Performance Assessment Network

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1 Performance Assessment Network New Workforce Inventory John C Doe Organization: headquarters Date: 1/5/01 3:49:32 PM Admin Id: A Tester Id: T Copyright 2000 The Kingwood Group, Inc. All rights reserved. 1

2 Introduction The New Workforce Inventory The New Workforce Inventory (NWI) is a self descriptive personality inventory designed to measure and profile six dimensions that are critical to success in today's customer focused, fast paced, continually changing organizations: Customer Orientation Conscientiousness Teamwork Flexibility/Adaptability Innovation Openness to Learning Each Dimension is further divided into two to four important facets that make up that dimensions. Your Personal Report will provide you with a score on each of the six dimensions and show how you did on each of the facets. To help you make the most of this valuable feedback, you will be provided with general descriptions of typical characteristics of people who score high or low on each dimension. Facet definitions and descriptions are also provided to help you interpret your profile. On the pages that follow, you will see reference to "person high (or low) on this..." dimension or facet. These descriptions refer to the extremes of each scale.¹ While the high end of the scale is generally described more favorably, the particular profile that is most effective will vary from organization to organization and from job to job. A thorough study of the requirements of your organization and job using the Job Requirements Questionnaire will help you identify the most appropriate NWI profile. For any given job, being low on a particular dimension or facet may be acceptable where strength in other dimensions or facets are more important to job performance. Indeed, in some instances, being excessively high on a dimension or facet can reflect an over reliance on that style, resulting in performance that is not as effective as it could be. A detailed description of each of the dimension facets can be found in the Appendix to this report. These definitions and descriptions will be of use to you when focusing on the specific characteristics that help influence your scores on each dimension. ¹As a general rule of thumb, "low" refers to the 25th percentile and below, "high" refers to the 75th percentile and above. The middle percentile range can be considered "typical." 2

3 Dimension Summary The chart below is a summary of your scores on the six dimensions that make up the New Workforce Inventory. The solid bars show your results compared to others who have taken the NWI. Dimension scores of 25 or less should generally be considered low compared to others, while a score of 75 or more would be considered high. Scores in the middle are generally considered to be typical. While all of the dimensions are likely to be of some interest to you, the ones that really count will vary from job to job. The best use of the NWI is in conjunction with the NWI Job Requirements Questionnaire designed to tell you which dimensions are most important to your job and which are less important. Dimension Score Customer Orientation 62 Teamwork Orientation 19 Flexibility/Adaptability 29 Openness to Learning 96 Innovation 50 Conscientiousness 67 3

4 Customer Orientation Most successful organizations focus intensely on meeting the needs of their customers. Particularly, those with direct contact with internal and external customers must be able to support this customer oriented focus. Customer Orientation includes enjoying personal interaction with others, a strong concern for others, sensitivity to their needs and a desire to help them meet their needs. Customer oriented individuals also enjoy determining the needs of others and then persuading them to invest time and money in products or ideas designed to meet those needs. Persons scoring high in Customer Orientation are friendly and gregarious, motivated to deal effectively with others, listen to what others are saying and respond to their needs. They are consistently courteous and slow to become impatient and angry. They are confident in influencing others and enjoy closing a sale. Persons scoring low in Customer Orientation, by contrast, tend to be aloof, are easily bothered or annoyed by others, and are often impatient when dealing with others. They are often described as being unfeeling and are not inclined to be caregivers. Low scoring individuals tend to be reluctant to assert themselves and generally avoid situations where they may have to sell others on their ideas. Facets Score Friendliness 77 Concern 36 Sales Orientation 62 CUSTOMER ORIENTATION SUMMARY 62 See appendix for facet definition. Your overall score on the Customer Orientation is in the range of scores considered average. While you generally like helping and servicing others, there are times when clients or customers, particularly the difficult and demanding ones, may be viewed as annoying and bothersome. 4

5 Teamwork Orientation Today s jobs are increasingly being designed and organized around teams. Teamwork measures the individual s comfort with and enthusiasm for working with others as a member of a team. Persons scoring high on this scale enjoy and are effective working in group or team settings. Described as cooperative and collaborative, these individuals are supportive of group members, acknowledge and praise others for their good work and take pride in the group s accomplishments. They are comfortable in group settings where no one person is formally in charge. Persons scoring low in Teamwork believe groups are less effective than the same people working as individuals. They find working in teams to be frustrating because of the team s slowness in making decisions, its tendency to water down individual expertise, and the reduced individual accountability for decisions and actions. These persons believe more in the use of skilled individuals rather than groups to get things done. Facets Score Cooperation 79 Affiliation 11 Team Problem Solving 11 TEAMWORK ORIENTATION SUMMARY 19 See appendix for facet definition. Your overall score on the Teamwork dimension suggests that you would rather work independent of others and be evaluated on your own merits or contributions. You typically avoid group or team meetings whenever possible and see them as not very productive and a waste of time. 5

