The Hartman Value Profile

The Hartman Value Profile is an effective, easy to use tool that helps organizations build teams and hire the right people for the job. The Hartman Value Profile reveals how different individuals approach work and make decisions, what they pay attention to, what they don’t pay attention to, and the strengths and biases they bring to their decision making.

When organizations employ the Hartman Value Profile they have a range of resources at their fingertips, from new employee interview guides, to personal development guides, to team culture maps, to performance assessment tools.

The Hartman Value Profile is rooted in over 30 years of research, has been validated by scholars at leading academic institutions, and is EEOC compliant.


The Hartman Value Profile (based on the work of Robert S. Hartman, Ph.D.) measures a person’s capacity to think and make value judgments.

Through years of academic research, Dr. Hartman discovered mathematical principles that undergird the way we think and value. These principles form the core of Axiology, the science of values and valuing.

Our capacity to think and make value judgments is a natural ability. It is how we process the world and ourselves: our ability to use our intelligence, our ability to access our skills, and our ability to organize and direct our emotions. Every person has certain inborn valuing skills and aptitudes. Each of us has a unique value pattern. While some are naturally more gifted, value talent can be learned and improved.

The Hartman Value Profile measures our capacity to organize our thinking and emotions to process the world around us and ourselves. Specifically, it measures our ability to:

1. Connect with ourselves and things in the world around us;

2. See and filter what is happening within ourselves and around us;

3. Build concepts and ideas by focusing on what is important to us; and

4. Translate our ideas and expectations into decisions.

The Hartman Value Profile helps us become more aware of our capacity. It provides the opportunity to experience the combination of talent that defines our uniqueness: the strengths and the biases that focus thinking, the natural skills we use from day to day to make decisions, and the areas for development. Through this experience we can gain more clarity, achieve more balance, and improve our ability to be who we are in a healthy and confident manner.

The Hartman Value Profile is not a psychological, intelligence, or aptitude test. It is a slice in time, a cross section of history showing where one is, how well one is using one’s talent, the stresses and strains one is experiencing, and how one can develop in a positive fashion.


The Hartman Value Profile was developed from Dr. Robert Hartman’s research into the hierarchy of values. Dr. Hartman received a Nobel Prize nomination for his work in this area. After 30 years of validation and study by Dr. Hartman and his successor, Wayne Carpenter, it was first made available to the public in the 1990s.

Though it is simple to administer, the results of a Value Profile are very specific and nuanced for every individual. Even though the online exercise takes only about 15 minutes to complete, there are 6.4 quadrillion possible combinations of values embedded in each portion of the online exercise. Since each permutation changes the composite, each person’s profile is unique. The Value Profile (1) identifies abilities and strengths – as well as the vulnerabilities inherent in those strengths; (2) pinpoints thinking preferences and biases – as well as the practical effects of those preferences and biases; and (3) recommends personal practices to ameliorate vulnerabilities and improve one’s ability to be balanced, happy, and productive.

The Hartman Value Profile is objective, quantitative, and universal because it is based on science and mathematics. Validity studies conducted over the past twenty years on thousands of individuals confirm that it reliably measures values. Further studies have demonstrated that it is objective, unbiased, culturally neutral, EEOC compliant, and does not require individuals to reveal confidential information. Results are not affected by differences in age, race, or sex and documented studies confirm that it does not discriminate according to age, race, or sex. (See following section.)

The Hartman Value Profile can be used in both personal and organizational development.

In personal development, the Value Profile helps individuals experience the combination of talent that defines their uniqueness, allowing them to gain more clarity, achieve more balance, and improve their ability to be their most healthy selves.

In organizational development, the Value Profile helps companies with recruitment, staff development, team-building, and succession planning.

The Value Profile assesses whether an individual’s orientation and thinking style is compatible with a job, a team, or work environment. For certain professions, customized tools have been developed based upon detailed research. There are specific reports for nurses, doctors, entrepreneurs, professional athletes, sales people, company managers, etc. Customized assessment tools can be built for a vast array of jobs based upon client needs.

