Abstract:
A system and method for testing and/or evaluating employees or potential employees is disclosed. A computer arranges a plurality of applicants in a stack ranked table. The table may rank or re-rank applicants against each other, from best to worst, after successive screening, selecting, and/or interviewing stages for a particular job. Performance evaluations of hired workers may be fed back to the computer for adjusting the system and method. Competencies shown to be predictive of successful performance of a given type of job are tested for at various stages in an online testing system.

Description:
[0001]    This application claims the benefit of U.S. Provisional Patent Application No. 60/211,044, filed Jun. 12, 2000. 
     
    
     
       BRIEF DESCRIPTION OF THE DRAWINGS  
         [0002]    [0002]FIG. 1 provides a block diagram of an exemplary system in accordance with the present invention.  
           [0003]    [0003]FIG. 2 illustrates a process for testing and evaluating job applicants in accordance with an embodiment of the present invention.  
           [0004]    [0004]FIG. 3 depicts a hiring procedure in accordance with one embodiment of the invention.  
           [0005]    [0005]FIG. 4 is a block diagram of a process employing feedback.  
           [0006]    [0006]FIG. 5 diagrams an online system in accordance with one embodiment of the invention.  
           [0007]    [0007]FIG. 6 shows an example of a web-based presentation for a screening solution.  
           [0008]    [0008]FIG. 7 shows an example of a stack ranked table.  
           [0009]    [0009]FIG. 8 shows an example of a screening solution question presented to an applicant taking a screening solution test over the Internet.  
           [0010]    [0010]FIG. 9 shows an example of a structured interview guide for use in an interview solution.  
           [0011]    [0011]FIG. 10 illustrates procedural steps that may be followed in a web-based applicant system according to an embodiment of the present invention.  
           [0012]    [0012]FIG. 11 illustrates procedural steps that may be followed in a web-based selection solution according to an embodiment of the present invention.  
           [0013]    [0013]FIG. 12 illustrates procedural steps that may be followed by an employer according to an embodiment of the present invention.  
           [0014]    [0014]FIG. 13 illustrates a human capital management life-cycle.  
       
    
    
