Job Fit

Code: Test
Prometriks HR team
19 years old

What is Job Fit Quest?

Job Fit Quest is a scientifically-developed questionnaire and measures the personality traits that predict motivation and behavior at work. It can be used for:

  • Selection of job applicants
  • Talent identification and development
  • Definition of training and development needs
  • Building effective teams

Job Fit Quest can be used in combination with other tests or questionnaires, interview and/or assessment and development center.
The report contains 3 main sections with results:

  • Validity – reveals the response validity and the individual’s attitude toward the assessment process.
  • Individual Profile – displays the results for 11 personality traits forming the work profile of the individual.
  • Professional Match – pairs the personality profile with five key professional roles.

How are the results presented?

Test results are presented in sten scores. The ten-point scale allows comparison between the individual personality profile and the reference norm group.
Job Fit Quest is standardized through nationally representative sample which includes people from different job sectors and the norms are differentiated by gender, age and education. The results are classified in three main groups:

  • Low (from 1.00 to 3.49 scores) – corresponding to approximately 16% of the norm group with the lowest results on the particular scale.
  • Medium (from 3.50 to 7.49 scores) – corresponding to approximately 68% of the norm group with results within the average norm for the scale.
  • High (from 7.5 to 10 scores) – corresponding to approximately 16% of the reference group with the highest levels of the particular personality trait.

Keep in mind:  The results must be interpreted only by specialists who are qualified to use the questionnaire. The report contains personal data and must be stored according to the country’s Law for Protection of Personal Data.



The results in the report are based on the given responses and describe the respondent’s personality at work as well as their attitude toward the assessment process.

Job Fit Quest is a self-rating questionnaire, so please pay attention to the information in the “Validity” section before interpreting the results.

Validity of the results of Test

Test was overly self-critical and therefore it is possible that the test results are lower than what can be actually observed. Most probably she will be better able to adapt and more efficient at work than is to be predicted based on this report. During the interview please consider the possibility of raising the personality and motivation score with 1 or 2 standard points.

Keep in mind:  Please consider the person’s response style when making personal decisions based on the information provided in the report.


Individual Profile

The results of Test’s assessment provide information on 11 professionally significant personality characteristics, classified in three dimensions:

WORK – Approach to the work process
PEOPLE – Interaction with others
STRESS – Emotional stability


Next:  Detailed interpretation of the results.


Individual Profile Interpretation

Interpretation is provided for every dimension and the given information describes the work performance Test aspires to demonstrate, the impact he/she is likely to have on the organization, and the approach that can be used to motivate him/her.


Achievement Motivation 

Motivation and engagement at work

  • Prefers assignments that she knows she can accomplish.
  • May avoid hard-to-achieve goals or give up quickly upon occurrence of problems or complications.
  • Refrains from taking responsibility for the implementation of significant, unknown, or complex projects.
  • Not ambitious and does not strive to impress at work.
  • Easily finds excuses.

Her colleagues may blame her for not taking enough of the overall work and avoiding difficult and important assignments.

How to motivate

She is more efficient when given only routine or well-structured tasks. Frequently needs detailed instructions and supervision. Works better with supervisors with directive approach than with managers that give employees greater autonomy.


Work Efficiency 

Efficiency in multitasking

  • Slowly takes important decision as she needs to consider all possible risks.
  • Tends to postpone decision implementation if she feels uncertain.
  • Prefers assignments where she doesn't have to work at high speed.
  • Is more efficient when she can consequently work on assignments and complete one before undertaking another.
  • Has difficulties setting priorities and becomes chaotic when she needs to work on several assignments simultaneously."

Her slow working rate and indecisiveness may be irritating to others. If she is experienced and her role is to analyze and provide expert opinion, the lack of order may not be an issue as it should be compensated by her organizational skills and logical approach.

How to motivate

Becomes distressed and her mind blocks when being assigned multiple tasks (even if they are simple). Would not be efficient when she needs to work quickly, on short deadlines or is required to make decisions in time- and information-deficient situations.

