Proven Match


Personality and Behavioral Assessments – What’s the Difference?

Personality and behavioral assessments are often referred to interchangeably as a way to assess a candidate’s fit within a company. But unlike personality assessments, behavioral tests assess a person’s response to his or her environment. How franchisee candidates are likely to respond to specific situations has much more to do with their behavior than their personality.

Personality is just one part of the overall behavioral analysis. Many are familiar with tests that evaluate areas of personality like extroversion versus introversion and thinking versus feeling. This provides great insight into a candidate’s personality, but leaves an incomplete picture when assessing a candidates’ business acumen. 

Not all sales people are extroverted, for example. There are plenty of individuals with introverted tendencies that make excellent sales people. But they may approach sales in a different way. In other words, looking at a person’s behavior, how they approach decisions and under what circumstances, etc. will be more telling of their potential success in that type of position.

So what does a behavioral assessment analyze?
A behavioral assessment is designed to measure a person’s behavior and how they function in certain settings. As you can imagine, there are a variety of types of behavioral assessments producing all kinds of data. It’s important to understand why you are assessing and analyzing an individual’s profile so you can better determine which information is applicable to your end goal.
As a franchisor, you’re probably most concerned about assessing a potential business owner’s acumen for running a franchise unit; and more specifically, predicting their success within your business model. The Proven Match F.I.T. assessment, for instance, reviews areas of a candidate’s profile like work style, leadership, focus preference and buyer motives, to name a few.
Not all franchises are alike. And not all top-performing franchisees will be top performers in all franchises.
This is why, before you even begin assessing candidates, you need to define the parameters of behavior that equal success for your business. How do you measure performance? Then, by assessing your current franchisees you can begin to see a pattern of behavior among your top performers and your lower performers. And you can see how this can become a benchmark for reviewing potential franchisees prior to bringing them into your system.
Getting It Right
Be clear on what it is that you hope to discover about your potential franchisees. If it’s performance and future business success, then what you really aim to uncover is their behavior. What will they do as an owner? How will they perform the role of the owner? Defining your end goal for assessing candidates and understanding the difference between personality and behavioral assessments is key in accurately measuring your candidates’ “fit” with the franchise. 

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