     DETAILED DESCRIPTION  
       [0015]    A system for testing a job applicant provides a computerized stack ranking of multiple applicants, predictive of the comparative levels of successful job performance. The predictive stack ranking may be used as a dynamic interactive filter with a pool of applicants over the course of the evaluation or employment process. The system may utilize a communications network to communicate between an applicant terminal and a system server.  
         [0016]    The system may be used for example for screening, selecting, retaining, assigning, or analyzing the job applicant. The job applicant can for example be a new job applicant, an employee seeking to retain a job, an employee seeking a different job in the same organization, or an employee being evaluated for retention, re-assignment, or promotion. Applicants may or may not know they are being evaluated.  
         [0017]    Once an applicant becomes an employee, the system may collect data regarding the employee for use in a feedback loop informing the online hiring process and improving the accuracy of the predictive stack ranking. For example, the data may indicate the employer&#39;s rating of the employee&#39;s actual job performance. Such a rating can be cross-checked against the answers that the employee gave during the application process. The cross-checking can be used as feedback to refine the questions and evaluation criteria used at each stage of the hiring process. For example, the cross-checking may be analyzed to select from among many questions a small subset having high predictive value. The small subset can then be used in a quick initial screening stage. Or, the small subset can be given greater weight than other questions in a computerized stack ranking of candidates.  
         [0018]    [0018]FIG. 1 provides a block diagram of an exemplary system in accordance with the present invention. A job applicant can use applicant terminal  102  to communicate over network  104  with system server  106 . Applicant terminal  102  may for example be a telephone handset, a personal computer, a workstation, a handheld wireless device such as those marketed under the trademarks PALM or HANDSPRING, or a Wireless Application Protocol enabled device such as a mobile phone. Network  104  may for example be the Internet, the World Wide Web, a wide area network, a local area network, a telephone network, a wireless communication network, a combination thereof, or any other link capable of carrying communications between an applicant terminal and a server.  
         [0019]    System server  106  employs a testing computer program  108  and has access to a scoring database  110 . System server  106  communicates with applicant terminal  102  in accordance with instructions from testing computer program  108 .  
         [0020]    System server  106  may communicate with employer server  112  over network  104  or over direct link  114 . System server  106  is shown as a unitary server, but may be a distributed computing platform.  
         [0021]    An applicant terminal may be remote from, or co-located with, system server  106  and/or employer server  112 . For example, applicant terminal  102  may be located at a job applicant&#39;s home, applicant terminal  116  may be located at a job fair or employment office, and applicant terminal  120  may be located at an employer&#39;s location.  
         [0022]    Partner server  121  may be linked to network  104  and system server  106  to facilitate integration of a business partner seeking to participate in the system of FIG. 1.  
         [0023]    System server  106  may pose questions to a job applicant located at an applicant terminal, receive responses from the job applicant, and score the answers in accordance with scoring database  110 . The scoring may take place in real time, i.e., while the applicant is still online, and may be reported in the form of a comparative stack ranking of multiple applicants. The stack ranking may be delivered from system server  106 , over either network  104  or direct link  114 , to employer server  112 .  
         [0024]    Scoring of each answer by system server  106  may be instant, i.e., before the next question is answered. Thus, adaptive testing techniques may be implemented over network  104 . For example, the answers given by an applicant at applicant terminal  102  to questions propounded early in a test may determine which questions are propounded by system server  106  to the applicant later in the same test. In addition, if an applicant at terminal  102  provides an unacceptable answer to a disqualifying “knock-out” question, server  106  may immediately terminate the test.  
         [0025]    These same adaptive testing principles may be applied to a software program used to support a real time interview, either in person or over a communications network. For example, an employer conducting an oral interview in person or over a telephone can enter a candidate&#39;s oral answer into employer terminal  124 , which then communicates the answer to system server  106 , which in turn suggests via employer terminal  124  the next question for the employer to ask the interviewee.  
         [0026]    The system may test an online applicant for any competency desired, in any sequence. The tested competencies may be abilities, traits, knowledge, skills, etc., that have been proven relevant to and predictive of successful job performance. By way of example and not limitation, the following competencies may be tested: 
         [0027]    1. dependability  
         [0028]    2. agreeableness  
         [0029]    3. critical thinking  
         [0030]    4. problem solving ability  
         [0031]    5. talkativeness  
         [0032]    6. assertiveness  
         [0033]    7. gregariousness  
         [0034]    8. persuasiveness  
         [0035]    9. achievement  
         [0036]    10. education  
         [0037]    11. experience  
         [0038]    12. customer service orientation  
         [0039]    13. customer focus  
         [0040]    14. conscientiousness  
         [0041]    15. self-confidence  
         [0042]    16. motivation  
         [0043]    17. revenue focus  
         [0044]    18. cognitive ability  
         [0045]    19. leadership  
         [0046]    20. decision making  
         [0047]    21. flexibility  
         [0048]    22. commitment  
         [0049]    23. learning ability  
         [0050]    24. dedication  
         [0051]    25. tenacity  
         [0052]    26. number of jobs held  
         [0053]    27. length of time in job(s)  
         [0054]    28. working with information  
         [0055]    29. supervisory potential  
         [0056]    30. judgment  
         [0057]    31. leadership  
         [0058]    32. coaching skills  
         [0059]    33. teamwork  
         [0060]    34. interpersonal skills  
         [0061]    35. business leadership  
         [0062]    36. leadership motivation  
         [0063]    37. self-leadership  
         [0064]    38. interpersonal leadership  
         [0065]    39. communication skills  
         [0066]    40. management potential  
         [0067]    41. likelihood of retention  
         [0068]    42. self-control  
         [0069]    43. energy  
         [0070]    44. executive potential  
         [0071]    45. listening orientation  
         [0072]    46. language skills (English, etc.)  
         [0073]    47. verbal reasoning  
         [0074]    48. spatial ability  
         [0075]    49. interest  
         [0076]    50. motivation 
         [0077]    Typically, system server  106  tests for certain ones of the competencies that have been proven to be predictive of successful performance of the type of job for which the applicant is being considered. The results of the testing are tabulated in a stack ranked table. The stack ranked table may rank a number of applicants against each other and list them in order, from first to last. The table may also present other information for each applicant. The other information may include, by way of example and not limitation: 
         [0078]    1. Name  
         [0079]    2. Identifying number (e.g. social security number).  
         [0080]    3. Score achieved at various stages for various competencies.  
         [0081]    4. Recommendation (or not) to continue the hiring process beyond each stage  
         [0082]    5. Link to application information (e.g. address, resume details)  
         [0083]    6. Contact information (phone number, e-mail address, mailing address, etc.)  
         [0084]    7. Date of application  
         [0085]    8. Success or failure in complying with knockout requirements for the job  
         [0086]    9. Screening solution scores, presented as percentiles  
         [0087]    10. A calculated recommendation to proceed or not to proceed with the applicant  
         [0088]    11. Results (by competency) of the selection solution  
         [0089]    12. Link to allow manual entry of the test answers if not done on computer directly by the applicant  
         [0090]    13. A calculated recommendation to hire or not hire based on a weighted overall score of selection competencies (or other factors the hiring company wishes to use and that are approved as statistically valid and legally defensible)  
         [0091]    14. Additional columns for storage of data from a structured behavioral interview  
         [0092]    15. Additional columns for storage of data from other decision-making processes such as drug testing, reference checks, or medical exams. 
         [0093]    A process for testing and evaluating job applicants may be described with reference to FIG. 2. Generally, applicant testing  201  includes providing a test to a job applicant and scoring the applicant&#39;s answers. The test may be administered online or it may be administered manually off-line. Scores are entered into a system for calculating a stack ranked table. Predictive stack ranking  202  generally includes ranking a job applicant against other job applicants in order from first to last or other comparative ranking. The other job applicants may be current job applicants, past job applicants, or fictional job applicants.  
         [0094]    [0094]FIG. 3 depicts a hiring procedure in accordance with one embodiment of the invention. Announcement  302  may be an online job announcement such as a web page with an “apply now” hyperlink icon. The web page may reside on an employer&#39;s website or an employment agency website, for example. Or, an online job announcement may be a recorded announcement on a menu-driven telephone voice processing system. Alternatively, announcement  302  may be an offline job announcement such as a newspaper advertisement.  
         [0095]    In response to announcement  302 , an interested job applicant requests administration of screening test  304 . Screening test  304  may be remotely administered and scored online, with the scores being automatically provided to predictive stack ranking  306 . Alternatively, screening test  304  may be administered manually with paper and pencil, and then graded by hand or machine, with the scores being provided to predictive stack ranking  306 . The predictive stack ranking may for example be constructed by system server  106  or employer server  112 .  
         [0096]    Predictive stack ranking  306  totals the graded answers according to particular competencies known to be relevant to successful job performance. Predictive stack ranking  306  may be administered by a computer processor located at system server  106 , for example. Predictive stack ranking  306  may give different weight to different questions, and may at any stage immediately disqualify an applicant providing an unacceptable answer to a “knock-out” question. Predictive stack ranking  306  may rank the applicant in order against other job applicants in a table. Predictive stack ranking  306  may be used to decide which applicants to invite for the next stage, selection test  308 .  
         [0097]    Selection test  308  is preferably conducted under supervised conditions. For example, selection test  308  may be administered in person. An in-person test may take place at a job fair, an employer&#39;s location, a job site, or an employment agency. An in-person test may include verification of the job applicant&#39;s identity, such as by examination of a photo identification document produced by a test-taker. Selection test  308  may be administered online or manually. Supervised conditions typically include observation of the test-taker during administration of the test. The answers to selection test  308  are graded and the results are incorporated in predictive stack ranking  306 .  
         [0098]    Predictive stack ranking  306  may then update a previously created entry for the applicant and rank or re-rank the applicant in order against other job applicants. After this is accomplished, the highest ranking applicants may be invited for interview  310 .  
         [0099]    Interview  310  may be structured or unstructured, online or in person. If interview  310  is structured, a program leads the interviewer through the interview by suggesting questions one at a time. The program may be a list of questions written on paper or it may be a computer program resident for example in system server  106 . The program suggests questions that are predetermined to be valid, i.e., proven to be associated with successful job performance and legally permitted. The interviewer can input the answers and/or a score for the answers, either after each answer or at the conclusion of the interview. This can be done via employer terminal  124 , for example.  
         [0100]    Interview  310  results in an interview score being provided to predictive stack ranking  306 . Predictive stack ranking  306  is revised to reflect the interview score. In particular, the relative rank of the job applicants is reassessed.  
         [0101]    [0101]FIG. 4 is a block diagram of a process employing feedback. Test design  402  is initially performed using industry-accepted standards. Test administration  404  tests and scores job applicants and/or incumbents. Employee performance evaluation  406  measures actual job performance of the applicant or incumbent after holding the job for a period of time. This information is fed back to test design  402  and/or test administration  404 . Test design  402  may be revised to delete questions which were not predictive of successful job performance. This can be done for example by deleting questions whose answers bore no relation to performance evaluation  406  for a statistically valid sample. Test administration  404  may be revised by adjusting the weight given to certain questions or answers that showed an especially strong correlation to employee performance evaluation  406 . For example, if test administration  404  is associated with predictive stack ranking  306 , feedback from employee performance evaluation  406  may help determine how various job applicants are comparatively ranked against each other.  
         [0102]    [0102]FIG. 5 diagrams an online computer based system  500  in accordance with one embodiment of the invention. Box  502  represents a job vacancy with a requirement for an online screening and selection solution. The vacancy can come to the attention of a potential job applicant in a number of ways.  
         [0103]    For example, box  504  represents an online application via a hiring company&#39;s own website. A company offering a job may post a vacancy announcement on the company&#39;s website and invite job seekers to apply by clicking on an icon labeled “apply here” or the like. Box  506  represents a similar posting on an online job board. Box  508  represents candidates given a Uniform Resource Locator (URL) directly by the company. This may occur when the company offering a job identifies a potential candidate. Box  510  represents a media advertisement including a URL for a job. Thus, job seekers observing the advertisement can direct their browsers to the indicated URL.  
         [0104]    At job fair  512 , job seekers may be provided a URL associated with the company or the particular vacancy. Paper-and-pencil measures could also be used at job fairs and entered into the system. A computer terminal may be provided for use of job seekers at job fair  512 , enabling job seekers to participate in the online system. Box  514  represents an executive search via a recruiter network. Job seekers relevant to the search are identified in recruitment firm applicant database  516 . Database  516  can link to a URL associated with the job.  
         [0105]    Preferably, no matter how a potential applicant becomes aware of or identified for a job opening in system  500 , the potential applicant is considered at decision  520 . Decision  520  asks whether applicant has completed the required screening solution  524 . If not, the applicant at box  522  is given via e-mail, mail, or in person, a URL for assessment. For example, system  500  may send an e-mail message to a potential applicant, the e-mail message inviting the potential applicant to apply for vacancy  502  by directing a browser to a screening solution URL provided in the e-mail message. Alternatively, when a potential applicant is visiting a website at which decision  520  determines that the required screening solution has not been completed, the website host can provide a link to a web page identified by the screening solution URL. Decision  520  may be based on a potential applicant&#39;s name, e-mail address, and/or other identifying information.  
         [0106]    Screening solution  524  is administered via the Internet and is hosted at the screening solution URL mentioned above. Screening solution  524  asks screening questions to ascertain if the applicant has the basic qualifications to do the job. These are based on questions typically asked by recruiters but which are statistically validated over time to ensure they are legally defensible and predictive. The questions may include a combination of biodata and personality measures. They may include self-assessments of skill levels appropriate to the job requirements. Screening solution  524  requires applicants to transmit elicited information over the Internet. A possible example of a web-based presentation for screening solution  524  is illustrated in FIG. 6. Screen shot  600  shows a portion of the presentation.  
         [0107]    Once completed, screening solution  524  provides applicant feedback  540  and conveys applicant details and screening scores to stack ranked table of applicants  530 . Applicant feedback  540  may provide a message to the online applicant indicating that the screening solution is complete, that the applicant has passed or failed the screening stage, and that the applicant may or may not be contacted in due course. Other information may also be provided to the applicant in the feedback pages, like a realistic job preview, recruiter phone number, scheduling information, etc.  
         [0108]    Once an applicant has completed the screening solution, system  500  ranks the applicant in comparative order against other applicants in stack ranked table of applicants  530 . A certain number or percentage of applicants in table  530  will be chosen for further consideration. For example, the applicants ranking among the top five of all applicants ranked in table  530  may be chosen for advancement in the system at this juncture. Information identifying the chosen applicants will be included on a “short list” as indicated by box  536 .  
         [0109]    The short list chosen at box  536  is transmitted to selection solution  538 , at which the advancing applicants are invited to answer selection questions. Selection solution  538  asks additional questions and requires an advancing applicant to input answers. Preferably, the applicant completes selection solution  538  while sitting at a terminal located at one of the company&#39;s locations. The terminal communicates over the Internet with a website set up to administer the selection solution.  
         [0110]    At the conclusion of selection solution  538 , applicant feedback  540  is provided from the website to the applicant, and applicant details and scores  541  are incorporated in stack ranked table  530 . Feedback  540  may optionally include a sophisticated report on the applicant&#39;s strengths and weakness. The applicant may then be directed to an appropriate web page chosen by the hiring company. One page may indicated successful completion and a second page may indicate failure. The appropriate web page may suggest other openings appropriate to the applicant&#39;s test responses and may provide hyperlinks the applicant can use to initiate the application process for these other openings.  
         [0111]    Once stack ranked table  530  re-ranks the applicants as a result of selection solution  538 , some applicants are invited to participate in interview solution  542 . For example, the top three applicants as ranked by table  530  after selection solution  538  may be invited for an in-person interview. Because the selection solution is preferably in instant communication with stack ranked table  530 , the interview invitation may be extended immediately at the conclusion of the selection solution.  
         [0112]    Interview solution  542  is preferably a structured interview, with questions provided via the Internet to the interviewer at the company&#39;s location. The interviewer reads the provided questions and reports a score over the Internet from the company&#39;s location for incorporation in stack ranked table  530 . Benchmark performance anchors may assist the interviewer in grading the applicant&#39;s responses.  
         [0113]    Interview solution  542  can be designed according two exemplary models. In a first model, an employer is provided with standard interview guides for several job types as well as the competency templates for these types so that the employer can build variations to meet specific needs. In a second model, an employer can build new interview guides and new competency templates. In the second model, the employer has access to the full array of work-related competencies and associated questions in a comprehensive question bank.  
         [0114]    In ranking applicants, stack ranked table  530  may consider a combination of different biographical, personality, behavioral, and other appropriate information and competencies. In addition to the comparative ranking, table  530  may indicate for each applicant a yes/no recommendation, a percentage likelihood of successful job performance, biographical information not used for evaluative purposes, and so forth.  
         [0115]    Stack ranked table  530  may be developed by grading the various solution stages with a computer implementing the following algorithm. First, search for disqualifying answers to “knock-out” questions. Second, give points for answers matching those of the previously hired candidates who achieved a successful performance evaluation. Third, deduct points for answers matching those of the previously hired candidates who received an unsuccessful performance rating. Fourth, multiply the added or subtracted points by any weighting assigned each question. Fifth, sum the points for all questions related to a given competency. Sixth, compare the summed points for each competency to norms of either the job-holders in the company or a wider population. Seventh, predict performance of the applicant as a worker in the job, based on the business outcomes identified by the hiring company and the competencies that contribute to those outcomes.  
         [0116]    A final selection is made based on stack ranked table  530 . Preferably, the selection is transmitted over the Internet to the company, enabling the company to make an offer to the selected applicant(s). For example, if there is only one opening, an offer may be extended to the applicant ranked highest by stack ranked table  530 . If the applicant accepts the offer, the applicant is employed by the company. If the applicant declines, the next highest ranked applicant in stack ranked table  530  is offered the job. If a plural number of openings exist, that number of applicants may be selected off the top of stack ranked table  530  and offered the job. If one of the applicants declines, the next highest ranked applicant in stack ranked table  530  is offered the job. Data from stack ranked table  530  is forwarded to data warehouse  534 .  
         [0117]    The performance of successful applicants is monitored during their employment. At box  550 , performance data for successful applicants are collected at a later date, and sent to data warehouse  534 .  
         [0118]    Data collected at data warehouse  534  are used for research and development and for reporting purposes. For example, functions enabled by storing comprehensive data generated by system  500  may include:  
         [0119]    a. Storage of question level responses from applicants for jobs. This can be used for re-checking of applicant information (auditing etc.) and for research to develop new solutions and questions.  
         [0120]    b. Reporting on Equal Employment Opportunity Commission requirements. Data on ethnicity etc. can be stored to enable an employer to comply with reporting requirements to government agencies.  
         [0121]    c. Source of data for designing new solutions including data on the nature of the job and the competencies that are required by the role (job analysis). This data is collected using online assessments.  
         [0122]    d. Source of data for statistical research on correlation between the solutions and their predicted outcomes for applicants, and the actual outcomes for employees who were hired (validation studies).  
         [0123]    e. Design of solutions other than recruitment related solutions.  
         [0124]    f. Reporting of usage volumes for billing and financing accounting purposes.  
         [0125]    Because system  500  preferably uses instant communications, adaptive testing techniques may be implemented online. An applicant&#39;s failure to overcome hurdles in a given solution will deliver a different path through the solution than that of a successful applicant. The degree of advancement of a given applicant through system  500  may result in different charges to the company from a solutions provider. For example, a solutions provider that hosts a website supporting screening solution  524 , selection solution  538 , and interview solution  542  may charge the hiring company the following amounts: one dollar for every applicant completing only the screening solution, five dollars for every applicant advancing only to the end of the selection solution, ten dollars for every applicant rejected after the interview solution, twenty dollars for every applicant offered a job, and fifty dollars for every applicant accepting an offer.  
         [0126]    In practice, any of the various stages (screening solution  524 , selection solution  538 , and interview solution  542 ) may be skipped, re-ordered, combined with other stages, or eliminated. Or, a short telephone interview may be structured early in the process to quickly screen applicants.  
         [0127]    In a preferred embodiment, the questions to be asked at the various stages are selected for a particular type of job being offered in accordance with a proven relationship with desired business outcomes. Business outcomes can for example include: level of sales, customer satisfaction, quality measures such as fault rates, retention and tenure of employment, time keeping, learning ability, progression to more senior roles over time, and supervisor ratings of behavioral success. The particular type of job is defined in conjunction with the U.S. Department of Labor “O*NET” classification system. Some types of jobs might include customer service, technical, professional, or managerial. Various competencies are determined to be associated with desired business outcomes for a given type of job. These competencies are tested for at various solution stages with appropriate questions.  
         [0128]    The appropriate competencies, questions, scoring, weighting, and ranking factors for a new job can be designed from historical tests for existing jobs, by applying statistical techniques and using the gathering of data on the Internet to ensure rapid validation of the new assessment solution. Confirmatory job analysis is used to determine the appropriateness of solutions for a particular job.  
         [0129]    [0129]FIG. 7 shows an example of a stack ranked table. Computer screen shot  700  illustrates a sample stack ranked table  730  for a customer service job. Various tabs permit viewing of data generated by each solution stage. Tab  702  reveals data  703  from a screening solution, tab  704  reveals data  705  from a selection solution, tab  706  reveals data  707  from an interview solution, and tab  708  reveals all results. In screen shot  700 , tab  708  is selected.  
         [0130]    Section  709  of screen shot  700  shows general information about each applicant, including current rank  710 , a link  712  to application information (not shown), last name  714 , first name  716 , and application date  718 .  
         [0131]    Screening solution data  703  includes an indication  720  of whether each applicant successfully passed the knockout requirements for the job. Data  703  also includes scores on certain competencies such as educational and work related experience  722 , customer service orientation  724 , and self-confidence  726 . Column  728  indicates whether each applicant is recommended to advance beyond the screening stage.  
         [0132]    Selection solution data  705  includes scores on certain competencies such as customer focus  732 , conscientiousness  734 , and problem solving  736 . Column  738  indicates whether each applicant is recommended to advance beyond the selection stage.  
         [0133]    Additional information (not shown) may include columns for storage of data from other decision-making processes such as drug testing, reference checks, or medical exams.  
         [0134]    [0134]FIG. 8 shows an example of a screening solution question presented to an applicant taking a screening solution test over the Internet. In screen shot  800 , simulated customer contact record  802  is presented to the applicant. The applicant is asked question  804 , and is required to click on a circle next to one of the answers. Question  804  may test for a competency in working with information, for example.  
         [0135]    [0135]FIG. 9 shows an example of a structured interview guide for use in an interview solution. As illustrated, the interview guide is being presented online on a computer screen to an interviewer conducting an interview with an applicant. Screen shot  900  shows interview item  902  for a sample customer service job. The customer service job opening is for a call center position, and revenue focus has been identified as a relevant and predictive competency. Item  902  elicits from the applicant a situation  904 , the applicant&#39;s behavior  906  in the situation, and the outcome  908  reported by the applicant. The interviewer can grade the applicant&#39;s responses to item  902  by marking a score  910  from 1 to 10.  
         [0136]    [0136]FIG. 10 illustrates procedural steps that may be followed in a web-based applicant system according to an embodiment of the present invention.  
         [0137]    [0137]FIG. 11 illustrates procedural steps that may be followed in a web-based selection solution according to an embodiment of the present invention. For example, these steps may follow those illustrated in FIG. 10.  
         [0138]    [0138]FIG. 12 illustrates procedural steps that may be followed by an employer according to an embodiment of the present invention.  
         [0139]    The following tables provide examples of screening solutions and selection solutions designed for different types of jobs. The tables show components (competencies) shown to be relevant to successful performance of each job type. In the tables, some components are considered required, and others are considered optional.  
         [0140]    Table One may be used for entry level and general skill jobs:  
                                                                                 TABLE ONE                           Entry/General Skilled Solutions                Solution                   Component   Definition   Items                        Screening 7-10 Minutes            Required   Educational and   Measures potential for success in   15           Work-Related   entry-level jobs across industry           Experience   type and functional area. Scores               on Education and Work-Related               Experience are derived from               candidates&#39; responses to               questions regarding               developmental influences, self-               esteem, work history and work-               related values and attitudes.           Self-Confidence   This component references:    7               belief in one&#39;s own abilities and               skills and a tendency to feel               competent in several areas.       Optional   Decision Making/   Measures potential for success in    8           Flexibility   entry level positions. Scores on               Decision Making and Flexibility               are derived from candidates&#39;               responses to questions regarding               developmental influences, self-               esteem, work history and work-               related values and attitudes.            Selection 23-35 Minutes            Required   Conscientiousness   This component is designed to   65               predict the likelihood that               candidates will follow company               policies exactly, work in an               organized manner, return from               meals and breaks in the allotted               time, and keep working, even               when coworkers are not               working.           Retention   Measures commitment,   44           Predictor   impulsiveness, responsibility,               and motivation. It predicts the               likelihood that a new hire will               remain on the job for at least               three months.       Optional   Learning Ability   This component measures the   54               tendency to efficiently and   (12                effectively use numerical and   minute               analytical reasoning. This   timer)               competency is characterized by               the ability to learn work-related               tasks, processes, and policies.                  
 