Striving for Change 

Openness to changes, new ideas and innovations

  • Prefers to work with facts and material things rather than ideas.
  • She is better at analyzing things that have actually happened than investigating hypotheses or comparing possible alternatives.
  • In certain situations she may be motivated to introduce improvements, however they are rather an optimization than a real innovation.
  • Even when she has good ideas, if they require great transformations, she may not want to be part of their practical implementation.
  • May oppose to the introduction of changes.

Often has negative reactions to the proposed changes and would be difficult to convince her in their necessity. If her opposition provokes discussions within the team, such debates might be useful as they would encourage the change agents to further develop their ideas and to make them more concrete.

How to motivate

Rarely has a critical insight into work processes or tries to have a comprehensive view of things. Suitable when the team needs to find a pragmatic solution or there is routine work. Should not be expected to give innovative ideas or propose changes.



Tolerance to ambiguity and unstructured work

  • Likes to switch between assignments that are dynamic and ones that are less strenuous but require patience.
  • Capable of adapting to diverse work assignments relatively quickly, although she would rather tackle familiar tasks.
  • Would adapt to assignments that have unpredictable aspects or requires her to assume some risks even though this is not her greatest strength.
  • May not be consistent in her positions as she reacts according to the circumstances and rarely takes time to systematize her views.

The team appreciates her for her pragmatism and tendency to plan things in a way that allows her to easily give up on the initial plans upon finding that they are not appropriate and others don't approve them.

How to motivate

Needs some stability and predictability at work but can manage when circumstances demand change in priorities and initial plans.

Attention to Detail 

Attention to detail, focus on quality

  • Plans her work in advance and does not like doing things in the last minute.
  • She is not a perfectionist but not sloppy either.
  • Strictly observes the instructions and requirements when necessary but does not really enjoy working on tasks that require high level of precision.
  • Focused on the tasks, she prefers not to waste time on details whenever possible. "

May be capable of transforming other people's ideas into specific goals and plans, especially if her Work Efficiency score is high. Capable of balancing between the perfectionists and those who consider quantity more important than quality.

How to motivate

Prefers planning and cannot always react in the spur of the moment when opportunities occur. Capable of handling assignments that require great precision and focus on the detail as long as it is on incidental basis.



Emotional Intelligence 

A good sense of understanding of others’ feelings, social flexibility

  • Feels confused when she has to communicate with strangers.
  • In business conversations, she focuses almost completely on the content and pays minor attention to others' non-verbal reactions and expectations.
  • Does not have a good sense of others. May experience difficulties putting herself in their position to understand their point of view.

Feels uncomfortable within a group. Prefers listening and watching. Even when she knows others, she rarely takes the initiative. In group discussions it's better to invite her personally to express her opinion.

How to motivate

Not efficient in professional roles that require insight of people or ability to understand others, such as customer care, sales, negotiations, or people management. If she is about to be promoted to a managerial role, this is a developmental area that should be taken in consideration.


Gregariousness, eagerness to build personal relationships, desire to communicate and work with people

  • Passive and reserved in social and business contacts.
  • Prefers to spend her time alone and does not deliberately maintain and develop her contacts.
  • Does not like roles where she needs to communicate with many people.
  • Remembers to contact others when she needs them or has work issues. Rarely calls to just check on someone.
  • Would not like assignments that require lots of formal contacts and a wide social network.

Definitely more efficient when she works alone. Finds it difficult to work in a team because she needs to see things from beginning to end first before contributing. During group discussions, she may look involved and carefully observing but speaks quite rarely and does not make sufficient contribution to finding a common solution.

How to motivate

Working with people or in a team is not among her strengths. Very reticent, she prefers contemplating things carefully before expressing her opinion and cannot react spontaneously to the questions raised. Suitable for analytical works or assignments, which require continuous work alone.



