A REPORT ON THE STUDY OF THE IMPORTANCE OF PSYCHOMETRICS IN THE TALENT ACQUISITION PROCESS FOR RECRUITING THE ENGINEERS IN THE

OIL AND GAS SECTOR

By Anustha Chandra 11BSPHH010166 I.B.S. Hyderabad

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A REPORT ON THE STUDY OF THE IMPORTANCE OF PSYCHOMETRICS IN THE TALENT ACQUISITION PROCESS FOR RECRUITING THE ENGINEERS IN THE OIL AND GAS SECTOR

By Anustha Chandra 11BSPHH010166 A report submitted in partial fulfilment of the requirements of MBA Program at IBS Hyderabad

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Authorization

This report is submitted in partial fulfilment of the requirements of MBA program at IBS, Hyderabad.

Anustha Chandra

SUBMITTED TO:
Faculty Guide Prof. Murali Krishna P.V. Faculty Department of Marketing

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IBS Hyderabad

Acknowledgement
This particular research report would be incomplete without the acknowledgement part. I would like to thank my Faculty Guide Prof. P.V. Murali Krishna, for his guidance in every way he gave me. Here at Conjugate Consulting & Outsourcing Pvt. Ltd., I would thank Ms. Swati Tripathi, Director, Conjugate Consulting and Outsourcing Pvt. Ltd. who gave me incomparable exposure in the field. I am grateful to Mr. Anil Nair Senior Manager, Conjugate Consulting and Outsourcing Pvt. Ltd., my company guide for helping me out in every situation and patiently answering all my queries. He has been a constant source of inspiration throughout the project and an impartial leader. The greatest appreciation is reserved for all the engineers whose honest feedbacks helped me navigate through the tough phases of the project work. This three month experience has been not less than wonderful here and the amount of value addition that I got in this duration is inexplicable. The opportunities provided and the efforts put in the company will surely take me a long way in my career. I hope that I have manifested my sincere attempts to represent all the information and other things to the best of ability.

Anustha Chandra, IBS Hyderabad

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TABLE OF CONTENTS
S.N O 1 2 3 4 5 6 7 8 9 TOPIC PAG E NO 4 7 8 9 9 9 10 11 Industry: 11

Acknowledgement Executive Summary Introduction 1.1 Background 1.2 Objective 1.3 Methodology 1.4 Scope & Limitations Economy Industry Analysis 1. The HR Introduction 2. Market Size 3. Industry Structure 3.1 Permanent Recruitment 3.2 Temporary Recruitment Solutions

9 10 11 12

12 13 14 20

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13 14 15 16 17 18 19 20 21 22 23 24 25

3.3Other Segments 4. The Road Ahead 5. Key Players Company Analysis Project Specific Analysis 1. Theoretical Overview 2. The Project 3. Data Analysis Conclusions & Recommendations Outcome / Contribution Learning form SIP References Appendix

26 27 28 29 38 38 42 48 95 97 98 99 100

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EXECUTIVE SUMMARY
Conjugate Consulting and Outsourcing Private Limited is one of the leading HR solutions consultancies in India. It has a huge clientele base in industries like oil and gas, banking, IT and telecom. It also deals in sectors like retail, hospitality, real estate and facilities management. This project of developing the online psychometric test for the engineers for the screening phase of the talent acquisition process was undertaken at the organisation under the able guidance of the professionals working in the organisation. The project aims to facilitate the talent acquisition process for the clients of the organisation through the Internet. The project in detail describes the dimension of psychometrics that will help the clients of the consulting firm in recruiting and selecting the crme from the lot of engineers. In order to bring the online test into existence and to properly analyse the scores, data from primary as well as secondary sources have been collected. Primary data was collected through the questionnaire, the responses of which are taken by the professionals (engineers) working in the oil and gas industry at various levels. Secondary data sources include the beneficial information found on the internet and through the research papers that were used to analyse the correct results, statistically. Data analysis aims to show and analyse the difference between the current recruitment system and the recruitment system that will be adopted after the addition of this online test to the whole recruitment and selection process. The report also includes abstract of few articles and literature which have been published by several authors previously pertaining to the common interests in the area and how to go about being successful in the field. The latter part of the report includes the findings observed in the three months and analysis from the data, such recommendations that can make the process more accurate and cost effective.

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INTRODUCTION
Select Great People and Develop Employees That Excel Developing employees has a great deal to do with the company's profitability. One of the main functions of management is to select, develop and retain employees. When hiring, the company wants the right person who demonstrates that they want the company where they will be working to be successful. If you have a proper selection system in place, then you are likely to find the best candidate who is the most qualified that will work well in the position you want filled. Here at Conjugate Consulting and Outsourcing Pvt. Ltd., the research project was undertaken to understand the talent acquisition process. The project is a study on the Talent Acquisition process for the engineers to be selected for the oil and gas sector, which is the prime client of Conjugate Consulting & Outsourcing Pvt. Ltd. The project helps to understand the importance of knowledge, skills and abilities in the employment process. The research project is completely based on the development of an online test that facilitates screening in the successful candidates for the further procedures the employment process. This online test is divided into two parts:
1. Technical ability For judging the technical acumen of the candidate as well as his

ability to practically apply the concepts of engineering in the field he wishes to take up the job
2. Personality For judging the general personality of the candidate as to how will he

be able to contribute to the organisation to achieve its goals. This personality test is based on the Big 5 Inventory Test by John & Srivastava, 1999, which measures the five basic personality traits present in every human. The recruitment and selection function is given the maximum importance in any organization. Recruitment and Selection are the continuous processes that take place. After having determined the number and kinds of personnel required the department proceeds with the identification of sources of recruitment and finding suitable candidates for employment. The screening phase for which the online tool has been prepared will improve the whole employment process by selecting only those candidates who possess the knowledge and abilities to work for the post he has applied for. After taking this test, only the successful candidates will appear before the interviewing panel for the final round.

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Recruitment Creating a talent pool of candidates who fulfil the job requirement.

Screening

Recruitment

Selecting the Creating a talent candidates who pool of candidates successfully qualify who fulfil the job upon the standards set requirement. by the company. One of the main objectives of this research project is to understand the effectiveness of the

recruitment and selection process and selecting the most appropriate candidate for a particular position. The project includes the questionnaire which is used to measure the personality of the candidate. Also, extensive Literature referencing has been done to substantiate the topic and finally, the project sums up giving analysis of the information collected, findings and providing recommendations.

1.1 BACKGROUND
The oil and gas sector is the major client of Conjugate Consulting & Outsourcing Pvt. Ltd. This project deals with forming an online test for the screening phase of the recruitment and selection process. This research project deals mainly with the psychometrics which is primarily ignored in recruiting and selecting engineers.

1.2 OBJECTIVE OF STUDY

Synthesizing the entire process of Talent Acquisition, following are the objectives kept in mind while undertaking the project:
1. To understand the importance of psychometrics in recruitment and selection. 2. To study the benefits of this new screening phase over the existing recruitment and

selection process.

1.3 METHODOLOGY
The main objective of the project is to study and understand the effectiveness of the recruitment and selection process and selecting the most appropriate candidate for a particular position. In case of recruiting engineers for the oil and gas sector, the candidate is required to prove himself/herself as per the standards (technical and personality) set by any organisation. The candidates are required to be perfectly versed with the technicalities of the job he has applied for. In addition to this, the candidate should also possess the attitude to work not only for his own progress but for the benefit of the organisation as a whole. Research design is a framework or blueprint for conducting the research project. It specifies the details of the procedures necessary for obtaining the information needed to structure and solve research problems.

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When designing research, one is faced with a continual series of trade-offs. Since there are typically numerous design alternatives that will work, the goal is to find the design that enhances the value of the information obtained, while reducing the cost of obtaining` it and make it as accurate as possible. In order to carry out the project effectively, I have conducted a DESCRIPTIVE RESEARCH. Both Primary and Secondary Data are for the successful completion of the project. Primary Source of Data was collected by means of a survey done by administering the questionnaire of Big Five Inventory Test, John & Srivastava, 1999 for the personality testing, i.e., to test the personality of the candidate. Secondary Source of Data was through the various research papers and the related material available on the Internet. In order to facilitate the data collection for psychometric test, an invitation was sent to the professionals (engineers) to participate in the study. Along with the questionnaire, background questions such as age, gender, education, company and designation were also asked. The sample size was 159. The data was also checked for its reliability. The reliability of data was measured by Cronbachs . The more is the coefficient closer to 1, the more it is reliable. The data was then analysed using factor analysis. After analysis, a reduced questionnaire which consumes a less amount of time to complete, will be framed.

1.4SCOPE & LIMITATIONS

Suppose, we are recruiting for R & D in engineering sector and we find that the candidate exhibits higher anxiety levels, we might advice him to check that aspect of his personality as this aspect of his personality might hamper his productivity and will add to companys costs or HR has both operational and developmental roles to play in an organization, initiatives can be taken by introducing motivational lectures and stress management lectures in organizations curriculum. The scores will also help us to eliminate the most skewed responses in terms of personality traits and thus we will be able to check attrition which will directly reduce unnecessary hiring cost. While undertaking the project, following were the limitations that were faced: 1. If a test of this sort is given for self assessment, the responses might not be accurate as respondent might manipulate it. 2. Secondary source of data will be used for analysis and it is not feasible to estimate inaccuracies in the same. 3. The response to the test may be subjective and biased. Views and responses may also vary over a period of time. 4. I did not get an opportunity to administer the Leaderships test for middle and senior level positions which is also a indispensible part for talent acquisition.

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5. Personality assessment is based on statistics and probabilities therefore we cannot infer with 100% certainty whether an applicant will be successful solely based on assessment scores. However, we can make inferences about who is likely to become a successful performer.