         [0141]    Table Two may be used for customer service jobs:  
                                                                                 TABLE TWO                           Customer Service Solution                Solution                   Component   Definition   Items                        Screening 8-10 Minutes            Required   Educational and   Measures potential for success in   15           Work-Related   customer service jobs. Scores on           Experience   Education and Work-Related               Experience are derived from               candidates responses to               questions regarding develop-               mental influences, self-esteem,               work history and work-related               values and attitudes.           Customer Service   Designed to predict the likeli-   20           Orientation   hood that candidates will show               persistent enthusiasm in               customer interaction, apologize               sincerely for inconveniences to               customers, be patient with               customers, tolerate rude               customers calmly, and search for               information or products for               customers.       Optional   Self-Confidence   This component references:    7               belief in one&#39;s own abilities and               skills and a tendency to feel               competent in several areas.            Selection 17-29-37 Minutes            Required   Customer Focus   Designed to predict the likeli-   32               hood that candidates will show               persistent enthusiasm in               customer interaction, apologize               sincerely for inconveniences to               customers, be patient with               customers, tolerate rude               customers calmly, and search for               information or products for               customers.           Conscientiousness   This component is designed to   65               predict the likelihood that               candidates will follow company               policies exactly, work in an               organized manner, return from               meals and breaks in the allotted               time, and keep working, even               when coworkers are not               working.       Optional   Learning Ability   This component measures the   54               tendency to efficiently and   (12                effectively use numerical and   minute               analytical reasoning. This   timer)               competency is characterized by               the ability to learn work-related               tasks, processes, and policies.       Optional   Retention   Measures commitment,   44           Predictor   impulsiveness, responsibility,               and motivation. It predicts the               likelihood that a new hire will               remain on the job for at least               three months.                  
 
