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The foundational research that stands behind the “Attribute Pyramid”

The congruence between the core values of the employee in a new workplace and the organizational culture that he or she is absorbed into is well known in professional literature.  The literature identifies that each organization has a unique values profile  (Joyce & Slocum 1984, Schneider, 2001).  High compatibility between the core values of the candidate and an organization’s values profile leads the employee on a successful path in his role, lowers employee turnover and aids in retaining employees in the organization (Zimmerman & Johnson, Kristof-Brown 2005).  Research also shows that high compatibility with an organizational profile is a significant factor that influences employee performance (Sparrow & Gaston, 1996; Reichers & Schneider, 1990).  The theories detailed here were the basis for the newly developed Analyzer, “Attribute Pyramid”.  In the last two years, comprehensive research was conducted in a large number of organizations and by these means we developed a diagnostic Internet tool that is simple and easy to fill out which predicts employee performance based on the compatibility of their motivational attributes and the organizational profile.  

In a comprehensive study that included over a hundred employees in several organizations, we compared between the organization's or role profile and the employee's Pyramid.
Organizations that chose to be a part of the study utilized the “Attribute Pyramid” that was developed by Analyzer.  The Internet tool was accessible to all candidates and employees.  For each organization we created, based on a sample of good employees, an organizational or role profile.  After we had the organizational calibration/profile, we compared the rest of the employees to this baseline. We also used manager's feedback to discriminate high performs from low performers.  The assumption was that those employees who were high performers would also be highly correlated with the company's profile and those who were low performers will represent low correlation to the organizational profile.  The research findings validate both of the assumptions. With a successful precision rate of 91%, the Pyramid was able to predict that employees who are compatible with the company's profile are the employees who are the highest performers in the organizations (65%) and the employees who were found to be incompatible with the organizational profile displayed low performance based on the management’s opinion (26%).
The validity score- the level of compatibility between the employee and the organizational profile- was calculated using the statistical test Q-Sort.  The reported data below represent 8 different organizations and include a sample of approximately 100 employees.  Their motivational attributes were measured using the “Attribute Pyramid,” and their managers reported their performance.
The findings show without a question that a strong positive correlation exists between the employee’s performance and the level of compatibility to the organizational profile.  (r=0.65, p<0.05).  We also conducted several "test retest" studies to examine the consistency of the results when the Pyramid is filled after a period of time and found very high consistency (r=89).  Based on these findings we can conclude: Employees that match the organizational profile integrate better and have a higher performance.  Additionally, it was found that employees that displayed low congruence between their motivational attributes and the organizational profile had the lowest performance in the organizations.

Dr. Galit Armon from Haifa University, a well known expert in testing assessment accompanied the research process at Analyzer and explains the Pyramid's advantages:
  1. The Pyramid’s attributes are all positive in nature and possess the same level of importance.  This is how we overcome the influence of social desirability.
  2. Most of the classic personality questionnaires are based on Likert Scale.  In these questionnaires, the subjects are asked to rate how much a particular attribute characterizes them.  The disadvantage in this method of rating is that the subject can rate himself or herself high on all attributes, and, as such, the true profile of the subject is distorted.  Alternately, the Pyramid questionnaire is based on a forced choice format.  This technique forces the subject to prioritize which positive attributes best characterize him, her or the organization.  In this way, a more reliable profile is created.
  3. In “Classic” personality questionnaires, the rating a subject gives himself is not objective but rather attributes that: 1) He or she thinks they possess, 2) He/she would want to possess, 3) He/she thinks are needed for the role.  In the Pyramid questionnaire the subject isn’t asked to rate his or her attributes (as is done in the classic personality tests) but rather provide attributes of workplace behaviors and preferences and thus, their answers are more authentic and reflective.

In other studies we have conducted in a different organizations and for a large variety of roles, from security roles to r&d roles, we reached an even higher prediction rates (above r=0.7).  Each time it was proven that high correlation between the personal profile and the organization's one is a good predictor to the employee's future performance and integration.  The correlation we found in the research we conducted is significantly higher than what is acceptable in different sorting tests in which a score above 0.5 is considered very high (Schmidt & Hunter 1998).
In a recent and independent study by Leumi Bank (the second largest bank in Israel), it was found that the “Attribute Pyramid” test predicted the performance of new employees in the bank’s call center better than a full day of personality and cognitive tests, including assessment centers. As a result the bank stated using the test for a variety of jobs in the bank.    

The Analyzer sorting and assessment revolution is already here.  We will enable you to find the most suitable candidates for the job in your organization and their swift integration and best contribution to your organization.  Our promises are supported by comprehensive research and a successful experience with the best leading companies.  The use of the Pyramid is easy and friendly and the savings that it will provide you with in high productivity and low employee turnover pays itself back tenfold as compared with other alternatives.



feedback I received was instantly revealing, analyzing my character to a tee. Because it was so spot on I found myself buying into the analysis immediately, (i.e. I trusted it.)