Registration Details. How to Interpret the Report?

Transcription

1 Mettl Leadership Development Report sample Test Taken on: September 13, :4:09 PM IST Finish State: Normal Registration Details Address: First Name: Sample Last Name: Not filled Date of birth: Not filled Experience: Not filled Country: Not filled How to Interpret the Report? When interpreting the results, it is important to remember that the scores are not good or bad, only more or less appropriate to certain types of work. Since the results are based on one's own view of behavior, the accuracy of the results depends upon both honesty and selfawareness while taking the test. This assessment measures work-relevant personality traits that might be manifested in work behaviour and therefore influence success on the job. To best use this report: 1. Review the overall recommendation first. Based on your need, you might want to prioritize candidates who are recommended', followed by those who are cautiously recommended. 2. If you re choosing among different candidates within the same band of recommendation, review the competencies results. Focus on the competencies you believe are critical for success in the role you re hiring for, and use those scores to help you prioritize which candidates to select for the next step. 3. Remember: This assessment is just one piece of the puzzle. While hiring, it is recommended that you review other information as well functional and job knowledge, background and past behaviour (e.g. using structured behavioural interviews), reference checks, etc. in addition to the personality assessment. 4. Use of Response Styles for Recruitment/Selection: The ideal response style is Genuine and it is recommended for further analysis. However, if any candidate s response style displays Social Desirability, he/she needs to be considered with caution. We do not recommend candidates who display Extreme Responding/Central Tendency/Careless Responding as they indicate that the candidate has not attempted the assessments in the desired manner, and that interferes with an understanding of his/her personality since it would not evoke genuine responses from the candidate's answers. This in turn is expected to interfere with the proceeding decisions, so the candidate may be considered for a re-test. Such cases are usually not considered for a statistical/detailed analysis of scores if required further. 1 / 11

2 Response Style: Genuine Explanation of response style: Genuine: No concerns or red flags just based on response style of candidate. Social Desirability: If more than 7% of the questions are answered in a manner that indicates an attempt to appear in a falsely positive light or seem socially desirable. Extreme Responding: If more than 7% of the questions are answered in a manner that indicates that an individual agrees with the statements at the lower and higher end consistently. Central Tendency: If the middle response ( neutral ) is selected more than 30% of the time. Careless Responding: If more than 9% of the responses selected are from the same direction (i.e. if the candidate selected most like me or like me from the right-side statement or from the left-side statement alone). EXECUTIVE SUMMARY Recommendation for the Role Cautiously Recommended Dominant Leadership Style Participative Leadership: Prefers to make decisions with the consensus of all subordinates. Sees oneself as a member of the team and has the ability to facilitate discussions and idea generation. Directive Leadership: Has a tendency to direct one's subordinates with regard to their responsibilities and take full charge of planning and execution of tasks. Key Motivators Affiliation/Social Contact: Looks forward to interacting with other people at work. Power, Achievement: Accepts a leadership role at work, taking responsibilities, making decisions and being in-charge of the tasks at hand. Strengths Decisiveness: Likely to be a good decision maker. Integrity/ Honesty: Likely to be sincere, ethical and honest in one s approach to work. Openness to change: Likely to be flexible and open to new ideas and experiences. Areas of Development Developing People: Be supportive towards one's team. Develop others abilities by giving them opportunities to grow and providing continuous and constructive feedback. External Awareness: Learn to be more well informed and keep oneself updated with the external environment and how it can impact your organization. Strategic Thinking: Be more efficient and organized in one's work, confidently engage in formulating objectives and implementing plans for organization's growth and development. 2 / 11

