Personality Profiling Part 2: Motivations, Aspirations & Values

Personality Profiling Part 2: Motivations, Aspirations & Values

In our August series we introduced personality profiling as a valuable recruitment tool, looking particularly at the personality factors that affect Behaviour and Personality, and what they tell us about candidates. This month we move onto the factors that determine Motivations, Aspirations and Values.

What is personality profiling?

To recap, personality profiling uses the latest, cutting-edge technology to glean the personality traits of candidates, and how those traits might influence the kind of roles they would be most suitable for. These are traits that the candidates themselves may not even be aware of! It can come as a surprise when the test report suggests their suitability for roles or industries they had never considered.

How do candidates complete the test? The super-smart algorithms process the candidate’s online answers to over 100 questions about themselves. They answer the questions by selecting one of two answers, per question, as being most true. These questions relate to opposing personality factors.

Monarch Personnel advocate recruitment on mindset. This forms the basis of how we work and influences all our interactions with candidates and clients. Why? Because mindset is instinctive whereas skills can be taught. Mindset is an intrinsic part of Motivations, Aspirations and Values.


A candidate’s motivations will influence the type and level of role they want to pursue. Will the position satisfy their work style? Would the hours be compatible with their work/life balance expectations? Do they want to lead or follow guidance?


Aspirations determine areas such as ambition and teamwork. Does the candidate’s ambition match the level and prospects of the role on offer? Are they dynamic or strategic? Will their approach to teamwork fit with the existing team in the organisation?


It’s important that all employees believe in and advocate a company’s values. Do the candidate’s values reflect those of the company? Will they interact well with others, or focus on their own needs? Will they want to innovate and make changes, or stick with existing procedures?

Which factors will we be considering throughout September?

The Behaviour and Personality section of the candidate’s profile is broken down into the following opposing factors:

Personal Balance v Involvement at Work

Desire for Guidance v Desire to Lead

Need for Reflection v Need for Action

Humility v Ambition

Teamwork v Autonomy

Individualism v Altruism

Familiarity Seeking v Novelty Seeking

Personal Balance v Involvement at Work

‘Personal Balance’ refers to a preference to separate personal and professional lives and balancing the two.

‘Involvement at Work’ refers to the importance given to work and emotional bonding with the organisation.

A high score on Personal Balance indicates that the candidate is keen to separate their personal life from work. They will be unlikely to want a role in which commitments outside of normal working hours are the norm. This doesn’t mean, however, that they would be any less committed to their work and the organisation during normal working hours.

Such candidates would be well suited to positions that don’t require a high degree of commitment beyond contractual agreements. They value the benefits of quality personal time so may refuse to take up projects that interfere with personal priorities.

Candidates who score highly on Involvement at Work are committed to the job and are willing to sacrifice their own leisure time to complete projects on time. They would work well in a team of like-minded colleagues who are prepared to go the extra mile to get projects done.

Roles with unlimited involvement would be suitable for candidates who score highly on Involvement at Work, but they are at risk of burnout by not taking time to relax when working on important projects.

Look out for the next article

The second article in the September series will be published next Wednesday, September 8th. We will be examining Desire for Guidance v Desire to Lead, and Need for Reflection v Need for Action .

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