HELLO REYNALDO ARCON JR!
The results from this short test place your level at:
C1 (advanced)
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Watch the video and choose the answers you think are correct.
Correct
Your answer
Correct answer
A teacher is standing with his back to the class and a smart
student sneaks into the room, looks at the teacher, takes a
seat and acts as though she had been in the classroom for
ages .
A teacher is standing with his back to the class and a smart
student sneaks into the room, looks at the teacher, takes a
seat and acts as though she had been in the classroom for
ages .
Put the two halves of these sentences together.
Correct
Your answer
Correct answer
1. I have caught a cold,
I shouldn't have gone out without a coat.
2. She did it without my knowledge
and without my consent.
3. I am not satisfied
with the quality of your work.
4. He is, without exception,
the best student I have ever had.
1. I have caught a cold,
I shouldn't have gone out without a coat.
2. She did it without my knowledge
and without my consent.
3. I am not satisfied
with the quality of your work.
4. He is, without exception,
the best student I have ever had.
Choose the best words from the word bank.
Correct
Your answer
Correct answer
He saw a hundred Euro note on the pavement, picked it
up and put it in his pocket.
He saw a hundred Euro note on the pavement, picked it
up and put it in his pocket.
Match the words on the left with the words on the right.
Correct
Your answer
Correct answer
1. An alarm clock went
off at the right time.
2. The man broke
off in mid-sentence.
3. The students turned
up ten minutes late.
4. The boring man went
on and on and would not stop talking.
1. An alarm clock went
off at the right time.
2. The man broke
off in mid-sentence.
3. The students turned
up ten minutes late.
4. The boring man went
on and on and would not stop talking.
Use the word 'DO' to write a new sentence that is similar in meaning to the sentence
Correct
below. Can you manage with just one plate?
Your answer
Correct answer
Can you make do with just one plate ?
Can you make do with just one plate ?
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Listen to the audio file and choose the best answers.
Correct
Your answer
Correct answer
The man is in a nice hotel. There are 86 rooms in the hotel
and the man at reception first suggests room number 25 .
The client does not want that room because it has got a
small window . The client prefers red carpets in hotel
rooms.
The man is in a nice hotel. There are 86 rooms in the hotel
and the man at reception first suggests room number 25 .
The client does not want that room because it has got a
small window . The client prefers red carpets in hotel
rooms.
Choose the correct words from the word bank.
Correct
Your answer
Correct answer
She came to my house to pick me up so that we could go to
the party together. To become a member, you must apply
in person not by telephone. The twins are identical and I
cannot tell them apart . My wife told me not to bring the
subject up again.
She came to my house to pick me up so that we could go
to the party together. To become a member, you must
apply in person not by telephone. The twins are identical
and I cannot tell them apart . My wife told me not to bring
the subject up again.
Match the phrasal verbs with their definitions.
Correct
Your answer
Correct answer
1. cut in
interrupt
2. cut back on
consume less
3. cut down
make something fall to the ground
4. cut off
1. cut in
interrupt
2. cut back on
consume less
3. cut down
make something fall to the ground
4. cut off
stop providing
stop providing
Use the word 'OTHER' to rewrite the sentence below. You must not change the
meaning of the sentence. I learn business English on alternate Fridays.
Your answer
Correct answer
I learn business English on the other day .
I learn business English every other Friday .
Choose the words which best complete the sentence.
Your answer
Incorrect
Correct
Correct answer
She wasn't at all upset by my remarks ; in fact she took it all She wasn't at all upset by my remarks ; in fact she took it
in her stride .
all in her stride .
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Match the two halves of these sentences.
Correct
Your answer
Correct answer
1. You must be thoughtful
when filling out a homestay application.
2. You will quickly regret not
being honest on your application form.
3. You had better mention
pet preferences on the application form.
4. You will be matched
with a suitable host family.
1. You must be thoughtful
when filling out a homestay application.
