TALENT DNA REPORT Created by TalentMetrix For Sample. TALENTMETRIX Delivering Insights for Performance

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1 TALENT DNA REPORT Created by TalentMetrix For Sample

2 COMPETENCY ANALYSIS

3 APPROACH TO GROWTH PROJECT APPROACH PRODUCTION APPROACH PROJECT APPROACH: Chooses involvement in the design or invention of a new technology, or a new application of an existing technology over fine-tuning of an established system Embraces innovation and creativity in exploring new business functions or capacities Prefers to work on projects with a set timeline that allows them to produce a result and move on to a new challenge while others maintain the result and incrementally improve it Sensitive to the feelings and concerns of their co-workers and work to minimize conflict and stress in the work environment PRODUCTION APPROACH: Through repetition, refines/modifies existing procedures by making incremental changes Guards against failure by utilizing existing processes with minor changes in order to accomplish the desired result Open to suggestions from others but retains authority to make the final decision Sensitive to how others will react to his decisions and takes steps to send a clear and thorough message that addresses concerns and conveys expectations

4 COMMERCIAL ACUMEN PROFIT CONSCIOUS IN A MANAGEMENT ROLE MAKES PROFITABLE RECOMMENDATIONS IN A CONTRIBUTOR ROLE PROFIT CONSCIOUS IN A MANAGEMENT ROLE: Sees generating organizational profit as the primary concern of the business will place all other concerns as secondary to profit generation and will adopt a big picture view (beyond single function concerns) Has a realistic grasp of the financial aspects of the organization, shows responsiveness to the need for economies and cost control Focuses on approaches and manages resources to enhance overall organizational profitability Takes action/decisions based on their contribution to overall profitability MAKES PROFITABLE RECOMMENDATIONS IN A CONTRIBUTOR ROLE: Makes a proactive effort to choose the decision or action or recommendation that will be most profitable Understands the economics of their processes, as well as those of their customers Uses their knowledge of the business and the market to weigh options so the desired results can be accomplished most profitably Values practicality in getting the job done and will not add unnecessary frills or extras that could compromise the bottom-line Manages resources wisely and is familiar with methods to control costs

5 TEAM MANAGEMENT TEAM ORIENTATION DIRECTS & CONTROLS IN A BUSINESS UNIT DIRECTS & CONTROLS IN A CORPORATE SETTING TEAM ORIENTATION: Forges working relationships and alliances with others in order to achieve the desired result Works collaboratively in a group and will give others the benefit of the doubt Comfortable putting group goal ahead of his/her own and will offer support where he/she can Supports joint ownership and shared recognition for results DIRECTS & CONTROLS IN A BUSINESS UNIT: Hands on, face to face style of management Clear communication including occasional repetition/reinforcement if necessary Coaching less experienced individuals and giving them a chance to develop their skills and contribute to the organization Reviewing/monitoring to ensure that deviations from the goal can be quickly identified and corrected DIRECTS & CONTROLS IN A CORPORATE SETTING: Directive style of management delegates tasks basis evaluation of capability Allows subordinates to operate independently so long as they produce desired results - removes/replaces non-performers Clear communication of expectations, priorities, guidelines and timelines Sets reviews and monitors to ensure that deviations from the goal can be quickly identified and corrected

6 CHANGE MANAGEMENT TAKES INITIATIVE IN A BUSINESS UNIT TAKES INITIATIVE IN A CORPORATE SETTING TAKES INITIATIVE IN A BUSINESS UNIT: Willing to take to take the lead on problems or opportunities without prompting Remain alert to potential obstacles and manage plans based the same will prepare contingencies to deal with obstacles so that the outcome is not jeopardized When confronted with a gap/problem, will take it upon themselves to find a solution and implement the same within their sphere of influence Changes the present status by installing targeted, selective changes that provide real added value to the organization TAKES INITIATIVE IN A CORPORATE SETTING: Willing to take to take the lead on problems or opportunities without prompting Changes the present status by installing targeted, selective changes that provide real added value to the organization will not change for the sake of change Recognizes that change cannot be immediate in a complex corporate structure but persists with initiating improvements to the status quo Provides the voice, backing and resources for subordinates to create & implement the change