         [0142]    Table Three may be used for customer service jobs involving sales:  
                                                                                 TABLE THREE                           Customer Service Solution: Sales Positions                Solution                   Component   Definition   Items                        Screening 9-15 Minutes            Required   Educational and   Measures potential for success in   15           Work-Related   customer service jobs. Scores on           Experience   Education and Work-Related               Experience are derived from               candidates responses to ques-               tions regarding developmental               influences, self-esteem, work               history and work-related values               and attitudes.           Customer   This component is designed to   20           Service   predict the likelihood that           Orientation   candidates will show persistent               enthusiasm in customer inter-               action, apologize sincerely for               inconveniences to customers, be               patient with customers, tolerate               rude customers calmly, and               search for information or               products for customers.       Optional   Sales Potential   Designed to predict the likeli-   23               hood that candidates will suggest               or show alternative solutions               based on customer needs, direct               conversation toward a               commitment/order/sale, show               confidence even after a hard               refusal/rejection, and strive to               close a transaction every time.            Selection 15-27 Minutes            Required   Sales Potential   Designed to predict the likeli-   60               hood that candidates will suggest               or show alternative solutions               based on customer needs, direct               conversation toward a               commitment/order/sale, show               confidence even after a hard               refusal/rejection, and strive to               close a transaction every time.           Customer Focus   Designed to predict the likeli-   32               hood that candidates will show               persistent enthusiasm in               customer interaction, apologize               sincerely for inconveniences to               customers, be patient with               customers, tolerate rude               customers calmly, and search               for information or products for               customers.       Optional   Learning Ability   This component measures the   54               tendency to efficiently and effec-   (12                tively use numerical and analyti-   minute               cal reasoning. This competency   timer)               is characterized by the ability to               learn work-related tasks,               processes, and policies.                  
 