3 Dominant Leadership Styles Participative Leadership Such a leader prefers to make decisions with the consensus of all sub-ordinates and sees oneself as a member of the team and has the ability to facilitate discussions and idea generation. Advantages Likely to display high group commitment and team spirit, ensuring immense flow of information and ideas; Prefers two- way communication and equal participation of the whole team. Disadvantages May find it difficult in managing multiple perspectives. May take a lot of time to organize information and one's need for consensus may overpower organizational benefits. Suitable Leading Style when Team consensus is essential; Quality is more important than the pace of work; Decision making requires an involvement of experts. Role in the Team Style when Recognizes the needs of the employees and encourages them to perform tasks by providing them with incentives. Motivated by Interacting with other people at work. Directive Leadership Such a leader has the tendency to direct subordinates and maintain full responsibility for planning and execution of tasks, in line with own perception of priorities. One also specifies the standard of work required and deadlines to be met. Not very likely to encourage advice or suggestions. Advantages Likely to be highly goal oriented, particularly concerned about results; adheres to rules and schedules strictly and finds oneself involved in limited interpersonal conflicts. Disadvantages Might witness high employee absenteeism and turnover. Because of one-way communication most of the time, employee creativity might not be explicitly fostered; Team members may find themselves being overly dependent on the leader. Suitable Leading Style when Decisions need to be taken quickly, team consensus is not very necessary, the leader is an expert. Quite suitable in a stressful or emergency situation, to direct confused employees and dealing with new staff. Role in the Team Style when Plans, instructs, implements, monitors and takes complete responsibility of tasks/ actions. 3 / 11

4 Motivated by Accepting a leadership role, taking responsibilities, making decisions and being in-charge of the tasks at hand; striving for excellence at work and deriving self-satisfaction on accomplishment of goals. LEADERSHIP COMPETENCIES Leading Change Creativity Innovation Management External Awareness Openness to change 7 Stress Tolerance Strategic Thinking Vision 4 10 Values shown in above chart are sten scores Creativity: Moderate Likely to be somewhat good at imagination and originality. May at times be willing to consider new and unconventional ideas and solutions. Somewhat likely to look at situations with a fresh and unconventional perspective. May sometimes be able to engage in brainstorming in order to come up with various ideas for a situation. Innovation Management: Moderate May have a moderate ability to design and implement new programs/processes by bringing in new insights to situations. May at times have a flexible approach to one s work. May occasionally work towards deriving innovative solutions at the workplace. Moderately likely to challenge existing state of functioning in order to improve upon the same. External Awareness: Moderate Moderately likely to look for opportunities to gain more knowledge and keep oneself somewhat updated about company policies and trends that may impact the organization. Likely to be somewhat diligent and may occasionally keep attention focused on the external market to understand how it can affect the organization as well as the organization s impact on the environment. 4 / 11

5 Openness to change: High Likely to be open to changes taking place in the organization and is likely to be comfortable working with and trying out new activities and experiences. Likely to know how to effectively deal with change and adapt by being open minded and appreciative of new ideas which can contribute positively to work and working environment. Stress Tolerance: Moderate Somewhat likely to be able to deal with pressure by being calm and poised and not getting discouraged by setbacks, may try to put effort to ensure timely and efficient completion of tasks. May at times remain optimistic and not give up even if unsuccessful in some tasks. May not always be able to cope with workplace stress and sometimes become passive when faced with it. Strategic Thinking: Moderate Likely to be somewhat systematic and meticulous in one's work, occasionally scheduling work activities, organizing tasks and formulating objectives and priorities. May at times have a deliberate approach to one s work, occasionally thinking through one s actions and implementing plans for the organization s growth with confidence. Vision: Moderate Moderately likely to be capable of working with others and building a shared vision about the organization s growth and progress. Is somewhat flexible and positive, with an adequate ability to influence and direct others to perform appropriately in order to achieve the vision. Leading People Conflict Management Managing Diversity Developing People 4 Team Building 4 10 Values shown in above chart are sten scores Conflict Management: Moderate Is moderately likely to be attuned to one's and others' emotions and may be somewhat capable of understanding and listening to other people's problems. May occasionally help out people with their conflicts by taking their views in consideration, understanding their problem and providing solutions. / 11

