Candidate: Charles Webb. Date: 04/02/2012

Transcription

1 Maintenance / Facilities Manager Assessment Report 04/02/ To Improve Prodctivity Throgh People.

2 04/02/2012 Prepared For: NAME Prepared by: John Lonsbry, Ph.D. & Lcy Gibson, Ph.D., Licensed Indstrial-Organizational Psychologists The following pages represent a report based on the reslts of a psychological assessment. The profile presented below smmarizes key reslts in each area compared against general poplation norms (indicated by the descriptors Low, Below Average, Average, Above Average, and High) and with norms for high performers in the type of job for which the candidate is applying (indicated by the shaded areas). The candidate's score is indicated by the diamond symbol : ALL RESULTS SHOULD REMAIN STRICTLY CONFIDENTIAL Agreeableness Low Below Average Average Above Average High Assertive Leadership Conscientiosness Emotional Stability Extroversion Goal-Setting Impression Management Integrity Managerial Hman Relations Openness Optimism Orderliness Self-Confidence Task Strctring Team-Oriented Management Togh Mindedness Work Drive Overall Cognitive Aptitde copyright 2012 Resorce Associates Page 2 of 10

3 Cognitive Aptitde Assessment Compared to general adlt norms sing standardized tests which were validated for a wide range of positions, we estimate Charles's overall level of general intellectal aptitde to be in the percentile range. His individal aptitde levels are: Abstract Reasoning Nmeric Reasoning Verbal Reasoning 80-89%ile Top 5%ile 50-59%ile Charles has a high level of general cognitive aptitde. He can learn new information qickly, solve complex problems efficiently, and be able to handle a heavy information-processing load on this job. Explanation of Cognitive Aptitde Scores: The aptitde scores in this section reflect percentile rankings -- not percent correct on the test. With percentiles, the average is the 50%ile. Half of the people score below this score and half score above it. As another example, if a person scores 80-89%ile on a specific test in this report, it means that they scored as well as or better than 80-89% of the norm grop, bt not as high as 11-20% of the norm grop. The Overall Cognitive Aptitde is an average of the separate aptitde sections given to this candidate. The lower the Overall Cognitive Aptitde score, we predict that the candidate will have difficlty learning new information and making decisions. For example, if they are well experienced in their occpation, they may be able to contine to perform well practiced tasks adeqately, bt have difficlty learning new things. As sch, they will need additional training time and more spport from spervisors. People who prodce lower Overall Cognitive Aptitde scores generally prefer tasks that call for specific responses rather than ones reqiring insightfl soltions. They are also slower in processing information and are often easily overwhelmed by complex problems, especially ones they have not dealt with before. The higher the Overall Cognitive Aptitde score, the more we predict that the candidate will learn qickly, pick p a lot of new information on their own withot needing to be trained, handle a large information load easily, make decisions in an efficient manner, and show a great deal of insight abot how to solve new and complex problems. copyright 2012 Resorce Associates Page 3 of 10

4 Narrative Responses Provided by This Candidate In reading throgh the candidate s responses, yo shold look for general themes that reflect the person s attitdes, vales, and beliefs abot work. Insights can help yo generate probing interview qestions. From another perspective, the way in which candidate responses are constrcted demonstrate sophistication of commnication skills. Mr. Webb's Responses Responsibility at work Working long hors every week It s hard to do good work when When my sggestions at work are trned down I Having to work on the weekend Overnight travel As a manager, my greatest satisfaction at work Effective leadership Mentoring employees who report to me When I have to make a decision qickly Giving performance feedback When I have to reprimand or discipline an employee Besides spervising other people, a manager shold The average employee An employee who brings personal problems to work The key to my sccess as a manager The biggest challenge to a manager in dealing with today s workforce is something I preach to every employee. Yo have to expect long hors as part of any managers job. people dont follow throgh on their assignments. I step back adn try again another time. is not nsal if yo are trying to meet tight deadlines and keep or cstomers happy. I do not expect that will be a big part of the job I am seeking, bt it is not a problem for me. seeing or projects get accomplished in a timely and cost effective manner. Is creating a strong team where everyone tilizes their talents and gives fll participation to the team process. is a part of my job that I really enjoy. I think that helping other people gain technical skills and decision making expertise is a key role of any manager. I make sre to evalate all the information at hand, consider my alternatives careflly, then make the decision in a timely manner. is part of helping employees improve their performance and skills. I gather all the facts, have a frank discssion with the employee, focsing on what is wrong and what needs to be fixed, then make sre to write it p all the details of the interaction. The employee and I make plans to followp on the problems we discssed. be well organized and coordinate well with other departments / levels in the company. is hard working and wants to do a good job then go home to enjoy his family. needs to be carefl that he does not make mistakes and hrt somebody. is making sre or assignments get done properly and on time. is hiring the ones who will work hard and do their best. copyright 2012 Resorce Associates Page 4 of 10

