IPLC Le Corff Personality inventory Interpretative report Information on the candidate Result for: Smith John Sex: Male Age: 35 Date of test: 2017-04-07 Date of report: 2017-04-11 Name of organisation: ENTREP_Rapports IRP/aucun Page 1 /18
Information on this interpreted report The purpose of this report is to provide information on the five big five fundamental personality traits and their different facets. The IPLC was developed, validated, and standardized with a sample of teens and adults from the general population of Quebec. The results presented in this report should be combined and consulted along with all the other relevant information before making any professional decisions regarding the participant. Those decisions should never be made upon the results of this report only. The results exposed in this report are based on the answers provided by the participant. The results don t take in consideration the specific contextual elements of the candidate that might allow them some nuance or precision. This report is confidential and is intended to be used by qualified professionals only. When will come the time to disclose the results to the candidate, it is recommended that a qualified professional does an individual interpretation of the report. Duration of the results validity «From the thirties onwards and during all adulthood, changes rarely occur when it comes to personality. Those changes occur slower and are generally more moderate than before. Taking in consideration the candidate s age, the results in this report can be considered as valid for a few years. However, significant life events can lead to more meaningful changes of personality, in which case a new evaluation is recommended.» Validity indexes «Number of missing answers» : 0 Strongly disagree. The person seems to have responded conscientiously to the questions 22,12 % SA : Strongly agree 14,42 % D : Moderately disagree 6,73 % SD : Strongly disagree 28,85 % A : Moderately agree 27,88 % N : Neither agree nor disagree Page 2 /18
Personality profile This radar chart illustrates the results to the evaluation of the ten facets. The results are displayed in deciles, calculated with the same gendered normative sample from the general population of Quebec. John Smith IPLC - INT - EN Page 3 /18
Personality profile (reversed scales) This radar chart displays the results obtained to the ten facets, following a reversal of the poles (for example, a weaker score to the Sociability facet becomes a higher score to Social shyness). The results are displayed in deciles, calculated with the same gendered normative sample from the general population of Quebec. John Smith IPLC - INT - EN Page 4 /18
Interpretation of the personality profile Personality The traits and facets of the personality allow to evaluate the substance of someone s psychological functioning. They deliver a review on the way a person will think and process information (cognitive aspect), experience and deal with emotions (emotional aspect), interact with others (relational aspect), and react and adapt to different situations (experiential aspect). Personality also informs on the motivational and attitudinal aspects of someone s behavior. The domains and facets of personality in which the scores are the most disparate relative to the mean of the normative sample represent the candidate s most distinctive characteristics. The higher or lower a trait is (the more it stands out from the mean), the more it will stick out. The more prominent traits represent the characteristics we will first notice when meeting a person for the first time. Those prominent traits will also be the most representative of a person s behavior in different situations. Score interpretation by scales Openness Intellectual flexibility 58 42 Confirmism This type of people is in the average when it comes to intellectual flexibility. They can appreciate juggling with ideas, and consider different possibilities and points of view without necessarily considering the intellectual dimension important in their life. They are more comfortable with abstract concepts when their practical aspects are apparent. They probably have an average sense of innovation. They don t seem to stand out when it comes to complex problem-solving, diversity in their interests, desire to learn, openness to new ideas and work methods, and openness to different opinions, values and cultures. They will normally adapt to a reshuffle of their tasks or their environment, without necessarily seeing it as a growth opportunity. Artistic sense 100 0 Pragmatism This type of people is characterized by a vivid imagination, and by a very high sense of esthetic and introspection. They are intuitive and sensitive to beauty. They have great interest in arts such as painting, music and literature. For example, they will be more vigilant and responding to things like image processing, the sequences of the scenes or the effects of the music choices during a movie. They have a rich imagination and are actively looking to express their creativity. They might tend to daydream or to get lost in thoughts. They are mindful of their inner world and questioning meaning is important to them. Feelings and intuition are significate elements to consider when taking a decision, or in their everyday life. They don t usually like a routine. They are successful in jobs requiring imagination, creativity, originality and a sense of esthetic. Page 5 /18