Dominance, desire to influence others

  • Is constructive and prefers looking for compromises and mutually acceptable solutions.
  • Tries to influence others when she finds it important.
  • Capable of standing behind her views but generally her first reaction is to yield or give up.
  • Would find any job that require her to continuously persuade others and overcome their resistance distressful but is capable of learning how to do it.

Prefers to discuss joint decisions and is open to hear other points of view. Does not insist on her own opinion excessively but is capable of being persistent when she is convinced she is right. Other people appreciate her for the constructive role she tries to play in the decision-making process.

How to motivate

Often has her own opinion of things but does not by all means insist on doing what she considers right. Reacts constructively to criticism directed toward her decisions or actions rather than to her personality. Suitable to work with clients and partners who would appreciate her desire to find mutually acceptable compromises.


Preferance for harmonious and respectful interpersonal relations

  • Painfully honest.
  • Being part of a group or accepted by the others is not part of her priorities.
  • Pays greater attention to procedures and logic than to her feelings or other people's perceptions.
  • Rarely coordinates her plans or decisions with others.
  • Would not give up on her goals just because others don't support her.

She is not very supportive and helpful of others and does not get easily attached. In the team she is the one standing by principles and justice. Rarely sympathizes on underperformers and is not inclined to ask for help even when she experiences difficulties.

How to motivate

Almost always puts her goals and work first and pays minor attention to other people's feelings. When working in a team, she may be among the members who rather disintegrate than unite the group.



Preference for managerial roles

  • Believes that she has the ability to coordinate and organize other people's work efficiently.
  • Believes leadership involves duty and responsibility.
  • Does not strive to take on a managerial role but getting such functions would further motivate her.
  • Can be disapproving and give negative feedback whenever necessary.
  • Has not problems being the person who provides directions to others but sometimes finds it burdening.

Although she sometimes takes the leading role in the team, she does not always feel comfortable with it. Sometimes she prefers to pass on the responsibility for making difficult decisions to someone else. If she is the formal leader or feels that she has the support of the group, her confidence to lead others increases.

How to motivate

Being assigned managerial functions would increase her motivation, although she does not strive for a leading role as an end in itself and is not inclined to compete for it with others. May feel hesitation and need support when she has to make difficult decisions, especially if she does not have experience in a managerial position.


Emotional Stability 

Composure and stress resilience

  • In general, she is even-tempered and does not worry unnecessarily for possible difficulties and complications.
  • Overcomes failures rather quickly.
  • Does not complain from stress or high workloads.
  • When obstacles and problems accumulate, she may temporarily feel discouraged and demotivated. Such conditions though are rare and short-lived.

Solves her personal problems quite easily and rarely needs the group's support. May be indecisive and hesitant in difficult situations or when certain risks need to be taken. If she is a team leader, this should be considered a developmental area.

How to motivate

Even though she prefers to work at her own speed, she usually does not have problems to pick up the pace for quite a long period. Stress and pressure for results don't motivate her but don't have really negative consequences either.


Professional Match

Professional Match evaluates the extent to which the personality profile of Test matches the 5 global competencies important for success in various professional roles.

The extent of matching is presented in a percentage and can be interpreted as follows:

Low extent
35% – 75%
Average extent
75% – 90%
High extent
Maximum extent


The index shows the individual’s suitability for sales positions.

  • Does not enjoy selling and avoids work situations when she needs to demand or convince.
  • Finds it hard to figure out complex social situations and would be stressed out if she has to meet with many people.
  • Not self-confident.
  • Prefers setting goals she is sure to achieve and often needs to consult her decisions with superiors.

Customer Service

The index shows the individual’s suitability for professional roles such as sales agent, online consultant, customer service agent (call center, front office, help desk).

  • Does not enjoy working with clients.
  • Prefers working with data, facts, or things rather than people.
  • Has difficulties putting herself in other people's shoes and does not like helping people.
  • Cold and reserved, she pays more attention to procedures and logic than to her feelings or other people's perceptions.
  • Not very efficient when she needs to work under pressure, multitask or quickly switch among multiple tasks.


