CAREER ASSESSMENTS — Abinegro talent and character building tests


What do you value in your current role? What is your typical style of interaction? What characteristics do you display and how are you perceived in the workplace? Whether you are beginning your career, have many years of experience or are unsure of your career direction, reflecting on your motivations, preferences, values and working style can be useful when considering your current role and desired career path.

INFJ (Introversion, Intuition, Feeling, Judging)

  • Extraversion or Introversion (E-I): This is where you get your energy from — whether from within yourself or from the external environment.

INFJs work best when they can contribute to decisions that affect people.

INFJs work least well when there are clashes between espoused values and actual behaviour or when freedom is restricted.

INFJs would be happiest in a role that resonates with their core values and is more of a career than a job.

Learning style

If you scored 91 and over:

You are a highly motivated learner who employs a wide range of approaches to learning. You take advantage of opportunities to learn through doing and reflecting, through established approaches and new ideas. The amount of time you spend learning and the breadth of ways in which you learn mean that you draw useful knowledge out of most work situations.

Style of learning

Most of us have one or two natural, default styles of learning and we prefer to take in information in that way. However, you are likely to learn more from a wide variety of different experiences if you use all the learning styles.

The questions in this assessment fall into four broad categories of learners, which are outlined below.

1. Active ChangerThe joy of learning is in trying out something new

2. Reflective RealistLearning comes from seeing what should be preserved and what could be changed

3. Quietly CreativeLearning comes from having a vision of the future

4. Pragmatic DoerLearning enables me to get things to run more effectively and efficiently

Read the information below to help you understand where your preference for learning lies.

Personality traits (low extraversion, mid-range agreeableness, low emotional stability, mid-range openness)

do I like goinf with the flow, likely to work in a small team, wanting to change but open to


Reflect on a cause you feel passionate about. Explain its significance to you and what steps you took to make a change.

Personal resilience

I find it easy to form lasting relationships and friendships! If an unexpected event happens, I usually have sufficient contingency to organise my work around it

I believe my own decisions and actions during periods of change will determine how I am affected by the change

  • I know who to turn to when I need some help and support

I find it really useful to hear examples of where other people have used an approach

I look for relevant information and skills to help me to do my job better

Talking through ideas and approaches with other people helps me to learn

I like to produce learning action plans, to ensure I achieve what I need to

I like to try out combinations of ways of doing things

I learn by building connections between other peoples’ ideas and approaches

I like to have seen how something works before I try it

I enjoy researching and gathering information about an area to understand it

cover these 5 absolute essentials (all FREE download):

Workplace culture(HIGH-FAST paced, immediate, family, mid-entrepreneurial and creative, achievement, and bureaucratic, mission-focused organisational culture)

Organisational culture is an interesting part of someone’s career and job search. Deal and Kennedy (1982) defined organisational culture as “the way things get done around here”. They created a model of culture that is based on how quickly the organisation receives feedback, the way members are rewarded, and the level of risks taken. Others such as Johnson and Scholes (1989) described organisational culture as a web, consisting of a number of elements that can be used to describe companies’ cultures and which can also be changed to enable organisations to transform.

There are those that argue (Schein 1992) that organisational culture may be hard to change. If this is true, it makes sense to ensure that individuals find the right fit for themselves in organisations if they are to work at their best. This means finding the right kind of culture for you, or perhaps the right mix of cultural factors as there are often more than one or several subcultures. However, teams can operate differently and have their own unique cultural climate and also an organisation’s culture can vary across the globe.

A strong culture is said to exist where staff are clearly aligned to organisational values. A healthy culture is said to be one where there is equal opportunity for each employee to realise their full potential within the company. Conversely, there can also be a weak culture where there is little alignment with organisational values and control comes from extensive rules, procedures and bureaucracy.

In summary

  • Organisations have a mix of cultures, but there is often a dominant one.

You have a mid preference score for working in an Entrepreneurial/Creative organisational culture, indicating that you:

  • enjoy some change and variety at work

You have a high preference score for working in an Immediate and fast-paced organisational culture, indicating that you:

  • are likely to put more time and effort into seeking out high reward and risk

You have a high preference score for working in a Bureaucratic organisational culture, indicating that you are likely to:

  • prefer order, efficiency and clear operating guidelines

Resources to Identify Interests, Values, and Personal Attributes **:**

Job Outlook Career Quiz

This brief questionnaire will help you to understand your interests and work style, and to explore careers that you might enjoy


You will need to create a free account to access this resource. Once you have signed up you should start by building a “Career Profile”. Here you will be required to undertake a number of activities to improve you self-awareness in areas such as interests, skills, knowledge and working conditions. After this is complete the website will suggest a whole range of occupations and industries for you to explore.

