| The question it answers |
Where does this person sit relative to others — and relative to what the role requires? |
How does this person prefer to work, and what does that mean for the people working with her? |
How do employees experience the psychosocial work environment here — and where do you differ from Denmark? |
How does this person react, learn and move when AI changes the work — and what will it take for them to succeed? |
How does this person actually lead — decisions, conflict, boundaries, safety, feedback and presence — and where should they start? |
| Typical use |
Recruitment and selection, most often for leadership roles, held against a role profile. It can also be run as a development programme with no role and no match — then they are participants, not candidates. |
Development programmes, team days, leadership development and onboarding. Often the whole team at once, in a room where the profiles are shared. |
A well-being survey across a workplace or its departments. Often as part of a statutory workplace assessment, or an effort that has to be prioritised together. |
AI transformation in an organisation: individual profiles and a leadership dashboard of what you do on Monday. |
Leadership development: individual profiles with a wheel and concrete development areas. The consultant invites, the leader answers. |
| Basis for comparison |
Normative. The raw score is converted to a sten score of 1–10 against a norm group. The norm is provisional and expert-set, and every report states which norm was used. |
Ipsative. The four energies share 100 per cent within the person's own answers. There is no norm group, because there is nothing outside to measure against. |
Normative at group level. 0–100 on our own bands: green from 75, red at 50 or below. No person is compared with any other person. |
No norm. Unipolar 0–100 scales within the person. Jung axes are bipolar. DISC and workstyle are not in the readiness score. |
No norm. Eight fields on a 1–5 scale within the person. High means more of the construct, not better leadership. |
| What the number means |
How high the person sits on one factor compared with the norm group. A direction, not a precise measurement. |
How much of the person's own preference falls on each energy. The number can only be held against her three other numbers. |
The group's average on one topic. Green from 75, red at 50 or below. Below five responses, no number is shown. |
Pace and Anchor 0–100, four archetypes. Eight areas along Kübler-Ross and Bridges. A pattern, not a readiness score. |
The mean of six statements per field. A direction in your own behaviour, not a ranking against other leaders. |
| Can be used for selection |
Yes
As one element among several. Never as the only basis, and never as grounds for rejection in itself. |
No
Two ipsative profiles cannot be compared as numbers: 35 per cent Drive in one person and 35 in another are two statements about two people's internal priorities, not two measurements on the same scale. There is no suitability score in PI, and we are not building one. |
No
There is no individual score. A group report cannot be used to select, move or dismiss anybody, and we are not building a route to it. |
No
A development and transformation tool. Not used for hiring, dismissal, promotion, or “unsuited to AI”. |
No
A development tool. Not used for hiring, dismissal or promotion. “As seen by the team” is inferred, not measured. |
| Time for the participant |
About 35 minutes across four parts. Can be taken on a phone and resumed. |
20–25 minutes in one go. Can be taken on a phone and resumed. |
About ten minutes. Can be taken on a phone and resumed. |
About 12–18 minutes. Can be taken on a phone and resumed. |
About 12–15 minutes. Can be taken on a phone and resumed. |