MAP

What MAP measures (traits & facets)

• Extraversion: sociability, pace, risk-taking, positive affect (Social Need, Social Image, Work Pace, Risk-Taking, Cheerfulness).

• Agreeableness: social style—trust, diplomacy vs directness, helpfulness, compassion, conflict aversion.

• Conscientiousness: achievement drive—accountability, structure, ambition, self-discipline, decision-making style.

• Emotional Stability: calmness, confidence, self-control, stress tolerance. (High = steadier reactions.)

• Openness: imagination/ideas, aesthetics, self-reflection, variety seeking, intellectual curiosity (Mindset).

Use facet patterns to explain how a trait shows up (e.g., high Conscientiousness driven by Structure vs Ambition leads to different behaviors).

When to use MAP

• Recruitment: standardized evidence about job-relevant behavior; combine with GMA or Values assessments, role lenses, interviews, and work samples—never as a sole decision.

• Development & coaching: rich language for strengths/risks and habit change; pair with Learning Agility (how someone learns) and Development/Onboarding Insights (goal suggestions).

Administration at a glance

• Format: 200 items (full MAP) or 75 items (MAP Essence).

• Time: ~20–40 min (MAP) or ~15 min (Essence).

• Audience: adults (18+), web-based, unsupervised or supervised.

• Output: immediate scoring to C-scores with user-friendly feedback text.

What’s new in MAP 3

• Updated, work-contextualized items and facets (e.g., Work Pace, Risk-Taking, Self-Reflection), clearer names, and refined content for better differentiation and fairness.

• Psychometric improvements: reliable scales (typical α ≈ .70–.86), unidimensional facets, checks for item invariance (reduced risk of group bias).

Interpreting MAP results (good practice)

1. Think ranges, not absolutes. Treat small differences cautiously (±1 C-score).

2. Start with traits, explain with facets. Identify which facets “drive” highs/lows.

3. Describe behaviors, then implications. Map likely habits at work; avoid clinical language (MAP is not clinical).

4. Integrate with the role lens. Judge fit against behavioral demands (lens) rather than “high is good.”

5. Use structured feedback. Validate with examples; invite reflection and questions.

Example (Conscientiousness high via Structure & Decision-Making): likely thorough and careful; risk of over-perfection and slow calls. Coach on “good-enough” criteria and decision timeboxes.

Fair and effective use

• Use MAP as one input alongside lenses, interviews, and performance evidence.

• Prefer mechanical combination (structured rubric) over impressionistic judgments.

• MAP 3 was evaluated for group differences and adverse impact; differences are generally small and scales were checked for DIF to enhance fairness.

How MAP relates to other Assessio insights

• Learning Agility (LA): how fast/flexibly one learns/adapts; complements personality. Use MAP to tailor behavioral habits, use LA to tailor learning methods.

• Extremes / MAP-X: flags potential overuse tendencies at the trait/strategy level; not the same as competency “over/underuse,” but helpful context for risk management.

• Match-V (Values): what energizes the person and culture match/add; combine with MAP to plan onboarding climate.

FAQs

Q: Can candidates “fake” MAP?
Items are transparent by design (face validity), but the model uses multiple balanced items per facet; interpretation emphasizes consistent behavior patterns and is cross-validated with interviews/work samples.

Q: Is a mid-range score “neutral”?
It usually means the trait isn’t strongly characteristic compared to "what's normal"; look to facets for nuance and to role lenses for whether more/less of a behavior is beneficial.

Q: How should I read very high or very low scores?
As stronger tendencies—not absolutes. Always discuss benefits and risk of overuse/underuse, and consider the role context.