Personality Testing provides excellent predictors of future job performance and turnover without adverse impact via standardized personality tests, in particular the Work-Based Trait Inventory (WBTI; Copyrighted), that are rapidly scored and reported to the company's hiring managers.

At we offer reliable and valid personality tests to assist organizations in improving the accuracy of hiring decisions. Our personality tests are effective at determining which job applicants are likely to become successful employees, and which are likely to engage in disruptive workplace behaviors, fail to achieve adequate levels of performance, and increase your company's turnover costs. Moreover, our personality tests do not have adverse impact against protected classes as defined by the Equal Employment Opportunity Commission (EEOC). Thus, both the test's validity and the fact that they do not cause adverse impact provide legal protection for all organizations that choose to use them. provides measures of work-relevant traits, acquired by asking job applicants questions about their work habits and attitudes. As a result, our personality test questions are higher in content validity than general questions about peoples’ lives and habits that are found on most personality tests. As a consequence, our innovative personality tests are both more acceptable to job applicants, and are also better capable of predicting the future work performance of those applicants than many other popular, traditional personality tests (Bing, Davison, & Smothers, 2014; Bing, Whanger, Davison, & VanHook, 2004; Davison & Bing, 2009). We also have new, innovative measures of inaccurate responding, faking attempts, and even dishonest responding that are used to enhance the validity of our personality assessments (Bing, Kluemper, Davison et al., 2011).

We have several different types of measures of personality, and one of our primary tests is the Work-Based Trait Inventory (WBTI; © All rights reserved). The WBTI is based, in part, in the Big-5 Theory of personality. The Big-5 Theory asserts that personality is composed of five primary traits: Conscientiousness, Agreeableness, Extraversion, Emotional Stability, and Openness-to-Experience. Conscientiousness is widely regarding as the most job-relevant of the five traits as it reflects a person’s reliability, dependability, and integrity. As all jobs require employees to say what they mean and do what they say, Conscientiousness tends to be a good predictor of job performance across many occupations and in many organizations (Bing et al., 2004). The WBTI provides reliable and valid measures of the Big-5, but is more innovative in that it also assesses additional personality traits that are directly work-relevant. The WBTI measures the following personality traits:

Conscientiousness: This trait represents the tendency to be exacting in one’s work, precise, reliable, and dependable. Very conscientious people tend to be very organized and responsible. Employees that are high in conscientiousness tend to achieve high levels of job performance.

Teamwork Orientation and Agreeableness: Persons high in agreeableness get along well with others, are cooperative, and make good team members. Agreeable persons are often friendly, courteous, and considerate.

Extraversion: Those high in extraversion tend to seek out social settings and gather enjoyment from social interactions. People who are extraverts tend to be talkative, assertive, outgoing, and enthusiastic. Being high in extraversion is important for salespersons as well as for organizational leaders and executives.

Emotional Stability: People who are emotionally stable tend to be resilient to stress, calm when in stressful situations, and rational under pressure. They are very capable of handling workplace problems without making matters worse, and tend to be able to diffuse stressful work situations and workplace conflicts.

Flexibility and Openness to Experience: Those who have vivid imaginations, appreciate art, enjoy novelty, and are very curious are high in this trait. Persons high in flexibility tend to adapt well to workplace changes. These individuals want to experience new situations, challenge themselves, and are open to other persons’ perspectives and viewpoints. New employees who are high in openness to experience often learn more from human resource training programs than those lower in this trait.

Integrity: Those high in integrity are trustworthy and honest. They admit when they have made a mistake, even though the admission may lead to their punishment for accidental wrongdoing. It is simply critical to have persons of high levels of integrity in positions of responsibility within organizations.

Customer Service Orientation: Persons high in customer service orientation are not only high in the Big Five trait of agreeableness, but they are also capable of pleasing even disagreeable customers. They are calm when dealing with upset clients and customers, and are very capable of calming upset customers by accepting responsibility for complaints even when they are not at fault. They desire to work for the betterment of the organization in the face of customer problems and difficult clientele.

Salesperson Potential: This trait represents a person’s ability to be appropriately assertive in promoting the company’s products, without being aggressive or pushy. Employees who score high in this trait are very capable of selling the company’s products, promoting its image, etc., without making customers feel pressured or uncomfortable. Persons high in both salesperson potential and agreeableness tend to advance a company’s sales goals far beyond the required quotas.

Work Endurance: Those who are high in work endurance view work as a core component of their personality, work at a high level of effort, put in extra work hours, and persist at work projects until they are completed. They pride themselves in being viewed as hard-working employees, and are willing to go the extra mile to finish important work assignments.

Work Drive: The trait of work drive is similar to work endurance, save those high in work drive also want to be the best at what they do at work regardless of the level of competition. They desire to be top-performing employees. Work is central to their lives, and they strive to achieve all they can within their work roles. They are often driven to be promoted within their organizations, and feel deserving of recognition only when they have met important work goals and milestones.

Faking Good and Impression Management: Persons who score high on this measurement are likely to have put more than their "best foot forward" when completing the personality test, which calls into question the accuracy of their test scores.

Infrequent Responding: When scores are elevated on this measurement the test taker is often very different from the rest of the applicant pool. When this score is used in combination with the faking good measure above it reveals whether or not the test taker is trying to create an overly positive image of him or herself.

Inattentive Responding: Test takers who obtain high scores on this measurement have not paid attention to the questions on the personality test, indicating that their scores cannot be trusted to represent their true personality profile.

Web-Check Testing Scale (Newly Added): This scale requires test takers to follow simple instructions when taking the test. If the test taker does not follow these simple instructions, then he/she may not be paying attention when taking the test, could possibly have a reading weakness, or may not be capable of following basic instructions. This scale goes from 0 to 6, with 6 being the highest score and indicating that the test taker correctly followed the instructions for all of these items.

Dishonest Responding (Newly Added): Persons who score high on this scale have attempted to fake the test by claiming to know more than they actually do know, and by attempting to create an inaccurate and overly positive image of themselves. High scores on this scale serve to not only call into question the accuracy of the candidate's other personality test scores, but high scores are also indicative of a lack of self-knowledge and a potential lack of honesty.

Test Manual for the WBTI coming soon to this webpage..... Note however that the following available publications help greatly to already demonstrate the reliability and validity of the WBTI test that we use for personnel selection and hiring purposes.

Davison, H. K., Bing, M. N. (2009). Content validity does matter for the criterion-related validity of personality tests. Industrial and Organizational Psychology, 2, 501-503.

Bing, M. N., Davison, H. K., & Smothers, J. (2014). Item-level frame-of-reference effects in personality testing: An investigation of incremental validity in an organizational setting. International Journal of Selection and Assessment, 22, 165-178.

Bing, M. N., Whanger, J. C., Davison, H. K., & VanHook, J. B. (2004). Incremental validity of the frame-of-reference effect in personality scale scores: A replication and extension. Journal of Applied Psychology, 89, 150-157.

Bing, M. N., Kluemper, D. H., Davison, H. K., Taylor, S. G., & Novicevic, M. (2011). Overclaiming as a measure of faking. Organizational Behavior and Human Decision Processes, 116, 148-162.

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