ECONOMY INDUSTRY ANALYSIS

Permanent recruitment has grown on the back of growth in key customer industries, with large MNCs entering the Indian market and expanding their presence, as well as the emergence of new industries. However, permanent recruitment companies face challenges in the form of high attrition and competition from online portals. Temporary recruitment companies are growing with organizations that are gradually increasing their share of temporary staff in their total workforce to withstand the economic downturn recognizing the merits of having temporary staff. However, such companies face high attrition rates with clients absorbing temporary staff, pressure on their working capital and compliance with laws applicable to permanent staff. Many global players have entered the Indian market over the last decade and some are poised to make the quantum leap. This market is rapidly moving from a highly fragmented and unorganized sector to a structured and organized industry. HR solutions is a highly competitive and fragmented industry that is poised for enormous growth in the next 10 years as companies increase their investment in their HR infrastructure. Furthermore, changing market dynamics and global competitive pressures has business becoming more complex, making companies realize the importance of right employees undertaking complex tasks and outsourcing non-core activities. were earlier reluctant to engage external vendors now consider HR consultants partners in their organizations growth strategy. resulted in having the Those that to be their

1. The HR Solutions Industry: An Introduction

While there is no uniform definition for the HR solutions industry, for the purpose of this report, we may define it as the rewards derived from any decision on buying services for any

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part of the human capital value chain. The HR solutions industry can be broadly divided into two main functions permanent recruitment of executives and professionals, and temporary recruitment, specializing in professional and general staffing. HR solutions are being increasingly viewed as a distinct industry with the role of HR consultants evolving with changing market dynamics. Large Indian companies are diversifying into new sectors and prefer candidates with relevant experience. However, since their HR function find it difficult at times to source candidates from the large and geographically dispersed talent pool, companies are increasingly looking at external help. This change in approach and mindset has made sourcing a relatively complex activity, resulting in companies increasingly partnering with recruitment consultants with a global footprint or access to global databases to source the right candidates.

The service industry is a people-driven one and is clocking double-digit growth. The service industry has a large manpower requirement, which facilitates the need for a large HR function to fulfil its growing needs. Since recruitment is not a recurring activity and is a function of economy and a companys growth plans, companies prefer to partner with consultants to source the right candidates as and when required, and have their HR function focus on the core and strategic activities of selection, planning and retention.

Temporary staffing is a growing human resource trend and the phenomenon is finally catching up in India. While industry experts estimate employee leasing to be a US$140 billion business worldwide, the domestic staffing industry has yet to witness large figures. The scenario is however set to change as companies are increasingly partnering with consultants, and experts expect that in the near future, 2.5%-3%1 of the workforce in the country will be hired on a temporary basis.

2. Market size
The overall organized HR solutions industry grew at a CAGR of 21% between FY08FY11 from INR 127 billion to INR 228 billion.

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The HR solutions market was affected by the global economic slowdown, and slowed a year on year (y-o-y) rate of 34% in FY09 to 13% in FY11. The slowdown forced customer organizations to defer their hiring plans and reduce their spending on HR.

HR Solutions Industry Market Sizing INCLUSIONS Permanent recruitment, introduced in 1997 under manpower recruitment service. Other services (added in FY07) include services in relation to pre-recruitment screening, verification of the credentials and antecedents of candidates and the authenticity of documents submitted by candidates. Temporary recruitment definition added in FY08. EXCLUSIONS Players filing returns under other service heads. Players providing services to SEZs.

Players with a turnover of INR 1 million and below.

The overall size of the industry may be marginally higher, given some of the exclusions in service tax definition.

3. Industry structure
The HR solution industry comprises: Permanent recruitment Temporary recruitment Other segments

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Temporary and permanent recruitment are estimated to contribute 86% to the overall market size. Temporary recruitment (staffing) has the largest share at 73% of the market, since it includes pass through salary costs. Permanent recruitment has a 13% share and only includes the net fees from each successful referral. The others categories primarily include small and emerging offerings such as the following: Payroll administration and employee benefits Recruitment process outsourcing, HR management and consulting (benefit consulting, hiring and firing, background interviews, exit interviews and wage reviews), Employment training Online job portals (sourcing of candidates)

3.1PERMANENT RECRUITMENT
3.1.1 INTRODUCTION The permanent recruitment market is estimated to be in the range of INR28INR31 billion1. This segment can be divided into executive search and recruitment. Search, being a niche category, is focused on hiring of CXO-level positions in an organization, while recruitment is for mid- and junior-level positions.

Permanent recruitment is a four-step process of sourcing screening, selection and onboarding of candidates with sourcing being one the most critical steps, since it involves

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short listing and attracting the right candidates from the pool. Sourcing of the right candidates takes place through campus recruitment programs, employment agencies, internal referrals and job portals. However, employment agencies and referrals account for more than 65% of the candidate sourcing process. Sourcing of candidates through employment agencies is now gaining traction and currently has a 30% share.

In FY11, around 360,000 candidates got placed through employment agencies across various levels. Permanent recruitment is estimated to be an INR30 billion market. 3.1.2 EXECUTIVE SEARCH In the early 90s, executive search was less prevalent, and small placement agencies dotted the landscape. It was all about database recruiting. The transformation was noticed after the economy opened up with multinationals setting up shop in the country. Business for the Indian search industry largely emanated from global MNCs and accounted for 8590%3 of their revenues. The space was dominated by HR consultants such as ABC consultants and Mafoi. The end of the 90s and the early 2000s saw the entry of some global search companies such as Amrop, Egon Zehnder, Korn Ferry, Transearch and Heidrick & Struggles into India. At that time, these MNCs followed the policy of their international CXOs heading their India operations. The mid 2000s saw the emergencies of new industries and the need for local talent led multinationals to demand a more scientific approach to top-rung hiring. Large search companies began importing their knowledge base, global best practices and proprietary tools to their Indian subsidiaries. There were also new entrants such as Russel Reynolds and Spencer Stuart. The search market is estimated to be INR67 billion, with about 6,000 placements through consultants, in FY11. At the CXO, board and top levels, business is traditionally defined as a retained search (with the client paying a fee at the beginning of the service, and is not linked to the success of the search) and a contingency search, with fees in the range of 2530%. Currently, the search market, being a niche category, is dominated by large global search companies like Egon Zehnder, Korn Ferry, Transearch, Heidrick & Struggles, Russel Reynolds, Spencer Stuart, Amrop, etc., that have a market share of 40%. Small companies find it difficult to get search mandates as MNCs prefer large international search organizations. Furthermore, being a relationship-driven business, it also requires years of experience and credibility in the recruitment space to move higher into the search category.

Key players: ABC Consultants, Mafoi and Kelly Services

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Growth drivers 1. Large companies diversifying into new sectors: Large Indian conglomerates are now diversifying from their core businesses and venturing into new emerging industries. This has opened up opportunities for search companies to bring in people at the top level, who have relevant experience in these sectors. 2. Large MNCs in automobiles, luxury goods, and agricultural and food business setting up shop in India A large number of MNCs are trying to gain a share of the robust and growing Indian economy. The gloomy outlook for most of developed economies has forced companies operating in these to shift their focus to emerging economies such as India. Large automobile companies have entered the Indian market in the last three years and are in the process of expanding their footprint to withstand competition and capture the market. Large agri food players have entered the Indian market and are looking at expanding their presence across different categories inorganically. Large luxury goods companies are expanding their portfolio and presence in India to be a part of the consumption story and ride on the growth momentum. MNCs extensively use search companies to source the right people to head their India operations, and with the inflow gaining momentum, we expect their growth to be robust. 3. Acceptance and adoption of search companies by large family owned conglomerates In most emerging countries such as India, a significant component of GDP is contributed by family-run companies. It is therefore vital to ensure that these organizations are adequately resourced, both financially and with human capital. Earlier, in large family owned business conglomerates, top level hiring was primarily through referrals, but changes are now being observed in the new generation at the helm. The family run businesses are increasingly using the services of search firms to bring in the right candidates with the required experience and skill sets. Emerging Trends

3.1.3 RECRUITMENT Introduction

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Indias recruitment industry has grown with the rising prominence of industries such as IT, telecom, retail, pharma, ITES and hospitality. These industries have shown significant growth on the back of strong demand from the rising Indian consumer class and the dominance of Indian companies in the outsourcing space. The recruitment industry has evolved on the back of the increase in the demand for workforce on the talent acquisition and the client fronts. On the talent acquisition front, the change has been significant, from a mere match-making function and career counseling to competency-based assessment hiring. On the client side, it has moved from a requirementbased fulfillment system to turnkey project-based hiring to hiring for value added services (VAS). The recruitment market is estimated at INR23INR25 billion1, with about 350 thousand placements through consultants in FY11. The market for mid-level recruitment is dominated by large Indian players such as ABC Consultants and Mafoi. Large MNCs such as Michael Page, CandyDate Jobs, Hunt Partners, Kelly and Korn Ferry have also entered this space. The segment also faces competition from small recruitment companies that cumulatively have a significant share in the pie. The segment is evolving from an unstructured and fragmented ecosystem to players that are adopting new norms of productivity and cost efficiency, where resume pushers (who do not add value to clients) will eventually get marginalized. At the middle management level, business is mostly contingent in nature. Clients pay a fee of 1216%2 (of the annual cost-tocompany salary) once candidates join organizations. The recruitment market for the junior level is dominated by a large number of small companies and job portals from which companies generally source profiles. Being a volumedriven segment, the focus is more on the turnaround time than quality. Hence, having a large data base is of prime importance. Given the volume nature of this industry sub-segment, fees for consultants may be lower (in the range of 7-10% of the annual cost-to-company salary) per recruitment. Growth drivers 1. Growth in key customer industries Indias economy has been growing at an average rate ~8% on the back of growth in its key customer industries, e.g., IT, ITES, retail, banking, health care, hospitality and others, which have been witnessing significant growth. The countrys economy has been maintaining its growth momentum on the back of a large middle class, their increased their spending and the Government opening up sectors such as aviation , financial services and retail for FDI. Companies operating in these industries and other ancillary industries are expected to recruit robustly. Indias retail sector, after hitting a road block in 2009, is expanding again on the back of falling real estate rentals, a burgeoning middle class and the Governments plan to bring FDI in retail. Foreign banks that have obtained banking licenses in FY11 are slowly increasing their workforce.