6 Flexibility/ Adaptability The most prevalent constant in modern organizations is change. Change may occur in organizational objectives, in work procedures, or in the makeup of work teams. Flexibility/Adaptability includes a style of openness to and acceptance of change, willingness to compromise, ability to switch directions quickly with a minimum of lost effort, and displaying resilience when change is imposed, especially when it causes personal inconvenience. Persons scoring high in Flexibility/Adaptability are willing to try new approaches, are accommodating and accepting of change and adapt effectively to new circumstances. They are comfortable working on multiple tasks at the same time. They do not feel excessively bound by tradition or narrow job descriptions. Persons scoring low in Flexibility/Adaptability are inclined to believe that change is often poorly thought out and is implemented haphazardly. They believe that change should be made only when absolutely necessary and that it is better to stay with what has proven to work well, until it is proven that it will no longer work. They agree with the expression If it isn t broken, don t fix it. These individuals prefer to work on one task at a time until each is completed. Facets Score Flexibility 36 Adaptability 31 Mobility 8 Multi Tasking 81 FLEXIBILITY/ ADAPTABILITY SUMMARY 29 See appendix for facet definition. Your overall score on the Flexibility/Adaptability dimension is in the range of scores considered average. You often question the need for changes made in work processes and procedures and wonder why people can't stick to the "tried and true" ways of doing things. While you are generally willing to adjust to changes in work priorities and demands, you are reluctant to keep jumping from one project or activity for what seems to be no apparent reason. Given the right opportunity, you might be willing to relocate to another job or location, but would prefer to stay at your present job and site. 6

7 Openness to Learning This dimension is a companion to the Flexibility/Adaptability scale. Highly effective organizations have learned that for them to adapt well to change, members of the organization must continually learn new skills and philosophies. Openness to Learning includes curiosity about the world and an appreciation for the value of knowledge and learning for its own sake. Openness to Learning is also associated with a desire to constantly improve one s own knowledge and skills, even when they don t directly pertain to the immediate task or job assignment. Persons scoring high on Openness to Learning like to read, take courses, learn new skills and pay attention to current events. They are generally interested in new learning experiences and are interested in new and different ideas and ways of thinking. Persons low in Openness to Learning prefer to stay with what they know best. They see learning mostly as a means to an end. All else being equal, they would rather devote their time to other pursuits that interest them more. Facets Score New Ideas 85 Job Skills 96 OPENNESS TO LEARNING SUMMARY 96 See appendix for facet definition. Your overall score on the Openness to Learning dimension suggests that you thoroughly enjoy learning new things and improving your job related skills. You see constant learning as part of the job and enjoy any opportunity to further your knowledge and education. You seek out any learning or development activity that enhances both your job and career skills as well as your general knowledge about what is going on in the world around you. 7

8 Innovation Some jobs place a premium on being able to come up with innovations and new ways of looking at problems and solutions. Also, some organizational environments are characterized by lack of clear cut procedures and roles. In these situations, Innovation is a desirable trait to exhibit. Persons scoring high in Innovation enjoy experimenting with new ideas and applying novel approaches to solving problems. They enjoy being on the leading edge. They deal well with ambiguity and are independent thinkers. They are often nonconformist in their thinking and are imaginative and creative. They often make suggestions for improvements at work. They may be regarded at times as impractical and unrealistic and may not be highly objective or analytical. Persons low in Innovation are more oriented toward practicality, using approaches that have been tested and proven. They prefer to refine and improve an existing process than to replace it with a completely different process. They tend to view daydreaming and brainstorming as wastes of time. Compared with someone high in Creativity, their approach to decision making is usually more rational, analytical, and objective. Facets Score Style 25 Wide Interests 84 Problem Solving 47 INNOVATION SUMMARY 50 See appendix for facet definition. Your overall score on the Innovation dimension is in the range of scores considered average. While you may occasionally come up with original ideas or suggestions, you would not be considered particularly creative or imaginative by your friends and associates. You are also typical of most others when it comes to your level of outside interests and knowledge. 8

