Candidate: Randall Jones. Date: 09/24/2013

Transcription

1 Maintenance Technician v2 Assessment Report 09/24/2013

2 09/24/2013 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 Low Below Average Average Above Average High Agreeableness Assertiveness Conscientiosness Cstomer Service / Responsiveness Emotional Stability / Resilience Extroversion Integrity Openness Optimism Orderliness Self-Confidence Self-Directed Learning Teamwork Work Drive 2013 resorce associates, inc. Page 2 of 9

3 Test Technical Drawing Percent Correct Score 100% Correct This score is considered to be: High Score Explanation of this Percent Correct Aptitde Score The scoring for tests like this one is based on a percent correct calclation which is total nmber of correct answers divided by total nmber of qestions on the test. The candidate has ample time to complete each qestion, so it is possible to achieve a 100% score. Lower scores sggest the candidate will make a high nmber of errors on the job. Their basic skills in this topic area are probably lacking. If hired, yo need to consider on-the-job training in this topic area. Higher scores sggest the candidate is less likely to make mistakes of this type on the job. Their skills are adeqate to good, so they can probably improve accracy as they practice tasks on the job - especially if yo give them feedback abot errors as they occr dring job performance. We offer the following gideline: 0% to 50% correct 51% - 70% correct 71% to 85% correct 86% to 100% correct Low Score Below Average Above Average High Score Most companies are simply trying to weed ot candidates who wold have the most troble handling job tasks of this natre. If that is the case, yo need to think abot what is the lowest Percent Correct score yo will tolerate. If errors are not particlarly costly to yor operations, then yo may be able to accept candidates who score in the Below Average range. Some companies are trying to enhance the overall qality of their workforce with the se of standardized aptitde testing. If this is the case for yor company, then we advise that yo accept candidates in the Above Average or High categories. If errors of this natre case very serios problems in yor company, then yo shold only hire people who score in the High category resorce associates, inc. Page 3 of 9

4 Aptitde Assessment 3-D Math for Indstry Mechanical Reasoning Pattern Series test of Abstract Reasoning Reading Comprehension Overall Aptitde 0-10% Percentile Range Top 10% Explanation of Aptitde Scores In This Table: The aptitde scores in this table reflect percentile rankings -- not percent correct on the test. For example, if a person scores 80-89%ile on a specific test in this report, it means that they scored at least as well or better than 80-89%ile of the norm grop, bt not as high as abot 10-20%ile of the norm grop. So, higher scores are better than lower scores. The Overall Cognitive Aptitde is an average score (an average for the standardized scores) for all of the separate aptitde tests 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 resorce associates, inc. Page 4 of 9

5 Personality Assessment Strengths: He prefers to get along smoothly with other people and to have harmonios working relations. Randall is sally amiable and good-natred in his interactions with coworkers and other people. Randall tends to be fairly modest and npretentios in his dealings with other people. mild-mannered and sally goes along with the wishes of others. He is He is very conscientios and trstworthy in his work habits. Randall will perform his job in a reliable manner that others can depend on. He is also carefl, methodical and systematic in the way he organizes and carries ot tasks and assignments. He is abot average in terms of emotional stability and coping skills. Randall can deal effectively with most normal forms of job stress and strain and not let his emotions ndermine his job performance. Randall is sally introverted and able to work qietly on the tasks at hand. He has fairly well developed concentration and does not need extensive interaction with coworkers. Randall registers as having a sond level of integrity and honesty. He is nlikely to do things which others wold consider to be improper, immoral, or dishonest. Randall is likely to perform his work in a manner flly consistent with company rles and policies. He is qite honest and ethical on the job. Randall will make decisions in a professional manner withot compromising integrity. He is typically open to new ways of doing things on the job and is receptive to most forms of organizational change and innovation. Randall is motivated by opportnities to learn new job -related knowledge, skills, and abilities. He is fairly attentive to what goes on arond him and often keeps a close watch on sitations that cold be problematic. Randall will not be deceived by false promises or blindsided by nexpected negative developments. He will not rsh to expend valable resorces on qestionable projects. He is very systematic and orderly in his work. Randall shold be good at managing information and keeping things organized. Randall consistently emphasizes teamwork and interdependence in his relationships with co -workers. He will pitch in and work toward shared goals and common objectives. Randall is willing to extend himself to meet pressing demands at work. He has a high level of work drive. Working overtime or ptting p with a demanding schedle will not be a problem for him resorce associates, inc. Page 5 of 9