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2. New emerging sectors The economy has grown robustly in the last decade on the back of sunshine sectors that emerge every few years. In the early 90s, it was IT, then ITeS, telecom, retail and banking, and now it is consumer goods and health care. Emerging Trends

3.1.4 CRITICAL SUCCESS FACTORS

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Critical factors for the success of permanent recruitment firms 1. Network of client relationships Having strong ties with companies and maintaining them in this crowded space is the key to obtaining business. This industry is characterized by low entry barriers and large volumes. Therefore, companies need to build on their existing relationships to prevent their market share from shrinking. They should also foster new relationships to grow. 2. Track record of delivery Quick turnaround time and quality of candidates sourced are important factors on which the track record of delivery is measured. This track record is critical for increasing business from existing clients and also to attract new clients. 3. Quality of sales team Permanent recruitment is a relationship-driven business. Having a quality sales team to source mandates from companies and to be able to successfully make a pitch to the right candidates is critical for the success of companies.

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3.1.5 MARKET OPPORTUNITY

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3.2 TEMPORARY RECRUITMENT

3.2.1 INTRODUCTION The temporary recruitment market is estimated to be INR172 billion. Temporary recruitment takes place when a temporary work agency finds and retains workers, while other companies in need of short-term workers enter a contract with the agency to send temporary workers on assignment. Temporary employees are generally used in industries that are cyclical in nature and require frequent adjustment of staffing levels. The temporary recruitment market can be broadly classified on the basis of the skill set of temporary workers.

3.2.2 PROFESSIONAL STAFFING Introduction The professional staffing market was estimated at INR49- INR53 billion in FY11, with 110 thousand staffed through consultants. Professional staffing companies have higher margins than general staffing ones, since the employees they source have higher specialized skill sets. Their margins typically range from 3035% (of the salary paid by the client organization to the staffing company for the resource).

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Key players Team Lease, Manpower, Adecco, Mafoi, Ikya, Kelly, Allegis, WDC & Future Focus

Growth drivers 1. Growth in IT and engineering industries Over the past few years, the Indian IT industry has been on a steady growth trajectory. It has played a pivotal role in placing India on the world map as a major knowledge-based economy and outsourcing hub. The Indian market for IT products and services is expected to consolidate the growth it achieved in 2010 and increase from US$19.7 billion3 in 2010 to US$41.2 billion3 by 2015. Indian IT companies have been pioneers in temporary recruitment. They are now increasing their temporary staff in non-core activities and services (where the revenue flow is not recurring) to focus more on core activities and cut down on costs to withstand competition from other emerging markets and become more competitive. Indias engineering industry is primarily engaged in designing, manufacturing and operation of structures, machines or devices. Design, although an integral part of engineering is a onetime activity in a project and is largely outsourced by most companies to save the fixed cost of maintaining a separate team. The engineering sector is the largest of all industrial segments in India and accounts for about 12% of its gross domestic product (GDP). According to the Engineering Export Promotion Council (EEPC) India, the apex body of engineering exporters, engineering exports recorded a growth of 94% and 60% during 1QFY11 and 2QFY11, respectively. The increasing use of temporary staff in the engineering sector is expected to lead to growth in the demand for professional staff.

2. Shift to staffing model What has been rated as a leading HR trend worldwide, temporary staffing, is finally catching up in India. While industry experts estimate employee leasing at US$140 billion2 globally, the domestic staffing industry is yet to witness significant figures. However, this scenario is set to change, given the fact that in the near future, 2.53%1 of the countrys workforce is likely to be hired on a temporary basis. The IT industry, being a pioneer in staffing, is expected to witness a large percentage of such hiring in the next few years, with the penetration of a temporary workforce in the segment being expected to increase from 10% to ~20%.

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Emerging Key Trends

3.2.3 GENERAL STAFFING Introduction

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Growth drivers 1. Growth in retail, telecom and ITES India has been ranked the fourth most attractive country for retail investment among 30 emerging markets. The countrys retail market is estimated at US$435 billion 3, out of which only 7%3 is organized. There is therefore significant potential to be explored by domestic and international players, and the industry is slated to witness increased activity with the Government planning to introduce 51% FDI in retail. The retail industry is one of the largest employers of temporary staff in its sales team, and given the positive future outlook, the increased demand in temporary staff is likely to increase exponentially. Indias telecom industry is the third largest in the world and has grown at a CAGR of 16%3 between FY06 and FY11. The sector has witnessed inadequate growth due to macro-economic and regulatory issues, but its long-term outlook is 21 Human resources solutions industry largely positive. In the short term, telecom companies are tending to reduce their bench strength and are opting for temporary staff in their sales and maintenance teams. India offers a unique combination of services, which has established it as the preferred offshore destination for IT-BPO. The countrys share in BPO increased from 39-63%1 over 200111. Its outsourcing industry continues to grow, but faces the challenge of high attrition rates of 40-60% and the cost of training is as high as INR40, 0003 per person on an average. Therefore, companies have been saving on training costs by successfully using the temporary staff model. Furthermore, there could be sudden spurts of demand from clients for which temporary staffing companies may be able to provide ready solutions.

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2. Shift from unorganized to large organized players Most large companies are gradually moving from unions to large organized players since they are expected to address to governance issues in a scientific and transparent manner. Furthermore, large players may be able to provide solutions across locations where small players with their localized reach may not be of much help. 3. Operational issues and compliance Managing labor, operational issues and compliance with the labor Acts often requires liaising with local authorities. Large organizations may not necessarily have the wherewithal and relationships to manage such issues. Large organized players would not only offer them flexibility of sourcing workforce in time, but also ensure compliance to labor laws including gratuity, minimum wages, PF, etc. These factors have compelled companies to opt for the temporary staffing model. Emerging Key Trends

3.2.4 CRITICAL SUCCESS FACTORS

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Critical factors for the success of temporary recruitment companies 1. Pan-India presence Having a pan-India presence is of prime importance for staffing companies, since clients prefer to have access to local manpower to meet their general staffing requirements. Staffing companies have offices in industrial belts or service industry-intensive cities to be close to their clients, to understand their needs, and in close proximity to local workers to be able to source the right staff in time. 2. Network of client relationships While staffing, companies outsource part of their activities to temporary staff, and therefore, work closely with their associate leased and staffing companies. Since the contract is long term in nature, building on trust to source work is important. Thereafter, maintaining strong ties with the company is of equal importance to retain business. 3. Quality of sales team Temporary recruitment is a relationship-driven business, and therefore, requires quality sales teams to source mandates, which are of long term in nature, from companies. Moreover, having associates with the required skill sets to perform the given tasks is critical for their success.

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3.2.5 MARKET OPPORTUNITY

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3.3 OTHER SEGMENTS OF THE INDUSTRY 3.3.1 Recruitment process outsourcing (RPO) The provider acts as a companys internal recruitment function for all or part of its recruitment activities, e.g., sourcing of the right candidates, screening candidates through tests and/or interviews, selection of candidates based on screening results, and on-boarding and training. While the global scenario in RPO is evolving rapidly, offshoring in India has been relatively slow to take off. There are very few homebred companies that prominent in this space (Elixir Web Solutions, MaFoi Consultants and People Strong). Several other RPOs are extensions of recruitment agencies that offer their services to prevent RPO from having a cannibalizing effect on their recruitment business. RPO contracts generally extend for six months to a year, unlike recruitment, which is based on successful referral, and it is an annuity. However, most recruitment companies do not have the wherewithal to support the large-scale nature of such contracts and global clientele. Most of the recent newsmakers in the Indian RPO space are global players that are setting up or expanding their Indian delivery base. Some of these include Alexander Mann Solutions, which has tied up with ABC Consultants, and Kelly Services, which is launching its RPO services in the country. Large international players have entered the Indian market as they are of the view that small and medium-sized companies will increase their outsourcing of non-core activities. Moreover, with the market becoming increasingly more competitive, large players are also expected to begin outsourcing to reduce costs and increase their efficiency. 3.3.2 Payroll processing and compliance Payroll outsourcing largely involves analysis of organizational data, computation of gross salaries, TDS, allowances, reimbursements of expenses and filing of TDS. Organizations have the option to establish their payroll systems, but it is time-consuming and requires expertise. Increasing workloads, strategic roles gaining in importance, low costs and the enhanced quality of outsourcing is driving organizations to outsource their processes. According to a survey conducted by the Society for Human Resource Management, 49% of organizations are outsourcing their payroll processes due to their increasing headcount. This space is dominated by large established players such as Hewitt and Mafoi and small players find it difficult to enter the space, since not all of them provide end-to-end solutions and last-mile compliance, which is an extremely important factor. Furthermore, organizations are not comfortable sharing sensitive information with less established and known players. Contracts in payroll outsourcing are generally offered for fixed fees in the range of INR100 INR1502 per employee. Some of the key success factors in any payroll agreement include technology, security, last mile compliance, business continuity and web-enabled queryhandling capabilities. 3.3.3 Online job portals These are job sites that list jobs according to different classifications and post job requirements for a position to be filled.