When team members participate in the Value Profile, a map of the team is created that shows the strengths, gaps in capacity, and tendencies of the members of the team. For instance, the profile will identify the conceptual planners, the action-oriented doers, the caring connectors, etc—all of whom may be important to a balanced team. Because the individual profiles provide a comprehensive, detailed understanding of team dynamics, they are a rich source of information for deepening team collaboration and performance. When combined with a team-building workshop, it unlocks hidden potential and productivity.

The Hartman Value Profile can be used to help measure job performance. In job performance, the Value Profile measures the following things about potential:

1. The capacity to carry out certain specific tasks.
2. The functions defining a person’s talent.
3. The degree of risk: imbalances and lack of clarity in the person’s valuing capacities.
4. The environment that offers the maximum opportunity for an individual to succeed.

The Hartman Value Profile can be used to measure an individual or a group, which then allows one to compare individuals to individuals or groups to groups. It is not suggested that the Value Profile measures all relevant performance functions or that a good score on all of these functions will definitely mean that a person will always perform well. Rather, the Value Profile mathematically, objectively, and reliably measures defined functions and capacities.

As noted earlier, the Hartman Value Profile reliably measures valuing capacities. These valuing capacities are translated into performance functions and tasks. Because the Value Profile is based upon scientific precision, the information can be used to build predictive models based on the actual, empirical patterns, which are indicative of success in specific environments.

In summary, the Value Profile is a powerfully effective tool for organizations interested in performance and productivity, as well as individuals interested in personal growth and development.


How do we know it is valid or reliable? Validity studies have been conducted over the past twenty years on thousands of individuals, which confirm that this tool does reliably measure value. Measuring value with science means:

1. What is measured is reliable.
2. The valuing process is measured using mathematical logic. Rather than describing how people differ in their ability to see and appreciate the worth of others, the Value Profile precisely measures how well one can see and appreciate others. This means that one can compare individuals to one another and look for numbers and patterns that suggest success—as well as difficulty—in performance.

How do we know it is objective? The Hartman Value Profile results are not affected by differences in age, race or sex. Tests have been performed on representative samples from a database of over 6500 individuals to confirm that the Hartman Value Profile (Axiometrics version)—including the underlying mathematics—is objective and does not discriminate.. Is it EEOC compliant? Yes. The EEOC has established three requirements for any testing instrument used as part of the hiring decision process:

1. The instrument must measure what it says it measures.
2. The instrument cannot discriminate according to age, race, or sex.
3. Whatever the instrument measures must have a direct application to the position being applied for.

Does the instrument measure what it says it measures? Yes. The industry standard used for validating instruments for effectiveness and accuracy is the Minnesota Multi-Phasic Personality Inventory (MMPI). A 100% statistical concurrency between the MMPI and Axiometrics Value Profile, entitled “Concurrent Validity Study of Hartman’s Valumetrics and Value Science Assumptions as a Revolutionary New Basis for Modern Behavior Science Applications,” was published in the VA Practitioner by Dr. Leon Pomeroy and Dr. John Davis. Another study performed by Dr. John Austin and Barbara Garwood, entitled “The Relationship of the Axiometrics Value Profile, Rokeach Value survey, Allpot-Vernon-Lindzey Study of Valuing and Kohlberg’s Theory of Moral Development” was presented to the National Association of School Psychologists in March, 1977. This study of the most prominent value measurement instruments validates the Axiometrics Value Profile in the measurement of value structures. Does the instrument discriminate according to age, race, or sex? No. AGE: The mean and standard deviation analysis of a random sampling of six (6) one hundred (100) profile groups from a population of 22,000 profiles produced a mean standard error of 1.38 with a standard deviation of 1.56. An analysis of a 25-35 year old group yielded a mean standard error of 1.41 with a standard deviation of 1.63. An analysis of a 45-55 year old group yielded a mean standard error of 1.34 and a mean standard deviation of 1.40. These statistics produce a significant difference of zero in the groups examined. RACE: The mean and standard deviation analysis of a random sampling of six (6) one hundred (100) profile groups from a population of 22,000 profiles produced a mean standard error of 1.35 with a standard deviation of 1.58. An analysis of a white group yielded a mean standard error of 1.26 with a standard deviation of 1.43. An analysis of a Hispanic group yielded a mean standard error of 1.44 with a standard deviation of 1.89. These statistics produce a significant difference of zero in the groups examined. SEX: The mean and standard deviation analysis of a random sampling of six (6) one hundred (100) profile groups from a population of 22,000 profiles produced a mean standard error of 1.36 with a standard deviation of 1.49. An analysis of a male group yielded a mean standard error of 1.45 with a standard deviation of 1.62. These statistics produce a significant difference of zero in the groups examined. Does what the instrument measures have direct application to the job position? Yes. The instrument measures the thinking style of the person, how s/he makes decisions in the work place. The instrument may also be refined to measure how closely an applicant’s Value Profile matches with those who are successful in a particular position. In summary, the Axiometrics Value Profile satisfies the following criteria:

1. It is objective. It does not ask respondents to describe themselves. It has them perform a task and analyses their decision-making pattern.
2. It cannot be biased. Unlike most other assessments, there is no indication in the items that allows someone to influence the score. Since the output depends on sophisticated mathematics, the assessment merely picks up the pattern of thinking the person is actually using. If someone attempts to manipulate the profile, a report will not be generated. There is a Rho statistic in the programming. This indicates whether the pattern of decisions is logical. In order for a pattern to be real and not accidental, the Rho score must be over 500. Value Profile will not print a report unless the score is at least 750.
3. It does not invade one’s privacy. The respondent is asked nothing about themselves other than how they would rank sets of items. There is no reference to their childhood or their personal behavior or their private life.
4. It has been validated in a business environment. Validity and reliability testing was based on Dollar General Corporation’s entire workforce of over 40,000 people, from Cal Turner the President in Nashville, to the warehouse employees in Miami. Additional studies were conducted at Sara Lee Corporation, GTE, CUNY Mutual, Arthur Andersen, and HCA.
5. It does not discriminate. There is no difference in scores between races, genders, and age levels. The same bell curves were found with each group. In fact, in one study of marginal unemployables in Manhattan conducted by the American Institute of Banking, the data from the minority groups receiving the remedial training followed the same curve as a randomly drawn sample of management personnel. This is powerful evidence that the Value Profile measures actual thinking processes that all human beings share, and that each human being can personalize in a unique way.
6. It measures what is centrally relevant to an organization’s performance: a person’s thinking and decision making process. The Value Profile makes no assumptions about a person based on information they give about themselves. It measures simply, directly, and accurately, the pattern of that person’s thinking process.
7. The Axiometrics Value Profile is unique. Organizations required to obtain multiple bids when contracting for services, like the Postal Service, for instance, need no second bid when contracting for use of Value Profile. They recognize that the objectivity and accuracy of this profile put it in a category by itself.
8. It has been reviewed and qualified by academic institutions. See following page for the studies undertaken at Georgetown, Harvard, Princeton, Vanderbilt, and Yale.

Validation and Approvals

The following is a sampling of validation and approvals.
1985: Reviewed and approved, legal department, MUNY Mutual, used for all employees until 1996 when the company was bought.

1986: Construct validity based on random samples of 40,000. Dollar General EEOC validity items, clinical variables, retest every 5 years.

1988: Criterion validity.

1988: Validity study, Chuck McDonald and Bill Murphy with Vanderbilt psychometrician.

1988: Reviewed and approved, GTE Legal and Psychometric-used until Training Center closed in Norwich, CT. (10 years later)

1990: Reviewed and approved, psychometrics, AT&T.

1990: Reviewed and approved by legal department, AIB.

1991: Reviewed and approved, Drake Beam Morin.

1991: Reviewed and approved, legal and psychometric, USPS, Lamon Mosely, Asst. Postmaster General.

1996: Reviewed and approved, KPMG, for leadership.

1996: Reviewed and approved, psychometrics, Arthur Andersen Consulting, Ann Mueller, psychometrician and adjunct faculty, University of Chicago.

1996: Reviewed and approved through peer review of Academic Psychometricians from Harvard, Princeton and Yale.

1996: Reviewed and approved, legal commission, Ernst and Young.

2000: Reviewed and approved, Graduate School of Education, Georgetown University, Marshal Saskin.

2003: Item Validity Study: IBTrans, Inc.

