Registration Details. How to Interpret the Report?

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1 Mettl Leadership Assessment - Demo sample_report@mettl.com Test Taken on: June 14, :02:4 PM IST Finish State: Normal Registration Details Address: sample_report@mettl.com 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.. 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. 1 / 8

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 0% 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 sub-ordinates. Sees oneself as a member of the team and has the ability to facilitate discussions and idea generation. Directive Leadership: Exercises complete authority over sub-ordinates and maintains full responsibility for planning and execution of tasks, in line with own perception of priorities. Key Motivators Affiliation/Social Contact: Interacting with other people at work. Power: Accepting a leadership role, taking responsibilities, making decisions and being in-charge of the tasks at hand. NONE Strengths Areas of Development Creativity: Should try to look at situations with a fresh and unconventional perspective. Stress Tolerance: Needs to develop an optimistic and resilient attitude. Strategic Thinking: Be efficient and organized in one's work, develop confidence to effectively formulate objectives and implement plans for organization's growth and development. Dominant Leadership Styles 2 / 8

3 Participative Leadership Prefers to make decisions with the consensus of all sub-ordinates. Sees oneself as a member of the team and has the ability to facilitate discussions and idea generation. Advantages High group commitment & team spirit ; Immense flow of information & ideas ; Prefers two- way communication ; Equal participation of the whole team Disadvantages Difficulty in managing multiple perspectives ; May take a lot of time to organize information ;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 Recognizes the needs of the employees and entices them to perform tasks with incentives Motivated by Interacting with other people at work Directive Leadership Exercises complete authority over sub-ordinates and maintains full responsibility for planning and execution of tasks, in line with own perception of priorities. Specifies the standard of work required and deadlines to be met. Does not encourage advice or suggestions. Advantages Highly goal oriented, particularly concerned about results ; Adheres to rules & schedules ; Limited interpersonal conflicts Disadvantages High employee absenteeism and turnover ; One way communication ; Employee creativity is not explicitly fostered ; Overdependence on the leader Suitable Leading Style when Decisions need to be taken quickly, Team consensus isn t necessary ; The leader is an expert ; In a stressful or emergency situation, to direct confused employees ; Dealing with new staff Role in the Team Plans, instructs, implements, monitors & takes complete responsibility 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 / 8

4 LEADERSHIP COMPETENCIES Leading Change Creativity Innovation Management External Awareness Openness to Change 4 Stress Tolerance Strategic Thinking Vision 10 Creativity: Low Not very likely to be good at imagination and originality. May rarely be willing to consider new and unconventional ideas and solutions. Less likely to look at situations with a fresh and unconventional perspective. May rarely 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. Is somewhat diligent and on occasion may 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. Openness to Change: Moderate Moderately likely to be open to changes taking place in the organization and is somewhat comfortable working with and trying out new activities and experiences. May occasionally be able to effectively deal with change and can adapt reasonably well by being open minded and appreciative of new ideas which can contribute positively to work and working environment. 4 / 8

5 Stress Tolerance: Low Likely to get frustrated in difficult situations & gets discouraged by setbacks, not putting effort to ensure timely and efficient completion of tasks. Unlikely to remain optimistic and may give up if unsuccessful in some tasks. Cannot always actively cope with workplace stress and may sometimes become passive when faced with it. Strategic Thinking: Low Not likely to be very systematic and meticulous in one's work, rarely engaging in scheduling of work activities, organization of tasks and formulation of objectives and priorities. Not likely to always have a methodical approach to one s work, seldom thinking through one s actions carefully or implementing plans for the organization s growth with confidence. Vision: Low Likely to be not so effective at working with others and build a shared vision about the organization s growth and progress. May not always be very flexible and positive, and may sometimes be unable to influence and direct others to perform appropriately in order to achieve the vision. Leading People Conflict Management Managing Diversity Developing People Team Building 4 10 Conflict Management: Moderate Is moderately likely to be attuned to one's and others' emotions and is 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. Managing Diversity: Moderate Moderately likely to express positive feelings towards people from different backgrounds in terms of age, gender, religion and political views. Is somewhat comfortable working with people having different perspectives and may on occasion foster an inclusive workplace where individual differences are respected and valued. / 8

6 Developing People: Moderate Is moderately likely to contribute in encouraging and developing team members ability by providing occasional feedback and suggestions. Is somewhat able to lead and coordinate a team effectively. Is at times comfortable during social interactions, providing team members with adequate opportunities to learn. Team Building: Moderate Has a moderate ability to 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. Is moderately able to coordinate and cooperate with a team productively. Result Driven Accountability Decisiveness Problem Solving 10 Accountability: Moderate Moderately likely to be methodical, systematic and organized when carrying out tasks. Occasionally holds self and others accountable for high quality and cost-effective results. Is 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. Has an adequate sense of duty and complies with established systems and rules. Decisiveness: Low Not likely to always be effective at making well informed, effective and timely decisions as may not always be able to clearly understand and define the problem/situation, analyze the underlying assumptions of a situation, evaluate the available evidence and draw logical conclusions from it to reach an appropriate decision. Problem Solving: Low Not likely to be skilled at always solving problems, as may not always be able to identify and understand patterns and relationships amongst events, situations and apply this knowledge to strategically solve work-related problems. / 8

7 Building Coalition Partnering Influencing/Negotiating 10 Partnering: Moderate Is likely to be moderately social, occasionally choosing to spend time interacting in social groups to develop professional networks and establish contacts. Is somewhat cooperative, accommodating and uninhibited with a moderate ability to collaborate with people from different backgrounds to achieve one s goals. Influencing/Negotiating: Moderate Can 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 Open to Learning Interpersonal Skills 10 Integrity/Honesty: Moderate Moderately likely to behave in an honest and ethical manner by strictly adhering to moral and ethical codes while working. Is somewhat sincere and can occasionally 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 works towards personal growth and development occasionally putting in high degree of effort to improve oneself and learn and acquire more knowledge. 7 / 8

8 Interpersonal Skills: Moderate Moderately likely to be capable of identifying and understanding the dynamics of the organization as is somewhat amiable and occasionally enjoys working and interacting with people. Is 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. Can occasionally work efficiently with others as is somewhat accepting and trusting. Test Log 14 Jun, :00 pm Started the test with Personality Inventory 07:0 pm Finished Personality Inventory and started Critical Thinking of the test 07:0 pm Finished Critical Thinking and started Abstract Reasoning of the test 07:04 pm Finished the test 8 / 8