7 RESULT ORIENTATION TAKES PERSONAL RESPONSIBILITY IN AN INDIVIDUAL CONTRIBUTOR ROLE TAKES RESPONSIBILITY FOR RESULTS AS A CORPORATE MANAGER TAKES RESPONSIBILITY FOR RESULTS AS AN ENTREPRENEURIAL MANAGER TAKES PERSONAL RESPONSIBILITY IN AN INDIVIDUAL CONTRIBUTOR ROLE: Demonstrates an attitude and commitment to take personal responsibility for team results Comfortable admitting mistakes and will work to change the approach to prevent mistakes from repeating Will take up the slack when others efforts are not sufficient to achieve the targets in the desired timeframe without reproach or negativity TAKES RESPONSIBILITY FOR RESULTS AS A CORPORATE MANAGER: Takes personal responsibility for results, even if all elements are not fully under his/her control - will not try to shift blame or point fingers Willing to make tough decisions regarding reassignment or removal of non-performers Functions as a generalist and will work through others Will not insert themselves into the process of others in order to ensure a result Disciplined in collecting and analysing key performance measures to determine deviations TAKES RESPONSIBILITY FOR RESULTS AS AN ENTREPRENEURIAL MANAGER: Takes personal responsibility for results, even if the results are achieved indirectly - will not try to shift blame or point fingers Understands the need to work through others and as a result, makes optimal use of available personnel and develops their potential Disciplined in collecting and analysing key performance measures and responds quickly with action steps when needed Focus on the result not the effort measures success by what is accomplished, not by how hard people tried

8 KNOWLEDGE ASSIMILATION ABILITY TO LEARN THE BUSINESS DEVELOPS TECHNICAL COMPETENCE ABILITY TO LEARN THE BUSINESS: Demonstrates knowledge of current and possible future policies, practices, trends, and information that is critical to the business or organization Learns whatever is necessary in order to maximize effectiveness - remains attentive to, and tracks all critical success factors of the organization Applies knowledge of market, industry and competitors to implement value added solutions Sets up controls and monitors to provide feedback in critical areas for effective, ongoing management DEVELOPS TECHNICAL COMPETENCE: Enjoys learning and is intellectually curious Has a strong desire to continuously improve knowledge, skills and abilities Stays abreast of technical developments in his/her field by reviewing professional publications, newsletters and other current information Incorporates professional expertise into current projects and new initiatives in order to enhance productivity

9 COGNITIVE SKILLS PRACTICAL INTELLIGENCE ANALYTIC ABILITY PRACTICAL INTELLIGENCE: Enjoys learning and expanding the breadth and depth of his/her understanding on a variety of subjects Able to quickly absorb new information and relate it to past learning Comfortable dealing with abstract concepts and relationships Able to learn through various learning mechanisms (reading, listening, observation, practice) ANALYTIC ABILITY: Objective and neutral when analysing information to avoid making false assumptions Uses a wide variety of sources in an attempt to obtain complete information before making a decision Takes the necessary time to digest the information and weighs the accuracy of the same to come to logical conclusions Uses inductive and deductive reasoning to arrive at logical decisions

10 PLANNING PRIORITIZES TASK THROUGH LOGICAL ANALYSIS TIME MANAGEMENT WILLINGNESS TO DEAL WITH MULTIPLE TASK PRIORITIZES TASK THROUGH LOGICAL ANALYSIS: Gathers necessary information to appropriately integrate new demands or requirements into his priorities Prioritizes and assesses situations or tasks with the intent of committing time to the most critical or key objectives regardless of personal preference Defers time urgent but less critical issues and will not prioritize on the basis of attention grabbing emergencies TIME MANAGEMENT: Matches the team s best resources with the most promising opportunities and top priorities and then reviews that deployment on a regular basis Reprioritizes work efforts based on changing situations and emerging issues Keeps internal biases from distorting reality when analysing workload demands Responds to shifting priorities while maintaining progress of regularly scheduled work Evaluates competing priorities and focuses on those most closely linked to the achievement of business objectives WILLINGNESS TO DEAL WITH MULTIPLE TASK: Uses a systematic follow-up plan Embraces time and data management tools that enable him to stay on top of objectives in a timely and cost-effective manner Organizes his effort and resources as a means to effectively accomplish an end result. Juggles several projects efficiently