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Through a job website, an employee can locate and fill out a job application, submit resumes on a database, which is accessed by recruitment consultants for any job opening that has not been advertised. Naukri, Monster, Head Honchos, and Times Jobs are some of the large online job portal players. They earn revenues in the form of fees for every successful referral. Online job portals face stiff competition from recruitment agencies and internal referrals. Large recruitment companies such as ABC Consultants, Michael Page and Vito have launched their own job portals to have a presence across the value chain, increase their margins and establish their brands. 3.3.4 Employment training Defined by high value corporate training to upgrade the skills of employees and make them productive from the time they come on board. Although corporate organizations are realizing the benefits of training, they cut down on their training spend significantly during a downturn. Training contracts with the private sector are not long term in nature in nature and revenues earned are non-sticky. 4. THE ROAD AHEAD The HR solution industry The HR solutions industry is highly competitive and is poised for enormous growth in the next 10 years as companies increase their investment in their HR infrastructure. Changing market dynamics and global competitive pressures has resulted in business becoming more complex. This has made companies realize the importance of getting the right candidates to undertake complex tasks and outsourcing non-core activities. Companies that were earlier reluctant to engage external vendors now consider HR consultants their partners in achieving their organizational growth strategy. Search The search market, which evolved in the late 2000s, is expected to continue growing on the back of the expansion and entry plans of large domestic and international companies into new sectors and geographies. Recruitment Recruitment is expected to evolve from a fragmented ecosystem to players adopting ways to work closely with clients requirements, where resume pushers (who do not add significant value to their clients) will eventually get marginalized. Recruitment companies are likely to move away from sourcing relevant candidates to accessing the right ones by using psychometric and other robust tests to shortlist them. Temporary staffing Temporary staffing, one of the leading HR trends today, is expected to increase its penetration significantly, given the current uncertain economic conditions. Companies and captive units are likely to increasingly depend on agencies to lease them with the required manpower in time, to meet sudden demand from clients. Other segments

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Organizations are fast realizing the benefits of outsourcing non-core activities and focusing on enhanced value added activities. Outsourcing non-core activities enables HR professionals to move away from routine administration to a more strategic role. As a result, the number of companies outsourcing HR activities is expected to continue to rise and the scope of outsourced HR activities to expand. The HR solutions industry is seems poised for interesting times; with 11 deals in the last three years, the overall sector is expected to keep innovating and evolving toward exponential growth. 5. KEY PLAYERS IN THE INDUSTRY AND THEIR REVENUES

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COMPANY ANALYSIS
Conjugate was incorporated a decade back in year 2001 by a experienced team of professionals led by Ms. Swati Tripathi, Director, Conjugate Consulting & Outsourcing Pvt. Ltd. Conjugate has been fulfilling the manpower needs of the Oil & Gas, EPC, IT, Telecom, Retail, Real Estate, Banking and Financial services, and Engineering industries for the last Ten years. The company has grown organically into one of the top Human Resource solution providers in the country with offices at Mumbai, Delhi, Bangalore, Pune and Dubai. It is one of the top recruitment companies in the country today and has built a niche for itself in Engineering, Banking, and Finance, IT/ITES, Oil & Gas, EPC, Marine/Logistics, Real Estate, Hospitality, Facilities Management, Retail and Telecom corridor. It is expanding rapidly in India and globally in terms of offices, clients and projects. The expert team at Conjugate is capable of understanding clients requirements quickly and works with strict deadlines while maintaining utmost focus on quality .With rich experience of almost a decade, Conjugate has generated an extensive database that can cater to the requirements at all Management and Engineering levels and has thereby been able to reduce the turnaround time of delivery to a considerable extent.

Mission and Vision

Our Vision To be the best HR consultancy globally by providing client integrated and customised end to end HR solutions with the thorough understanding of clients businesses. Mission We achieve excellence by consistently recruiting right persons at the right time with the highest degree of integrity and self belief.

Ethics and Values

Over these years, they have been fully adhered to the following moral principles that are valued at the highest level in their organisation

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They accept only those assignments that we believe we have the necessary competence to deliver successfully. They keep their clients informed for any restrictions to the services to candidates and about conflict of interests. They will inform candidates objectively about the prospective position. They do not forward candidate profiles without their prior agreement and without having already met or talked to them.

An employment contract is terminated by the candidate during the first three months activity without a just cause, they undertake a new search, without invoicing further fees on the equivalent salary.

Services
As a leader in senior level executive hiring, placement and recruitment process outsourcing, we develop client- integrated services with domain expertise to give you the most streamlined process available. Our end to end solutions for Oil and Gas, spanning the entire EPC works, BFSI, IT and Telecom and other services set standards for the industry. With our domain expertise in Oil & Gas, Banking & Financial, , IT & Telecom, Real Estate, Hospitality and Facilities Management, we are committed to exceeding expectations every time.

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Oil and Gas

Managing oil and gas, the depleting natural resources, requires wise utilization. This is possible only by having a large talent pool- engineering, seismic testing and other equipment manufacture and supply. With its high number of seeds and peers, Conjugate makes the recruitment speedy, secure and stable. We are mainly into the following areas of recruitment for Oil and Gas Projects.

Consultation Exploration Rigs Drilling Reservoir

HSE Management Quality Control Quality Assurance

Refining Petrochemicals Logistics and Distribution Operations

Design Detailing Legal/ Contracts Procurement

HR Finance Sales Marketing Operations

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 Supply Chain Management Process Management

Construction Commissioning Maintenance

BFSI
The dynamic business scenario in the Banking and Financial Services marketplace offers a wide range of opportunities for talented candidates. In an era of stiff competition and business diversification, the financial institutions can improve their bottom-line by being strictly selective in talent-acquisition for measurable returns on investment.

Wealth Management Wealth Managers Wealth Advisors Relationship Manager Operations Proceedings

Investment Banking Corporate Finance Private Equity Venture Capital

Retail Banking Sales Officers Product Managers

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 Corporate Banking Relationship managers Investment Advisors Operations Managers

Underwriting Investor Relations Islamic Finance Mergers &Acquisitions Syndicating Operations Mortgage Loans Sales, Credit Underwriting Other

Back Office (KPO/BPO) Risk Managers Customer Service Operations

IT & Telecom Conjugate enables, encourages and elevates tailor made recruitment services across various IT & Telecom services. They recruit right candidates for multiple IT & Telecom layers as: ERP -SAP, PeopleSoft, JD Edwards, ORACLE, BAAN [ Functional Modules (HR, FI/Co, MM, SD,PP, SCM)), Technical Modules (AB, AP, Net Weaver, XI) ] IT- Infrastructure Management ( Database Administration, Unix Administration, Security Administration, Windows Administration, Technical Trouble shooting) Application Development product Development

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(HR, FI/CO, MM, SD, PP SCM) Technical Modules (ABAP, Net Weaver, XI)

Database Administration Unix Administration Security Administration Windows Administration Technical Troubleshooting

Product Development Oracle, J2EE, AS 400, NET, C++

Other Sectors
By gaining growth momentum from the expertise in Oil and Gas, Banking and Financial, IT and Telecom, they also provide comprehensive services for Retail, Hospitality, Back office Operations, Real Estate and Facilities Management sectors. They hold a leadership position both in India and UAE in these sectors, in terms of recruitment.

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 Vendor Management Merchandise Management Operations

Food &Beverages Travel Management Operations

Research and Development Business &Technical Analysis Market Research Other Operations

Development Financing Property Management

Maintenance Operations Procurement

Conjugates Clients

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Page 38

How Conjugate Works?

International Recruitment Process At Conjugate Psychometric Test for Various Positions in Oil And Gas Sector

Conjugates Core Competency

HR Outsourcing / Recruitment Process Outsourcing (RPO) Conjugate is a leading service provider for Recruitment Process Outsourcing (RPO) to the global recruitment markets. In most organizations, the recruitment function is carried out in house by a dedicated recruitment team. It is a critical function, which includes sourcing, assessment, interviewing and sometimes new hire administration and orientation .An effective RPO arrangement involves standardized recruiting processes and platforms for workforce planning, applicant tracking and workflow .Conjugate manages the entire recruiting process from job profiling through placing the candidate with the organization. In this way we help to minimize the companys time to hire, increase the quality of the candidate pool, provide verifiable metrics and thereby help to reduce cost to company. Most of the organizations spend most of their time sorting through the resumes in their inbox or finding candidates from job boards-over 60% of their time is spent in these areas. Outsourcing their non core function helps save time and increase productivity levels. Many

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organizations today are considering recruitment process outsourcing (RPO) from India as one of the possible options to stay ahead and be competitive that helps save time and cost. Focused headhunting & Executive search services Tailor made recruitments for all clients across levels and functions. Host recruitment event on behalf of client Psychometric Test & Analysis Training and TNA Training Need Analysis Extensive network and database of talent pool.

Corporate Social Responsibility

Beyond the corporate objectives of achieving growth and profitability, Conjugate is conscious of its larger social obligations. The Company takes keen interest in hiring physically challenged candidates (for positions open in their organization) who have specific skills and training but are unemployed because of their physical disability .Company is trying to offer a helping hand for those deprived of a earning a living because of their physical disabilities.

World Wide Network

Conjugate Consulting and Outsourcing Pvt. Ltd. has its main offices in Navi Mumbai. Apart from these offices they have their branches at Bangalore and Pune. Its international office is located in the United Arab Emirates.