2003: Reviewed and approved, Various Divisional CEO’s, Hospital Corporation of America. (Still in use today – 2007)


Professional Competencies Measured by the Hartman Value Profile

The professional competencies assessment measures 120 competencies within 10 areas. They are:

1. Interpersonal Relationships

  • Assigns tasks clearly and specifically
  • Is open to the perspective of others when discussing problems
  • Makes an effort to be pleasant, courteous and tactful
  • Listens patiently to what everyone is saying
  • Knows what to say and how to say it
  • Knows how to set priorities in relationships
  • Is willing to ask feedback from and give feedback to others
  • Maintains a positive supportive attitude in all activities
  • Knows how to deal with conflicting issues in a positive, responsible manner
  • Available to talk about long range plans and goals
  • Makes certain that communications are clear and to the point
  • Is sensitive to needs, concerns, moods and attitudes of others

2. Problem Solving

  • Pays attention to immediate problems and responds to them quickly
  • Takes the time to find out what is causing a problem
  • Strives to see problems from all perspectives
  • Is willing to be creative and inventive
  • Understands the difference between crisis issues and minor problems
  • Takes the time and energy to do a thorough analysis of the problem
  • Is willing to look at all alternatives even when these alternatives are controversial
  • Pays attention to doing the right thing
  • Pays attention to what is causing the problem
  • Plans for situations when things do not work out as expected
  • Pays attention to the consequences of a solution
  • Does not jump to conclusions to make a fast resolution of the problem

3. Decision Making

  • Is optimistic and believes that things will work out for the best
  • Is willing to take risks for what they believe is right
  • Sticks by a decision once it is made
  • Is willing to make mistakes and learn from them
  • Promotes openness to new ideas without losing perspective for what is wrong
  • Knows how to translate priorities and expectations into decisions
  • Has the willingness to act, the patience to wait on the decision to work, and the responsibility for the consequences of decisions
  • Takes the time to make certain that what is needed to support the decision is available
  • Pays attention to tracking and measuring the success and failure of decisions
  • Has a strategy for making decisions which are consistent with beliefs, goals, and plans
  • Is open to mistakes and willing to be wrong and change directions when necessary
  • Takes the time to examine the consequences of decisions prior to acting on them

4. Time Management

  • Pays attention to getting things done
  • Monitors progress of activities to keep things on schedule
  • Pays attention to the time needed to complete specific tasks
  • Stays in touch with immediate needs in a situation
  • Makes commitments that are realistic and can be kept
  • Understands the need for using past successes and failures to build future plans
  • Plans ahead of time for problems, crisis intervention, priorities as well as unexpected events
  • Matches schedules to priorities to keep things on track
  • Builds back up plans and actions for those times when things do not work out as expected
  • Builds strategies based on past successes and failures
  • Sets goals on prior experience when possible
  • Pays attention to the consequences of actions and how they affect strategies and tactics

5. Leadership

  • Communicates a belief that things can and will work out for the best
  • Willingness to do things
  • Pays attention to what needs to be done
  • Makes decisions with confidence
  • Keeps word and personal commitments
  • Stays on track until the task is complete
  • Communicates with commitment, consistency and clarity
  • Believes in and communicates a sense of vision and purpose
  • Knows when to take risks and chances
  • Knows what the key issues are, what needs to be done and how to get things done
  • Involves everyone in the process
  • Sees to it that things are done right

6. Training and Development

  • Motivates others through personal commitment
  • Monitors the progress of training
  • Knows what is needed to support training activities
  • Suggests improvements and gives advice in a positive way
  • Knows both what needs to be done and what can be done
  • Knows how to motivate others in a positive, reinforcing way
  • Balances the needs of the individual and the group
  • Makes certain that feedback is done in a positive manner
  • Knows how to set goals which are challenging and attainable
  • Stays in touch with what works
  • Sets goals that are clear, relevant and realistic
  • Builds clear and well organized strategies and programs

7. Coaching and Counseling

  • Helps people to have the confidence to take risks
  • Promotes personal commitment to what is right
  • Treats others fairly and consistently
  • Demonstrates how to treat mistakes as opportunities for growth
  • Makes certain that each person knows what is expected
  • Willing to listen to others
  • Gives advice without being too critical
  • Stays in touch with the consequences of what is said
  • Identifies and reinforces progress
  • Can be personally involved without losing perspective of the needs and interests of others
  • Values developing others as a worthwhile task
  • Sets standards and expectations that are realistic

