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CONFIDENTIAL |
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Assessment report for Mr Sam Sample
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Produced by Selby & Mills in partnership with Example Organisation
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| Report Date Monday 8th August 2011 |
| Norm Group = General population |
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No liability can be accepted by the interpreter or by Selby & Mills Limited. |
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All rights reserved. |
TYPE
A summary of the candidate’s psychological type profile is provided below. This is presented in a conventional form. The first scorechart below presents information in raw score which we advise you to use when interpreting the profile. Below this scorechart is a summary of the candidate’s likely behaviour, presented for clarification and counselling purposes. Below that are shown the sten scores which should be used if the comparison with the reference group is an important component of your considerations.
Preferences : INTP
Score |
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100 |
Extraversion |
Introversion |
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100 |
Sensing |
INtuition |
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80 |
Thinking |
Feeling |
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100 |
Judging |
Perceptive |
Primary = T |
Auxiliary = N |
Tertiary = S |
Inferior = F |
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Working style
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Preferred Work Environment
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Intellectual and inventive |
Involves design rather than implementation |
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Strengths
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Weaknesses
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Strongest characteristic is facility for generating ideas |
Can become blinkered to the broader appreciation of people |
| Extraversion/Introversion |
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| Sensing/INtuition |
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| Thinking/Feeling |
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| Judging/Perceptive |
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| Uncertainty |
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RELATIONSHIPS
The candidate’s scores on this component of the questionnaire are presented below. It is probably valuable to consider the differences between each pair rather than thinking in terms of why a very high or very low score has been achieved. The composite scales at the bottom of this page are a summary of the candidate’s responses with respect to their general preference for involvement with other people, called sociability, and the extent to which they are able to take independent action when in contact with other people, called pro-activity. Finally, their tendency to respond to their perception of others needs and wishes, rather than take independent action (called re-activity) is provided
CORE SCALES
| Involvement Of Others |
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| Inclusion With Others |
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This person will be very interested in involving others in their work and will be keen to work alongside others most of the time. They will generally seek to work in collaboration with other people. |
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| Power |
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| Delegation |
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This person will be keen to assert control over events, issues and people around them. They will also be able to respond enthusiastically to requests for assistance and instructions for activity from other people. They can give and receive instructions very comfortably. |
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| Warmth |
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| Shyness |
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This person will apply an appropriate level of warmth to most work relationships and will only rarely be effusive and highly demonstrative in their relationships at work. They will also respect others and display a moderate level of respect for others peace and quiet. |
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COMPOSITE SCALES
| Sociability |
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This person displays a high level of sociability and may be uncomfortable working alone and unsupervised for substantial periods. They may sometimes spend so much time with others that their productivity might be affected, although this may only occur relatively infrequently. |
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| Proactivity |
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This person will sometimes produce proactive ideas and suggestions and take initiatives as well as responding positively to requests for assistance from others. They are able to give and take initiatives as well as respond effectively to others. |
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| Reactivity |
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This person will enjoy switching focus and dealing with short term issues which arise. Their reactivity is a genuine strength, although this could occur at the expense of occasional work priorities. They will not enjoy a job role in which they have little room to react to changes in the situation in which they are working. |
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VALUES
In this section the 14 Values which are assessed are clustered into 6 groups for reporting purposes. The clusters will assist the evaluation of candidates in relation to specific areas of work activity. They have emerged as the result of the analysis of the work values of people in many different jobs and careers. So, someone who aspires, for example, to a managerial career may be expected to display strong values in the Management Values cluster, amongst others.
An individual's Values are changeable with circumstances and experience, and the profile provides a useful summary of the person's state at the time of the assessment.
JOB VALUESJob Values are characteristic of those who seek a single job for now, rather than a progression of jobs, which we call a career. Such people are concerned to produce results now and to do so regularly and reliably.
