Differentiated IQ assessment

Measuring intelligence is crucial when it comes to taking decisions in questions related to employment eligibility. The appropriate IQ score and the positive ability traits which derive from it may constitute the basic conditions for filling a whole range of positions and jobs.

At the same time, the formerly over-emphasized role of IQ has been readjusted by now. Many statistical analyses proved that in general the level of intelligence does not correlate with the anticipated level of performance. Thus, measuring intelligence only provides additional information - but of course it is a very important feature of the entire personality and competency profile.

As opposed to many other societies in the world, Hungary is rich in brains and with regards to intelligence we have nothing to be ashamed of. In the light of global statistics, the IQ of our employees is good and we have a significant intellectual power reserve. When thinking about the expression, many people tend to confuse the notion of IQ with other qualities such as education, lexical knowledge, etc. The traditional sense of the word intelligence is not equivalent with general education or a high level of expertise gained in a specific domain.

Most frequently tests are used to measure intelligence. Tests are calibrated internationally in a way that the average of a country falls around IQ 100, whereas the score of 68% of the total population falls in the range of IQ 85-115. Of course all such assessments have to represent the entirety of the population; they cannot limit themselves to a more restricted domain such as the job market. In this sense, the average the population of a given country represents at the international level can be examined.

Based on the assessments done by our institute, employees on the job market score an average of IQ 109, whereas those belonging to the more qualified layer of leaders have an average of IQ between 118 and 122. The score of the entire population can be estimated for approximately IQ 100. With this result we can be in the upper mid-range domain at the international level.

In addition to all this, the IQ carries further important information. The IQ assessment that we use also examines three subdomains in a differentiated way:

1. PROBLEM SOLVING SKILLS

This skill enables us to assess a situation in a practical fashion, allows us to handle problems, as well as to quickly grasp and solve arising challenges. Those who are primarily problem solvers are indispensable in operative area of task management.

2. PROBLEM RAISING SKILLS

It requires a separate skill to be able to raise problems, to put them into words. Truly creative people are good at this primarily. They are able to ask forward-looking questions and consider or show the challenge from a perspective through which possible ways leading to the solution become much shorter.

3. PROBLEM ANALYSING SKILLS

Problem analysers always pry into the causes. They don’t deal with direct problem solving and its various ways: they strive to reveal the causes of the difficulties. Their analyzing skills and insight are remarkable. .

On the basis of the three IQ domains we can build upon different strengths when we analyze job portfolios. In addition to our IQ score, it is also important which type it falls into (problem solving, problem raising or analysing). When we design a job portfolio, we have to pay attention to not assigning creative development tasks to an employee who is practical and has strong problem solving skills. The same way, one who mainly has a problem raising way of thinking, should not be asked to fill a detail-oriented, analyzing position which requires a great deal of patience and accuracy.