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PROJECT SPECIFIC ANALYSIS

THEORITICAL OVERVIEW
Introduction One of the main reasons for using psychometric tests to aid selection decisions is that they provide infor mation that cannot be obtained easily in other ways. If such tests are not used then what we know about the applicant is limited to the infor mation that can be gleaned from an application form or CV, an interview and references. If we wish to gain information about a persons specific aptitudes and abilities and about their personality, attitudes and values then we have little option but to use psychometric tests. But psy chometric tests can do more than simply provide additional informat ion about the applicant. They can add a degree of reliability and validi ty to the selection procedure that it is impossible to achieve in any other way. How they do this is best addressed by examining the imitati ons of the information obtained through interviews, application forms and references and exploring how some of these limitations can be over- come by the use of psychometric tests. The Role of Psychometric Tests in Selection & Assessment While much useful information can be gained from the interview, which clearly has an important role in any selection procedure, it does nonetheless suffer from a variety of weaknesses. Perhaps the most important of these is that the interview is known to be a very unreliable way to judge a persons character. This is because it is not a standardized assessment procedure. That is to say, each interview will be different from the last, even if the interviewer is attempting to ask the same questions and act in the same way with each applicant. It is precisely this aspect of the interview which is both its main strength and its main weakness. While the interview enables us to probe each applicant in depth and discover individual strengths and weaknesses its not so standardized or idiosyncratic nature makes it difficult to compare applicants, as it provides no base line against which to contrast interviewees differing performances. In addition, it is likely that different interviewers may come to radically different conclusions about the same applicant. Not only will applicants respond differently to different interviewers and quite often say very different things to them, but in addition what any one applicant might say will be interpreted quite differently by each interviewer. In such cases we have to ask which interviewer has formed the correct impression of the candidate. A question to which there is no simple answer. A further limitation of the interview is that it only assesses the candidates behaviour in one setting, and with regard to a small number of people. How the candidate might act in different situations and with different people (e.g. when dealing with people on the shop floor) is not assessed and cannot be predicted from an applicants interview performance. Moreover the interview provides no

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reliable information about the candidates aptitudes and abilities. The most we can do is to ask the candidate about his strengths and weaknesses, a question which itself has obvious limitations. Thus the range and reliability of the information which can be gained through an interview is limited. There are similar limitations on the range and usefulness of the information that can be gained from application forms or CVs. While work experience and qualifications may be prerequisites for certain occupations, in and of themselves they do not determine whether a person is likely to perform well or badly. Past experience and academic achievement is not always a good predictor of ability or future success. While such information is important it may not be sufficient on its own to enable us to confidently choose between applicants. Thus aptitude and ability tests are likely to play a significant role in the selection process. Moreover, application forms tell us little about a persons character. It is often a candidates personality which will make the difference between an average and an outstanding performance. This is particularly true when candidates have relatively similar records of achievement and past performance. For this reason personality tests can play a major role in assisting selection decisions. Little needs to be said about the usefulness of references. While past performance is undoubtedly a good predictor of future performance references are often not good predictors of past performance. If the name of the referee is supplied by the applicant, then it is likely that he has chosen someone he expects to speak highly of him and has probably avoided supplying the names of those who may have a less positive view of his abilities. Aptitude and ability tests on the other hand give us an indication of the applicants likely performance which is obtained under exam conditions and thus is likely to be a true reflection of the persons ability. Psychometric Tests add a degree of reliability to the selection procedure which cannot be achieved without their use. Test results can be represented numerically making it easy both to compare applicants with each other, and with predefined groups (e.g. successful versus unsuccessful job incumbents). In the case of personality tests the test addresses the issue of how the person characteristically behaves in a wide range of different situations and with different people. Thus psychometric tests, both personality tests and aptitude and ability tests provide a range of information which is not easily and reliably assessed in other ways. Such information can fill important gaps which have not been assessed by application forms, interviews and references and can also raise questions which can later be directly addressed in the interview. It is for this reason that psychometric tests are being used increasingly in personnel selection. Their use adds a degree of breadth to assessment decisions which cannot be achieved any other way. Personality and Occupational Performance Extensive research conducted over many years, has consistently demonstrated that 10% to 30% of the variance in job performance is attributable to personality differences (Farnham, 2001). Both a persons career choice and their success in their chosen career have been shown to be strongly influenced by personality factors (Lowman, 1996). Moreover, a persons potential for burnout, their trainability and subsequent job satisfaction, have all been shown to be strongly influenced by personality (George, 1996; Maslach, Schaufeli, & Leiter, 2001; Spencer & Spencer, 1993). Thus personality assessment forms a central part of most careers guidance and counselling programmes, with the aim of helping individuals maximize their potential by finding an optimal match between their personality and their choice of career. As noted above, the relationship between job performance and personality has now been well documented (Hurtz & Donovan, 2000; Kroeck & Brown, 2004; Tett, Jackson, &

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Rothstein, 1991). In their comprehensive review of the research literature, Barrickand Mount (1991) reported 117 studies that demonstrated strong relationships between personality (as assessed by valid psychometric tests) and job performance; the effectiveness of staff training; staff turnover and length of tenure; absenteeism and salary level, across a wide range of professional, managerial, sales, public service, skilled and semi-skilled jobs. These authors found that personality was a consistent and strong predictor of job performance, with more recent reviews of the literature having further confirmed these findings (e.g. Kroeck & Brown, 2004; Warr, Bartram, & Martin, 2005).

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It is generally accepted that behaviours associated with successful job performance can be classified into two distinct categories; task performance behaviours and contextual performance behaviours (Arvey & Murphy, 1998; Chan, 2005). Task performance behaviours refer to an incumbents ability to perform the specific range of activities that are directly related to the job requirements. These include the specific knowledge and skills that are required to perform the job effectively. These characteristics and skills are often accessed via: interview; by reviewing a persons curriculum vitae and references; through bio-data questionnaires; by assessment centre exercises or job sample tasks. For many jobs however, one of the most reliable and valid ways to assess a persons likely performance across a range of task relevant behaviours is through the use of personality tests (e.g. by assessing the social boldness of sales staff, the detail-consciousness of accounts staff.).Contextual performance behaviours, on the other hand, refer to extra-role or peripheral behaviours that, while not being explicitly part of the job requirements, are nonetheless necessary for successful job performance. Examples of contextual performance behaviours include pro-social behaviour (i.e. the ability to develop trusting relationships with colleagues), loyalty, honesty and stresstolerance. Although not explicitly part of the job requirements, contextual performance behaviours can often have a huge impact upon a persons effectiveness and on an organizations working environment and ethos. As a result, assessing an applicants likely contextual performance can be central to successful staff selection. Many contextual performance behaviours, however, cannot be reliably assessed by interviews, application forms, bio data questionnaires and assessment centre exercises. Rather, such characteristics can typically only be reliably assessed by personality tests (Chan, 2005; Hilliard, 2001; Hurtz & Donovan, 2000; Kaufman & Borman, 2004; Henry et al., 1990; Wise, et al., 1990). Thus the use of personality tests can play a central role in most selection and assessment decisions. Measuring Personality Interest in the measurement of psychological characteristics (psychometrics) can be traced back to the Second World War. During the war there was a great need to select military personnel for air crew training which lead to the development of a number of psychometric tests both here and in the United States. The main interest at this time was in the development of IQ tests, or tests of mental ability as they used to be called, rather than in the development of personality tests. While the psychological theory, trait theory, which underlies personality testing, had been developed by Allport in the 1930s. It was some time before this was used in an attempt to construct personality measures. It was not until after the Second World War that such work came to fruition. There were probably two main factors which were responsible for the development of personality tests. Firstly, the development of electronic computers made it possible to calculate the statistics which form the basis of psychometric testing on large samples, with relative ease. While much of the statistical theory which underlies test construction had been developed before the war it had been more or less impossible to perform these complex analyses on sufficiently large samples prior to the advent of computers. Thus work in this area burgeoned after the war, when many of todays tests were developed (e.g. the 16PF, CPI, EPI etc.). The second factor which awakened interest in personality measurement was the realization that if psychologists were to make similar advances in the scientific understanding of human behaviour, to those that natural scientists had made in

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understanding the physical world, then it would be necessary to develop techniques for measuring those psychological characteristics which would enable us to predict human behaviour. From these two considerations theoretical approaches to the measurement of personality, and the relationship between personality and behaviour, were developed from Allports early work. The most extensive of these theories is probably that described by Cattell (1965) in his book: The Scientific Analysis of Personality. Cattells book is not particularly easy reading for the non specialist. It is full of algebra, and in his attempt to provide a complete theory of human personality and motivation, he has invented many new and abstruse concepts (e.g. ergs, Q methodology etc.). In practice, the basic principles which underlie personality measurement are not as complex as they might first appear. A personality test simply consists of a collection of questions, or items, which assess an individuals characteristic ways of thinking, feeling and acting in different situations. It is important to note however, contrary to some recent suggestions, there is no reason why these items should be transparent. That is, items do not have to directly ask a person how he typically behaves (e.g. I am a warm friendly person). All that is needed for an item to work is for people to respond to it in a consistent way. Thus good personality tests can be reliable, yet contain items which are not transparent. In the area of and assessment it is in fact best not to use transparent items, thus making it harder to fake test results. Personality tests take items which measure different aspects of the same personality characteristic and combine them to form sub-scales or dimensions. By asking questions which address many different facets of a persons character personality questionnaires attempt to get a broad picture of how the applicant usually acts in different settings and with different people (e.g. with friends, at work, at formal social engagements etc.). What psychologists mean when they talk about personality is an individuals characteristic way of thinking, feeling and acting across a broad range of settings. Thus when we say a person is extraverted we mean that he is sociable, lively, outgoing and friendly: that he usually seeks variety, change and excitement and has a great need for others company. In addition to addressing those characteristics which are extreme or outstanding personality tests also assess those ways in which a person is average .In assessment and selection we are often as interested to find that a person is average on a certain trait as we are to identify their most notable or extreme characteristics. For example, having an average score on a particular trait, say assertiveness may better fit the demands of the job than being either highly assertive or highly unassertive. Average scores can describe a balanced and flexible position, where the person is capable of displaying the strengths which are found at both of the extreme ends of the personality dimension. In the case of a person who has average levels of assertion for example, they are likely to strive to achieve a balance between being task focused and achieving results yet being sensitive to others needs and avoiding interpersonal conflicts.