2. You will quickly regret not
being honest on your application form.
3. You had better mention
pet preferences on the application form.
4. You will be matched
with a suitable host family.
Type the correct answers into the spaces.
Correct
Your answer
Correct answer
The motion of the train swaying from side to side put me
to sleep.
The motion of the train swaying from side to side put me
to sleep.
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DISC & MOTIVATORS REPORT FOR
Reynaldo Arcon Jr
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TONY ROBBINS
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1
This report contains a summary of your DISC and Motivators results. If you are looking for
deeper insights into your results, see the last page of this report.
UNDERSTANDING DISC & MOTIVATORS
DISC STYLES
DISC is a simple, practical, easy to remember and universally applicable model. It focuses on individual patterns of
external, observable behaviors and measures the intensity of characteristics using scales of directness and openness
for each of the four styles: Dominance, Influence, Steadiness, and Conscientious.
Your DISC Style: Planner
Planners blend well with most others. Moderate behaviors with unobtrusive behavior defines this pattern. Will likely
be considerate, helpful and patient. Will build a solid relationship with a limited number of associates. Most effective
in specialized areas of expertise. Will be well planned and consistent in performance. Does not like "fire drills." Will
be good at contributing to projects and activities
Emotionally: Will often bring balance, temperance and composure to interactions.
Your goal: Consistency and retention of the status quo with a minimum of disruptive change.
How you value others: Through quality of relationships and demonstrated competency.
How you influence a group: Reliable and consistent performance that can be counted on.
The value you bring to an organization: Reliable and consistent efforts that can be counted on.
Cautions: Unlikely to take risks; will quietly resist change.
When under pressure: Likely to adapt to a power figure or group direction; avoid "first to try" actions.
What you fear: Rapid changes; chaotic and haphazard activities.
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2
An Overview of Your DISC Style
Below are some key behavioral insights to keep in mind and share with others to strengthen your relationships.
Reynaldo, you score like those who may be somewhat hesitant to jump into something new until convinced that it is
of high value. This is linked to your comfort zone, which hinges on adherence to the status quo. You feel a safety and
security to that which is known, and an uncertainty toward that which is unknown. While some on the team may
desire instant change, you prefer a controlled change, which may take a bit longer, but will be more stable and secure.
'You respect operating protocol as it is: "If it isn't broken, don't try to fix it." Many people who score like you are
frustrated by new people coming into an organization and making changes before they have had a chance to
evaluate the systems already in place. This frustration increases when the new systems prove to be no better than
the older, established procedures. You show remarkable patience in these situations, perhaps complaining only at
home or to a small group of friends.
Once you've established a work routine or pattern, you have a remarkable ability to follow that pattern or procedure
with enduring patience. This is a great strength. You tend to hone and polish a process until it is smooth and seamless
in operation. This takes time, and you have invested the time and mindshare in establishing it as a best practice
exemplar. However, sometimes those focused only on the "big picture" may miss nuances that you helped to craft.
As a piece of coaching, we recommend sharing the what and why of some of your processes with your superiors so
that they are cognizant of the mindshare you have provided.
You score like those who show a deliberate, dispassionate, and serious approach to solving problems. You have an
inherent ability to persevere through a problem until there is a resolution. This trait is of enormous value to the team
and organization. Where some may give up on an item, you continue to explore options until the problem is solved.
On the personal side, you score like those who prefer deeper connections with fewer people, rather than shallow
relationships with a wide number of people. This is a testament to your loyalty and sincerity. Meaningful
relationships, both on and off the job, are important to people who score like you. Such people tend not to foster
shallow relationships just for the purpose of name-dropping.
You probably wouldn't consider yourself a risk-taker or immediate innovator, as you prefer a more thoughtful and
deliberate process toward such goals. You have the ability to push the gas pedal on a project and expedite certain
aspects of it, but also to put your foot on the brake in order to slow the project down and avoid a disaster.
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3
An Overview of Your Motivators
Aesthetic - Strong desire and need to achieve equilibrium between the world around us and ourselves (within) while
creating a sustainable work/life balance between the two. Creative, imaginative, arty, mystical and expressive, this style may
redefine or resist real world approaches to current challenges.
Based on your Motivators assessment Aesthetic score: You tend to think “alternatively” and will likely seek personal
fulfillment, creative alternatives, and peace of mind rather than the status quo.
• You show a very strong desire for expressing your talents and fulfilling your dreams.
• You may care less about money and things, but will gravitate towards just being happy and fulfilled.
• You may prefer to be your own person and will likely have a high interest in protecting wildlife, the environment, and the
undiscovered.
• You will have a hyper awareness of your surroundings and they will need to "feel" right.
Economic - The motivation for security from self-interest, economic gains, and achieving real-world returns on personal
ventures, personal resources, and focused energy. The preferred approach of this motivator is both a personal and a
professional one with a focus on ultimate outcomes.
Based on your Motivators assessment Economic score: You will balance yourself between being satisfied with what you have
and a need for more.
•
•
•
•
You are not driven by monetary rewards and competitive frameworks.
You may believe money is for spending on things you want.
You score in a range that indicates a lower interest in gaining material wealth.
You may be sensitive to inequities and injustices and will not want to be a victim to others demands.
Individualistic - Need to be seen as autonomous, unique, independent, and to stand apart from the crowd. This is the
drive to be socially independent and have opportunity for freedom of personal expression apart from being told what to do.
Based on your Motivators assessment Individualistic score: You are able and willing to support someone else’s ideas without
having to interject your own.
•
•
•
•
You will likely support others while rarely focusing on gaining the personal support you may want or need.
Because you don't seek attention for your efforts, you may be left feeling like a ghost, never drawing attention to yourself.
You may never make the necessary noise surrounding important issues and may set yourself up for being overlooked.
Since the squeaky wheel gets the grease, you'll need to speak up to be noticed more.
Power - Being seen as a leader, while having influence and control over one's environment and success. Competitiveness
and control is often associated with those scoring higher in this motivational dimension.
Based on your Motivators assessment Power score: You are a better collaborator and won’t likely seek position power or
authoritative roles.
•
•
•
•
You will not like high-pressure environments with excessively driven people types.
You may be more of a maintainer than you are an obtainer.
You may feel out of place on a team where people jockey for position.
You won't want all the responsibility that comes with being in charge.
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4
An Overview of your Motivators - Continued
Altruistic - An expression of the need or energy to benefit others at the expense of self. At times, there’s genuine sincerity
in this dimension to help others, but not always. Oftentimes an intense level within this dimension is more associated with
low self-worth.
Based on your Motivators assessment Altruistic score: You are able to balance your own needs and the needs of others on the
team.
•
•
•
•
You will usually see others needs as being more important than your own.
You connect personally before you connect professionally with most people.
Asking for something may feel wrong to you whereas giving will feel right.
You probably believe you are here for a reason.
Regulatory - A need to establish order, routine and structure. This motivation is to promote a black and white mindset and
a traditional approach to problems and challenges through standards, rules, and protocols to color within the lines.
Based on your Motivators assessment Regulatory score: You understand structure but will not be bound by another’s idea if it
does not work for you.
•
•
•
•
You'll accept authority, but will not do it blindly especially if the authority figure does not obey their own rules.
You can appreciate details to a point, but will likely not depend on them.
You may desire a more stable atmosphere with some structure and uniformity.
You understand structure, but will not be bound by another's idea if it does not work for you.
Theoretical - The desire to uncover, discover, and recover the "truth.” This need to gain knowledge for knowledge sake is
the result of an “itchy” brain. Rational thinking (frontal lobe), reasoning and problem solving are important to this dimension.
This is all about the “need” to know why.
Based on your Motivators assessment Theoretical score: You can rely on both new information and what has worked in the
past when making decisions.
•
•
•
•
You probably learn for the sake of it.
You need more information than necessary before making decisions.
You will stick with it until you figure out what is wrong.
You will get bogged down in the details of an idea if you are not careful.
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5
A General Overview of the Four DISC Styles
The Dominant ‘D’ Style: look at my accomplishments!
Goals and Fears
Dominant ‘D’ Styles, driven by the inner need to lead and be in personal control, take charge of people and situations
so they can reach their goals. Since their key need is achieving, they seek no-nonsense, bottom line results. Their
motto is: "Lead, follow, or get out of the way." They want to win, so they may challenge people or rules. Similarly,
Dominant ‘D’ Styles also accept challenges, take authority, and go head first into solving problems. Closely related to
Dominant ‘D’ Styles' goals are their fears: falling into a routine, being taken advantage of, and looking "soft". So, they
may go to extremes to prevent those fears from materializing. They may act impatient, but they make things happen.
"Do as I say"
Since Dominant ‘D’ Styles need to have control, they like to take the lead in both business and social settings. As
natural renegades, they want to satisfy their need for autonomy. They want things done their way or no way at all.
Strengths and weaknesses
They work quickly and impressively by themselves. They try to shape their environments to overcome obstacles en
route to their accomplishments. They seek maximum freedom to manage themselves and others, using their
leadership skills to become winners. They often have good administration and delegation skills.
These assertive types tend to appear cool, independent, and competitive. They opt for measurable results, including
their own personal worth, as determined by individual track records. Of all the types, they like and initiate changes
the most. We symbolize this personality type with a lion--a leader, an authority. At least, they may, at least, have the
inner desires to be #1, the star, or the chief.
Less positive Dominant ‘D’ Style components include stubbornness, impatience, and toughness. Naturally preferring
to take control of others, they may have a low tolerance for the feelings, attitudes, and "inadequacies" of co-workers,
subordinates, friends, families, and romantic interests.
From general to specific
Dominant ‘D’ Styles process data conceptually by using deductive reasoning--from general to specific information.
They are more comfortable using the left brain more than the right. When combined with their need for control, this
helps us better understand the emphasis on getting down to the bottom-line results.
Masters of "mind control"
They are adept at blocking out distractions when they immerse themselves in projects. They don't hear voices, sirens,
or doorbells. They seem to channel all their energies into specific jobs.
Venting relieves their tension
Under pressure, Dominant ‘D’ Styles are likely to rid themselves of anger by ranting, raving, or challenging others.
They naturally react to tense situations with a fight response. Although this venting allows the relief of their own
inner tensions, other styles may feel intimidated by this stress reducing practice. But the Dominant ‘D’ Styles' barks
usually exceed their bites, and they may soon forget what specifically upset them in the first place.
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6
The Interacting ‘I’ Style: hey, look at me!
Outgoing, Supporting, Interacting ‘I’ Styles
Interacting ‘I’ Styles like to go where the action is. Typically, they are outwardly energetic or fast-paced, and
relationships tend to naturally take priority over tasks. They try to influence others in an optimistic, friendly way
focused on positive outcomes, whether in the social or work environment. In other words, if they show others that
they like them, they figure others will be more likely to reciprocate by responding favorably towards them. Since
recognition and approval motivate him, he often moves in and around the limelight and hub of activity.
Goals and Fears
He wants your admiration and thrives on acknowledgment, compliments, and applause. "It's not just whether you
win or lose. . .it's how you look when you play the game." People's admiration and acceptance typically mean more
to this type than to any other. If you don't talk about him, he may spend considerable time talking about his favorite
subject--himself--to gain the acceptance he wants. His biggest fear is public humiliation--whether appearing
uninvolved, unattractive, unsuccessful, or unacceptable to others. These frightening forms of social rejection
threaten the Interacting ‘I’ Style's core need for approval. Consequently, he may go to extremes to avoid public
humiliation, lack of inclusion, or loss of social recognition.
Strengths and weaknesses
Interacting ‘I’ Styles' primary strengths are their enthusiasm, persuasiveness, and friendliness. They are idea people
who have the ability to get others caught up in their dreams. With great persuasion, they influence others and shape
their environments by building alliances to accomplish results. Then they seek nods and comments of approval and
recognition for those results. If compliments don't come, Interacting ‘I’ Styles may invent their own. "Well, Harry, I
just feel like patting myself on the back today for a job well done!" They are stimulating, talkative, and
communicative. This type can be represented by a porpoise--playful, sociable, and talkative.
Their natural weaknesses are too much involvement, impatience, being alone, and short attention spans. This causes
them to become easily bored. When a little data comes in, Interacting ‘I’ Styles tend to make sweeping
generalizations. They may not check everything out, assuming someone else will do it or procrastinating because
redoing something just isn't exciting enough. When Interacting ‘I’ Styles feel they don't have enough stimulation and
involvement, they get bored and look for something new again. . .and again. . .and again. When taken to an extreme,
their behaviors can be seen as superficial, haphazard, erratic, and overly emotional.
"Let me entertain you!"
If they pursue the entertainment field for careers, Interacting ‘I’ Styles typically allow their natural, animated
emotions to show and flow. They become stimulated by the movement and reactions of the audience, trying to get
the audience to figuratively fall in love with them by acting charming and friendly. They want viewers to feel, "He (or
she) is fabulous!"
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TONY ROBBINS
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7
The Steady ‘S’ Style: notice how well-liked I am
Goals and fears
Steady ‘S’ Styles seek your sincere personal attention and acceptance of them. Steadiness and follow-through actions
characterize these people. They prefer a slower and easier pace. They focus on building trust and getting acquainted
because they aim for long-standing personal relationships. Pushy, aggressive behavior secretly irritates them.
They strive for security. Their goal is to maintain the stability they prefer in a more constant environment. To Steady
‘S’ Styles, while the unknown may be an intriguing concept, they prefer to stick with what they already know and
have experienced. "Risk" is an ugly word to them. They favor more measured actions, like keeping things as they
have been and are, even if the present situation happens to be unpleasant due to their fear of change and
disorganization. Consequently, any disruption in their routine patterns can cause distress in them. A general worry is
that the unknown may be even more unpleasant than the present. They need to think and plan for changes. Finding
the elements of sameness within those changes can help minimize their stress to cope with such demands.
Strengths and weaknesses
Steady ‘S’ Styles naturally "wear well" and are an easy type to get along with. They prefer stable relationships which
don't jeopardize anyone, especially themselves. Steady ‘S’ Styles can be represented by the koala with its
accompanying slower, steady pace; relaxed disposition; and appearance of approachability and warmth. Steady ‘S’
Styles have a tendency to plan and follow through. This helps them to routinely plug along. But they have their own
type of unique difficulties with speaking up, seeming to go along with others or conditions, while inwardly, they may
or may not agree. More assertive types might take advantage of this Steady ‘S’ Style tendency to give in and avoid
confrontation. Additionally, Steady ‘S’ Styles' reluctance to express themselves can result in hurt feelings. But if
Steady ‘S’ Styles don't explain their feelings, others may never know. Their lack of assertiveness can take a toll on this
type's health and well-being.
Take it slow
Steady ‘S’ Styles yearn for more tranquility and security in their lives than the other three types. They often act
pleasant and cooperative, but seldom incorporate emotional extremes such as rage and euphoria in their behavioral
repertoire. Unlike Interacting ‘I’ Styles, Steady ‘S’ Styles usually experience less dramatic or frequently-occurring
peaks and valleys to their more moderate emotional state. This reflects their natural need for composure, stability,
and balance.
"Just plain folks"
Steady ‘S’ Styles lend a tone of continuity, coziness, and project a genuine liking and acceptance of others. They are
comfortable people to watch and listen to who emanate that "I'm just a regular person" modesty. They put on no
airs and project contentment with present conditions--just as they are and always have been.