6 Managing Diversity: Moderate Moderately likely to express positive feelings towards people from different backgrounds in terms of age, gender, religion and political views. Is likely to be somewhat comfortable working with people having different perspectives and may on occasion foster an inclusive workplace where individual differences are respected and valued. Developing People: Low Is not very likely to contribute in encouraging and developing team members ability by providing continuous feedback and suggestions. May not always be able to lead or coordinate a team effectively. Not likely to be comfortable during social interactions, seldom providing team members with ample opportunities to learn. Team Building: Moderate Likely to sometimes understand and appreciate individual differences among team members and may occasionally adjust one's work style accordingly. Somewhat likely to accurately assess and utilize the strengths of all the team members while completing a task. May be moderately able to coordinate and cooperate with a team productively. Result Driven Accountability Decisiveness Problem Solving Values shown in above chart are sten scores Accountability: Moderate Moderately likely to be methodical, systematic and organized when carrying out tasks. May occasionally hold self and others accountable for high quality and cost-effective results. Is likely to be somewhat self-disciplined and motivated in one s approach to work; occasionally determines objectives, sets priorities and follows through one s plan to effectively complete tasks. Likely to have an adequate sense of duty and comply with established systems and rules. Decisiveness: High Likely to be skilled at making well informed, effective and timely decisions by clearly understanding and defining the problem/situation, analyzing the underlying assumptions of a situation, carefully evaluating the available evidence and drawing logical conclusions from it to reach an appropriate decision. Problem Solving: Moderate Likely to be moderately skilled at solving problems by being able to identify and understand patterns and relationships amongst events, situations and applying this knowledge to strategically solve work-related problems. / 11

7 Building Coalition Partnering Influencing/ Negotiating 4 10 Values shown in above chart are sten scores Partnering: Moderate Is likely to be somewhat social, occasionally choosing to spend time interacting in social groups to develop professional networks and establish contacts. Likely to be somewhat cooperative, accommodating and uninhibited with a moderate ability to collaborate with people from different backgrounds to achieve one s goals. Influencing/ Negotiating: Moderate May occasionally persuade others to take desired action. May sometimes be able to identify and utilize the factors that might influence others to take a particular action. Somewhat likely to be able to convince others and has a moderate ability to be a tactful negotiator. Basic Competencies Integrity/ Honesty 8 Open to Learning Interpersonal Skills 4 10 Values shown in above chart are sten scores Integrity/ Honesty: High Likely to behave in an honest and ethical manner by strictly adhering to moral and ethical codes while working. Is likely to be sincere and can often be relied upon to carry out assignments efficiently. Open to Learning: Moderate Moderately likely to be secure in one s abilities while being somewhat aware of and recognizing one s own strengths and limitations. May not always be bothered about other s judgments and may instead work towards personal growth and development occasionally putting in high degree of effort to improve oneself and learn and acquire more knowledge. 7 / 11

8 Interpersonal Skills: Moderate Moderately likely to be capable of identifying and understanding the dynamics of the organization as is likely to be somewhat amiable and occasionally enjoy working and interacting with people. Not likely to be seen as being somewhat sociable, sympathetic and honest, willing to lend an ear to others as well as share one s own ideas with others. May occasionally work efficiently with others as is likely to be somewhat accepting and trusting. Strengths Decisiveness You are likely to be a good decision maker. Culture/Environment Fit Situations where you need to take independent decisions. A place where you have the full ownership and responsibility of the tasks. You will also do well in environments where you are required to display self motivation and strong organization skills. Maximize/Leverage the Strength You should take up roles where you can take decisions, a position that requires intense dedication, commitment and discipline. Before communicating your decision, make sure you create an implementation plan. Use the Strength Wisely You should also consider the interests of the team while working in a team. Evaluate the risks associated with each alternative before making a decision. Competitive advantage of the strength You have the required motivation to complete tasks and follow through plans to finish tasks despite distraction/boredom. You are likely to sort through all the possibilities and make the best decision for your department/organization. Integrity/ Honesty You are sincere, ethical and honest in your approach to work. Culture/Environment Fit Organizational cultures where you are required to adhere to the established procedures, policies in order to efficiently complete tasks. Maximize/Leverage the Strength You should look for roles where a high emphasis is placed on professional ethics and policies. You should take up challenging projects with well defined deadlines, which enables you to utilize your skills/abilities and require discipline and motivation to achieve goals. 8 / 11

