abilities to your ideal career / Jim Barrett. 3rd ed.

p. cm.

ISBN 978-0-7494-5695-5

1. Occupational aptitude tests. 2. Vocational interestsTesting. I. Title.

HF5381.7.B673 2009

153.94dc22 2009016882

Typeset by Saxon Graphics Ltd, Derby

Printed and bound in India by Replika Press Pvt Ltd

eBook by Graphicraft Limited, Hong Kong

Contents

To help readers benefit as much as possible from this book, I have provided explanations for the aptitude test questions. Where readers may have previously thought items were too difficult, I hope that, having understood those items better and having gained in confidence, they will feel enabled to perform at their best in future tests. I have altered some items where I have thought clarity in test items might be improved.

This book has several aims:

I believe that the more you know about yourself, the better your career choices are likely to be. In an increasingly competitive world, it seems sensible to know where you want to get to.

As far as this book is concerned, what is meant by knowing yourself are those aspects which are relevant to work. It is thus a practical book, which presents a structured way to relate your various characteristics to career opportunities.

A word of warning here, right at the outset: although the book has a scientific basis, relating characteristics to career success is still something of an art. There are, of course, definite trends: in just the same way that people with certain likes or talents are better at one sport or game than another, so peoples characteristics suit one occupation more than another. However, there are some people and you may be one who successfully go against the trend. Therefore, you should treat this book as a guide for your own thinking about your career. In no way does this book aim to provide a definitive solution as to what you can or cannot do.

I have provided some tests and questionnaires, relating these as best I can to different occupations. If you find that your results on the tests and questionnaires do not correspond with a career you believe would suit you, I trust you will not give up your own aspirations. For example, you may be suited to a career on the basis of combinations of characteristics that are different from but just as correct as my own suggestions.

The combinations of motivational, aptitude and personality characteristics which can determine success in any job are enormous. Therefore, I have only listed those which have seemed sensible to me from my own experience. You will see the scheme presented in , Profile Matching. Use it to provoke your own thinking about your own characteristics, not as a check as to whether you have passed or failed.

The more you clarify your own ideas for yourself the better. Even though you may seek career guidance in this book, it can only be guidance. In the end, it is you who has to decide what makes sense to you, and it is you who has to take responsibility for the choices you make.

It is routine for organizations to give applicants for positions tests and questionnaires similar to those included in this book. They are also given to existing job holders in order to create awareness of potential development in the persons present job, or as a means of assessing suitability for other opportunities within the same organization.

By organizations, I mean many industries, businesses, public sector services and authorities, business schools, and so on. In short, it is almost impossible to get through your working life without some exposure to tests and questionnaires. The use of assessment processes based upon tests and questionnaires is expanding. Nowadays, they are administered by the majority of organizations. If you enjoy them, that is fine, but you are most unlikely to avoid them.

This being the case, there is every reason to become familiar with these various tools and processes. You should try to make them work for you as much as possible. The obvious way to start is to break down any fears you may have about the assessment situation. The more familiar you become with these tools, the less likely you are to underperform or to give an impression of yourself that is not the real you. Putting yourself across in the way that allows assessors to perceive you clearly is as important in all assessment processes as it is at an interview.

Why do organizations use these tools? Quite simply, it is to reduce the risks attached to hiring or developing people who turn out to be unsuitable. The financial costs attached to wrong decisions on employment can be considerable. There are usually emotional costs to be taken account of as well. Anything that will increase the probability of success will be taken seriously by organizations.

Broadly, there are two ways this book may assist you: