Behavioral Assessments

Behavioral Assessments


Right People. Right Teams. Right Work.

You just can’t afford to not have the right people on the right team doing the right work. The costs of hiring, training, paying and retaining employees are high enough. Considering the soft costs of training time, relationship building and culture acclimation, the negative effects of not having the right people on the right teams doing the right work become abundantly clear.

Organizations that use assessment models to select and develop employees realize significant ROI—from hiring and promoting the right people to building strong teams that communicate more effectively.

Assessment Solutions

Success Insights DISC™: DISC assessments are the “how’s” of success. How we communicate. How we respond to change. How we sell. How we approach and solve problems. The TTI Success Insights™ DISC assessment defines unique behavior individuals bring to the job. Barr Corporate Success guides the respondent and manager in leveraging it for success. Commonly used to: Improve teamwork, understand communication styles, and select team members.

Driving Forces® Assessment-PIAV (Personal Interests, Attitudes & Values): This assessment focuses on the “why’s” of success. It explores passions and workplace motivators. Why someone does what they do impacts interactions with others. Commonly used to: Improve employee engagement, determine job and culture fit, and select team members.

360 Degree Feedback Assessments: 360 input is valuable for improving organizational and individual performance. We gather information from several people about an individual’s performance as seen by the standards and expectations of the people who work with them.

Plugged Assessment: Do you get the right things done? This assessment tells you how well you and your team are doing, with a focus on the ability to prioritize, adapt and be responsible. This is based on Barr’s book Plugged.

TriMetrix DNA®: TriMetrix DNA describes how people behave, why they behave that way, and what the process is behind their decision-making. It also reveals soft skills they’ve mastered. It examines the behaviors individuals bring to the job, the motivators/driving forces that drive them and the ability to demonstrate the competencies required by the job. Commonly used to: Develop talent effectively for leadership and for high potential team members, also for job fit evaluation.

Emotional Quotient™ (EQ): The EQ assessment accurately measures a person’s emotional intelligence, which is the ability to sense, understand and effectively apply the power of overall emotional well-being to facilitate higher levels of collaboration and productivity. Commonly used to: Develop leaders, engage teams, coach and in succession planning.

Stress Quotient®: The Stress Quotient assessment measures workplace stress in seven index factors, revealing how stress affects the overall health, productivity and morale of both individuals and the teams. A leadership version of the Stress Quotient is also available to help gauge a leader’s stress level and their stress triggers. Commonly used to: Identify root causes of stress, facilitate conversations to begin creating a plan that addresses the causes and to help improve employee performance and productivity.

Sales Skills Index™: The Sales Skills Index is an objective analysis of an individual’s understanding of the strategies required to sell successfully in any sales environment. Commonly used to: Determine if an individual understands the sales process, how they compare against top sales performers, and if they have the ability to sell.

The Devine Inventory®: Assists organizations in accurately predicting who will be successful in specific roles. How? By comparing behavioral tendencies and competencies of existing employees and job applicants against an organization’s top performers. Versions are available for both leadership and hourly positions.

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Do you have the right people on the right teams? Let’s get to work.

Success Story

How an Engineering Company Broke Down Barriers with Behavioral Assessments