         [0143]    Table Four may be used for customer service jobs in a call center:  
                                                                                 TABLE FOUR                           Customer Service Solution: Call Center Positions                Solution                   Component   Definition   Items                        Screening 9-11 minutes            Required   Educational and   Measures potential for success in   15           Work-Related   customer service jobs. Scores on           Experience   Education and Work-Related               Experience are derived from               candidates responses to ques-               tions regarding developmental               influences, self-esteem, work               history and work-related values               and attitudes.           Customer Service   Designed to predict the likeli-   20           Orientation   hood that candidates will show               persistent enthusiasm in               customer interaction, apologize               sincerely for inconveniences to               customers, be patient with               customers, tolerate rude               customers calmly, and search               for information or products for               customers.       Optional   Self-Confidence   This component references:    7               belief in one&#39;s own abilities and               skills and a tendency to feel               competent in several areas.            Selection 16-31-39 Minutes            Required   Customer Focus   This component is designed to   32               predict the likelihood that               candidates will show persistent               enthusiasm in customer inter-               action, apologize sincerely for               inconveniences to customers, be               patient with customers, tolerate               rude customers calmly, and               search for information or               products for customers.           Conscientiousness   This component is designed to   65               predict the likelihood that               candidates will follow company               policies exactly, work in an               organized manner, return from               meals and breaks in the allotted               time, and keep working, even               when coworkers are not               working.           Working with   This component is designed to   30           Information   predict success in customer   (15                service call-center jobs by   minute               assessing a candidate&#39;s ability to   timer)               retrieve information and use it in               order to solve problems.       Optional   Retention   Measures commitment, impul-   44           Predictor   siveness, responsibility, and               motivation. It predicts the likeli-               hood that a new hire will remain               on the job for at least three               months.                  
 
         [0144]    Table Five may be used for customer service jobs in a call center involving sales:  
                                                                                 TABLE FIVE                           Customer Service Solution: Call Center Sales Positions                Solution                   Component   Definition   Items                        Screening 9-15 Minutes            Required   Educational and   Measures potential for success in   15           Work-Related   customer service jobs. Scores on           Experience   Education and Work-Related               Experience are derived from               candidates&#39; responses to ques-               tions regarding developmental               influences, self-esteem, work               history and work-related values               and attitudes.           Customer   Designed to predict the likeli-   20           Service   hood that candidates will show           Orientation   persistent enthusiasm in               customer interaction, apologize               sincerely for inconveniences to               customers, be patient with               customers, tolerate rude               customers calmly, and search               for information or products for               customers.       Optional   Sales Potential   Designed to predict the likeli-   23               hood that candidates will suggest               or show alternative solutions               based on customer needs, direct               conversation toward a               commitment/order/sale, show               confidence even after a hard               refusal/rejection, and strive to               close a transaction every time.            Selection 30 Minutes            Required   Sales Focus   Designed to predict the likeli-   60               hood that candidates will suggest               or show alternative solutions               based on customer needs, direct               conversation toward a               commitment/order/sale, show               confidence even after a hard               refusal/rejection, and strive to               close a transaction every time.           Customer Focus   Designed to predict the likeli-   32               hood that candidates will show               persistent enthusiasm in               customer interaction, apologize               sincerely for inconveniences to               customers, be patient with               customers, tolerate rude               customers calmly, and search               for information or products for               customers.           Working with   This component is designed to   30           Information   predict success in customer   (15                service call-center jobs by   minute               assessing a candidate&#39;s ability to   timer)               retrieve information and use it in               order to solve problems.                  
 