Work Ethic
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They work hard at most things with which they are involved, and display a highly responsible approach. Work is important to them, and they may be in danger of sacrificing other activities in pursuit of work success. They will be concerned with task achievement, and not relax until success is achieved. |
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Task Orientation
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Such people work hard to complete things once agreed upon, and are regarded by others as achieving objectives reliably. They will work hard to observe deadlines, and will require the same of their colleagues. They are likely to sacrifice the comfort of a group in pursuit of the achievement of the task. |
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Need To Achieve
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They probably strive for frequent success, and revise the goal once success has been achieved. It is difficult to satisfy such people, and they will set tough standards for both themselves and others at work. They are probably seen by others as successful, and value this highly. |
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People Values are characteristic of those who seek work where being in contact with other people in a team is the priority and working as a valued member of the group is important.
Sociability
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They probably enjoy the company of others, and prefer harmony for their effective work performance. They may become uncertain if working alone for long periods, and probably find the warmth of others an important ingredient for their work success. |
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Inclusion
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They very much enjoy working as a member of a team, and value the support of others to aid and maintain their effective performance. Such people will be recognised as somewhat of a 'joiner' in groups in which they participate, and will enjoy working with a group because of the mutual support which it provides. Solitary work for long periods would be unlikely to suit them. |
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Management Values are characteristic of those who want responsibility for results as well as events, issues and people around them. They want to be in charge.
Responsibility
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Others will characterise them as trustworthy and reliable. They will be willing to accept responsibility without substantial recognition, because they believe that people should behave in a responsible manner. This will be a characteristic of their behaviour. |
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Leadership
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Such people value being in charge, and probably find themselves in such a position in many areas of activity. Some who may resist them may say that they are dominant, although they would maintain that they are trying to provide direction for others. They easily take on leadership tasks and enjoy these. |
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Professional Values are characteristic of the more innovative and irregular roles which people seek to undertake. The challenge is the appeal and such people will not value routine activity.
Innovation
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Such people enjoy the idea of ideas, and are probably reluctant to do the same thing twice. For them experimentation is a source of pleasure, and they may sometimes cause frustration to some of the more pragmatic of those around them. Routine may frustrate them. |
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Intellectual Demands
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Such people are probably intellectual in their approach to issues, and value logic and analysis highly. Others will recognise the originality of their approach to topics, and enjoy the exchanges involved in intellectual debate with them. For such people, it is important to find work which challenges them intellectually. |
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Risk Taking
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They enjoy excitement in their work, and probably need adrenalin in order to perform effectively for long periods. They are very prepared to take on things that other people feel are too difficult, and this will be a characteristic of their work behaviour. |
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Organisation Values are characteristic of some management roles and those seeking a secure, stable and predictable work environment, where people know their 'place' and where they 'stand'.
Stability
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Their work will be characterised by a predictable and orderly approach to most things that they undertake. They will be regarded as a reliable work colleague , and will seek colleagues who are similar. Ifthey find themselves in highly ambiguous situations, they will experience anxiety and doubt. |
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Structure
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They clearly value structure and clarity of expectation considerably. They are probably necessary requirements for such to work effectively, and it seems likely that they will work hard to obtain clarity from others and to provide it to others. If they do not know the environment in which they are expected to work, or the protocols, they may experience anxiety and uncertainty. |
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Status
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They value the visible status afforded by success. For them title and position are important, since they form part of the basis of the respect others may show them. They value this, both for themselves and others, and will work hard to achieve it. |
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Personal Values are characteristic of those who seek to learn and grow as a key part of their work experience and to apply the newly acquired knowledge and skill to what they do.
Training & Development
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Their work will be characterised by being longer term and probably strategic in its approach. They will value the acquisition of understanding highly, and encourage this quality in others. For such people as this learning never ceases, and it may be hard for others to understand the value they place upon it at times. It is unlikely, therefore that they would flourish for long in work roles which involve a very short term approach. |
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Big 5
This section presents a summary of results in relation to five basic characteristics of personality. They have often been called the ' big five' because they provide an indication of the preferences for behaviour which are likely to guide the person’s development and display of competence at work.