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THE PROJECT
Personality forms a very important part of any work that an individual undertakes. The personality of that individual is the correct yardstick through which it can be judged as to how this individual is going to undertake that task and his general attitude towards his work. If an individual is found to be high on his emotional quotient, he cannot be assigned a work that requires no emotional attachments. Thus, judging the personality will facilitate the companies to assign right work to the right candidate. As mentioned before in the report, this research project aims to examine the candidates on the basis of the abilities they have, i.e., THE PERSONALITY. Personality also includes the right attitude, a candidate possesses towards the work and the organisation. The data for the personality test is wholly primary in nature. The data was majorly collected from the engineers working in the companies which are the clients of Conjugate Consulting and Outsourcing Pvt. Ltd. Its clientele base includes the companies, which are as follows: 1. Larsen and Toubro 2. Larsen and Toubro - Chiyoda 3. Larsen and Toubro - Valdel 4. Punj Llyod Engineering 5. Petrofac 6. Toyo Engineering 7. Foster Wheeler 8. Worley Parsons 9. Technip 10. Mott MacDonald A few other companies like ONGC, HPCL, Essar Oil In order to accomplish the task of personality testing, Big Five Inventory test (John & Srivastava, 1999) was taken. This test judges a candidate on five basic personality traits. They are: 1. Extraversion 2. Openness

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3. Agreeableness 4. Conscientiousness 5. Neuroticism

BIG FIVE TRAIT DOES IT AFFECT?

WHY IS IT RELEVANT? Better interpersonal skills Greater social dominance More emotionally expressive Better liked More compliant & conforming Greater effort & persistence More drive & discipline Better organised & Less negative planned thinking & fewer negative emotions Less hyper Increased vigilant learning More creative More flexible and autonomous

WHAT Higher performance Enhanced leadership Higher job & life satisfaction Higher performance Lower levels of deviant behaviour Higher performance Enhanced leadership Greater longevity Higher job & life satisfaction Lower stress levels Training performance Enhanced leadership More adaptable to change Page 47

EXTRAVERSIO N

AGREEABLENE SS

CONSCIENTIOU SNESS

NEUROTICISM

OPENNESS

EXTRAVERSION
Extraversion includes traits such as sociability, assertiveness, activity and talkativeness. Extraverts are energetic and optimistic. Introverts are reserved rather than unfriendly, independent rather than followers, even-paced rather than sluggish. Extraversion is characterized by positive feelings and experiences and is therefore seen as a positive effect. It was found that Extraversion is a valid predictor of performance in jobs characterized by social interaction, such as sales personnel and managers High Scorers A measure of gregariousness, high scorers on this dimension are warm, affinitive and are genuinely interested in others. They have a need for social contact and working with others and will want to be surrounded by warm and supportive friends or colleagues. High scorers are likely to be personable and affable and will tend to be sensitive to the feelings of others. Low Scorers Low scorers are reserved and introspective and have little need to be surrounded by others. They will prefer to avoid situations which constantly require having to meet and interact with new people. Their behaviour may appear to be formal and rigid, reflecting their preference to maintain a distance between themselves and others and prevent people getting too close to them. They are likely to take the back seat in group discussions and will tend to avoid becoming involved in social situations. They are likely to be uncomfortable if they become the focus of attention and will avoid situations in which this might happen. They may be uncomfortable having to meet new people and are unlikely to be active in developing personal relationships. Their discomfort maybe more related to a lack of social self-confidence than a preference for their own company. Typical Item Content Low Scorers tend to say that they prefer their own company, see themselves as loners, dislike noisy people, like to left alone, prefer to let others do the organizing, prefer avoiding social functions. High scorers enjoy travelling, meeting new and different people, are interested in the behaviour of others, enjoy lively parties, are good at putting people at their ease.

AGREEABLENESS

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An agreeable person is fundamentally altruistic, sympathetic to others and eager to help them, and in return believes that others will be equally helpful. The disagreeable/antagonistic person is Egocentric, skeptical of others intentions, and competitive rather than co-operative. Agreeableness is a significant predictor of job performance. It has been found that Agreeableness is related to training success. The cooperative nature of agreeable individuals may lead to success in occupations where teamwork and customer service are relevant. High Scorers: High scorers are trustworthy and accommodating. They accept people at face value and are tolerant of their Limitations. As such they relate to people easily and are themselves more likely advantage of their trust good-will, they are likely to be surprised and upset. Open in their dealings with others, they will have to repeatedly let down before their faith in human nature is shattered. Low Scorers: Low scores measure of cynicism, low scorers on this dimension are inclined to question the motives of others. Their suspicion is easily aroused and they find it difficult to accept people at face value. Having a relatively low regard for most people and a critical perspective in general, they will be constantly on guard to avoid being deceived. They may find it difficult to delegate, often expecting the worst from others. Typical Item Content High scorers are inclined to trust people, consider most people to be trustworthy and honest and are happy to accept compliments and flattery and are tolerant of other people mistakes. Low scorers are suspicious and are inclined to supervise people more closely. Doubt the motives of the people who give advice and are often amazed at the stupidity of most people.

CONSCIENTIOUSNESS
Conscientiousness refers to self-control and the active process of planning, organizing and carrying out tasks. The conscientious person is purposeful, strong-willed and determined. Conscientiousness is manifested in achievement orientation (hardworking and persistent), dependability (responsible and careful) and orderliness (planned and organized). On the negative side, high Conscientiousness may lead to annoying fastidiousness, compulsive neatness or workaholic behaviour. Low scorers may not necessarily lack moral principles, but they are less exacting in applying them. It has been found that a correlation of 0.80 between reliability (an aspect of Conscientiousness) and job performance. Various researchers have reported significant correlations between Conscientiousness and job performance. According to Sackett and Wannek (1996), the relationship between Conscientiousness and job performance could be attributed to the conceptual relationship between Conscientiousness and Integrity. Furthermore, autonomy and goal setting influence the relationship between Conscientiousness and job performance.

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High Scorers A measure of conformity and conscientiousness, high scorers on this dimension tend to be persistent, persevering and meticulous in their work habits. They have high standards of work and behaviour and often expect the same from others. Inclined to do things by the book, they often have strong beliefs about the correct way of doing something and may be inclined to be perfectionists. High scorers may be seen as rather rigid and inflexible by their more laid-back colleagues but are likely to be appreciated for their orderliness and structured approach to problems. Low Scorers Low scorers are more concerned about the broad issues than the details, focusing their efforts on the ends rather than the means. Tolerant and flexible in their work habits, they often cut corners to achieve ends, considering most rules and regulations to be burdensome. They are\ likely to tolerate disorder and prefer to adopt a seat of the pants approach to problems than attempting to map out every contingency. As such low scorers may be seen as fickle and unpredictable by more organized colleagues, although their freedom from social rules may allow them to be effective in situations in which the wood could be missed for the trees. Typical Item Content Low scorers describe themselves as flexible and tolerant, as more concerned fundamentals, prefer to rather focus on the aims and objectives of a task, are not much bothered with detail. High Scorers describe themselves as perfectionists, conscientious and persevering, consider it important to be detailed and exacting in everything they do, are sticklers for detail, like to see things through to the end, like to double check everything they do, have everything in its proper place.

NEUROTICISM
Neuroticism is a dimension of normal personality indicating the general tendency to experience negative effects such as fear, sadness, embarrassment, anger, guilt and disgust. High scorers may be at risk of some kinds of psychiatric problems. A high neuroticism score indicates that a person is prone to having irrational ideas, being less able to control impulses, and coping poorly with stress. A low Neuroticism score is indicative of emotional stability. These people are usually calm, even-tempered, relaxed and able to face stressful situations without becoming upset. Researchers have found that Neuroticism is a predictor of performance in various occupations. Researchers have also showed that emotional stability (the opposite of Neuroticism) is the second most important characteristic that affects the employability of candidates. In a recent study, it was found that Neuroticism is inversely related to job performance. However, according to Salgado (1997), Neuroticism predicts job performance in certain circumstances. High Scorers

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High scorers are emotional and prone to mood swings. Prone to suffer from feelings of self-doubt they may have difficulty coping under pressure. Emotionally volatile, tending to express their emotions, they may react to situations in an unpredictable and volatile manner. Low Scorers: A measure of emotional stability, low scorers are resilient, stable and are rarely flustered by situations. They are able to remain composed in even the most stressful of situations, and are unlikely to lose their cool even when provoked. Not inclined to emotional outbursts, they are self assured and secure, with a belief that they are in control of their life. Typical Item Content Low scorers are confident what they want from life, whereas high scorers are always themselves when things go wrong and tend to make mistakes.

