Values Inventory (RVI) | Revelian Platform

Updated 1 day ago by Amy Tranter

The Revelian Values Inventory (RVI) assesses the degree of match between an individual's values and the values of the organisation. The higher the degree of congruence or match, the more committed the candidate is likely to be. This in turn leads to improved commitment and retention.

Measure cultural fit

Assess whether a candidate’s values are aligned to your organisation’s culture.

Predict organisational commitment

Results from the Values Inventory can help predict a candidate’s future engagement and tenure.

20 questions

Candidates rank 20 key work factors based on their importance.

Time

The Values Inventory is not timed and will take candidates approximately 10 minutes to complete.

Request a demo

You can try the assessment for yourself. Simply request a demo here.

Please note: Demos are un-scored and a report will not be generated.

Values Inventory training

Watch our consulting psych led Values Inventory assessment training video to learn everything from what the Values Inventory assesses and measures to understanding your report to what the candidate experiences when completing the assessment.

About values

Individual values

A person's values are the aspects of their ideal job that are most important to them. They're important needs that a person looks to their organisation to satisfy.

Organisational values

An organisation's values are the shared beliefs that employees have about what the organisation regards as most important.

Organisational values are generally quite stable over time; however, they can change gradually as people leave and enter the organisation. Or, there can be more sudden changes due to things like expansion, mergers, changes in top management and other events.

Business impacts

If there is a high degree of match or congruence between with a candidate's values and your organisation's, that candidate is likely to be more committed to your organisation. They'll be able to get the things they need from an employer, and see those things reflected in the organisation's values. They'll also be keen to benefit the organisation by supporting its initiatives, speaking positively about it, helping their co-workers, putting in discretionary effort and volunteering their time. And they're also likely to stay longer.

On the other hand, if there's low congruence or match between their values and the organisation's, they'll have needs that aren't being met and be more likely to have lower levels of engagement and commitment. It's also likely that they won't stay with the organisation for long.

Case studies

Clients using the RVI were able to identify a number of significant business outcomes, including higher overall performance, increased tenure and greater likelihood of promotion amongst people with higher levels of match with the organisation's values.

RVI case studies

Case study: Predicting performance, tenure and career advancement (federal regulatory authority)

Case study: Improving key recruitment process metrics with Revelian assessments (professional services firm)

The candidate experience

We assess each candidate's values by asking them to rank the 20 values statements shown above into five importance categories. Each statement represents a unique value. For example, the statement 'In my ideal job it is important that I work alone' represents the value of independence.

The candidate needs to choose which 4 statements they want to place into each importance category. It's likely that they'll see all or most of the statements as important, which is why the assessment uses a forced ranking approach: they have to distinguish which are most important and least important to them.

The assessment isn't timed, but will take a candidate around 10 minutes to complete.

Collecting organisational values

Of course, for the assessment to work, you need to see how the candidate's values compare with your organisation's values. There are two options for collecting these.

  1. Revelian can conduct a values audit for you across a particular team, department or location, or your whole organisation; ideally at least 50% of that group. We invite your team to rank which of the values they believe are most important for your organisation and then produce a profile of your values based on their responses. This gives you a very valid and reliable indication of your organisation's culture for the group or sub-group you've assessed. However, because values can change quite quickly, we do recommend updating these audits every year to make sure your results are accurate and reflecting your current culture.
  2. Alternatively, the immediate supervisor for the role can complete the values audit. This would give an accurate profile of the organisational values for the supervisor and their team. However, while it's a very quick and easy way to establish a values profile, it does mean that you need a new profile for each role you recruit for, since the values of the supervisor and team will differ across roles and departments.

Scoring

Once the candidate completes the assessment, they receive a raw score, which is then compared to a normative comparison group to produce a percentile score. This percentile indicates the percentage of people in the normative comparison group that the candidate's score exceeds. This score allows you to compare each candidate's performance easily.