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8
The Conscientious ‘C’ Style: notice my efficiency
Goals and fears
Conscientious ‘C’ Styles concern themselves more with content than with congratulations. They prefer involvement
with the performance of products and services under specific, and preferably controlled, conditions so the process
and the results can be correct. Since their primary concern is accuracy, human emotions may take a back seat with
them. Their biggest fears of uncontrolled emotions and irrational acts relate to their fear that these illogical acts may
prevent goal achievement. Similarly, they fear emotionality and irrationality in others. They strive to avoid
embarrassment, so they attempt to control both themselves and their emotions.
Strengths and weaknesses
Conscientious ‘C’ Style strengths include accuracy, dependability, independence, clarification and testing skills,
follow-through, and organization. They often focus on expectations (e.g., policies, practices, and procedures) and
outcomes. They want to know how things work so they can evaluate how correctly they function. Conscientious ‘C’
Styles can be cagey, resourceful, and careful. Because they need to be right, they prefer checking processes
themselves. This tendency toward perfectionism, taken to an extreme, can result in "paralysis by over analysis".
These overly cautious traits may result in worry that the process isn't progressing right, which further promotes their
tendency to behave in a more critical, detached way.
Complex and serious
They prefer tasks over people, clearly defined priorities, and a known pace which is agreeable to them, especially
where task timelines and deadlines are involved. Other types typically live life through a single predominant time
orientation--past, present, or future. But Conscientious ‘C’ Styles are apt to be concerned about all three, as one
aspect of their complex mental makeup. They tend to see the serious, more complicated sides of situations as well as
the lighter--or even bizarre side--which accounts for their natural mental wit.
Conscientious ‘C’ Styles concentrate on making decisions in both logical and cautious ways to ensure that they take
the best available action.
Think deeply
Due to compliance to their own personal standards, they demand a lot from themselves and others and may
succumb to overly critical tendencies. But Conscientious ‘C’ Styles often keep their criticisms to themselves,
hesitating to tell people what they think is deficient. They typically share information, both positive and negative,
only on a "need to know" basis when they are assured that there will be no negative consequences for themselves.
When Conscientious ‘C’ Styles quietly hold their ground, they do so as a direct result of their proven knowledge of
facts and details or their evaluation that others will tend to react less assertively. So, they can be assertive when they
perceive they're in control of a relationship or their environment. Having determined the specific risks, margins of
error, and other variables which significantly influence the desired results, they will take action.
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Three Upgrade Options to get a better understanding of YOUR style!
Complete DISC + Motivators Combined Report AND a one-on-one DISC strategy session
with one of Tony’s top Results Coaching Strategists ($99.97)
Get the report the pros use! See every data point, graph, chart, statement set, and prescriptive
recommendation, specific to your unique behavioral and motivational styles.
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you discover greater joy, impact, and fulfillment in your everyday life.
A one-on-one DISC strategy session with one of Tony’s top Results Coaching Strategists ($250
value!) to convert your newly-discovered personal knowledge into powerful action.
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Complete DISC + Motivators Combined Report ($59.00)
Get the report the pros use! See every data point, graph, chart, statement set, and prescriptive
recommendation, specific to your unique behavioral and motivational styles.
As a BONUS
Get the Tony Robbins Personal Coaching Collection – his classic training program that will help
you discover greater joy, impact, and fulfillment in your everyday life.
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Send your employer, prospective employer, or staffing company and share the additional personal
insights that only come from seeing your scoring data.
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Kids DISC
If you’d like similar insights about the kids in your life, give them the
Kids DISC assessment. The Kids DISC report offers significant insights
with three distinct sections for kids, parents, and teachers. This report
contains helpful information for children and the adults in their lives.
Click for Kids DISC!