The index shows the individual’s suitability for professional roles such as marketing manager, product manager, engineer, and software developer.

  • Does not like professional roles that are subject to frequent changes.
  • Rarely analyzes the work processes searching for opportunities for improvement.
  • Prefers to be given tasks with clear directions that do not require her to make complicated and risky decisions.
  • Is satisfied when her work meets the requirements and does not feel the need to be distinguished for her achievements.
  • Would feel stressed if she is required to look for opportunities for improvement or manage changes.

Administrative Work

The index shows suitability for professional roles such as personal assistant, technical assistant, accountant, bank cashier, and auditor.

  • Does not enjoy professional roles which mainly require good organizational skills and high efficiency.
  • Dislikes being in a hurry and multitasking.
  • Prefers to be given only goals and assignments she knows she can successfully finish.
  • Strong pressure for results demotivates her and decreases her efficiency.
  • Has difficulties handling failures and other negative events and needs considerable time to overcome them.


The index shows the individual’s suitability for managerial roles.

  • Does not strive for a managerial position.
  • Prefers to be appreciated as a professional and is not willing to take responsibility for other people's actions or to be involved in solving their problems.
  • Rarely thinks about improvements or changes that would affect other people's work and would provoke their resistance.
  • Feels content when the assigned goals correspond to her abilities and she is sure she can handle them.
  • Would feel stressed if she is assigned to manage a big group of people or to manage the introduction of grand changes.

How can Job Fit Quest be used?

The main purpose of Job Fit Quest is to help HR specialists and managers at different hierarchical levels of the organizations in their effort to ensure qualitative, objective and ethical decision-making processes in relation to people management. Job Fit Quest can be successfully applied in selection and development processes.

In selection process:

The questionnaire can be used as a part of the selection process and applied to candidates for various positions. It can be combined with ability tests, integrity, and/or value questionnaires. The results of Job Fit Quest need to be verified in an interview with the candidate through their professional experience, education, accomplishments, and references of previous employers.

We recommend using the STAR interview technique for verifying the test results. STAR method contains the following components:

  • Situation:
    Please, describe a work situation in which*…
  • Task:
    What task were You assigned?
  • Action:
    What did You do?
  • Result:
    What was the result?

*Below you will find examples of situations which you can use in an interview in order to verify the test results for a particular scale:

Please, describe a work situation in which…
Achievement Motivation
… the result You achieved considerably exceeded the expectations.
Work Efficiency
… You had to quickly figure out the situation, immediately prioritize and take actions, and that helped You achieved significant results.
Striving for Change
… You had the opportunity to change the work processes in the company which led to considerable positive outcomes.
… You had to cope with а new task or one whose end goal was not clearly defined and yet You succeeded.
Attention to Detail
… You worked on a task requiring precision, patience and consistency and You finished it successfully.
Emotional Intelligence
… You quickly figured out the needs and expectations of others and that helped You succeed.
… Your skills for making social contacts led to achieve good results.
… your assertiveness and ability to persuade others led to success.
… You succeeded because you were considerate and thoughtful of clients or colleagues.
… You had the opportunity to organize and coordinate the work of others and that led to positive results.
Emotional Stability
… your ability to overcome your failures quickly helped You at work.

In development programs:

Job Fit Quest can provide employees with feedback which can be used as a starting point for career counseling, personal development, and increase of their motivation and engagement with training and development programs.

It is recommended that the feedback session starts with a discussion of the employee’s strengths. The employee may be encouraged to identify them on their own through leading questions. The information received is then compared to the test results and the matches and/or discrepancies can be discussed.

In a similar way, a discussion of the employee’s developmental areas follows. The focus has to be put on those characteristics and behaviors that are significant to the particular position.

The final stages of the feedback session can be used to negotiate the areas of development that the employee is willing to work on. The main goal here is to reach a mutual agreement and high engagement.

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