9 Conscientiousness Even though organizations and jobs evolve over time, organizations continue to consistently value Conscientiousness highly. Conscientiousness includes styles of thoroughness in one s work, accepting responsibility, willingness to work hard and a focus on achieving results. Persons scoring high on this scale put substantial effort and enthusiasm into their work; they like working and they work hard. They are self starters, results oriented, and assume responsibility for achieving organizational goals and objectives. They persevere in overcoming obstacles to achieve results. They tend to accept authority and follow rules and procedures well. They are meticulous in making sure the details are correct and in doing things the right way. Persons scoring low in Conscientiousness are not as deeply involved in their work. They put limits on the amount of effort they will put into their work. They tend not to be detail oriented and are less likely to plan in detail. They may avoid personal responsibility for achieving results. Facets Score Work Ethic 16 Energy 81 Achievement 90 CONSCIENTIOUSNESS SUMMARY 67 See appendix for facet definition. Your overall score on Conscientiousness is in the range of scores considered average. Typically, you work hard, give an honest effort, and keep busy, but from time to time you may be somewhat lax in your work activities. You want to achieve success in your career but it is not a top priority in your life. You often have to be told what to do rather than initiating work on your own. 9

10 Performance Assessment Network New Workforce Inventory FACET DEFINITIONS Copyright 2000 The Kingwood Group, Inc. All rights reserved. 10

11 CUSTOMER ORIENTATION FACETS The Customer Orientation dimension is comprised of the following three facets: Friendliness A high score on this facet demonstrates a warm and friendly demeanor. These individuals genuinely like people and enjoy their company. Individuals who score high on this scale enjoy personal contact with customers and clients. High scoring individuals are described by others as being warm, friendly, and gregarious. Individuals scoring low on this aspect often avoid personal contact and have difficulty forming close attachments. Those persons scoring low are often described as unfriendly, aloof, and cold. This is an important facet for those jobs requiring constant and close contact with clients or customers (internal or external), particularly where the communication represents initial contact with the organization or where the customer requires help or service (e.g., customer service representatives, counter sales and service workers, floor sales and service personnel). Concern High scores on this facet demonstrate a genuine concern for the health and welfare of others, particularly those less fortunate. People scoring high on this facet need and want to help assist others. These people are seen as care givers to others. High scoring individuals are described by others as being nurturing, caring, sympathetic, and altruistic. Persons scoring low on this facet do not have the patience or understanding needed to care for others. Those individuals scoring low are often described as uncaring and unsympathetic. This is an important facet for those jobs requiring constant contact with individuals who are ill or dependent on others (e.g., health care, child care, elder care). Sales Orientation Individuals who score high on this facet enjoy and seek out situations where selling related skills can be used, such as determining others needs, persuading others to buy a product or service, and closing (concluding) the sales process. High scoring individuals are described by others as confident, aggressive, and helpful. Those persons scoring low are reluctant to assert themselves in personal contact situations and have difficulty dealing with rejection. Individuals scoring low are often described as being passive, overly sensitive, and unfriendly. This is an important facet for any job requiring the sales of products or services (e.g., field sales personnel, telemarketers, counter and floor salespeople). 11

12 TEAMWORK The Teamwork dimension is comprised of the following three facets: Cooperation High scores on this facet indicate that individuals get along well with others and are willing to collaborate with them in meeting unit and organizational goals. High scoring individuals are described by others as being team players, compromising, and as doing more than their fair share of the work. Those individuals scoring low on the facet are viewed as overly competitive and uncompromising. They typically insist on getting their own way. This is an important facet for those jobs that require working closely with other units or departments and where consensus is valued. Affiliation Individuals who score high on this facet enjoy the company of others and like working closely with others in the workplace. They are positive and reinforce the contributions of others. Described as affable and friendly, they prefer those settings that bring them in contact with other individuals. Individuals who score low on this facet typically prefer working alone or independently. They are seen as loners and groups or teams make them feel uncomfortable. This facet is important for those jobs where the individual works in close proximity to others and getting along is an important job qualification. Team Problem Solving A high score on this scale indicates that the person actively participates in team settings. These individuals are willing to assert themselves and take an active role in team oriented efforts aimed at solving problems and improving work processes and procedures. These individuals maintain an open mind to the ideas and suggestions of others and enjoy working with others to solve problems. Individuals who score low on this facet feel that they have little influence or impact in group settings. They dislike participating in team meetings and see such sessions as a waste of time and effort. 12

