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Bar-On MMPTM Assessment

Assessment Summary

 
 
 

View the premise and structure of the MMPTM

 
 
 
   
 
   
   
 

Why We Assess

To develop and maximize performance, it first needs to be measured. However, half-measuring individuals is ineffective at changing behavior. The MMP addresses the whole person in a way that is tangible to organizations.

 
“Performance does the walking. Performance also does the talking.”
 
 
“Performance does the walking. Performance also does the talking.”
 
 

What We Assess

 
 

The Bar-On model of human performance inspires an attractive way to present comprehensive results. This model consists of 18 core factors, grouped into five categories. These feed into business-critical ring factors.

The model's factor categories - Physical, Cognitive, Personal, Social, and Inspirational - flow from pre-hire to post-retire in any career. Their development is rooted in the conviction that at the core, every individual can be well and perform at their best with the right attention.

 
 
 

The Scales of the MMPTM

 
Physical
 
Cognitive
 
Personal
 
Social
 
Inspirational
 
Leadership
 
Industriousness
 
Productiveness
 
Risk for Burnout
 
Coachability
 
Physical
 
Cognitive
 
Personal
 
Social
 
Inspirational
 
Leadership
 
Industriousness
 
Productiveness
 
Risk for Burnout
 
Coachability
 
Physical
 
Cognitive
 
Personal
 
Social
 
Inspirational
 
Leadership
 
Industri-ousness
 
Producti-veness
 
Risk for Burnout
 
Coachability
What the Measure Assesses     18 Core Factors     5 Ring Factors
Human Performance

The Bar-On MMPTM is designed to assess human performance. It is suitable for recruitment and selection, development and leadership training, and succession planning. The MMP scales evaluate 18 behavioral factors that contribute to performance, describing how well individuals are currently functioning and what could be strengthened to perform on a higher level. The MMP consists of 120 statements that evaluate how individuals describe their current behavior associated with the 18 factors that its scales assess. In the absence of an intervention or significant event, behavior is reasonably stable for the foreseeable time. Consequently, this assessment may help to predict human performance for the conceivable future as well.

 
Model +

This assessment is based on the Bar-On model of human performance, which asserts that performance is a function of individuals' strength in the 18 factors assessed with the MMP scales. The Bar-On model of human performance conceptually clusters these distinct factors into five categories. They capture the whole person, including the Physical, Cognitive, Personal, Social, and Inspirational. The factor categories naturally flow from one to the next, similar to how humans continuously develop from birth, through childhood and adolescence, to adulthood and maturity until end of life.

 
Core-Ring Factor Connection +

The core factors feed into and are ringed by another flow of factors pertaining to your performance at work. Alternatively, you can read the factor descriptions in the order that is most meaningful to you (perhaps fitting a particular competency framework). You can also appreciate each factor independently.

 
Confidence in Assessment Results +

Two indices evaluate the integrity of MMP results, indicating the degree to which the results can be used in making reliable assessment and development decisions.

Self-Image Consistency

Indicates whether individuals provide similar responses to closely related statements in this assessment. In addition to possible random responding, inconsistency also suggests possible issues associated with not fully understanding themselves.

Self-Image Desirability

Suggests how realistic individuals described themselves. The results indicate if they tended to over-rate or under-rate themselves and their strength in the core and ring factors.

 


 
 

Where Shall We Go From Here?

 
 
 
 