What the Research Says About Character Strengths

A robust sampling of character strengths research organized by key topic area. Each topic area shows short summaries of research study conclusions. References for each study are listed at the bottom of the entire list.

Jung Personality Test

Want to know how you deal with people, process information and make decisions? Are you an Extravert or Introvert psychological type? Take this free Jung personality test and find out what psychological type you are according to Jung types. This test measures concepts similar to the MBTI™ (Myers–Briggs Type Indicator) model, originally developed by Katharine Cook Briggs and her daughter Isabel Briggs Myers.

Career Interest Profiler

The O*NET Interest Profiler helps you decide what kinds of careers you might want to explore.

Work Values Test

Want to know what makes you happy or unhappy in your work and career? While some people are content with uneventful jobs, others thrive on action and excitement. With this free online work value assessment you can determine the work values you value most. Take this free work values test online right now and find out what truly motivates you.

Decision making matrix —

Stress Management

  • MY Score: 88

Customer Focus

  • YOUR RESULTS: Customer Focus my Score: 91


  • Most of us have customers. We might not directly work with those who buy our products or services but whether internal or external, we all have others we need to deliver to.

Sound decision making

YOUR RESULTS: Sound Decision ­Making Your Score: 76


  • When you make a decision you reach a point where you stop considering options, angles and impacts and start acting. For many people, for many reasons that point can be very difficult to reach; for others that point is reached all too quickly.


  • The ideal result is a score which is high in the assertiveness scale, but low in the aggressive and passive scales. Consistency in behaviour is key to establishing good relationships at work and creating calm, creative and productive atmospheres in the workplace. Inconsistency i.e. a tendency to flip between assertive and aggressive or passive and aggressive behaviour will lead to distrust between you and your colleagues and you may find people starting to avoid you.

Assertiveness is defined as the quality of being self­assured and confident without being aggressive. An assertive person is comfortable stating their needs or points of view and sticking to them; they usually believe they have the right to be heard and obtain what they need, but none of this is done at the expense of another person. A win­win situation is important to them whenever possible.

  • On either side of assertiveness sit aggression and passivity: someone who tries to win at the expense of others, undermines others or puts them down is aggressive; someone who does not consider their own opinion worthy, is too embarrassed to say what they want or gives in too easily to the needs and desires of others is passive.


  • Try telling others what you need in a clear way by using “I” statements, e.g. “I don’t want to go to the party tonight, thanks anyway”. You don’t need to give excuses or explain why. Appreciate the other person’s point of view before stating your own, e.g. “I realise you need someone to look after your dog for the weekend but I’m afraid I can’t do it for you”. If they become pushy or try to make you feel bad, remember that all you need to do is pleasantly and persistently ‘dig your heels in’, repeating your position.


  • Start by explaining what it is that you want from a situation. Think about your rights, wishes and feelings and place greater weight on your own rather than those of others. Don’t let them take responsibility for what happens to you or for how you feel.


  • Be aware that people vary a great deal in their appetite for disagreements, so be careful not to make them feel uncomfortable. Developing your rapport building skills would mean that you would pick up more quickly how comfortable the other person is. Try putting yourself in their shoes before you react.

Personal Resilience

Your Overall Resilience score indicates that you are medium on resilience, which means you occasionally find it difficult to get going again once you’ve been knocked down. You have built some resilience in your life so far. On the whole, you are able to cope with most events that happen to you, but you remain unsure about some aspects of your life. Make sure there are people around who between them can be a touchstone for all aspects; find yourself a good mentor or consider cognitive coaching which can address the elements of resilience that require specific attention.

  • 1). Coping with Change

You scored low on this scale, which implies that you don’t like change and it is likely to impact on your daily life. You probably struggle with change and find it difficult, which causes you stress, anxiety and a low mood. You need to learn new techniques to understand how to respond to situations, which you currently perceive as being out of your control. You can do this either by changing your thinking pattern or by building your confidence in how you deal with changes. You need to get additional support from those around you and find ways to manage your stress in the face of change. Relaxation techniques and exercising are very effective for this.

  • Find ways to reduce anxiety, talking therapies can help (CBT, counselling, coaching). Relaxation and exercise reduces adrenaline, which will also help. Change your mindset to view change as a positive. Choose to see the opportunities it brings rather than the problems. If you are moving within an organisation you know, reduce the feeling of ‘change’ and the unknown by first getting to know the people in the department you might move to.

