A blame attitude assessment measures a candidate's tendency to attribute failures, mistakes, and negative outcomes to others rather than taking personal accountability. In our Behavioral Assessments, this is scored through the Blame trait, one of five dimensions within the Integrity & Attitude section. It does not measure whether someone criticizes others openly. Instead, it measures a consistent pattern of deflecting personal responsibility that only becomes fully visible after hire.

A score above 54 is the fixed threshold established in the Discovered Assessments manual for the Blame trait. Above this point, blame-shifting behavior is consistently predictable in the workplace. However, a score above 54 does not automatically disqualify a candidate. It means follow-up is required: specifically, direct reference contact to validate accountability patterns before making a final decision.

In some cases, yes. Context matters. A score above 54 in an otherwise positive I&A profile, with strong references and a well-structured interview that probed accountability directly, may still support a hiring decision in certain roles. However, for roles where shared accountability or client trust are central, a high Blame score alongside other elevated traits represents a meaningful risk that should be weighed carefully.

Critical attitude measures a tendency to find fault with others, their work, or their decisions. Blame measures a tendency to attribute accountability for problems to others. These are related but distinct patterns. A candidate can be critical without being a blame-shifter, and vice versa. However, when both are elevated, the combination is particularly damaging: the candidate identifies problems in others and then holds those same people responsible when outcomes are poor.

First, review the I&A Average and the other four trait scores. If the overall profile is negative, the Blame score confirms the concern and is unlikely to be outweighed by other factors. If the overall profile is otherwise positive, contact at least one previous supervisor directly and ask specifically about how the candidate handles accountability when things go wrong. Do not rely on general reference feedback. Ask directly.

In most cases, no. Blame-shifting is a deeply ingrained behavioral pattern, not a skill gap. Coaching is most effective when the person recognizes the pattern and is motivated to change it. Employees with consistently elevated Blame scores rarely see themselves as blame-shifters. As a result, coaching conversations tend to generate more defensiveness than change, and the underlying pattern persists.