McQuaig word survey

[withheld]

I have recently inquired about employment with a company and they use the
McQuaig word survey in their screening process. Anyone know how this used?

[Tommy the Terrorist]

(I found some reference to sales of it at
http://www.kenwards.com/index.htm, but the main site is clearly the
"McQuaig Institute" itself in Ontario. The McQuaig Word Survey and
McQuaig Job Survey (which is the employer's end of it, where he's
supposed to define the personality of his ideal employee!) are described
in considerable detail at their site:

http://www.mcquaig.com/

Nonetheless, I've chosen to excerpt the really relevant stuff here for
quick review and because who knows what will happen to a Web site?
Remember, however: this is the company's own portrayal of the process.
The company may be implementing their OWN version of this personality
screen, on their own premises, with less attention to some of the
higher-minded statements on the Web site, and you wouldn't know. In any
case, there is no ONE way to 'beat' the system, because there could be
different requirements. You can make guesses as to what kind of person
they want based on the job or what you've heard, and you can of course
follow the rule they lay out of NEVER BAD MOUTHING ANYBODY, ESPECIALLY AN
EMPLOYER because that would suggest you have the wrong "attitude"...
well, you look through and see what you can figure out. Oh, and if
you're looking for a promotion, try to reference times when you acted as
a "leader" (duh) :) )

====
The 3 Levels of Appraisal

During the selection process, we appraise candidates at three levels.
Many companies hire based on Level 1 and Level 2. . .

. . . then fire because of Level 3.

LEVEL 1 ("minimal impact on performance")
Appearance
Manners
Expressiveness
Interests
Goals

LEVEL 2 ("greater impact on performance")
Knowledge
Skills
Training
Experience
Education
Credentials

LEVEL 3 ("greatest impact on performance")
Attitudes & Beliefs
Self Motivation
Stability & Persistence
Maturity & Judgment
Aptitudes/Capacity To Learn
Temperament/Behavior Patterns

Attitudes and Beliefs

The candidate has shown

a positive and optimistic approach
looks for the best in others
is confident in own abilities
demonstrates high personal standards
has shown commitment and loyalty in previous situations

Or

has shown hesitation and doubt in own abilities
has low personal standards
is openly critical of previous employers
is worrisome and pessimistic
demonstrates little enthusiasm, commitment or consideration for others

Self-Motivation

The candidate:

is a demonstrated hard-worker
went beyond what was expected
attacked previous work assignments with energy
is passionate about work and activities
is enthusiastic

Or:

has not sustained a strong work effort over time
did the minimum required
demonstrated little enthusiasm or intensity in previous work/projects

Stability and Persistence

The candidate:

has shown consistent interests, goals and activities over time
has stood up to resistance
does not shy away from adversity
maintains morale and effort in face of obstacles
completes tasks

Or:

has shown little consistency of interests, goals and activities
has backed away from adversity
does not stay the course
gives up when going gets tough
doesn¹t complete tasks

Maturity and Judgment

The candidate:

has demonstrated sound judgment
takes a common sense approach
is willing to take personal responsibility
is realistic about personal strengths and weaknesses
is willing to forego short-term rewards for longer term benefits
shows self control

Or:

has acted in the past with little forethought
lacks self discipline and control
avoids personal responsibility
is unrealistic
is closed minded and inflexible
doesn¹t display sound judgment

Aptitudes/Capacity to Learn

The candidate:

had demonstrated the ability to learn new skills and tasks
absorbs information and ideas readily
has a proven ability to solve complex problems
shows significant progress has a history of achievements

Or:

has difficulty learning new skills/concepts
is uncomfortable with complex issues
shows limited progress
little or no history of achievements

[Temperament/Behavior Patterns]

The candidate:

has the behaviors required for this job; e.g.,
* is a natural leader or a specialist
* has sought out pressure situations or has preferred established routines
* is extroverted or introverted
* is a decision maker or one who works best in a structured environment

Or:

does not have the behaviors required for this job; e.g.,
* has avoided decisions or has resisted working under direction
* has backed away from risks or has acted too impulsively
* has been too impatient or too relaxed
* has over-socialized or has had people problems

====
From their "10 Interviewer Mistakes" list:

4. Over-emphasizing the Can Do (Level 2) instead of the Will Do (Level
3). Can Do qualifications such as educational/technical credentials
should not be given priority over the Will Do such as attitudes,
motivations, temperament. (See The Three Levels of Appraisal).

5. Asking questions that focus on the future rather than on past
performance. "Would you be willing to work around the clock to meet a
deadline?" rather than "Can you tell me about a time when you worked
around the clock to meet a deadline?"

6. Not probing vigorously. Accepting unsupported or vague claims instead
of probing for details - names, dates, dollar figures, exactly what
happened, when, why and how.

====
Companies have used behavioural assessments for many years. There are a
number of them on the market, the more common ones measure things like an
individual¹s ability to work in an unstructured environment, their
affinity for detail or routine, their sense of urgency, or their need for
people interaction or isolation. The McQuaig Institute® provides a
software­based assessment system that measures behaviours on four scales,
as outlined below:

Dominant <-> Accepting
Competitive, Results-Oriented vs. Supportive, Non-Confrontational

Sociable <-> Analytical
Empathetic, Extroverted vs. Logical, Task-Oriented

Relaxed <-> Driving
Steady, Methodical vs. Restless, Pressure-Oriented

Compliant <-> Independent:
Conscientious, Detail-Oriented vs. Strong-Minded, Persistent

Our behavioural patterns ­ where we sit on each of these trait scales and
how they interact -- will determine the type of work that we are best
suited for. For example, programmers are often analytical and
detail-orientated whereas on-site consultants are more extroverted and
pressure oriented.

====
THE McQUAIG WORD SURVEY® (motivating and developing)

Diagnose the natural style of behavior of current employees, including
their leadership style and management potential

Promote, transfer and develop the right people

Retain top performers by motivating, training and counseling more
effectively

Determine your employee¹s "hot buttons" and how each employee will fit
into your team

====
THE McQUAIG WORD SURVEY® (assessing candidates)

Learn as much as you can about an individual¹s work habits before you
make a job offer.

Understand the temperament or behaviors that candidates will bring to the
job: for instance, their level of urgency, people focus, sales
orientation or independence.

Get a list of focused interview questions based on the candidate¹s own
profile.

--
"Williams said the officer went to the car and found a mouse, which had
been injured and was bleeding.
The officer took the mouse to an animal hospital for treatment."
"6 Arrested in Rodent-Tossing Case", _The San Diego Union-Tribune_,
October 5, 2000
"Animal-rights groups have been watching the case and have told police
they want stiff punishment meted out, police said."