5 The best way to motivate people The way I get people to work together is I get people to participate in team discssions by Creating a strong team is not as important as Content of my team meeting typically consists of Team meetings are best sed for The kind of assignment I like best is I enjoy working with people who I wold trn down a job if The best way to get ahead in an organization The most flfilling job I had My greatest satisfaction in a job A boss deserves loyalty if What I want most from a job is The best type of spervisor for me wold be someone who... Working closely with other people My career goal for five years from now To better myself I Working with coworkers who do not know as mch as I do If I feel ndertilized in my job To get ahead in most companies yo have to I sometimes felt my career advancement was limited by My ideal job wold be What annoys most workers I wold qit my job if At work I feel tense when I don t like to work with people who My work performance sffers when I wold really dislike a spervisor who is helping them take pride in good workmanship, then making sre that people get the recognition and praise that they deserve for good work. having reglar meetings and coordinating everybodys efforts. ask for their inpt and ideas. making sre the work gets done and that the facility here is well maintained. going over or schedles and any existing problems we need to address. coordination and sharing information. one that challenges me to come p with new ideas and new approaches. are hard working and who can work independently. I felt my family obligations wold not allow me to do a good job for the company. is show that yo can be depended on to get the job done. was Facility Manager at XXX Corp. is seeing or team work well together and meet or goals in an efficient manner. he is yor boss. a chance to show that I can do a good job and be an asset to my employer. gives me the athority to do what needs to be done to achieve or goals. is enjoyable and necessary to get the job done. is to be Facilities Manager for this company. try to stay on top of latest developments in my profession. gives me a chance to help them learn more. I wold look arond for other ways I cold benefit the company. do a good job, achieve yor goals, and nderstand how yo can best serve the company achieve its mission. nothing. I feel I am in control of what happens in my career. Facility Manager for a high tech manfactring company. not being told the trth and management withholding information. I cold no longer be effective in my role. I am not feeling well and have to strggle to get things done. are not committed to the well-being of this company. I have to work in I am sick. avoided talking to me and who did not listen to or ideas. copyright 2012 Resorce Associates Page 5 of 10

6 Personality Assessment Strengths: He sally gets along smoothly with other people in the workplace. Charles tends to have amiable relations with coworkers. Charles is moderately inflential, bt not pshy or bossy, in his leadership style. He makes reqests of sbordinates, gides their activities, and provides feedback to them in a low-key manner. He is reliable and conscientios on the job. Charles will honor his job expectations and commitments in a manner that others can depend on. Charles is sally congenial and straightforward in his interactions with other people on the job. He views the maintenance of good commnication as one of his managerial responsibilities. Yet, Charles can also readily concentrate on his own tasks and dties withot spending too mch time in extraneos conversations. He consistently incldes goal setting in planning his work as a way to prioritize his tasks and to ensre he is sing his time well. Charles readily changes the way he acts toward other people so as to inflence their perception of him. He is very carefl abot how he comes across to the people he is interacting with. Charles scores as average in terms of being honest and rle-following. He will sally adhere to company norms, vales, and policies on his job. As manager, Charles is generally considerate of the feelings of sbordinates and responsive to their concerns. He sally listens to employees when they express personal problems, althogh he will not get overly involved. He is comfortable with tried-and-tre work practices and procedres. Charles does not make sdden changes or readily alter his problem-solving style withot adeqate jstification. He prefers familiar tasks and assignments. He has an optimistic otlook on most things. Charles will sally look for positive attribtes in the people he works with and the sitations he works in, even problematic ones. As a manager, Charles tries to motivate sbordinates to see ftre work possibilities as attainable throgh concerted effort. He is systematic and orderly in his work. He shold be comfortable managing job-related data and information. Charles is generally sre of himself and what he can do on the job. He has faith in his performance potential and ability to handle most problems capably on his job. As a manager, Charles lets his sbordinates know what is expected of them, monitors their performance, and gives them contingent feedback as needed. He tries to set p a smooth-rnning infrastrctre where roles, expectations, and performance standards are well-defined. As a manager, he can work closely with others to psh for employee involvement and grop-based goals, bt he is also comfortable working with employees one-on-one. copyright 2012 Resorce Associates Page 6 of 10

7 He is ordinarily togh-minded and objective when appraising information and making decisions. Charles will sally base his conclsions and actions on facts and data, not personal feelings or sentimentality. Charles has an above-average work drive. He is sally willing to work overtime and otherwise extend himself to meet the demands of his job and employer. copyright 2012 Resorce Associates Page 7 of 10

