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Talent Through Technology

People-Fit – Our New Employability Tool for Candidates

Posted by GMFJ_Team on Nov 14, 2017 2:50:01 PM

The TalentPortal, specialists in candidate recruitment, and now with an added candidate profiling tool.


This aptitude assessment PeopleFit has been designed to help not only candidates understand how likely they are to behave but also determine this for a potential employer shortlisting. It identifies what the main strengths the room for improvements and training requirements.

Every employer has expectations for some core capabilities. This aptitude assessment has been designed by businesses for employers who hire young people using occupational psychologists (who are specialists in working out how people are likely to behave in certain situations).

Working together to identify what core capabilities can be identified and consisting of 26 questions, with five core capabilities that are important in any job, defining the strength of those disciplines. 

How Does It Work? 

PeopleFit has the assessments, tools, and insights to help you create a more engaged and profitable workforce. From selection to management to succession planning, PeopleFit has a complete solution for your most important resource – Your People.

Allowing employers to have an opportunity to make a more informed decision when it comes to hiring.  With often more than one applicant applying for a position, the importance of being able to make comparisons can’t be underestimated.  The tests assess many factors which are very important in terms of choosing the right candidate. They can assess an applicant’s ability to problem solve, reason, write coherently and get along with others.

1. Discipline

This capability represents the extent to which individuals favour working in an orderly fashion, making plans, and persisting in the face of adversity. Those who score higher are likely to prefer working to a well-defined plan and may be more likely to develop such plans. They are likely to follow the rules, even if the rules disadvantage them. They may also have a negative view of people who do not consistently follow the rules or may be unsympathetic to those who are less dedicated to work.
Those who score lower are likely to prefer a degree of freedom and spontaneity in their working behaviours. While they may be less likely to plan their work in detail, they are probably more comfortable with adapting to unexpected changes at work or at home. They are probably more willing to adapt their behaviours in order to fit situations which present themselves at work. They may well be more creative compared to those who prefer to follow detailed plans.

 2. Motivation

This capability focuses on whether individuals are motivated to seek success or to avoid failure. Those who have high scores may appear to be more visibly enthusiastic at work. They are likely to set themselves challenging goals and to generally be more ambitious. They probably have a greater sense of confidence in themselves. Those who have low scores may have less confidence. In some cases, this may be because they are performing tasks that are new to them, or because they may have lacked role models who demonstrate success in the past. People who have low scores will probably set less challenging goals because they are worried about failing to achieve targets. They may need more support and encouragement from supervisors in order to take on a greater challenge. On the other hand, while they may not set their sights high, they may be well suited for roles which require attention to detail or awareness of risk. Those who obtain mid-range scores may vary in their response to challenges, sometimes focusing on failure, and other times focusing on success. Alternatively, they may give equal attention to risks and opportunities when faced with a challenge.

3. Appropriateness

This capability represents the extent to which individuals demonstrate behaviour that is generally expected of people and deemed appropriate, whether in or out of the workplace. It includes awareness of what others expect of them. Those who score highly are more likely to follow organisational rules and conform to social norms. Moderate to high scorers should perform in required ways regardless of their personal preferences. Individuals who have a low score on Appropriateness may have difficulty controlling their behaviour. They may be more likely to engage in acts at work that harm (not necessarily intentionally) the organisation itself, or individuals working within it. They may also respond inappropriately to conflict at work. Alternatively, they may have a poor understanding of what is expected of them and may need more support in learning the norms at work. While typically high scores will be preferred in individuals, those with low scores may well have unorthodox approaches to problems.

4. Handling Difficult Situations

This capability represents the extent to which individuals may engage with (as opposed to avoiding) situations that are difficult. This may reflect the extent to which individuals are comfortable with difficult situations, although some may be inclined to address problems directly even if they feel uncomfortable. Those who score higher on this capability may be more willing to work with colleagues whom they dislike and may be more willing to express unpopular opinions. A potential drawback is that high scorers may perhaps fail to consider the feelings of others at times. Conversely, those with lower scores may avoid challenging social interactions (e.g. difficult customers) and may be less likely to share information that others will dislike. They may not enjoy work in which confrontation is likely. However, they may also put greater effort into maintaining peaceful environments, and may well be like members of a team.

5. Self-management Skills

This capability represents those characteristics that help an employee to feel and be more productive in the workplace. Self-management skills help an employee communicate and interact efficiently with fellow workers, supervisors, and even customers. They also help employees make good decisions and improve time management. 

People-Fit Flow.png

People-Fit Capability



Reflects a tendency to organise and also personal discipline in keeping to a plan when made.  Sound ethics.  Low scores may indicate a more flexible/adaptable, but less organised approach


Reflects the extent to which individuals behave in ways that others would consider appropriate at work or in everyday life, follow organisational rules and conform to social norms.  


Reflects a sense of energy and direction in individuals, more particularly their approach to meeting a challenge in the workplace – are they likely to rise to it or shy away.

Work-Life Balance

Reflects their ability to deliver sustained performance given the demands of work, rather than pushing too hard and running the risk of work induced illness.

Handling Difficult Situations

Reflects how an individual is likely to  behave under pressure, particularly when in situations involving communication and requiring interpersonal skills.


 PeopleFit practices Organisational Design to create high performance organisations by unleashing the best in each person in the workforce. PeopleFit’s process is called “Requisite Organisation” – the most powerful tool for creating extraordinary organisations.


Topics: Apprentice, Apprenticeship, Careers, Education, GMFJ, apttude testing, strengths, capabilities, skill set

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