9 Use the Strength Wisely You should sometimes be flexible with colleagues as your strong convictions about what is right and socially acceptable and intolerance to any deviations may make you appear judgmental and critical. You must encourage others as well to follow company's rules and policies, but should not impose your opinion on others or pressurize them to adopt your approach. Competitive advantage of the strength You will always show integrity and act in line with what is expected from you professionally. You will not break commitments even when there is an easy way out. Openness to change You are flexible and open to new ideas and experiences. You welcome change. Culture/Environment Fit Dynamic organizational cultures where you have the flexibility to try new approaches. An environment that is dynamic and offering different challenges and new prospects. Maximize/Leverage the Strength You should take up roles where you get to do different tasks every day or every week, a dynamic and fast paced environment is ideal for you. Share your views about how to skillfully and positively managing change with colleagues to induce positivity and optimism about dynamic workplace. Use the Strength Wisely Be careful, for people do not take advantage of your flexibility and adaptability. Be assertive when need be. Understand that sometimes, you may not get tasks where you will have an opportunity to think of an unconventional idea or a solution, be patient with monotonous tasks and do that well. Competitive advantage of the strength You will not be stressed and instead will be very open and positive about organizational change. You will welcome new ideas and creative solutions than others which will help in organizational productivity and maintain continuous progress in the organization. Areas of Development Developing People You are somewhat unlikely to be encouraging towards team members, rarely giving them opportunities to perform and learn. Challenges The team members may not optimally perform the way they actually should and can because of lack of training and coaching. You may witness lethargy and a casual attitude of the team members towards work and important matters in the team. 9 / 11

10 Managing Challenges Be supportive towards your team. Help others develop their abilities and provide them opportunities to grow and excel. Help team members think through career options and investigate possibilities within the organization for learning and development. Can maximize effectiveness by Helping team members develop by providing timely and effective coaching that gets team members to see how they can do even better. Instead of a once annual conversation about career goals at the time of the annual performance review, having frequent short conversations throughout the year regarding members career goals and interests. External Awareness You are somewhat unlikely to be up-to-date with the external market and its trends. Challenges You may feel ignorant and not aware of what is going on in the external business market which affects your decision making at work. You may feel unaware and oblivious of the current trends at different occasions and struggle to talk about strategies and plans. Managing Challenges Try to acquire knowledge about the policies and trends about external environment that may impact the organization. Establish a habit of writing down observations about threats, changes in the marketplace, etc. that can affect your business or area of work. Share them regularly with those that have the power to act on them. Can maximize effectiveness by Learning to take keen interest in understanding the effect of changes in the external market on your organization by socializing with people from outside the organization and keeping yourself updated about external market trends. Having regular meetings with people who are well aware of external market, this will help you plan and strategize better. Strategic Thinking You are not always likely to be efficient and methodical in your work, seldom working towards formulating objectives and implementing plans for team development. Challenges You struggle in making plans and strategies for organizational development. You are not organized and planned which results in delay in decision making and planning strategies. Managing Challenges You need to be efficient and organized in your work, develop confidence to formulate objectives and implement plans for team's growth and development. Set clear goals and make sure these goals are specific to your future vision. 10 / 11

11 Can maximize effectiveness by Trying to think about what you want to achieve. Looking beyond the present and into the future in order to get a clear vision of where you see yourself and your team in the future. Having regular meetings with people who you consider strategic about their thought process. Brainstorming with them about how to think through specific issues. Test Log 13 Sep,2017 0:33 pm Started the test with Personality Inventory 0:3 pm Finished Personality Inventory and started Critical Thinking of the test 0:41 pm Finished Critical Thinking and started Abstract Reasoning of the test 0:4 pm Finished the test 11 / 11