Problem solving

  • You scored mid range on this scale, which implies you can be quite good at problem solving, but that you are not consistent. Maybe it is certain types of problems that you find more difficult than others or maybe you face some degree of anxiety initially, but then can deal with this by solving the challenge. Keep practising some problem solving and ask for help when you get stuck. Look for patterns with your thinking processes to see if there is a theme regarding which challenges phase you and which ones you feel most able to cope with.


  • List all the areas you currently see as ‘problems’ in your life. Re­frame these to be opportunities — now how do they look? Identify others who enjoy and /or are good at problem­solving. Learn from them by modelling what they do. Work out the pros and cons for all the options available to you. If making such a list doesn’t highlight the solution, weight the options according to how important they are. If you are facing an interview, do a practice interview by getting someone to ask you the questions you have identified so you can see how you answer. Ask someone for feedback on your interview skills and work out (problem solve) what you can do differently. If you are changing career or direction complete a problem step plan, breaking your problem down into small chunks and working through possible solutions and ways to achieve it slowly and in simple sections with pros and cons for each option.

Giving feedback

  • Giving Feedback Your Score: 86


  • People are innately programmed to achieve, whether creatively, at work, financially or spiritually. Most people are driven to improve themselves. In the workplace there is the expectation that employees will actively develop themselves and, if possible, others too.

Emotional control

  • Emotional Control Your Score: 95


  • Emotions in themselves are neither good nor bad; strong emotions can even be a powerful catalyst for change. However, emotions out of control can have a disruptive influence on the working environment.

Management skills

  • Management Skills Your Score: 101

Motivation at Workplace

  • The chance to grow my skills and knowledge through work.


Teamworking — working well within a team and proactively and positively developing relationship

Out of 50 skills we evaluated which we think of important and not important to difference the like and leveled from the highly proficient to competent or needing some development! Just like the diagram below!!!!

Your prime strengths

Prime strengths are those skills that are important to your current role or the role you are looking for; they are also skills that you enjoy and are competent or highly proficient in using.

These skills certainly constitute your strengths, and are likely to be the areas in which you are perceived to be a bit of an expert. More than that, however, they are key to your personal brand: they define much of what sets you apart from others and taken together they form a picture of you at your best. Something you should want to talk about.

  • Negotiating


  • Take some time to fully acknowledge these strengths in yourself and use them to identify the areas you should prioritise working in.

Necessary skills

Necessary skills are those skills that are important to your current role or the role you are looking for, but despite being competent or even highly proficient in using them they are not skills you like to use.

Ordinarily something you are good at would be classed as a strength and something you should promote, but if you don’t enjoy it, it can become something that weakens your motivation and ambition.

  • Teamworking


  • Look at the tasks that require these skills and take the time to identify what it is about them that you dislike: is it the tasks rather than the skills, the frequency with which you have to do the tasks, the pressure associated with the tasks, the isolation of the task (because no one else can do it) or the time it takes to complete each task?

Your untapped strengths

Untapped strengths are those skills that you enjoy, are competent or highly proficient in using, but are not important to your current role or the role you are looking for.

Your true potential may be wrapped up in these strengths. It may be that you have acquired these skills in previous roles or perhaps they have only been required in environments you would not consider work and therefore feel that they are not relevant to a working environment. However, skills that you are good at and that you really enjoy could highlight the direction your career should be taking.

  • Public speaking


  • Identify the transferable quality of the skill — don’t assume that it can only be used in a specific capacity.

Your weaknesses

Weaknesses are those skills that are important to your current role or the role you are looking for that you dislike using and you need to develop.

The chances are that these skills are the ones that eat away at your confidence, motivation, self-esteem and ambition. You may feel stressed to be in an environment that values skills that you don’t particularly like, nor are particularly good at.

  • Solving problems


  • Firstly, make sure you have some perspective: compare your list of strengths against this list of weaknesses — if this list is much smaller than your strengths, relax. Everyone has areas of weakness.

Your underdeveloped skills

Underdeveloped skills are those skills that are important to your current role or the role you are looking for that you enjoy but need to develop.

These are underdeveloped skills because their importance and your enjoyment of them should provide you with the motivation to develop them. They represent a challenge, which may require some effort to rise to.

  • Decision-making


  • Identify what it is about these skills that you enjoy; then identify the specific weakness. Ask friends, colleagues, managers or mentors to point out (constructively) where you need to develop a particular skill.

Consider that despite enjoying a skill it may never become a strength and as such looking for opportunities that lend themselves to your strengths may be a more promising option.

Curiosity to Data Analytics & Career Journey | Educate and inform myself and others about #LEARNINGTOLEARN and technology automation

Curiosity to Data Analytics & Career Journey | Educate and inform myself and others about #LEARNINGTOLEARN and technology automation