         [0145]    Table Six may be used for jobs in sales:  
                                                                                 TABLE SIX                           Sales Solutions                Solution                   Component   Definition   Items                        Screening 10-14 minutes            Required   Educational and   Measures potential for success in   15           Work-Related   customer service jobs. Scores on           Experience   Education and Work-Related               Experience are derived from               candidates responses to ques-               tions regarding developmental               influences, self-esteem, work               history and work-related values               and attitudes.           Sales Potential   Designed to predict the likeli-   23               hood that candidates will suggest               or show alternative solutions               based on customer needs, direct               conversation toward a               commitment/order/sale, show               confidence even after a hard               refusal/rejection, and strive to               close a transaction every time.       Optional   Customer   Designed to predict the likeli-   20           Service   hood that candidates will show           Orientation   persistent enthusiasm in               customer interaction, apologize               sincerely for inconveniences to               customers, be patient with               customers, tolerate rude               customers calmly, and search               for information or products for               customers.            Selection 10-25-40 Minutes            Required   Sales Focus   Designed to predict the likeli-   60               hood that candidates will suggest               or show alternative solutions               based on customer needs, direct               conversation toward a               commitment/order/sale, show               confidence even after a hard               refusal/rejection, and strive to               close a transaction every time.       Optional   Problem Solving   Measures the tendency to effi-   10               ciently and effectively use               numerical and analytical reason-               ing. This competency is charac-               terized by the ability to solve               complex problems, and make               reasoned decisions.       Optional   Communication   Measures the tendency to effi-   10               ciently and effectively use verbal               reasoning. This competency is               characterized by the ability to               verbally explain complex infor-               mation to others.                  
 
         [0146]    Table Seven may be used for supervisory jobs:  
                                                                                 TABLE SEVEN                           Supervisory Solutions                Solution                   Component   Definition   Items                        Screening 10-20 Minutes            Required   Supervisory   Measures potential for supervi-   10           Potential   sory success across industry type               and functional area. Scores on               Supervisory Potential are               derived from candidates&#39;               responses to questions regarding               academic and social background,               and aspirations concerning work.           Judgment   Measures potential for making   10               good judgments about how to               effectively respond to work               situations. Scores on Judgment               are derived from candidates&#39;               responses to questions regarding               situations one would likely               encounter as a manager/               supervisor.       Optional   Leadership/   Measures potential for success   19           Coaching   as a supervisor. This is done by           Teamwork/   having applicants&#39; make judg-           Interpersonal   ments about the most effective           Skills   teamwork and leadership behav-               iors in specific work situations.               Scores are determined by               comparing their response               profiles to the profiles of super-               visors who are known to be               successful.            Selection 22-37-52 Mins            Required   Business   Measures the candidate&#39;s think-   28           Leadership   ing styles. High scorers are               likely to have or learn good               planning and organizing skills,               be innovative, consider issues               from multiple perspectives, and               create strategies to build their               business.       Required   Leadership   Measures the candidate&#39;s desire   23           Motivation   for achievement, drive, initia-               tive, energy level, willingness to               take charge, and persistence.               High scorers are likely to be               highly motivated to succeed and               to set challenging goals for               themselves and others.           Self-Leadership   Measures the candidate&#39;s ability   32               to control emotions, act with               integrity, take responsibility for               actions, and tolerate stress. High               scorers are also likely to have a               positive attitude, be optimistic               about the future, and demon-               strate high levels of profession-               alism.           Interpersonal   Measures the candidate&#39;s   30           Leadership   interpersonal characteristics.               High scorers are likely to               persuade and influence others,               gain commitment, and build               effective interpersonal relation-               ships. They also have potential               to develop skills in the areas of               employee relations, coaching,               motivating, and leading a team.       Optional   Decision   Measures the tendency to effi-   10           Making/Problem   ciently and effectively use           Solving   numerical and analytical reason-               ing. This competency is charac-               terized by the ability to solve               complex problems, and make               reasoned decisions.       Optional   Communication   Measures the tendency to effi-   10               ciently and effectively use verbal               reasoning. This competency is               characterized by the ability to               verbally explain complex infor-               mation to others.                  
 
         [0147]    Table Eight may be used for professional jobs:  
                                                                                 TABLE EIGHT                           Professional Solutions                Solution                   Component   Definition   Items                        Screening 7-Minutes            Required   Dependability   This competency is character-   40               ized by: a willingness to behave               in expected and agree upon               ways; following through on               assignments and commitments;               keep promises; and accept the               consequences of one&#39;s own               actions.           Interpersonal   This competency is indexed by a           Skills   tendency to be pleasant, cooper-               ative, and helpful when working               with others, as well as flexible in               conflict resolution situations.           Self-Control   This competency is character-               ized by the ability to: stay calm               and collected when confronted               with adversity, frustration, or               other difficult situations; and               avoid defensive reactions or hurt               feelings as a result of others&#39;               comments.           Energy   This competency is character-               ized by a preference to stay               busy, active, and avoid inactive               events or situations.            Selection 35-50 Minutes            Required   Business   Measures the candidate&#39;s think-   32           Leadership   ing styles. High scorers are               likely to have or learn good               planning and organizing skills,               be innovative, consider issues               from multiple perspectives, and               create strategies to build their               business.           Leadership   Measures the candidate&#39;s desire   35           Motivation   for achievement, drive, initia-               tive, energy level, willingness to               take charge, and persistence.               High scorers are likely to be               highly motivated to succeed and               to set challenging goals for               themselves and others.           Self-Leadership   Measures the candidate&#39;s ability   34               to control emotions, act with               integrity, take responsibility for               actions, and tolerate stress. High               scorers are also likely to have a               positive attitude, be optimistic               about the future, and demon-               strate high levels of profession-               alism.           Interpersonal   Measures the candidate&#39;s   41           Leadership   interpersonal characteristics.               High scorers are likely to               persuade and influence others,               gain commitment, and build               effective interpersonal relation-               ships. They also have potential               to develop skills in the areas of               employee relations, coaching,               motivating, and leading a team.           Decision   Measures the tendency to effi-   10           Making/Problem   ciently and effectively use           Solving   numerical and analytical reason-               ing. This competency is charac-               terized by the ability to solve               complex problems, and make               reasoned decisions.       Optional   Communication   Measures the tendency to effi-   10               ciently and effectively use verbal               reasoning. This competency is               characterized by the ability to               verbally explain complex infor-               mation to others.                  
 
