The Core Values Index (CVI) is a new breed of human performance profiling tool that overcomes the inherent limitations of the personality/behavior assessment tests. Learn how the technology behind the CVI has equipped companies with an objective pre-employment screening tool for selecting top performers.

Core Values Index^TM Assessment Test

The CVI provides a profile of the core motivational drivers of each individual. Developed as part of the Taylor Protocols, the CVI has been field tested in more than 400 companies over a span of 15 years. The research has confirmed and the field testing has validated that the assessment provides a profile of the inner person, the real person, rather than just personality or behavioral characteristics.

The CVI assessment instrument shines an objective light on why a person operates the way he does and quantifies the characteristics of his inner person. An individual will often describe this inner person as "the real me". Since birth, the inner person is acted upon by an individual's environment. By necessity, the person must adapt his behaviors to accommodate his environment. This adaptation generates a personality (set of behavioral characteristics). The personality of each individual, then, is a warped or adapted version of their inner self.

In contrast, core motivational drivers cause a person to want to make a contribution in a certain way. The CVI assessment test helps an employer gain an understanding of the core motivational drivers before the person is hired. The CVI also helps the employee because the core motivational drivers prescribe the behaviors and work that serve to develop self-esteem. This causes a person to subconsciously desire a situation that offers them the opportunity to make the highest contribution possible.

Top performers are motivated and capable of making the highest contribution possible because the job they are doing is aligned to their core values. To the degree that a person's work is not aligned with their core motivational drivers, he will either disrupt the situation, force a change, or leave.

Top Performer Profile^TM Employee Performance Software

Adapting this technology, a similar algorithm was developed by Mr. Taylor to improve the accuracy of speech recognition in the first IBM compatible personal computer in the mid-eighties. This algorithm increased the accuracy of speech recognition from 70% to better than 98%.

During the 90's, Mr. Taylor went to work developing human capital management technology to improve the efficiencies of businesses. The initial research was based upon the revolutionary automated pattern recognition algorithms he developed to drive significant technological advances in the early part of his career.

Applied to human performance, his research illustrated the limitations of existing human personality and behavior profiling systems. In particular, there were several primary functional barriers to effective prescreening that have kept other companies from successfully using employee profiling assessment tests for pre-employment screening.

Mr. Taylor's research revealed that employee profiling systems based upon personality tests or behavior analysis were by nature flawed because the "environment" of a job interview was quite often stressful for the candidate and the individual's profiling results collected during the pre-hiring process were not reliable. The CVI assessment test solved this problem by producing results that were both reliable (revealed the true person) and repeatable (the results were the same for the individual over time).

However, this only solved half of the problem. The input data must not only be reliable, but the process used to analyze the data must also consistently produce the desired results - a prediction of the top performer. Most employee profiling systems develop an average profile of all the best performing employees who have the same title within different companies in the same industry. More complex employee profiling systems go a step further and develop an average profile based upon the best performing employees in a particular organization-this is often called an ideal profile. However, Mr. Taylor's research revealed that average profiles of any sort are not able to reliably predict top performers.

Mr. Taylor's research produced a pattern recognition profiling algorithm that was able to quantify the top performers in any particular organization in a core value sense. In turn, the algorithm was imbedded in an automatic selection process that allowed hiring organizations to automatically and objectively make judgments regarding the likely success of the individual in the job position.