Candidate: Calvin Smalley. Date: 01/09/2013

Transcription

1 Schedler Assessment Report 01/09/2013

2 Schedler Assessment Report Janary 09, /09/2013 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 Agreeableness Low Below Average Average Above Average High Assertiveness Company Loyalty Cstomer Service / Responsiveness Dependability Emotional Stability / Resilience Flexibility Integrity Managerial Hman Relations Optimism/Enthsiasm Self-Confidence Task Strctring Teamwork Work Drive Overall Cognitive Aptitde copyright 2013 resorce associates, inc. Page 2 of 7

3 Schedler Assessment Report Janary 09, 2013 Cognitive Aptitde Assessment Compared to general adlt norms sing standardized tests which were validated for a wide range of positions, we estimate Calvin's overall level of general intellectal aptitde to be in the percentile range. His individal aptitde levels are: Abstract Reasoning Nmeric Reasoning Verbal Reasoning Top 10%ile 50-59%ile 80-89%ile Calvin 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. copyright 2013 resorce associates, inc. Page 3 of 7

4 Schedler Assessment Report Janary 09, 2013 Personality Assessment Strengths: For the most part, he is agreeable and easygoing at work. Calvin will sally avoid disagreements, conflict, and argments with other people. He tends to have smooth working relationships with most people on the job. Calvin is sally viewed as being corteos and agreeable, nless he has to work with someone who is very difficlt and demanding. Calvin is strong-willed and assertive. He can readily bring his inflence to bear on other people and confront problems head-on. Calvin might enjoy a leadership position where he is responsible for the work otcomes of other people. Calvin tends to see the company and its managers as having good intentions. As sch, he will sally interpret company rles and policies as being reasonable, and he can accept the company mission as his own. He is not the type of person who wold promote negative attitdes abot the company among his co-workers or the pblic. Calvin is highly committed to providing qality service to cstomers. He tries to anticipate, meet, and follow-throgh on cstomer concerns and reqests. Calvin will serve as a good role model for sbordinates on cstomer responsiveness. Calvin can be conted on to perform his work in a highly trstworthy, reliable, and conscientios manner. Calvin makes good on his commitments, keeps his promises, and follows throgh on obligations to his employer and his cstomers. He can handle most ordinary types of job stressors and hassles. able to manage his emotions fairly well in demanding sitations. Calvin is moderately well -adjsted and He is stimlated by new approaches at work and not tied to the stats-qo. Calvin scores as having an above-average level of integrity. engage in qestionable or improper job behavior. He is nlikely to lie, deceive, cheat, or As a manager, Calvin sally shows respect for the feelings of sbordinates and sensitivity to their concerns and problems. He tries to make sbordinates feel valed and appreciated. Calvin is likely to se praise and recognition to motivate them. He takes many sitations and people at face vale, withot preconceptions or advance jdgments. While Calvin is sally optimistic abot most prospects and ftre contingencies, he is not gllible or nrealistic in his expectations. As a manager, Calvin is likely to be strctred and organized. He prefers to create work schedles, set goals, monitor tasks, and give contingent performance feedback to sbordinates. Calvin is moderately teamwork-oriented. He sally works cooperatively with other employees, bt also works well in sitations calling for individal contribtion and self-reliance. copyright 2013 resorce associates, inc. Page 4 of 7

5 Schedler Assessment Report Janary 09, 2013 With an above-average work drive, Calvin works energetically and persistently to flfill job responsibilities. He is sally willing to extend himself, when necessary, to meet heavy or irreglar job demands, inclding working long hors. copyright 2013 resorce associates, inc. Page 5 of 7

6 Schedler Assessment Report Janary 09, 2013 Developmental Concerns: In stressfl sitations, he can sometimes come across to others as disagreeable or difficlt to get along with. Calvin may need to make more of an effort to be corteos and pleasant in all of his interactions with others in the workplace. He can sometimes be npleasant or difficlt to deal with when interacting with other people. Calvin may need some feedback abot being more consistently pleasant and congenial in his interactions with coworkers. Calvin can sometimes be too aggressive or overbearing. He may occasionally need to se a more respectfl, low-key style in his interactions with other people, especially in a cohesive team where all members operate on the basis of eqality. Calvin may have difficlty keeping his emotions nder control when sbjected to high levels of job pressre and strain. He may become stressed ot by factors that most employees in this job take in stride. He may be too concerned with doing things differently and introdcing new procedres in the workplace, even when no one has qestioned the vale of established methods. Calvin 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. He cold, at times, contribte more actively to teamwork and cooperation in the workplace. If this job reqires close collaboration among employees to achieve shared goals, Calvin might benefit from training on team principles. copyright 2013 resorce associates, inc. Page 6 of 7

7 Schedler Assessment Report Janary 09, 2013 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/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. SELF CONFIDENCE Describe a sitation at work where yo were nsre of yorself. How often does this happen? What sort of things case yo to feel lack of confidence? What did yo do abot it? What has the otcome been? 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. 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 2013 resorce associates, inc. Page 7 of 7