6 Developmental Concerns: Randall may sometimes be too accommodating or prone to go with the flow in sitations where a more assertive approach is warranted. In meetings and conversations where critical isses and plans are being discssed, he may avoid taking a stand for what he believes in. Similarly, he will rarely initiate any type of confrontation, which may leave some problems nresolved. He cold enhance his level of cstomer service orientation. Randall may need to show more concern for cstomer satisfaction on a consistent basis. He may have some difficlty handling high-pressre work sitations. Randall may not be able to handle a lot of stress on this job, particlarly on a prolonged basis. Randall may be ncomfortable with work tasks and settings reqiring extensive social interaction. He may sometimes be too qiet, impersonal, or reserved. Randall may occasionally be too pessimistic and inclined to expect negative otcomes on his job. He cold, at times, be more pbeat abot ftre prospects and otcomes of crrent problems. Some people may feel that Randall is too qick to conclde that a soltion to a problem is nattainable. His self-confidence is below-average. Randall may occasionally stew and brood abot things too mch. He may sometimes get hng p on self-dobts and not be as decisive or as efficient as he needs to be on his job. Randall is fairly insecre and lacking confidence in himself or his job performance capabilities. He sometimes worries and frets abot things too mch, which cold make him indecisive or slow to take definitive action. Randall's self-confidence score is below-average. He may worry abot nresolved isses too mch, at times, and have dobts abot his personal efficacy on the job resorce associates, inc. Page 6 of 9

7 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? ASSERTIVENESS Describe a time when yo took charge of a difficlt sitation in yor organization and trned it arond into a sccess. Describe a time when yo spoke p on a matter of importance to yo, even thogh yo knew it wold not be well-received or when others in the company opposed yo. Tell me abot a time yo took the initiative to get a project started or to complete it in a timely manner. What wold yo do if yo felt that yor boss had been ignoring yo or not paying attention to yor ideas? Describe a time when yo sccessflly confronted a problem sitation that others had troble dealing with in the past. Tell me abot a time when yo effectively negotiated with pper-management to get them to accept yor recommendation over the recommendations of others. CUSTOMER SERVICE No matter how hard yo try, some cstomers are rde, annoying, or impossible to please. Describe the most difficlt cstomer yo have had to deal with and what efforts yo made to accommodate him or her. Describe a sitation where yo went above and beyond yor job description to make a cstomer satisfied. [Probes: What did yo do? What was the otcome? How often has this type of thing happened in the last year?] Tell me abot a time when yo had to reconcile competing demands from the cstomer with company demands or needs. Tell me abot a time when a cstomer gave yo a difficlt problem to solve resorce associates, inc. Page 7 of 9

8 There are limits to how far an employee shold go to try to satisfy cstomer demands and reqests. Describe the criteria yo se to decide when that limit has been reached. EMOTIONAL STABILITY/RESILIENCE 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. ETROVERSION Describe a sitation when yor ability to commnicate made a difference in the otcome of a project, assignment, or task at work. Tell me how mch time yo wold ideally like to spend each day in meetings and discssion grops on the type of job for which yo are applying. All of s have different styles of interacting and commnicating with other people. Describe a sitation where yor style did not mesh well with that of another employee. [Probe: How did yor styles differ? What problems did this lead to? What adjstments did yo make?] Give me an example of a presentation that yo have made where the adience was not particlarly interested in the topic. What did yo do? What were the reslts? OPTIMISM Sometimes it helps to prepare for the worst and try to anticipate potential problems at work. Describe a time when yor concerns abot possible ftre problems were jstified. What wold yo say to a coworker whom yo felt was being naïve or gllible abot some new job they were considering? If asked, what advice wold yo give? How do yo personally gard against nrealistically high expectations at work or being blindsided by nanticipated problems? ORDERLINESS Tell me abot a time when yo organized the elements or parts of a project into a larger whole and came p with an integrated system. Describe how yo se details to make plans and develop long-term strategies. Tell me abot a time when yo were so focsed on details that yo got bogged down and spent too mch time on a task or assignment. Describe yor approach to doing long-range planning and strategic development on yor job. SELF CONFIDENCE Describe a sitation at work where yo were nsre of yorself. How often does this happen? 2013 resorce associates, inc. Page 8 of 9

9 What sort of things case yo to feel lack of confidence? What did yo do abot it? What has the otcome been? 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 resorce associates, inc. Page 9 of 9