How much can a fifteen-minute questionnaire tell you about someone you have never worked with? This study puts Core Drivers and Core Values against the performance ratings of a US-headquartered B2B software company of around 2,500 employees, and against a purpose-built measure of the seven competencies it uses to define great performance. The results show which competencies the assessments picked up, and whether the assessments told us anything a manager could not.

Main findings:

• Employees scoring higher on Driven were 1.64 times more likely to sit in a higher performance tier.
• Great performers rose from 21% among the lowest Driven scorers to 48% among the highest.
• The signal held even when everything the manager had observed was already accounted for.
• The assessments detected four of the organization's seven competencies, showing where a self-assessment is enough and where other methods are needed.

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