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10
How to Assure Assessment Accuracy? Independent & Qualified Testing at Standards
Set by the APA and EEOC.
“…this DISC assessment has one of the highest Cronbach scores in the DISC marketplace.”
“...we applaud your efforts at making Motivators reliable and valid..”
- Assessment Standards Institute
The Assessment Industry’s Past and Present
Assessments have been used since the mid-20th century, initially relied upon by Fortune 500s, calculated by highly skilled PhDs and
produced by only a handful of trusted developers. With the advent of the internet in the 1990s, the ability to produce, market, and sell
assessments became exponentially easier and less expensive. Since then, it has developed into a kind of “global cottage industry” with
hundreds of new assessment developers, producing thousands of different assessments. Each developer purporting its assessments to be
scientifically accurate instruments - sold, resold and used by individuals and organizations of all kinds; including many of our largest
institutions like Fortune 500s, major universities, world governments, and even military. Frighteningly, this “global cottage industry,” which
produces data relied upon by millions, is entirely unregulated with nothing to ensure its consumers are receiving what they are being told
and sold. There are zero requirements, safeguards, laws or regulations ensuring the consumer receives a scientifically accurate instrument
- or even what the developers and sellers claim.
The Solution? Independent & Verifiable Testing by a Qualified Institution
The Assessment Standards Institute (ASI) provides our assessments with verifiably objective testing and reporting that meet standards set
by the American Psychological Association (APA) and the Equal Employment Opportunity Commission (EEOC). This battery of tests is
both voluntary and verifiably transparent. Our goal? To ensure this assessment’s professional merit and scientific accuracy for you, the
user. These reports are readily available upon request and include:
Construct Validity (APA Standards) [DISC & Motivators]
Construct validity is one of the most central concepts in psychology. It is the degree to which a test measures what it claims, or purports to
be measuring. Researchers generally establish the construct validity of a measure by correlating it with a number of other measures and
arguing from the pattern of correlations that the measure is associated with these variables in theoretically predictable ways.
Reliability - Cronbach’s alpha (APA Standards) [DISC]
This technique is regarded as one of the most robust measures of reliability and presents the highest 'bar' from which to compare. The
readers should note that Cronbach's alpha is the method selected for this instrument, because of its high standards. The reader is
encouraged to compare reliability coefficients presented herein to other vendors, and also to ask those vendors which reliability formulas
they used to compute their reliability coefficients. Cronbach’s alpha is a measure used to assess the reliability, or internal consistency, of a
set of scale or test items. In other words, the reliability of any given measurement refers to the extent to which it is a consistent measure
of a concept, and Cronbach’s alpha is one way of measuring the strength of that consistency.
External Data Reliability (APA Standards) [Motivators]
The term reliability in psychological research refers to the consistency of a testing or assessment method. In this case we are measuring
the reliability or consistency of assessment measures over time. External Reliability measures the extent to which assessment measure
varies from one use to another. In this analysis we are measuring reliability from the use of a test at one time as compared to another
time. The comparison is using a mean variance measure referred to as the mean value ratio. The mean value ratio measures the external
or time consistency of an assessment.
Disparate Impact (EEOC Guidelines) [DISC & Motivators]
Employers often use tests and other selection procedures to screen applicants for hire and employees for promotion. The use of tests and
other selection procedures can be a very effective means of determining which applicants or employees are most qualified for a job.
However, use of these tools can also violate the EEOC Guidelines if they disproportionately exclude people in a protected group by class,
race, sex, or another covered basis. Importantly, the law does allow for selection procedures to select the best candidates based on job
related requirements. If the selection procedure has a disparate impact based on race, color, religion, sex, or national origin, the employer
is required to show that the selection procedure is job related and consistent with business necessity. If discrimination exists, the
challenged policy or practice should therefore be associated with the skills needed to perform the job successfully.
Issue date: January 1, 2020. Renewal date: January 1, 2025.
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TONY ROBBINS
WWW.TONYROBBINS.COM
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