A job description is created as a model to determine the ideal fit for a position.
The Rembrandt Portrait® was created to identify a candidate’s ability to perform in a specific position.
We don’t just close the hiring gap. We obliterate it.
With the Rembrandt Portrait® guiding your hiring decisions, 9 out of 10 people who meet your model are winners.
What odds are you getting without the Rembrandt Portrait®?
Once you’ve hired someone based on truth, professional development is grounded in reality from day one.
We recommended your hires.
We know what motivates them to succeed.
We know where they will meet challenges.
We know what will break them.
Every person is one promotion away from failure if the path does not match the ability.
We are with you every step of the way to assure truth and ability continually drive individual growth.
Leaders are born.
And then they are made...or not.
Leaders can possess a variety of personality traits.
But they only have one set of ability traits.
We know your leaders.
Those leaders may be seasoned and ready to step into that role.
Those leaders may be straight out of the classroom unaware of their destined potential.
Trust the Rembrandt Portrait® to identify the exceptional at every stage.
Trusting us is trusting in the truth.
Teamwork is not about people getting along, it is about matching abilities for optimal team performance.
When you hire based on ability rather than bias, diversity takes care of itself.
"The Rembrandt Portrait® is not only blind to people’s differences, it actually welcomes people and includes them in."
I began to think I was simply lacking some unknown and mysterious skill or trait.
I’ve always been “successful” but sometimes not to the level I knew I was capable of. In these cases, I seemed to repeatedly reach a level of success in either my personal or professional life but then things would eventually go astray for different reasons regardless of approach or tactics. I began to consider I was missing some fundamental skill or ability but finding that common denominator affecting the various areas of my life was difficult.
This past year I had the opportunity to partner with RembrandtAdvantage and take their personality assessment, the Rembrandt Portrait. My firm uses the Rembrandt to coach and counsel client employees, advising them of their strengths, limitations and motivations as a way of growing and developing their skills. I participated in these conversations to help these employees understand the truth about who they are, what drives them and to find ways of aligning and applying their unique set of traits to their current work role. Having seen the positive impact it had on others, I decided to leverage my own results as a starting point for discovery this “missing link” holding me back from peak performance.
I began by reviewing my traits and how I was applying them in different situations. As expected, I found I was indeed leveraging and applying them as best as possible. I was back at square one. So, I decided to take a step back. If the issue wasn’t my capability for any given situation, I decided to take a systems approach and consider my environment, my relationships, my health, etc. The first step was to recall times in my life when I most felt like “me”. These are times where one feels most alive, energetic, and things just seem to work out. Upon reflection of these times, it was clear that I had put myself in a position for success by following my “gut” which naturally put me in an environment aligned to my personality. I then took the time to identify which traits were leveraged and to what degree to add some definition and consistency to my “gut feelings”. This exercise also helped me understand how my traits as identified by Rembrandt “felt” for me and how they tended to apply. For example, one may be inclined for creative efforts but creative how? While you won’t find me painting or composing a song, I do excel at and enjoy (creatively) finding elegant and novel solutions to complex problems.
I then peeled back the onion for those situations where I didn’t shine as brightly. What I found was that I had made a decision not aligned with my “gut”. I discovered I had in some cases chosen a job based on money or stayed in an unfulfilling relationship for the sake of the other person. In short, I wasn’t being “me” but I was doing what I thought was the “right thing to do” largely based on my working-class, German-influenced, old-school upbringing. In either case, they were not aligned with who I was and, as a result, I was generally unhappy. Then, because I was unhappy, I sometimes took unnecessary risks (seeking some excitement and alignment) or sacrificed too much / tried too hard (due to this general malaise affecting my self-esteem). In short, it wasn’t a problem of skill or ability. It was an overarching problem of misalignment to an environment.
As next steps, I plan to be more cognizant of how I am feeling when doing things. I will do more of those things that are aligned and less of those things not aligned. For example, I enjoy a particular workout routine. I sometimes try a different routine because science says it is better but because I don’t enjoy it as much I seem to miss the gym more frequently. I will stop doing that. I also like walking more than running. When walking I can relax, think and listen to an audiobook. Running doesn’t offer the same benefits for me but I sometimes think I should run. But, again, I find I just happen to not have the time to do it when I switch from what I enjoy and are aligned with to something that the news or society says is “better”. I do plan to make an effort to try related or similar activities to those that energize me and pay attention to see if it offers any additional or complementary alignment with my personality so I may be the fullest “me” that I can be.
As final thoughts, for those with a strong drive to serve others, the exercise I describe above may be particularly useful in forcing the application of one’s knowledge of their unique set of gifts for their own sake and not just at the more tactical level for another. By doing so, it may help one serve even better and longer – driven by a higher energy level from a greater degree of alignment.
To help demystify employee testing I thought it may be helpful to review the different types of assessments that have made their way to the Talent Acquisition process and help you to understand where and how to apply these assessments.
There are basically 6 types of assessments:
Cognitive - These measure general intelligence and the way in which the person learns best and solves problems. The Rembrandt Portrait incorporates cognitive questions into its assessment because measuring a candidate's ability to learn and solve problems is one of the most accurate ways of predicting success on the job. According to research cognitive ability is twice as predictive as interviews, 3 times as predictive as work experience, and 4 times more predictive than education.
Integrity Testing - These are usually administered to candidates applying for entry level positions where adherence to rules is critical and to weed out theft. Personally, I shy away from these because of their high false positive rates.
Skills Testing - These are the most straightforward of assessments because they assess what you know and not who you are. They are pretty easy to put together and they give you a direct understanding of the candidate's knowledge. For example, The Sales Index measures what a sales candidate knows of the selling process, from qualifying a lead or understanding when to close. It does not measure potential, but does provide a solid understanding of what the candidate knows about selling. This can be highly valuable in designing a training program to teach the new person the mechanics of selling.
Physical Ability Testing - Like Skills Testing, these assessments are straightforward. Are you able to lift 50 pounds and carry it 10 feet? If you need to know if someone is physically able to do the job these assessments play a vital role.
Behavioral Assessment / Type Indicator Testing - These assessments typically group people into quadrants or 16 grids, such as the Myers Briggs, DISC, and Predictive Index. These assessments have great utility in team building and training, as they are quick, cheap and provide an understanding of the person's preferred Style of interaction. Neat information to have to roll out an effective workshop on communications and work style, but these assessments have not been validated for Talent Selection. They do not measure Ability, simply Style and it's the person's Ability that is predictive of job success not Style. Many of these assessments note that the person should retake the test every 6 months or annually because style or behavior can change. Behavior can and does change depending on the environment, and it can be minute to minute, not year to year. If you go to MBTI or DISC's website they tell you their assessment was not validated for selection. Companies using a 4 quadrant assessment for selection are doing themselves and the candidate disservice and are potentially breaking the law by utilizing a non-valid tool in the selection process.
Personality Testing - The most effective test is a true psychometric assessment that measures a person's personality, showing their drives, preferences, and tendencies. While style and behavior can and do change, personality (with limited exception) is the only true constant in understanding a candidate or employee. The most stable and predictive competencies remain consistent over time and are relevant to most positions. They are: Communication, Relationship Building, Problem Solving, Work Management, and Work Style. The Rembrandt Portrait measures these 5 competencies through 13 key attributes and our cognitive assessment.
In conclusion, the Rembrandt Portrait is based on the most stable of reliable science known and incorporates a cognitive assessment, making it one of the most valid and predictive assessments on the market.
Michael Santo Ph.D. | Founder / CEO