13 FLEXIBILITY/ADAPTABILITY The Flexibility/Adaptability dimension is comprised of the following four facets: Flexibility Individuals who score high on this facet are able to adjust to day to day changes in priorities and demands. They thrive on variety and enjoy changes to their daily routine. Those persons scoring low on this facet prefer a regular routine and resist changes in priorities and schedules. They like knowing exactly what is expected of them at work. This facet is particularly important for those jobs where day to day changes in priorities and demands are a fact of life. A low score is predictive of success in jobs that require a great deal of routine. Adaptability High scores on this facet indicate that the individual is able to adjust to major changes in work processes and procedures, as well as strategic changes initiated by the organization. They see change as positive and like learning new things. They are described by others as being open minded and resourceful and adjust easily to changes such as new technology. Conversely, individuals who score low on this facet are seen as rigid and are hesitant to try new methods or approaches. They perform best in a stable environment. This facet is important for those working environments where major change and innovation is the norm. Mobility This facet examines the willingness of the individual to accept transfers (to other units, functions and divisions) and relocations (other geographical locations) that may be required by the organization. These people are seen as adventurous and enjoy experiencing new cultures and locations. They see most moves as fun and exciting. Those individuals who score low on this facet are most comfortable around familiar surroundings and view major moves with a great deal of trepidation. This facet is important for those jobs where individuals are expected to move or be transferred on a regular basis. Multi Tasking Individuals scoring high on this facet prefer working on multiple tasks (doing two or more things simultaneously) rather than doing one thing at a time. They prefer having many activities in the fire at the same time and become bored when faced with only one task to complete. People who score low on this facet prefer to do one task or project at a time. This facet is important for those jobs that require individuals to manage several tasks or activities simultaneously. 13

14 OPENNESS TO LEARNING The Openness to Learning dimension is comprised of the following two facets: New Ideas Individuals who score high on this facet are open to a wide range of intellectual pursuits. They have broad interests and see the gaining of knowledge as an end in itself. These people read often and enjoy studying and researching different topics and issues. They are often described by others as being studious, knowledgeable, and informed. People who score low on this facet are very passive learners who make little or no effort to broaden their knowledge and skills. This facet is important in those positions such as management where individuals must have a broad based knowledge of changes in the business world. Job Skills High scores on this facet are related to the person s ability and willingness to continuously update and improve job related skills. These individuals actively participate in activities (workshops, classes, professional associations) aimed at improving their professional and career skills. They are seen by others as competent and knowledgeable in the work they do. Individuals who score low on this facet are satisfied with their present level of knowledge and skill and dislike being sent to work related classes and seminars. They see little need to update their present skill level. This facet is important for those jobs where individuals are expected to continuously upgrade and improve their job related skills and knowledge or where considerable training and development is required. 14

15 INNOVATION The Innovation dimension is comprised of the following three facets: Style This facet measures the ability of the person to see problems in new and novel ways. High scores indicate unconventional or unorthodox thinking (i.e., thinking out of the box ). Described by others as being spontaneous, enlightened, and creative, these individuals have very active imaginations and are continually daydreaming about ways to do things better and quicker. Individuals scoring low on this facet tend to have few new ideas and seldom create anything new or novel. This facet is important for those jobs where individuals are expected to examine things in new or different ways and generate ideas viewed as creative. Wide Interests Individuals scoring high on this facet see themselves as competent in a wide range of activities. This high scoring individual has widespread interests and knowledge. They tend to know a lot about their work and profession and how things work and get done. They are described by others as being knowledgeable, intelligent and ingenious. Individuals who score low on this facet do very little to broaden their knowledge and expand their horizons. Their lack of knowledge and understanding prevents them from combining information and from seeing different creative possibilities. This facet is important for those jobs where individuals are expected to expand a field of thought or knowledge. Problem Solving This facet measures the individual s propensity or preference for solving problems and generating new ideas. High scorers enjoy solving problems and implementing solutions. They like to see their ideas put into practice and applied. They typically make a lot of practical suggestions and are viewed as problem solvers. Low scoring individuals either do not come up with very many new ideas or they fail to see those ideas through to fruition. Their ideas and solutions are seldom, if ever, implemented in the workplace. This facet is important for those jobs where individuals are expected to both generate and implement new and creative solutions. 15

16 CONSCIENTIOUSNESS FACETS The Conscientiousness dimension is comprised of the following three facets: Work Ethic Individuals with high scores on this facet believe in hard work and an honest day s effort. They are ambitious, self motivated, and require little or no direction from others. High scoring individuals are described by others as being responsible, reliable, and self starters. Individuals scoring low on this aspect are often undependable and inclined to not following through on commitments. These people often have problems with attendance and punctuality and require a high degree of supervision. This is an important facet for those jobs requiring high productivity and where little or no supervision is provided. Energy People who score high on this facet enjoy maintaining a high level of activity. They need to keep occupied and busy and enjoy working under pressure. High scoring individuals are described by others as being alert, active, and energetic. Low scoring individuals tend to be much more laid back and lethargic. They are seen as apathetic and indifferent. This is an important facet for those jobs requiring a high energy level for long and sustained periods of time and where the person must remain upbeat and positive. Achievement High scores on this facet indicate that the person has a high need to get ahead and be successful. They want to reach their long term career goals. These individuals have a history of being successful in a wide range of activities and are described as being ambitious and driven to success. For low scoring individuals, success is not viewed as being particularly important and they have relatively low career goals and aspirations. This is an important facet for those jobs seen as entry level but where the person is expected to progress and move into higher levels of responsibility. 16