Conscientiousness Seeking success 1 99 Detachment This type of people accords very little importance to professional success and is not at all performance-oriented. They don t feel comfortable in a performance-oriented and competition-oriented environment. They tend to procrastinate or to modestly invest themselves in the projects they re involved with. They often find it difficult to finish projects on their own, especially when it is a long-term project or when they face some difficulties. They are more motivated by short-term projects whose practical outcomes are immediate. Their feeling of competency and capacity to overcome obstacles usually isn t very high. They prefer to enjoy the present moment rather than plan and work ahead of time. They don t think that performance, competitiveness or goal achieving are sources of satisfaction or personal fulfilment. They are more focused on their personal life than work. Reliability 50 50 Improvisation This type of people doesn t stand out from the average in terms of reliability, punctuality, organization, planning, sense of duty, attention to details or meticulousness. They like a certain balance between flexibility and order, and between spontaneity and planning. They don t always do all they can to respect commitments, rules and protocols. Agreeableness Altruism 84 16 Individualism This type of people is generally altruistic, kind, pleasant, helpful, respectful and interested in others. They like to help and give some of their time when possible. They are great listeners, warm and hearty with others, sensitive to other people s emotions, and interested in their difficulties. They think most people have good intentions and their trust can be earned quite fast. The impact of their decisions on others is important to take in consideration when they take a decision. They will prioritize the solution that takes in account each and everyone involved instead of the most objectively valid solution. In a work team, they will do their best to make everyone feel welcomed, accepted and important. Cooperativity 42 58 Confrontation This type of people will preferably act in favor of maintaining social cohesion and avoiding disputes and confrontation, but they can also show assertiveness or stand their ground when necessary. They easily forgive minor offenses but react differently depending on the seriousness of the offense. Even though good relationships and social cohesion are important to them, they wouldn t go as far as taking the blame for something they didn t commit. They are in the average when it comes to modesty and humility. They generally work well under the supervision of someone else and respect authority, but they know when to set a limit, and won t tolerate being poorly treated by an unfair or mean superior. They generally prefer to consult others before taking an important decision. Extraversion Page 6 /18
Leadership 12 88 Follower This type of people doesn t really try to provide leadership or to assert itself. As part of a group, they will be more at ease being a partner than a leader, even though they can take some initiative. They don t necessarily want to speak up, give their opinion or influence others. When they do take initiatives or decisions, it will rarely be in order to get others involved in their project. However, it doesn t mean they don t want to collaborate or that they have nothing to bring to the team. Sociability 10 90 Socially reserved «This type of people is introvert and shows a certain social shyness. They are not particularly interested or comfortable when meeting new people and they usually prefer to be on their own instead of being in a group. They would rather work alone than work in a team. They don t let their guards down or express enthusiasm easily. They could be qualified as realist rather than optimist, without it leading to a tendency for pessimism and defeatism. In a group, they will have a calming presence more than an energizing one. Neuroticism Emotion control 3 97 Emotional instability This type of people shows a lot of emotional volatility. They can have mood swings and they find it difficult to have their emotions under control. They easily get agitated, irritated and angry. They are easily bothered or upset by others and their events, therefore they might tend to react impulsively and aggressively. They respond to what they perceive as an attack, such as criticism, with counter-attack, which could be disproportionate relatively to the trigger. They have impulsive reactions when facing negative situations, difficulty resisting to temptation, and they get frustrated when they have to hinder the satisfaction of their desires. They are vulnerable to stress, and find it quite difficult to keep calm in emergency situations. Self-confidence 2 98 Fragility This type of people feels internalized negative emotions such as anxiety, depression and guilt, way more frequently and heavily than others. They often have doubts or worries about their value and their future, and easily feel overwhelmed by events. They have a strong tendency for pessimism. They tend to be very critical and quick on reproaches with themselves, and often have regrets. They tend to interpret events and behaviors of others as signs that they re being inappropriate. Socially speaking, they often are fearful, easily feel threatened, and worry a lot about what others think of them. In a social situation, they easily feel embarrassed and ridiculous. The chances are they might socially withdraw themselves by fear of other people s judgements, and not because of a lack of willingness to have social relationships. Page 7 /18
Indexes of the great eight competences Personality traits allow to evaluate someone s soft skills. Thus it is possible to have an evaluation of those eight competences in the workspace thanks to the personality traits and facets, measured with the IPLC test. For each competence, the candidates can reach 5 levels: very high, high, average, low, very low. Lead and take decisions Support and cooperate Interact and communicate Analyze and interpret Create and conceptualize Organize and execute Adapt and handle pressure Undertake and perform Very low Low Medium High Very high Lead and take decisions They probably are not quite comfortable with providing leadership and guidance, taking over a situation or a project, initiating actions, or taking on responsibilities. They don t tend to influence or take initiatives, and they don t seek control over a situation or project. Support and cooperate They generally interact with colleagues, superiors, and clients with positivity and respect. They tend to value a democratic and collaborative approach at work. They accord importance to others and regularly offer support to their colleagues. Interact and communicate They are below average in terms of their abilities to connect with people, network and develop contacts, or to influence and persuade. They are not very comfortable with meeting new people, interacting in a group, expressing themselves or asserting their view. Analyze and interpret They are in the average when it comes to having an analytic way of thinking, being at ease with complex problems and ideas, and with the capacity of manipulating a lot of information at once. Their openness to novelty, such as technologic evolution, and their capacity to adapt, is also around average. Page 8 /18