8 Developmental Concerns: He can sometimes be npleasant or difficlt to deal with when interacting with other people. Charles may need some feedback abot being more consistently pleasant and congenial in his interactions with coworkers. Charles may sometimes need to be more assertive in his leadership style. He cold be more directive and forcefl, especially in sitations involving challenges to his athority and when dealing with difficlt employees. He registers as being fairly emotionally reactive and lacking in resilience. Charles may not hold himself together well in highly stressfl job sitations, or when personal problems away from the job are weighing on him. People may avoid bringing Charles bad news or involving him in sitations where he might overreact. Charles cold, at times, make more effort to share information and ideas with his sbordinates and other organizational areas. He cold be more cheerfl and otgoing in some social sitations. Charles can sometimes give ndly positive presentations abot himself, his work, and his intentions. He cold be more straightforward and realistic in his job-based interactions. Charles scored at an average level on or measre of integrity. If he is hired, it is advisable to provide him with training that addresses ethical gidelines, examples of ambigos sitations, and the conseqences for violation of company rles and policies. Sometimes coming across as set in his ways, Charles may not be willing enogh to try and promote new practices and procedres on his job. Sbordinates may not feel comfortable sggesting ideas for improvement to him. He may not be receptive enogh to company-sponsored innovation or training and development activities. Charles can sometimes be too togh-minded in sitations where interpersonal sensitivity and empathy are called for. He cold be more considerate of and attentive to the feelings and concerns of the people he works with. copyright 2012 Resorce Associates Page 8 of 10

9 INTERVIEW QUESTIONS After reviewing the assessment reslts for this candidate, yo may want to condct a strctred interview to frther explore and clarify some specific concerns. The interview qestions listed below reflect areas of concern raised by the assessment reslts. Yo shold keep asking qestions ntil yo have gained confidence in yor assessment of the candidate. Yo can se some or all of these qestions when interviewing the candidate. Yo will probably want to cstomize these qestions to best fit yor style and what yo already know abot the candidate as well as the job for which s/he is being considered. Most of these are behavioral description items which ask the candidate to describe specific behavior on the job. Some additional probes which yo might want to se with individal qestions are: * When did this take place? * What factors led p to it? * What were the otcomes? * What did others in the organization say abot this? * How often has this type of sitation arisen? EMOTIONAL STABILITY Tell me abot a time when yo had to keep on working despite having some problem or concern weighing on yor mind. [Probes: How long did it go on? How was it resolved? How often has this kind of thing happened in the last six months?] Stress is a natral part of most work environments these days. Describe a sitation where some significant form of stress has impacted yo on yor job and how yo dealt with it. Describe a sitation where yo learned to live with something stressfl at work. INTEGRITY What wold yo do if yo discovered that a coworker had been taking home office spplies withot permission and withot telling anyone? Under what conditions wold it be acceptable to ignore or bend a company rle or policy? Describe what yo wold do if yor boss asked yo to keep qiet abot some data he or she was falsifying for the annal company report. Under what circmstances wold it be OK to claim a sick day (even thogh yo were not sick) to deal with a personal problem at home? OPENNESS Describe the most recent new job-related method, procedre, or techniqe yo learned and how yo felt abot learning it. [Probe for when and how often this occrred.] Tell me abot a time when yo recommended or implemented a better way of doing things at work. Describe a sitation where yo felt that contining demands to do new things on yor job lowered yor overall prodctivity or efficiency. copyright 2012 Resorce Associates Page 9 of 10

10 Describe yor plans (if any) for contined edcation, job-related training, or professional development yo have for the coming year. He is systematic and orderly in his work. He shold be comfortable managing job-related data and information. STRUCTURED VERSUS PARTICIPATIVE MANAGERIAL STYLE Describe yor approach as a manager of setting goals and objectives for the people who report to yo. As a manager, tell me abot yor approach for monitoring the performance and accomplishments of the people who report to yo. Describe whether yo empower the people who report to yo to fnction independently, and if so, how. TEAM-ORIENTED MANAGEMENT STYLE Describe yor team meetings with an emphasis on what yo do verss what yor employees do. What do yo think makes an effective team? What is the proper role of the spervisor or manager with a grop where the company emphasizes team principles? How do yo typically get employees to take an active role in the team? What types of things wold they do? To what degree have yo been sccessfl in getting employees to fnction as tre team members? What problems have yo had implementing team principles with yor department? TOUGH-TENDER-MINDED Describe a time when yo made an important decision based primarily on an objective analysis of facts and data. (Compare the candidate s answer on this qestion with answers to the next qestion in terms of level of detail and enthsiasm.) Describe a time when yo made an important decision based on yor personal feelings, vales, and intition. Describe a sitation where yo dealt with an employee (or peer) who was consistently negative in meetings or when interacting with other employees. What did yo do? What were the reslts? Describe a time when someone at work responded emotionally to something yo said or did. How did yo respond? What was the reslt? The information contained in this report is Resorce Associates, Inc. bsiness information intended only for the se of the individal or entities named above. If the reader of this report is not the intended recipient yo are hereby notified that any dissemination, distribtion or copying of this report is strictly prohibited. If yo have received this report in error, please notify s immediately at (800) or by sending to info@resorceassociates.com. copyright 2012 Resorce Associates Page 10 of 10