         [0148]    Table Nine may be used for managerial jobs:  
                                                                                 TABLE NINE                           Managerial Solutions                Solution                   Component   Definition   Items                        Screening 10-20 Minutes            Required   Management   Measures potential for manage-   10           Potential   rial success across industry type               and functional area. Scores on               Management Potential are               derived from candidates&#39;               responses to questions regarding               academic and social background,               and aspirations concerning work.           Judgment   Measures potential for making   10               good judgments about how to               effectively respond to work               situations. Scores on Judgment               are derived from candidates&#39;               responses to questions regarding               situations one would likely               encounter as a manager/               supervisor.       Optional   Self-Confidence   This component references:   10               belief in one&#39;s own abilities and               skills and a tendency to feel               competent in several areas.           Decision Making   Measures potential for success               as a manager. This is done by               having applicants&#39; make judg-               ments about the most effective               decisions in specific work situa-               tions. Their potential is deter-               mined by comparing their               response profiles to the profiles               of successful managers.            Selection 20-35-50 Mins            Required   Business   Measures the candidate&#39;s think-   32           Leadership   ing styles. High scorers are               likely to have or learn good               planning and organizing skills,               be innovative, consider issues               from multiple perspectives, and               create strategies to build their               business.           Leadership   Measures the candidate&#39;s desire   35           Motivation   for achievement, drive, initia-               tive, energy level, willingness to               take charge, and persistence.               High scorers are likely to be               highly motivated to succeed and               to set challenging goals for               themselves and others.           Self-Leadership   Measures the candidate&#39;s ability   34               to control emotions, act with               integrity, take responsibility for               actions, and tolerate stress. High               scorers are also likely to have a               positive attitude, be optimistic               about the future, and demon-               strate high levels of profession-               alism.           Interpersonal   Measures the candidate&#39;s   41           Leadership   interpersonal characteristics.               High scorers are likely to               persuade and influence others,               gain commitment, and build               effective interpersonal relation-               ships. They also have potential               to develop skills in the areas of               employee relations, coaching,               motivating, and leading a team.       Optional   Decision   Measures the tendency to effi-   10           Making/Problem   ciently and effectively use           Solving   numerical and analytical reason-               ing. This competency is charac-               terized by the ability to solve               complex problems, and make               reasoned decisions.       Optional   Communication   Measures the tendency to effi-   10               ciently and effectively use verbal               reasoning. This competency is               characterized by the ability to               verbally explain complex infor-               mation to others.                  
 
         [0149]    Table Ten may be used for technical/professional jobs:  
                                                                                 TABLE TEN                           Technical-Professional Solutions                Solution                   Component   Definition   Items                        Screening 8 Minutes            Required   Dependability   This competency is character-   40               ized by: a willingness to behave               in expected and agree upon               ways; following through on               assignments and commitments;               keeping promises; and accepting               the consequences of one&#39;s own               actions.           Interpersonal   This competency is indexed by a           Skills   tendency to be pleasant, cooper-               ative, and helpful when working               with others, as well as flexible in               conflict resolution situations.           Self-Control   This competency is character-               ized by the ability to: stay calm               and collected when confronted               with adversity, frustration, or               other difficult situations; and               avoid defensive reactions or hurt               feelings as a result of others&#39;               comments.           Energy   This competency is character-               ized by a preference to stay               busy, active, and avoid inactive               events or situations.            Selection 35-50 Minutes            Required   Business   Measures the candidate&#39;s think-   32           Leadership   ing styles. High scorers are               likely to have or learn good               planning and organizing skills,               be innovative, consider issues               from multiple perspectives, and               create strategies to build their               business.           Leadership   Measures the candidate&#39;s desire   35           Motivation   for achievement, drive, initia-               tive, energy level, willingness to               take charge, and persistence.               High scorers are likely to be               highly motivated to succeed and               to set challenging goals for               themselves and others.           Self-Leadership   Measures the candidate&#39;s ability   34               to control emotions, act with               integrity, take responsibility for               actions, and tolerate stress. High               scorers are also likely to have a               positive attitude, be optimistic               about the future, and demon-               strate high levels of profession-               alism,           Interpersonal   Measures the candidate&#39;s   41           Leadership   interpersonal characteristics.               High scorers are likely to               persuade and influence others,               gain commitment, and build               effective interpersonal relation-               ships. They also have potential               to develop skills in the areas of               employee relations, coaching,               motivating, and leading a team.           Decision   Measures the tendency to effi-   10           Making/Problem   ciently and effectively use           Solving   numerical and analytical reason-               ing. This competency is charac-               terized by the ability to solve               complex problems, and make               reasoned decisions.       Optional   Communication   Measures the tendency to effi-   10               ciently and effectively use verbal               reasoning. This competency is               characterized by the ability to               verbally explain complex infor-               mation to others.                  
 
         [0150]    Table Eleven may be used for executive positions:  
                                                                                 TABLE ELEVEN                           Executive Solutions                Solution                   Component   Definition   Items                        Screening 20 Minutes            Required   Executive   Measures potential for success in   53           Potential   high-level organizational posi-               tions across industry type and               functional area. Scores on               Executive Potential are derived               from candidates&#39; responses to               questions regarding work back-               ground, accomplishments, and               career aspirations.            Selection 35-50 Minutes            Required   Business   Measures the candidate&#39;s think-   32           Leadership   ing styles. High scorers are               likely to have or learn good               planning and organizing skills,               be innovative, consider issues               from multiple perspectives, and               create strategies to build their               business.           Leadership   Measures the candidate&#39;s desire   35           Motivation   for achievement, drive, initia-               tive, energy level, willingness to               take charge, and persistence.               High scorers are likely to be               highly motivated to succeed and               to set challenging goals for               themselves and others.           Self-Leadership   Measures the candidate&#39;s ability   34               to control emotions, act with               integrity, take responsibility for               actions, and tolerate stress. High               scorers are also likely to have a               positive attitude, be optimistic               about the future, and demon-               strate high levels of profession-               alism.           Interpersonal   Measures the candidate&#39;s   41           Leadership   interpersonal characteristics.               High scorers are likely to               persuade and influence others,               gain commitment, and build               effective interpersonal relation-               ships. They also have potential               to develop skills in the areas               of employee relations, coaching,               motivating, and leading a team.           Decision   Measures the tendency to effi-   10           Making/Problem   ciently and effectively use           Solving   numerical and analytical reason-               ing. This competency is charac-               terized by the ability to solve               complex problems, and make               reasoned decisions.       Optional   Communication   Measures the tendency to effi-   10               ciently and effectively use verbal               reasoning. This competency is               characterized by the ability to               verbally explain complex infor-               mation to others.                  
 