8. Administration

  • Makes certain that promises and commitments are kept
  • Makes an effort to keep things on schedule
  • Sets realistic schedules
  • Sees the value of record keeping
  • Takes the time to keep things organized
  • Knows what is necessary to take care of daily tasks
  • Stays on track in difficult and confusing situations
  • Takes care of daily detail work
  • Plans time around short range and long range issues
  • Makes certain that things are done right
  • Pays attention to documenting decisions and actions
  • Makes certain that policies and procedures are practical

9. Account Development and Management

  • Maintains integrity in all matters
  • Stays in touch with account needs
  • Takes care of client, organizational and personal needs
  • Knows what is expected to support each client
  • Develops and maintains trust with each client
  • Sets priorities which meet personal, organizational and client needs
  • Knows how to utilize available resources to develop and maintain accounts
  • Maintains commitment to organizational plans and programs for handling accounts
  • Anticipates client interests, issues and problems
  • Keeps organizational and client needs in perspective
  • Understands the future potential in maintaining an account
  • Makes decisions on a proactive basis

10. Management and Supervision

  • Takes the time to provide encouragement and positive reinforcement
  • Responds quickly and effectively to tasks, problems and issues
  • Promotes confidence, optimism and faith that things are being taken care of
  • Promotes both autonomy and freedom of action as well as responsibility and accountability
  • Knows how to set priorities and see to it that they are taken care of
  • Willing to correct and discipline
  • Takes the time to listen to opposing viewpoints
  • Knows how to handle conflicting and difficult issues
  • Focuses on planning, scheduling and monitoring
  • Pays attention to both innovation and consistency
  • Pays attention to long term goals and immediate needs
  • Promotes both personal and organizational responsibility and accountability

I have been fortunate in my career to experience a number of tools and team workshops.
Jim’s Hartman Value Profile workshop was top notch, loved it.  It was a powerhouse of a session with high
engagement and ratings from all!



"The Hartman Value Profile has served me well in two different ways. First, as a team-building tool, it offered
unique insights into a diverse, young staff and helped us to identify ways to support each other and work more
harmoniously. Second, as a recruiting tool, it screened candidates who would clearly not fit into the role being
filled and provided guidance as to how to better manage the chosen candidate. I'll never hire anyone again
without first using the Value Profile."




"As a small, fast-growing company, with demanding and changing priorities, we've found the Value Profile
program as a way to fast forward the effectiveness of our team. The program identifies and provides a very
effective process to unlock potential of both individuals and teams. The instrument used to identify strengths
and “road blocks” is amazingly accurate and insightful. Everyone who participated in the program thought this
part was “freaky”, but the accuracy also gave the program tremendous credibility. The Hartman Value Profile
has been a HUGE benefit to our company and is well worth both the investment in money and precious
management time."




"The Value Profile has assisted our organization in the following ways:
• provides insight into questions we may want to ask an applicant during the interview process provides insight
into the candidate's fit within a team
• is a valuable tool to assess team communication, roles, thinking styles, strengths, etc. can be used in a
supervisory manner to be aware of areas that need attention, or to be developed or watched."




"The profile showed something I'd been told my whole life: that I tend to think in inventive yet practical ways
about solutions to problems. Often in business situations, my ‘inventive’ ideas were not fully heard or enthusi-
astically welcomed by others. After taking the profile, I decided to give another try at my inventiveness, and
to follow the profile advice to ‘be patient with those who cannot see things from your perspective.’ One strategy
was to parse my ideas into smaller, bite-sized chunks. I now am much more effective as a consultant and my
life is more in tune with my strengths. In short, I am more fulfilled, more effective, and more professionally and
personally successful."



"Knowing one's own tendencies and preferences, as well as those of the people with whom you are working,
helps to heighten awareness of our thought processes, communications styles, and respective values. I've
found it is easier to achieve my personal goals as well as team outcomes through this higher awareness."




"I am a total convert/groupie/junkie on how invaluable the Value Profile is."