Create and conceptualize They are at their best in tasks and situations requiring openness to new ideas and experiences. They handle situations with innovation and creativity. They actively seek for opportunities to learn and grow. They often are in favor of most organizational changes and are drivers of change themselves. Organize and execute They are in the average when it comes to plan ahead of time, work in a systematic and organized way, and follow directions and procedures. Adapt and handle pressure They find it difficult to remain calm and in control when under pressure. They are unsettled when experiencing setbacks and failures. They easily feel overwhelmed by events. Undertake and Perform They are not focused on results and the achievement of their goals. Their commitment to performance, perseverance and success are significantly below average. Opportunities to grow and progress in their career have little value to them. Page 9 /18
Graphs of interactions between traits The interpretation of the combined effects (interactions) between the big five personality traits delivers a considerable wealth of information. The interpretations displayed in the following pages are based on propositions made by experts in this field, and on the IPLC author s experience and knowledge. Each interaction is displayed with a graph. Each graph is divided in four quadrants depending on the elevation of the two traits in interaction. An X is placed on each graph to indicate where the respondent falls. The further the X is from the center, and the closer it is to the diagonal passing through the center of the quadrant, the more accurate the description is likely to be. If the X is far from the center but near the horizontal axis or the vertical axis, the respondent will probably adopt more balanced behaviors (both quadrants on that side may be descriptive). If the X is placed in the central circle, near the center, then none of the descriptions are really relevant since it s near the average. Synthèse de l'interaction des traits de personnalité Collaboration with others Interpersonal style Handling conflicts and anger Emotional style Handling expectations and performances Handling dangers, stress and setbacks Style of activities Style of interests Style of learning Social values Benevolent Modest Inhibition Pessimistic Unorganised Sensitivity/ Reactivity Passivity Introspection Inconsistent learner Progressive values Page 10 /18
They are well-meaning, they care about other s well being and good relationships between collaborators. They can sometimes find it difficult to assume their part of responsibility in a task that needs to be completed, or to give concrete follow-up of their good intentions. They are not attracted by social situations or new encounters, without being indifferent to others. They will prefer to maintain fewer significant interpersonal relationships. In a group they will be modest and reserved, quiet. Page 11 /18
Interpersonal conflicts can make them experience significant negative emotions such as anger, sadness, and guilt. They can repress their negative emotions to avoid hurting people or make the situation worse. If they do express their anger, they then feel guilt, fear negative judgements of others or fear to be rejected. They have a pessimistic emotional style. They experience few positive emotions while they experience negative emotions more frequently, and with low intensity. They tend to withdraw themselves in social situations, perceive their environment as threatening, and to have a negative perception of life. They rather avoid any kind of pain instead of seeking enjoyment. Page 12 /18
They tend not to plan anything, to take things as they come, and to be pessimistic about the future. It can indicate a low feeling of personal efficiency. They tend to avoid situations requiring performance in order to avoid failure and humiliation. Responsibilities are a significant source of stress and it is difficult to deal with other s expectations. They tend to take immediate decisions under emotional stress. They are hypersensitive and and hyperactive. They tend to let themselves get overwhelmed with negative emotions when facing difficulties or stressful situations. They can spend a lot of time analyzing their negative emotions, have the blues, and to expect the worse (pessimism + imagination). They can show hypervigilance when facing potential dangers or situations that could go wrong. Page 13 /18
They can demonstrate passivity and don t have a lot of initiative. They prefer solitary activities or activities with a few people they already know, that don t require a lot of energy, effort or organization. They could take a job in which their aptitudes are underused. They are more interested in intellectual or artistic activities that can be pursued individually or in a small group (literature, music). They prefer to work with ideas and tools rather than data and colleagues (scientific research, artistic creation). Page 14 /18
They have diversified intellectual and creative interests, but they probably won t be exploited much because of a lack of determination and organization. They might lose their willingness to learn when the efforts required increase, which might lead to a lot of superficial knowledge with no thorough understanding. They are committed people who dedicate themselves for the good of the group. They are willing to help people who need it and accept to take over difficult or thankless tasks, even if they aren t getting the credits for it. Page 15 /18
