Definition of High Potential
High potentials are part of the broader pool of top talent in any organization. High potential employees possess higher intellect, drive, agility to learn, grow and develop themselves to handle broader and complex future work challenges, responsibilities and have a higher chance of becoming successful leaders in the future. As per our research, we identified four core and unique factors which define High potential employees:
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This assessment will help the organization in the identification of high potential employees to be groomed to fill in the critical positions in the organization. The report summarizes strengths and areas of development for each respondent that will help them improve their effectiveness in their present roles and prepare them for their future career prospects.
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Key profiles the test is useful for:
|Number of Sections||5|
|Number of Questions||130|
|Test Duration||85 Minutes|
NOTE: If required, the test can be provided in other languages as well. Please connect with us at firstname.lastname@example.org for any such requirement.
Mettl High Potential Assessment consists of battery of psychometric tools which include the Mettl Personality Profiler (MPP), Mettl Test for Abstract Reasoning (MTAR) and Mettl Test for Critical Thinking (MTCT).
|Mettl Personality Profiler (MPP)||Mettl Test for Abstract Reasoning (MTAR)||Mettl Test for Critical Thinking (MTCT)|
|Test composition||86 items||23 items||21 items|
Reliability (Cronbach alpha)
Reliability range is 0.63 to 0.88 and median reliability is 0.79
|Reliability range is 0.67- 0.72 and median reliability is 0.7||Reliability range is 0.69- 0.75 and median reliability is 0.72|
Convergent validity estimates range from 0.4 to 0.75
|Criterion validity estimates range from 0.33 to 0.25.||Criterion validity estimates range from 0.37 to 0.21.|
|Norming and Standardization||34000+ respondents across different geographies||1200+ respondents across different geographies||1200+ respondents across different geographies|
|Adverse Impact||Free from adverse impact bias. The mean group difference is majorly not significant among ethnic, age and gender groups.|
|Team Members||Members of SIOP (Society of Industrial and Organizational Psychology)|
|Tool Development||In accordance with, APA (American Psychological Association) and EEOC (The Equal Employment Opportunity Commission) guidelines.|
What if a person takes a test in a socially desirable manner or manipulates or fakes the responses?
Utmost care has been taken to reduce the probability of individuals trying to present themselves in a socially desirable manner at every stage of the tool development. The following are some of the steps taken:
The item format of the assessment – the ‘semantic differential’ format – was deliberately selected for the purpose of making it hard for candidates to guess the appropriate response and ‘fake’ in order to increase their scores. The items are presented in a format that requires the individual to consciously think about their preferences and then make a choice between two equally ‘desirable’ statements.
Before beginning the assessment, the candidates are provided with information on the format of the assessment and are told to respond to the items according to their first reactions and not to overthink their responses. Guided by research showing the efficacy of ‘instructional warnings’ they are warned against faking and impression management and told that their assessment reports may be considered invalid if they distort their responses in dishonest ways.
The tool identifies certain patterns of responding and indicates in the report, if the candidate has attempted to respond to the assessment in an appropriate or a socially desirable manner.
Can we determine the appropriate levels of behaviors required for a specific job role in an organization?
Yes, it is possible to do so for different job roles in your organization. We follow a scientifically valid method of determining the norms appropriate for each job role. Please write to us and we would be glad to assist.
Is it possible to map an organization's competency framework to your assessments?
Yes, it is possible. We can build a customized assessment for your organization, taking into account your organization’s unique needs and accordingly determine the combination of behaviors that determine success in your organization’s context. Please write to us for such a request and we would be glad to work out a solution for you.
How do we determine the thresholds for the proficiency levels for a norm group?
The thresholds for the proficiency levels are based on the normal probability distribution of scores for a particular norm group.
How have norms been decided for MPP?
The data obtained from the sample used during tool development have been used to determine the norms for various behaviors. Additionally, the norms are being re-calculated periodically basis new data that is collected to ensure that they stay relevant and provide the most accurate information about a candidate. However, we can further determine the norms relevant for your organization through a validation exercise. Please write to us for further details.
What if the reports generated for the psychometric assessments differ from the actual behavior, attitude or aptitude of the person?
Human behavior is a projection of multiple psychological and environmental factors. So, any psychometric report should not be interpreted as a definitive predictor of a particular type of behavior. These reports should be integrated with all other sources of information in reaching professional decisions about the person. If you find any discrepancy in the reports from actual behavior of the person, always refer to the other environmental, physical and psychological factors driving that behavior. For the best combination of selection tools for your needs (i.e. psychometric assessment, job/functional tests, behavioural interviews, etc.) please reach out to us and our consultants would be happy to assist you.
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