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Dear Joan,

I am a manager in the public relations field, and I have been interviewing with several corporations in the Midwest. I have been toldby one company that they may want to send me to a psychologist for an evaluation before they make their final decision. My question is, "How can I prepare for an evaluation like this?"

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Contrary to what you may expect, an evaluation of this type can be an interesting, beneficial experience. As Kelly Conrad,consulting-organizational psychologist with Humber, Mundle and McClary, points out, "Most people are surprised to learn that theevaluation is a positive experience because one of its purposes is to help the individual and the company capitalize on their strengthsrather than just to screen them out."

In many cases, the content of a job is adjusted to obtain a good match with a candidate's capabilities.

There is some preparation you can do for an evaluation of this type. The advice offered by the psychologists I questioned was toapproach the evaluation like any other interview.

Bill Henderson, manager of human resources planning and development for Allen-Bradley, recommends that you get plenty ofrest, review your accomplishments and do an analysis of your goals and values to identify how they relate to the position for which youare being considered. Psychologists are much more concerned about your motivations, achievement orientation, and how well preparedyou are for the job than your scores on a batter of test.

"Your best bet is to relax and be yourself," according to Burton Silberglith, clinical psychologist in private practice, "because whoyou are inside will emerge anyway, so why preoccupy yourself with weighing each word? It's the only way a psychologist can determineif the job is a good match for you."

Companies use evaluations like these to explore areas that are difficult to observe in an interview but are critical to success on thisjob.

Psychologists are only interested in the psychological factors as they related to the job, not your technical qualifications. Such factorsinclude an analysis of certain "dimensions" of managerial performance. To give you a better idea of what these dimensionsencompass, I've outlined some of them for you.

Intelligence. This is a measure of how you use your learning and reasoning skills to solve problems, not a measure of your IQ or yourlevel of education.

You may be asked to complete a timed test to see how stress affects your performance. Remember, you wouldn't be this far along in theinterview process if the company didn't think you were intelligent.

Communication Capability. Many technically specialized managers have weaknesses in some facet of communication, and psychologistswill provide companies with strategies to develop the chosen candidate. Because communication skills are so important in thepublic relations field, you are likely to be closely examined and tested in this area.

Emotional Organization. This dimension is evaluated in such terms as your level of self-confidence, self-control, etc. Your "achievementmotivation" is strongly linked to projected success on the job. Be positive and enthusiastic.

Human Relationships. Sometimes a short questionnaire is used as a springboard for questioning candidates in both work-oriented andnon-work relationships. Depending on the job, your effectiveness in working with teams or one-on-one may be explored.

Work Motivation. Psychologists consult with the company to determine what kinds of work the candidate will be expected to do.For a good match to be achieved, your motivations must suit the responsibilities, relationships and reward system of the job. Thepsychologist will be examining the job satisfactions that motivate you to give a top performance.

Leadership. If you will be supervising others, this becomes an area of focus for the examiners. They may ask you to talk through some ofyour most successful and or difficult leadership experiences to determine your predominant style of dealing with others.

Goals and Aspirations. Here, too, you can do some preparation. As one psychologist put it, "One thing most good managers have incommon is the ability to do long-range thinking. If they haven't considered how this job fits into their long-term plans, they willappear weaker in this area."

In the end, the hiring decision still rests with the company. Psychologists will rarely tell a company not tohire a candidate.