OPENNESS
Openness to Experience includes active imagination, aesthetic sensitivity, and attentiveness to inner Feelings, a preference for variety, intellectual curiosity and independence of judgment. People scoring low on Openness tend to be conventional in behaviour and conservative in outlook. They prefer the familiar to the novel, and their emotional responses are somewhat muted. People scoring high on Openness tend to be unconventional, willing to question authority and prepared to entertain new ethical, social and political ideas. Open individuals are curious about both inner and outer worlds, and their lives are experientially richer. They are willing to entertain novel ideas and unconventional values, and they experience both positive and negative emotions more keenly than do closed individuals. Research has shown that Openness to Experience is related to success in consulting , training and adapting to change . In contrast, some researchers have found that successful employees (when compared with unsuccessful employees) obtained significantly lower scores on Openness. Tett et al (1991) reported that Openness to Experience is not a valid predictor of job performance. A possible explanation for the contradictory results regarding the relationship between Openness to Experience and job performance is that different jobs have different requirements. High Scorers A measure of emotional and aesthetic sensitivity, high scorers on this dimension are sentimental and intuitive. Their behaviour is more often determined by feelings and emotions than facts and observation and their judgment is likely to be influenced by personal taste and values. Interested in creative and artistic pursuits, their feelings are easily moved. They may at times be oversensitive and have difficulty coping with emotionally gruelling situations. Low Scorers

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On the contrary, the individuals with low scores in openness are generally the ones who strictly follow rules and regulations. They take changes cautiously and are riskaverse personalities. They are adaptable and adjust quickly rather than changing their working environments. These professionals are obedient and conservative in their approach. They are generally found to be practical and down to earth. Typical Item Content High scorers are the individuals who find different ways to solve a particular problem. Whereas, low scorers are the one who adhere to the guidelines and follow the procedures aesthetically. These traits are the ones that are found to be present in every human being. This test does not observe that a high score is beneficial and a low score is harmful. But these scores depict the actual personalities of different professionals. According to the scores obtained, a company can easily find that what a candidate actually deserves, i.e., of what kind of job he will be good or assigning which job to that candidate will prove beneficial to the organisation.

DATA ANALYSIS
Data and Graphs The Big 5 Inventory was administered on engineers from various fields such as civil, structural, electrical, process, mechanical, safety, rotary, piping and chemical engineering. The test was administered online for a period of two months. The respondents were of different age groups from different companies pertaining to Oil & Gas Sector in all parts of India.

1. Age wise Distribution

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2. Educational Qualifications The educational qualifications of the above mentioned sample was diverse most of the engineers were Bachelors in engineering and next highest qualification of the engineers was masters in engineering. Diploma holders in engineering were also in huge numbers followed by management graduates.

3. Less participated personality compared to

Gender number of females in the online as assessment

males. The female

participation was only 13% as compared to males whose participation percentage is 87 % .

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4. Experience

People with experience from 2 to 7 years were more in number as compared to people with experience from 22 to 27 years. Rest of the sample was more or less evenly distributed. 5. Designation People with various designations such as senior piping engineers, safety engineers, design engineers, deputy managers, chief engineers, AGM, assistant managers, QA-QC engineers, mechanical engineers, safety officer, chief safety officer participated in the online personality assessment. Reliability Analysis

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In statistics, reliability refers to the consistency of a measure. A measure is said to have a high reliability if it produces consistent results under consistent conditions. The data taken was checked for its reliability. The reliability is measured by Cronbachs . Cronbach's (alpha) is a coefficient of reliability. It is commonly used as a measure of the internal consistency or reliability of a psychometric test score for a sample of examinees. It was found that the value of Cronbachs is 0.77
Case Processing Summary N Cases Valid Excluded( a) Total 159 0 159 % 100.0 .0 100.0

Reliability Statistics Cronbach's Alpha Based on Standardized Items .770

Cronbach's Alpha .744

N of Items 44

The more the value of Cronbachs is closer to 1, the more the data is reliable. Factor Analysis Factor analysis is a statistical method used to describe variability among observed, correlated variables in terms of a potentially lower number of unobserved variables called factors. In other words, it is possible, for example, that variations in three or four observed variables mainly reflect the variations in fewer such unobserved variables. Factor analysis searches for such joint variations in response to unobserved latent variables. The observed variables are modelled as linear combinations of the potential factors, plus "error" terms. The information gained about the interdependencies between observed variables can be used later to reduce the set of variables in a dataset. Computationally this technique is equivalent to low rank approximation of the matrix of observed variables. Factor analysis originated in psychometrics, and is used in behavioural sciences, social sciences, marketing, product management, operations research, and other applied sciences that deal with large quantities of data. Role of Factor Analysis in Psychometrics Factor analysis is used to identify "factors" that explain a variety of results on different tests. For example, intelligence research found that people who get a high score on a test of verbal ability are also good on other tests that require verbal

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abilities. Researchers explained this by using factor analysis to isolate one factor, often called crystallized intelligence or verbal intelligence, which represents the degree to which someone is able to solve problems involving verbal skills. Factor analysis in psychology is most often associated with intelligence research. However, it also has been used to find factors in a broad range of domains such as personality, attitudes, beliefs, etc. It is linked to psychometrics, as it can assess the validity of an instrument by finding if the instrument indeed measures the postulated factors. Advantages of conducting Factor Analysis in Psychometrics Reduction of number of variables, by combining two or more variables into a single factor. Identification of groups of inter-related variables, to see how they are related to each other. Disadvantages of conducting Factor Analysis in Psychometrics Factor analysis can be only as good as the data allows. The more the data the more accurate is the factor analysis. Interpreting factor analysis is based on using a "heuristic", which is a solution that is "convenient even if not absolutely true". As this questionnaire has to be put up in an online format, the only disadvantage this questionnaire had was that it was too long. Thus in order to cut the questionnaire short the questions of nearly similar characteristic was combined to form a single question. To accomplish this task, factor analysis was conducted through SAS. In order to conduct a successful factor analysis sample data of about 159 engineers from various companies, working at different levels in the oil and gas sector was taken into account. Their scores were taken and a factor analysis was carried out. The output of which is as follows

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Correlations

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The FACTOR Procedure Initial Factor Method: Principal Components

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Factor Pattern

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The FACTOR Procedure Rotation Method : Varimax

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The 44 variables named as Ques 1, Ques 2 and so on are nothing but the questions of the questionnaire which are there in the following table.

QUESTIONS
Ques 1 - Is talkative Ques 2 - Tends to find fault with others Ques 3 - Does a thorough job Ques 4 - Is depressed, blue Ques 5 - Is original, comes up with new ideas Ques 6 - Is reserved Ques 7 - Is helpful and unselfish with others Ques 8 - Can be somewhat careless Ques 9 - Is relaxed, handles stress well Ques 10 - Is curious about many different things Ques 11 - Is full of energy Ques 12 - Starts quarrels with others Ques 13 - Is a reliable worker Ques 14 - Can be tense

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Ques 15 Is ingenious, a deep thinker Ques 16 Generates a lot of enthusiasm Ques 17 Has a forgiving nature Ques 18 Tends to be disorganised Ques 19 Worries a lot Ques 20 Has an active imagination Ques 21 Tends to be quiet Ques 22 Is generally trusting Ques 23 Tends to be lazy Ques 24 Is emotionally stable, not easily upset Ques 25 Is inventive Ques 26 Has an assertive personality Ques 27 Can be cold and aloof Ques 28 Perseveres until the task is finished Ques 29 Can be moody Ques 30 Values artistic, aesthetic experiences Ques 31 Is sometimes shy, inhibited Ques 32 Is considerate and kind to almost everyone Ques 33 Does things efiiciently Ques 34 Remains calm in tense situations Ques 35 Prefers work that is routine Ques 36 Is outgoing ans sociable Ques 37 Is sometimes rude to others Ques 38 Make plans and follow through them Ques 39 Gets nervous easily Ques 40 Likes to reflect, play with ideas Ques 41 Has few artistic interests

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Ques 42 Likes to co-operate with others Ques 43 Is easily distracted Ques 44 Is sophisticated in art, music or literature

Data Interpretation Firstly and primarily in order to check whether we can proceed with the factor analysis with the given set of data, we check the Kaiser's Measure of Sampling Adequacy. If this measure is found to be more than 0.5 then we can proceed with the further factor analysis. Here with the given data set the Kaiser's Measure of Sampling Adequacy is found to be approximately 0.97, which is good. The above factor analysis shows that scores of 159 engineers have been analysed with the motive of combining the similar questions and reducing the questionnaire. It has been found through the factor analysis the number of factors found are 11 in number. In order to find what all questions out of the 44 questions have combined to form the factors, we have to see the table of Standardised Scoring Coefficients. The factor that has the highest value corresponding to a particular question number is assigned that factor. Likewise, there are a few questions that have combined to form one factor.
Fact or1 Fact or2 Fact or3 Ques 1 Ques 2 Ques 3 Ques 4 Ques 5 Ques 6 Ques 7 Fact or4 Fact or5 Fact or6 Fact or7 Fact or8 Fact or9 Fact or 10 Fact or 11

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Ques 8 Ques 9 Ques 10 Ques 11 Que s 12 Ques 13 Ques 14 Ques 15 Ques 16 Ques 17 Ques 18 Ques 19 Ques 20 Ques 21 Ques 22 Ques 23 Ques 24

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Ques 25 Ques 26 Que s 27 Ques 28 Ques 29 Ques 30 Ques 31 Ques 32 Ques 33 Ques 34 Que s 35 Ques 36 Que s 37 Que s 38 Ques 39 Ques 40 Ques 41

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Ques 42 Ques 43 Ques 44

Through this table we can see that we can combine a group of questions to form a single factor. For example Questions 8, 18 and 44 are combining to form factor 2. But unfortunately as per the analysis (output) there is no question that can be grouped under Factor 1. Thus, only 10 factors are remaining, i.e., Factor 2 to Factor 11. Naming the Factors As per the questions grouped under the 10 factors, the factors can named as follows: Factors Factor 2 Factor 3 Factor 4 Factor 5 Questions grouped 8 + 18 + 44 1 + 31 + 36 4+6 Name of the questions Is organised, cautious and sophisticated in music, art or literature Is talkative, open and outgoing Is depressed and reserved

3 + 5 + 11 + 15 + 16 + Is inventive, does a thorough job, energetic, 20 + 25 + 26 + 28 + 40 enthusiastic, assertive, focussed and artistic. + 41 9 + 17 + 21 + 34 Is relaxed, forgiving, quiet and calm

Factor 6 Factor 7 Factor 8 Factor 9 Factor 10 Factor 11

7 + 13 + 22 + 30 + 32 + Is helpful, reliable, trustworthy, aesthetic, considerate, 33 + 42 + 43 cooperative and focussed 2 + 14 + 24 + 29 10 + 19 + 23 + 39 12 + 37 + 38 27 + 35 Is fault finder, tensed, upset and moody Is curious, free minded, active and easy going Is quarrelsome, rude and has no plans Is aloof and prefers routine.

