The science of Praice

What a Praice profile gives you

When we present ourselves, we often talk about what we do, where we come from, or our educational background. But we are missing the most important thing: Who we are as individuals!

The problem is that there is no simple way to communicate the subtleties in our personality without resorting to empty platitudes. This is what Praice is here to change.

By challenging the fundamental assumptions about personality and the role it plays in the hiring process, Praice provides a unique data-point on individuals that redefines data-driven recruitment and avoids the pitfalls of self-reporting.

People cannot assess themselves

There are many different approaches to personality assessment, of which the most common are personality tests. If you have been through a recruitment process you have perhaps tried to take a personality test.

The majority of personality tests allow applicants to mark their answers based on self-assessment, which means that results are likely to be somewhat biased. Self-reporting is the most common means of communicating who you are, both privately - through for example Facebook-  and professionally in a recruitment process. Here the applicant writes his/her own job application and CV, and during the interview the applicant speaks for him/herself. The problem with this process is that people often have limited self-insight and a tendency to present themselves in a particularly (positive) manner. Furthermore, people’s perceptions of themselves do not necessarily correlate with the impressions others have of them. Therefore, when the stakes are high, it is far more important to ask: “what do others think of this person?” than asking the person him/herself.

Recommendations often come at the end of a recruitment process. Consequently, this leads to applicants being selected (or deselected) before this essential data has been taken into account. Praice inverts this procedure. We put references first as we believe them to be quintessential.

Praice provides nuance and less bias

Two initiatives lessen the possibility of people praicing their friends (too) positively. 1) Praice operates with multi-rater feedback in order to capture different perspectives from a variety of connections. This enables a varied assessment of the applicant. 2) In contrast to other personality tests in the market, Praice’s rating scale is ipsative. This means that those who provide feedback on the applicant cannot only evaluate based on the positiveness of the personality aspects available. In an ipsative analysis, praicers have to decide what best characterises the applicant, hence renouncing the other possible answers.

A Praice profile is therefore:

  1. Performance oriented
  2. Able to provide differentiated results
  3. Less biased than other personality tests

How Praice was created

The Praice concept was invented by the founder after working for years with big data and analytics at IBM. Since then, it has been developed together with leading Ph.D.s within personality science and more than 150 HR leaders and recruiters from a broad sample of national and international companies from Europe.

Praice consolidates the most essential characteristics found in our study to create performance to five categories containing eight traits each. This structure has been found through cross-system analysis and 19 iterative testings - eventually to strike the optimal balance between information and effort, enabling Praice to provide a unique data-point on personality.

If you are a hiring manager, this data is crucial in order to effectively screen your applicants. If you want to get to know yourself better, don’t let your blind-spots guide your development, create a Praice profile and find out how you are perceived by your peers.


Lundmann, L. 2015. Basic assumptions when assessing people - studies of job interviews and personality testing. Copenhagen: University of Copenhagen.

Morgeson, F. P., Campion, M. A., Hollenbeck, J. R., Murphy, K., Schmitt, N., & Dipboye, R. L. 2007. Are we getting fooled again? coming to terms with limitations in the use of personality tests for personnel selection. Personnel Psychology, 60: 1029–1049.

Oh, I., Wang, G., & Mount, M. K. 2011. Validity of observer ratings of the five-factor model of personality traits : a meta-analysis. Journal of Applied Psychology, 96(4): 762–773.

Vazire, S., & Carlson, E. N. 2010. Self-knowledge of personality : do people know themselves ? Social and Personality Psychology Compass, 4/8: 605–620.

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Copyright © 2017 Praice. All rights reserved

Terms of use    Privacy Policy