Subject Relationship: Test John Smith IPLC - INT - EN Score s summary Trait s scale Scale Raw score T-score Percentile 1 (O) Openness to experience 70 68 96 2 (C) Conscientiousness 54 36 8 3 (E) Extraversion 51 36 8 4 (A) Agreeableness 60 55 69 5 (N)Neuroticism 38 28 1 Facet s scale Openness to experience facets Scale Raw score T-score Percentile 1 (O1) Intellect 38 52 58 2 (O2) Artistic personality 32 76 100 Conscientiousness facets Scale Raw score T-score Percentile 1 (C1) Seeking success 27 28 1 2 (C2) Reliability and organisation 27 50 50 Extraversion facets Scale Raw score T-score Percentile 1 (E1) Confidence 24 38 12 2 (E2) Sociability and positive emotionality 27 37 10 Agreeableness facets Scale Raw score T-score Percentile 1 (A1) Prosocial orientation 38 60 84 2 (A2) Conformism and modesty 22 48 42 Neuroticism facets Scale Raw score T-score Percentile 1 (N1) Emotional control 20 31 3 2 (N2) Trust 18 29 2 Page 16 /18
Trait s description (O) Openness to experience The trait Openness to experience is conceptualised as personality s dimension related to the intellect, openness to novelty, adaptation, artistic sensitivity, imagination, and curiosity in our outer and inner world. The opposite of this pole represents concrete and practical spirits, who prefer the consolidation of what s already been acquired rather than innovation, and who are more interested in the external physical world. These elements are more precisely presented in the descriptions of the two facets composing this trait: Intellect and Artistic personality. In general, a high level of Openness to Experience describes creative and original individuals, who can sometimes be perceived as weird or marginal in the eyes of more conventional people. The aspects of creativity and originality are transversal to the facets of this trait, which means that the two facets are implicitly measured by these aspects. People will express creativity and originality according to the elevation of each of the two facets. For example, people with a high level of Openness to experience with the Intellect as the dominant facet will reveal original thinkers who like to resolve complex problems with innovative and surprising solutions. (C) Conscience The trait Conscientiousness is conceptualised as personality s dimension related to seeking success, and to the reliability of organisation and our senses. A conscientious personality calls for hard-working people, who set high goals, who are self-demanding, perseverant, disciplined, able to exert effort, and who trust their capacities to succeed no matter the challenges they may face. They are reliable, responsible, loyal, respectful of the rules and their commitments, and they are meticulous and attentive to details. Planning, foresight and the sense of organisation are also characteristics represented by this trait. The opposite of this trait will represent people whose life are not centered around goals and objectives, who are not motivated by performance and competition, and who find it difficult to show efforts and perseverance when it gets difficult. They also tend to be more flexible when it comes to respecting rules and their commitment, and they are a bit careless for details. They will take things as they come and will improvise rather than plan in advance, they will be unorganised and uncomfortable with strict schedules. (E) Extraversion The trait Extraversion is conceptualised as personality s dimension related to sociability, enthusiasm, leadership, and social ascendancy. Extraverted people like to be surrounded by others, work in a team and create social bonds. They open up and express their emotions easily. They are prone to feel positive emotions and to approach life with with enthusiasm and optimism, which can sometimes get a little contagious. They also like to convince and influence others, aren t afraid to speak their mind, and enjoy being in charge of a group or a project. At the opposite, introverted people prefer to work on their own and independently, they are satisfied with a restraint social circle and they don t particularly enjoy new encounters. They have a more cautious and realistic way of living, rather than enthusiastic. They don t really peak their mind in a group and don t appreciate being in charge of a group or taking decisions. (A) Agreeableness The trait Agreeableness reveals the way people will address others. Individuals with a high level of agreeableness are well-intentioned. They are altruist, respectful, friendly, they easily trust others, and they take in consideration the impact their decisions will have on others. They believe that everybody is equal, they don t seek to be right all the time or to be in the spotlight at other s expenses, and they usually avoid taking conflictual actions. At the opposite, individuals with low levels of Agreeableness have a more individualist approach of life, they believe that people are responsible for themselves and shouldn t expect help from others, and that it is our job to take our own place and defend our rights, even if it might be hurtful to others or lead to conflicts. (N) Neuroticism The trait Neuroticism is conceptualised as personality s dimension related to the propensity to feel negative emotions and handling them. A high level of Neuroticism reveals a low propensity for anxiety, depression, guilt, anger, and all other negative emotions. It also shows a great capacity to handle those negative emotions if they do occur, to delay gratification, to receive criticism and hostility, and to remain calm in stressful situations. At the opposite, individuals with low levels of neuroticism (emotional volatility) tend to experience intense inner negative emotions (for example, depression) as well as outer negative emotions (anger). Low levels of neuroticism also show vulnerability to stress, to judgement, to gestures perceived as hostile, such as criticism. The impulsive reaction (when facing negative affects) and the difficulty to resist to their desires also are characteristics of emotional volatility. Page 17 /18
Sujet John Smith Réponses de : 1-20: 2 3 1 2 1 3 3 2 4 2 4 1 3 4 2 4 3 3 2 0 21-40: 4 2 2 4 2 4 1 1 4 1 4 4 3 3 2 2 3 1 4 1 41-60: 3 2 4 3 3 4 2 2 4 3 3 0 2 4 3 1 3 3 2 1 61-80: 4 2 1 3 2 4 3 2 3 2 4 4 2 2 1 3 4 2 2 1 81-100: 4 4 2 3 2 4 3 3 4 2 4 3 4 3 3 2 4 2 1 3 101-120: 3 3 3 0 Page 18 /18