 
"Our team's innovation went through the roof after the MMP helped us address our engagement and ingenuity."
"I can't believe how far I've come in the last 6 months. I'm so glad to have had opportunities to develop self-insight and decisiveness using the MMP. The career move I made really paid off."
"Turns out I was at high risk for burnout. I thought its just how the work is - love it or leave it, you know? I didn't even know until the MMP pointed it out. And the best part, the MMP showed me how to prevent it."
"Thank you for pointing me in the right direction of a wonderful MMP Qualified Specialist. If it wasn't for her, I could not have excelled in my dream job."
"I love using the MMP. Easy platform to use, fast returns and nothing but a great experience!"
"It's like you read my mind with the information I needed to show the MMP to my boss. Thank you!"
"Already, the MMP is trusted by the world's best. Clearly our organization is in good company."
2.6x higher the likelihood for employees experiencing high risk for burnout to leave their current employer than others [ O.C. Tanner Institute ]
8% of organizations believe their performance management process is highly effective in driving business value [ Deloitte ]
14% unstructured job interviews predict top talent [ AON ]
17% of companies believe they have the right people throughout the company to execute their business strategy [ The Predictive Index ]
20% of employees have the skills needed for both current and future jobs [ Gartner ]
23% higher likelihood for employees experiencing high risk for burnout to visit the emergency room [ O.C. Tanner Institute ]
24% of managers have limited knowledge, offer inadequate feedback and can't help employees develop their skills [ Yoh ]
24% of overwhelmed and less-productive colleagues affect team performance [ VitalSmarts ]
30% of executives say getting the most out of their employees is one of their biggest challenges [ The Predictive Index ]
32% of employees wait more than 3 months to receive feedback from their managers [ AON ]
33% of new hires felt their on-boarding gave them the tools and resources needed to learn how to perform in their job [ TalentLMS ]
33% of time spent being unproductive by employees who feel distressed [ EAPA ]
1 sick day taken per month by employees who feel distressed [ EAPA ]
39% give poor performance as the #1 reason for an employee demotion [ OfficeTeam ]
39% of employees would work harder - are more industrious - if they are happy in their current role or place of work [ One4all ]
41% of employees feel less productive when they are stressed [ Colonial Life ]
42% of employees trust their own boss over strangers [ Harvard Business Review ]
45% of HR leaders think annual performance appraisals provide inaccurate reviews of employees' work performance [ CoreAxis ]
47% of HR professionals find managing performance and providing professional development opportunities challenging [ XperHR ]
49% of last year's hires were good hires according to executives [ The Predictive Index ]
49% of employers say it was a challenge to find candidates with hard skills [ LaSalle ]
50% likelihood of managers making a poor hiring decision [ AON ]
51% of employers experience difficulty in looking for employees with soft skills [ LaSalle ]
61% employees are terminated because they lack the behavioral fit or cognitive ability needed for the job [ The Predictive Index ]
63% higher likelihood for employees experiencing high risk for burnout to take a sick day [ O.C. Tanner Institute ]
64% of managers say they don't think their own employees will be able to keep pace with skills needed in the future [ Gartner ]
68% of executives said they found out about employees' issues or concerns for the first time during performance evaluations [ Reflektive ]
69% of employees will reject a job offer if they find out that a company's workers are generally unhappy [ Hibob ]
69% of Gen-Z employees have experienced periods of decreased work productivity due to job burnout [ Zapier ]
73% of Millennial employees have experienced periods of decreased work productivity due to job burnout [ Zapier ]
76% of employees said that an employer would be more appealing if it offered additional training designed to develop their skills for the future [ Axonify ]
82% of employees say a lack of progression would influence the decision to leave their jobs [ CareerAddict.com ]
85% of employees would consider leaving their organization over an unfair performance review [ Reflektive ]
Twice as many employees seek recognition for accomplishments instead of a salary increase [ Deloitte ]
3x higher is the employee engagement with weekly employee-manager communication [ Gallup ]
4.6x more likely that employees feel empowered to perform their best work when they feel their voice is heard [ Salesforce.com ]
34% higher employee performance in talent-optimized organizations [ The Predictive Index ]
36% more revenue from employees with good job fit [ AON ]
37% of executives say their #1 priority is talent strategy [ The Predictive Index ]
42% more profit from employees with good job fit [ AON ]
50% of employees say their employers provide career development opportunities that meet the need and chances for advancement [ APA ]
57% of employees will be more productive, loyal, and take less time off work if their employer proactively supports their mental well-being [ Health Shield ]
61% of employees say their employers are willing to provide upskilling opportunities in technical and soft skills for the future [ APA ]
69% of employees say they would work harder if they felt their efforts were better recognized [ PwC ]
69% of high-performing talent organizations are more likely to feature clearly defined critical and desirable skills in their job descriptions [ Allegis Group ]
70% of employees are in uncertain jobs, but can be prepared for the future [ Pearson ]
73% of talent professionals say people analytics will be a major priority for their company over the next 5 years [ LinkedIn ]
81% of talent professionals agree that internal recruiting improves retention [ LinkedIn ]
87% of organizational leaders say that data enhances their credibility [ Qlik ]
89% of talent professionals say a multigenerational workforce makes a company more successful [ LinkedIn ]
92% of employees are open to their organization collecting data on their work if it improves their performance or well-being, or generates personal benefits [ Accenture ]
97% of employees think that data improves their job performance [ Qlik ]
 
 
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info@mmp2perform.com
 
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14845 Yonge Street, Unit 6
Aurora, Ontario
Canada, L4G 6H8
  GET IN TOUCH
1-833-MMP-TALK
1-833-667-8255
info@mmp2perform.com
 
  GLOBAL HEADQUARTERS
MMP to Perform
14845 Yonge Street, Unit 6
Aurora, Ontario
Canada, L4G 6H8
  GLOBAL HEADQUARTERS
MMP to Perform
14845 Yonge Street, Unit 6
Aurora, Ontario
Canada, L4G 6H8
  GET IN TOUCH
1-833-MMP-TALK
1-833-667-8255
info@mmp2perform.com
 
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All Rights Reserved.
Bar-On Multifactor Measure of Performance TM
(Bar-On MMPTM)
© 2021 Into Performance ULC.
All Rights Reserved.