11 DECISION MAKING DECISION MAKING EFFICIENCY DECISION MAKING ACCURACY DECISION MAKING EFFICIENCY: Quickly collects & analyses key information and makes timely decisions basis the same Relies heavily on past experience as a reference point for decision making Conducts risk & failure analysis to ensure that decisions will not significantly miss the mark Initiates prompt actions to avoid wasting time or missing opportunities DECISION MAKING ACCURACY: Makes thorough, well-researched decisions that account for and are compatible with overall goals and priorities Will not sacrifice major needs or long-term objectives to make decisions that are easier or more convenient to carry out Spends time studying issues and weighing the pros and cons of alternative approaches prior to making decisions Searches for all relevant/important information, even if the information is very difficult to obtain

12 LEADERSHIP INSPIRES ACCOUNTABILITY AND TEAMWORK INSPIRES ACCOUNTABILITY AND TEAMWORK : Helps others to understand key priorities by repeatedly articulating the goals and how each contributes Gains a following by understanding what motivates or satisfies different people and adjusting to meet those needs Runs interference and fights for resources for his group while passing credit to the individual contributors Develops champions who are capable of acting self-sufficiently

13 MOTIVATIONAL ANALYSIS

14 TASK MOTIVATORS PRODUCE EXCELLENT RESULTS - THE DRIVE TO REACH NEW LEVELS OF ACHIEVEMENT IN BUILDING SYSTEMS THAT PRODUCE TANGIBLE OUTPUTS; THRIVE ON CHALLENGE TO IMPROVE RESULTS DEVELOP EXPERTISE - THE DRIVE TO DEVELOP PERSONAL COMPETENCE AND EFFECTIVENESS AND INCREASE PERSONAL SKILL LEVELS; COMMITTED TO PRODUCING QUALITY RESULTS PRODUCE SHORT TERM RESULTS - THE DRIVE TO ACCOMPLISH AN INCREASED VOLUME OF USEFUL OUTPUTS; STRIVE FOR QUANTIFIABLE RESULTS

15 RELATIONSHIP MOTIVATORS MEET INTERESTING PEOPLE - THE DRIVE TO MEET, INTERACT WITH, AND UNDERSTAND SUCCESSFUL, UNIQUE, OR ACCOMPLISHED PEOPLE AVOID PERSONAL REJECTION - THE DRIVE TO ACQUIRE LONG-TERM, FULLY TRUSTWORTHY, 'LOYAL' RELATIONSHIPS AVOID OFFENDING OTHERS - THE DRIVE TO MINIMIZE PAINFUL RELATIONSHIP OUTCOMES BY RESPECTING THE VALUE OF ALL PEOPLE

16 INFLUENCE MOTIVATORS INFLUENCE OTHERS - THE DRIVE FOR INFLUENCE AND THE POWER TO ACCOMPLISH GREATER OUTCOMES THAN ONE COULD DO PERSONALLY ADVISE OTHERS - THE DRIVE TO ENHANCE ONE S PROFESSION, FIELD OF ENDEAVOUR, OR BELIEFS, INCLUDING THE DEVELOPMENT OF OTHERS TO SPONSOR THEM

17 INFLUENCE MOTIVATORS GETS RECOGNITION - THE DRIVE TO EARN AND RECEIVE THE PERKS OF SUCCESS; THE NEED TO BE SEEN AS SUCCESSFUL AS A CONSEQUENCE OF PRODUCING SIGNIFICANT RESULTS BE VISIBLE - THE DRIVE TO BE INCLUDED AND INVOLVED AND NOT EXCLUDED FROM KEY ACTIVITY, INCLUDING THE NEED TO BE CLOSE TO THE CENTRE OF ULTIMATE DECISION MAKING

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