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I see myself as someone who...

1. ... Is organised, cautious and sophisticated in music, art or literature Disagree 1 2 3 4 5 Agree 2. ... Is talkative, open and outgoing Disagree 1 2 3. ... Is depressed and reserved Disagree 1 2 3 3 4 4 5 5 Agree Agree

4. ... Is inventive, does a thorough job, energetic, enthusiastic, assertive, focussed and artistic. Disagree 1 2 3 4 5 Agree 5. ... Is relaxed, forgiving, quiet and calm Disagree 1 2 3 4 5 Agree

6. ... Is helpful, reliable, trustworthy, aesthetic, considerate, cooperative and focussed Disagree 1 2 3 4 5 Agree 7. ... Is fault finder, tensed, upset and moody Disagree 1 2 3 8. ... Is curious, free minded, active and easy going Disagree 1 2 3 9. ... Is quarrelsome, rude and has no plans Disagree 1 2 3 10. ... Is aloof and prefers routine. Disagree 1 2 3 4 4 4 4 5 5 5 5 Agree Agree Agree Agree

CONCLUSIONS & RECOMENDATIONS

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This report studies that how uncomplicated the Recruitment and Selection process of the clients of Conjugate Consulting and Outsourcing Pvt. Ltd. will become after adopting this online version of screening the candidates. The load on the companys recruitment panel will be lessened as everything (be it technical or psychometric) will be done through this online test. In addition to this the time invested in interviewing the ineligible candidates who also be reduced as all such candidates will be screened out during this online test phase. The face to face interview will confirm the candidate screened in as final in most of the cases. However, there are a few recommendations that I would like to give to make this a better offering:
1. Technology offers new ways to hire better, faster, and smarter. Conjugate using this

personalised platform, will help in simplifying the work for the clients. In addition to this, Conjugate can also expand its recruitment through social media LinkedIn, Facebook to interact with prospective candidates and answering to their queries about the job, work environment and the online test. 2. A lot of paperwork is involved in the whole recruitment process. IT enablement is a necessity, to make work more flexible. In addition to the online test, Conjugate can offer a whole package of facilitating the screening as well as making it easy for its clients to dispatch offer letters through internet. Also, digital signatures can be used for offer letters as it would reduce the time consumed and it can reach the candidates on time.

3. The company (Conjugates clients) can also implement some Accounting/ Evaluation

technique to gauge the total cost spent on Human Resources. HR Accounting will definitely bring out the difference in the costs of the existing system and the new online system.

4. The Talent Acquisition team can conduct satisfaction surveys, analyze the results and

take action towards it. Satisfaction from the recruitment activities must be followed on a yearly basis.
5. Another recommendation for the technical part is that, no numerical should be

included as any online test is a timed test and inclusion of numerical will only hinder the candidate from attempting more questions and show his knowledge. These recommendations have been made which if implemented, can further improve the Recruitment and Selection practice. Recruitment and selection processes are important aspects in staffing. The core concepts in staffing include matching individual needs with organizational needs, the importance of staffing as a process, the importance of

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organizational and job analysis, the person- job fit for an organization and the growing emphasis on person- organization fit. The companies (clients) are the major players in the oil and gas sector and have a very well established and robust Human Resource Management System. Expecting the recruitment and selection process of an organization to be hundred percent effective and efficient is inherently flawed. At such big organisations, Human Resource Management is an extremely tough job. Thus, by offering this online testing tool to them will not only ease their job but also will reduce their hiring costs.

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OUTCOME / CONTRIBUTION

This project will help in contributing a lot to Conjugates success as a leading HR consultancy in the oil and gas sector. As in the past, the engineers were only recruited on the basis of examining their technical acumen and the concept of psychometrics was completely ignored, but this combo of technical and psychometric online test will not only recruit the best of the best engineers but also will prove beneficial in retaining them, as they will be given the job that they actually can do and outperform. This will not only help the individual to grow but also the organisation to achieve its set targets and goals.

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LEARNING FROM SIP

As a fresher, these three months at Conjugate Consulting & Outsourcing Pvt. Ltd., Mumbai, exposed me to varied experiences. It has evolved me as a person, who at the end of these three months knows the exact difference between the professional and personal lives. At the professional front, I was given targets on each day which I was bound to complete. It was not too difficult to assess that how difficult it is to achieve daily targets and keep up with the companys pace. Apart from these personal and professional experiences, I came to know how the concepts of recruitment and selection are applied in the companies of a particular industry. It also made me know the difference between recruiting a fresher, a junior level, a middle level and a senior level professional and how the difficulty levels increase for both the recruiter and the candidate. Last but not the least, two things that I would like to mention that my company guide told me when my SIP ended. Firstly, in order to enjoy your work treat the organisation you are working for as if it is your own company. Secondly, then only you will be able to give you 100% to your work.

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REFERENCES
RESEARCH PAPERS

RECENT TRENDS IN TALENT ACQUISITION AND RETENTION D.K.RIBFIA JAIN A Big Five Scoring System for the Myers-Briggs Type Indicator - Robert J. Harvey, William D. Murry and Steven E. Markham Why is Personality Testing Important to Recruitment? Hogan Assessment Systems The use of personality measures in personnel selection: What does current research support? - Mitchell G. Rothstein, Richard D. Goffin

WEBSITES

www.google.com www.monsterindia.com www.citrhr.com www.hoganassessments.com www.staffing-and-recrutingessential.com

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APPENDIX
The Big 5 Inventory Questionnaire is as follows:

I see myself as someone who...

1. ...Is talkative Disagree 1 2 3 3 3 3 3 3 3 3 3 4 4 4 4 4 4 4 4 4 4 4 4 4 4 5 5 5 5 5 5 5 5 5 5 5 5 5 5 Agree Agree Agree Agree Agree Agree Agree Agree Agree Agree Agree Agree Agree Agree 2. ...Tends to find fault with others Disagree 1 2 3. ...Does a thorough job Disagree 4. ...Is depressed, blue Disagree 1 1 2 2

5. ...Is original, comes up with new ideas Disagree 1 2 6. ...Is reserved Disagree 1 2

7. ...Is helpful and unselfish with others Disagree 1 2 8. ...Can be somewhat careless Disagree 1 2

9. ...Is relaxed, handles stress well Disagree 1 2

10. ...Is curious about many different things Disagree 1 2 3 11. ...Is full of energy Disagree 1 2 2 2 2 3 3 3 3

12. ...Starts quarrels with others Disagree 1 13. ...Is a reliable worker Disagree 1 14. ...Can be tense Disagree 1

15. ...Is ingenious, a deep thinker

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Disagree

3 3 3 3 3 3 3 3 3

4 4 4 4 4 4 4 4 4 4 4 4 4 4

5 5 5 5 5 5 5 5 5 5 5 5 5 5

Agree Agree Agree Agree Agree Agree Agree Agree Agree Agree Agree Agree Agree Agree

16. ...Generates a lot of enthusiasm Disagree 1 2 17. ...Has a forgiving nature Disagree 1 18. ...Tends to be disorganized Disagree 1 19. ...Worries a lot Disagree 1 2 2 2 2 2 2 2

20. ...Has an active imagination Disagree 1 21. ...Tends to be quiet Disagree 1

22. ...Is generally trusting Disagree 1 23. ...Tends to be lazy Disagree 1

24. ...Is emotionally stable, not easily upset Disagree 1 2 3 25. ...Is inventive Disagree 1 2 2 2 3 3 3 3

26. ...Has an assertive personality Disagree 1 27. ...Can be cold and aloof Disagree 1

28. ...Perseveres until the task is finished Disagree 1 2 29. ...Can be moody Disagree

3 3 3

4 4 4 4 4

5 5 5 5 5

Agree Agree Agree Agree Agree

30. ...Values artistic, aesthetic experiences Disagree 1 2 31. ...Is sometimes shy, inhibited Disagree 1 2

32. ...Is considerate and kind to almost everyone Disagree 1 2 3 33. ...Does things efficiently Disagree 1 2 3

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34. ...Remains calm in tense situations Disagree 1 2 35. ...Prefers work that is routine Disagree 1 36. ...Is outgoing, sociable Disagree 1 37. ...Is sometimes rude to others Disagree 1 2 2 2

3 3 3 3

4 4 4 4 4 4 4 4 4 4

5 5 5 5 5 5 5 5 5 5

Agree Agree Agree Agree Agree Agree Agree Agree Agree Agree

38. ...Makes plans and follows through with them Disagree 1 2 3 39. ...Gets nervous easily Disagree 1 2 3 3 3 3 3

40. ...Likes to reflect, play with ideas Disagree 1 2 41. ...Has few artistic interests Disagree 1 2

42. ...Likes to cooperate with others Disagree 1 2 43. ...Is easily distracted Disagree 1 2

44. ...Is sophisticated in art, music, or literature Disagree 1 2 3

Agree

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