         [0151]    Table Twelve may be used for jobs involving campus recruiting:  
                                                                                 TABLE TWELVE                           Campus Recruiting Solutions                Solution                   Component   Definition   Items                        Screening 12 Minutes            Required   Supervisory   Measures potential for super-   26           Potential   visory success across industry               type and functional area. Scores               on Supervisory Potential are               derived from candidates&#39; re-               sponses to questions regarding               academic and social background,               and aspirations concerning work.           Judgment   Measures potential for making               good judgments about how to               effectively respond to work               situations. Scores on Judgment               are derived from candidates&#39;               responses to questions regarding               situations one would likely               encounter as a manager/               supervisor.           Management   Measures potential for manage-           Potential   rial success across industry type               and functional area. Scores on               Management Potential are de-               rived from candidates&#39; responses               to questions regarding academic               and social background, and aspi-               rations concerning work.            Selection 20-35-50 Mins            Required   Business   Measures the candidate&#39;s think-   32           Leadership   ing styles. High scorers are               likely to have or learn good               planning and organizing skills,               be innovative, consider issues               from multiple perspectives, and               create strategies to build their               business.           Leadership   Measures the candidate&#39;s desire   35           Motivation   for achievement, drive, initia-               tive, energy level, willingness to               take charge, and persistence.               High scorers are likely to be               highly motivated to succeed and               to set challenging goals for               themselves and others.           Self-Leadership   Measures the candidate&#39;s ability   34               to control emotions, act with               integrity, take responsibility for               actions, and tolerate stress. High               scorers are also likely to have a               positive attitude, be optimistic               about the future, and demon-               strate high levels of profession-               alism.           Interpersonal   Measures the candidate&#39;s   41           Leadership   interpersonal characteristics.               High scorers are likely to               persuade and influence others,               gain commitment, and build               effective interpersonal relation-               ships. They also have potential               to develop skills in the areas               of employee relations, coaching,               motivating, and leading a team.       Optional   Decision   Measures the tendency to effi-   10           Making/Problem   ciently and effectively use           Solving   numerical and analytical reason-               ing. This competency is charac-               terized by the ability to solve               complex problems, and make               reasoned decisions.       Optional   Communication   Measures the tendency to effi-   10               ciently and effectively use verbal               reasoning. This competency is               characterized by the ability to               verbally explain complex infor-               mation to others.                  
 
         [0152]    Table Thirteen may be used for a selection solution for a job involving communication:  
                                                         TABLE THIRTEEN                           Communication Solution                Solution                   Component   Definition   Items                        Selection 37 Minutes            Required   Listening   Measure of the tendency to   73           Orientation   listen to and understand others&#39;               perspectives, to care for others,               to accept and respect the individ-               ual differences of people, and to               be open both to multiple ideas               and to using alternative modes               of thinking.           English   Measures usage of verb tense           Language Skills   and sentence construction.               Scores on English Language               Skills are derived from candi-               dates responses to grammar               questions.           Verbal   Measures verbal reasoning skills           Reasoning/   and critical thinking/reasoning           Critical Thinking   skills. Scores on Verbal Reason-               ing Ability are derived from               candidates&#39; responses to               analogies and questions about               information provided in brief               reading passages.                  
 
         [0153]    Table Fourteen may be used for a selection solution for a job involving financial services jobs referred to series six/seven:  
                                                         TABLE FOURTEEN                           Series Six/Seven Success Solution                Solution                   Component   Definition   Items                        Selection 36 Minutes            Required   Problem Solving   Measures the ability to analyze   20               and evaluate information. Scores               on Problem Solving are derived               from candidates&#39; responses to               mathematical and analytical               reasoning items, requiring candi-               dates to respond to facts and               figures presented in various               formats.           Verbal   Measures verbal reasoning skills           Reasoning/   and critical thinking/reasoning           Critical Thinking   skills. Scores on Verbal Reason-               ing Ability are derived from               candidates&#39; responses to analo-               gies and involves making infer-               ences from information provided               in the form of brief passages                  
 
         [0154]    Table Fifteen may be used for a selection solution for a job requiring information technology aptitude:  
                                                         TABLE FIFTEEN                           Information Technology Aptitude Solution                Solution                   Component   Definition   Items                        Selection 18 Minutes            Required   Critical Thinking   Measure reasoning and critical   58               thinking skills. Scores on               Critical Thinking are derived               from candidates&#39; responses to               information provided in the form               of brief passages.           Problem Solving   Measures the ability to analyze               and evaluate information. Scores               on Problem Solving are derived               from candidates&#39; responses to               mathematical and analytical               reasoning items, requiring candi-               dates to respond to facts and               figures presented in various               scenarios.           Communication   Measures the ability to effi-               ciently use verbal information.               Scores on Communication are               derived from candidates&#39; ability               to identify synonyms.           Spatial Ability   Measure the ability to visually               manipulate objects. Scores on               Spatial Ability are derived from               candidates&#39; ability to correctly               identify the number of blocks in               progressively difficult figures.                  
 
         [0155]    Although the above disclosure has focused on recruiting applications, the generated data may be used in other human capital applications. FIG. 13 illustrates a human capital management life-cycle. Measurement and data  1301  is initially used in the context of recruiting  1302 . For recruiting  1302 , screening, selection, and interview solutions measure applicants&#39; competencies and predict on-the-job performance and thus contribution to business outcomes.  
         [0156]    For compensation  1303 , data about potential can be weighed against performance data to ensure that high potential employees who are on difficult assignments where they are structurally constrained from succeeding are not underpaid by pure focus on performance. For example, structural constraints may include business environment, poor staff, unreliable equipment, etc.  
         [0157]    For retention  1304 , business with jobs that have high turnover use the system to ensure that applicants have qualities that contribute to longer tenure in roles.  
         [0158]    For performance management  1305 , the system can be used to enhance the validity of employee performance evaluation.  
         [0159]    For training and development  1306 , a company may test current employees in order to design executive training programs addressing each individual&#39;s strengths and weaknesses. Or, for employees that took a test and were hired despite weaknesses, the data can be used to structure appropriate training.  
         [0160]    For succession  1307 , data on employees may be collected in the process of organization mergers to assist planning for retrenchment or change. Also, by measuring competencies and mapping them between roles, it is possible to assess the potential that an individual may have for a role other than the job they are currently holding, such as for a promotion or a transfer to another area.  
         [0161]    The foregoing description is to be considered as illustrative only. The skilled artisan will recognize many variations and permutations within the spirit of the disclosure.