RVI assessment scoring

Reports

Individual report

You'll receive the RVI report within around 10 minutes of the candidate completing the assessment. Depending on your configuration, you may receive a summary version of the report (which includes a link to the full report) or the full version of the report.

The content below refers to the full version of the report.

Position report

You may also receive an overall position report that allows you to compare all of your candidates' performance on the assessment.

Candidate feedback reports

Unless you specify otherwise, your candidates may receive a feedback report as soon as they complete the assessment. This report contains a high level overview of the candidate's cognitive ability score, but does not provide them with any information about how other candidates for the same position have performed.

Please don't provide copies of the individual or position reports to your candidates. They contain content, or links to content, about the performance of other candidates and how the candidate ranks against them, so it's not appropriate to provide this information to candidates. The only report that is suitable for candidates to view is the feedback report, which they'll receive automatically once they complete the assessment.

Overall values match (individual report)

The overall match score gives you a high level overview of the level of match between candidate and organisational values, which is presented as a percentage and a classification ranging from Far Below Average to Far Above Average.

Detailed values match (individual report)

The detailed results graph shows the organisation's values in blue, and the candidate's values in yellow. This information can give you unique insight into the candidate's preferences and can highlight areas you may choose to investigate further in an interview.

RVI detailed results table

For areas that are closely matched - in the example above these are ability utilisation, co-workers and working conditions - the candidate is likely to be fairly satisfied.

However, a large discrepancy - in this case, in the areas of creativity, autonomy, activity, recognition and authority - means that the candidate may not be satisfied in these areas, which could become a problem. If the candidate progresses to the interview stage, we would recommend asking them for more information about these areas during their interview.

What are 'good' results?

Clearly, the higher the degree of match between the candidate's and the organisation's values, the better. We generally consider scores that fall in the 'Average' range and above an indication that the candidate is likely a good match with your organisation. However, if the candidate's score fell below the 20th percentile, it would suggest that they were at risk of not aligning well with the organisation's values and unlikely to be committed.

Values mismatch: unmet need

One type of mismatch between the candidate's and the organisation's values is what we call 'unmet need'.

For example, this candidate has said that they value recognition - being acknowledged and credited for their achievements - very highly, but the organisation doesn't rank this as a very important value. In this case, their need for recognition probably won't be met by the organisation, which could have a strong negative impact on their level of commitment.

Values mismatch: oversupply

Another type of mismatch is 'oversupply', which occurs when the organisation values something more highly than the candidate does.

In the example above, the organisation values creativity and autonomy, while the candidate doesn't attach a great deal of importance to those factors.

While it's still a mismatch, it actually means that the organisation would be supplying the candidate with more of these things than they require - so in this sense, their needs are being met and surpassed. Because of this, an 'oversupply' mismatch won't have as strong an impact on the candidate's commitment as their unmet needs.

Interview questions (individual report)

When there are significant gaps - in this example, across creativity, recognition and autonomy - the report will include some questions you can ask the candidate during an interview to get a better idea of how they see these values and any mitigating factors you might uncover.

Drawing meaningful insights

The graphic below helps you understand what kinds of behaviours you can expect from candidates based on their score on the RVI.

Considerations

  1. The RVI's ability to predict commitment does rely on your organisational values profile being accurate, so it's important to ensure this profile is up-to-date and reflective of your current values.
  2. We recommend caution if you recruit someone whose values represent what you prefer, rather than the actual current organisational values. Often people who do share your values are more likely to commit to changes than people who don't share them to begin with.
  3. There are other factors that impact an employee's commitment, and we recommend taking those into account when making a selection decision.

Additional RVI resources

2 page assessment overview

Technical manual (information brief)

Explaining results to a hiring manager

Example individual report (summary version)

Example individual report (full version)

Case study: predicting performance and career advancement

Case study: improving critical recruitment process metrics (professional services firm)

Example candidate feedback report


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