Openness To New Experience
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They will normally, although not always, be comfortable in novel and untried situations and when having experiences which are not necessarily traditional or always familiar. High levels of uncertainty will unsettle and they may turn to someone for reassurance. This is a medium level result. |
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Conscientiousness
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Their responses indicate that they will generally be reliable and well organised, taking care to produce what has been agreed on schedule and to budget. Others are likely to rely on them most of the time. This may only slip occasionally when they are under extreme pressure. This is a strong result. |
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Extroversion
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Their responses indicate that they are sociable, friendly, fun-loving and talkative. They probably do not shy away from many social situations and enjoy their involvement with other people. There may even be times when they enjoy being involved with others to the relative exclusion of their work activity. |
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Agreeableness
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They will be good natured and courteous to others, although they are capable of being critical and judgemental if they disagree with what is occurring. In this respect they may occasionally fail to raise queries quickly enough or they may intervene very fast. This depends upon what else is going on at the same time. This capacity to step back from the group and be critical is very valuable, although they may need to sometimes temper the way in which they intervene. This is a medium result. |
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Nervousness
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They probably prefer a relatively high level of definition and structure in their work activity and may be unsettled by significant change. Therefore, it is wise if they seek out work and career direction which allows them to understand clearly others' expectations of them and also to know when they have achieved effective results. |
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MENTAL STATE
In this section the 10 component characteristics of work disposition are presented, which provide an indication of how this person will approach work. The results can be used to identify what kind of work in what kind of organisation might suit them most closely.
Curiosity
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They find experimentation very interesting and there are times when this takes priority over producing a result or completing a task. |
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Conventionality
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In general, they will seek practical results, being content to produce successful outcomes. It is unlikely that they will be distracted by novelty or the appeal of doing something differently for its own sake. |
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Organisation
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In general, they will display the capacity to control events, issues and people around them in order to produce the results to which they have committed. They will only occasionally become distracted or allow others to control what occurs. |
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Spontaneity
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They are likely to respond quickly and directly to perceived need, although they will probably also temper their response with the pressures of existing priorities. This is a strength. |
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Sociability
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This will be a strength and they will temper the extent to which they undertake this in the light of their own work priorities. Their communications will be fluent and will be easily understood. |
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Privateness
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They do not boundary their work very clearly and will allow others to become involved without resistance. They respond enthusiastically to requests from others. |
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Critical
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They are likely to be decisive about what they need to do and they then pursue this, allowing few distractions. They are open to the ideas of their close and trusted colleagues, but these will be relatively few. |
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Sympathetic
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They are likely to be interested in other people's points of view and will take the needs of the wider organisation into account when making a decision. However, they are selective and can reject others' points of view at times, asserting their priorities over them. |
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Tense
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They are likely to prefer to work to clear goals and objectives and to use formal channels of communication when working with others. This may occasionally cause slight conflict at work. |
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Calm
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Their drive can be slightly affected by pressure around them, and their confidence may be diminished by consistent criticism over time. However, these qualities will be recognised by others much of the time. |
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WORK COMPETENCIES
Presented here are the candidate's 10 highest and 10 lowest scoring work competencies, based upon the 130 competencies within our directory. Each Sten score is accompanied by a small piece of text to indicate the likely behaviours which are associated with the result which they have obtained.
Taken together, these are likely to provide an indication of the detailed work areas and activities to which they may be suited. Remember that no-one can score very highly on every competency.
HIGHEST RATED COMPETENCIES
RISK TAKING
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Always tries new approaches and actively seeks the best solution. | ||
CONSULTING ORIENTATION
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They are likely to assist others to clarify issues in a non-directive way. This means that they will not take the decision for them but assist them to reach a conclusion which is a very important asset for them at work. | ||
THINKING AGILITY
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Thinks quickly, clearly and incisively, incorporating divergent ideas into sound and successful judgements. Such people may be seen as decisive by others. | ||
BUSINESS DEVELOPMENT
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Values non-client responsibility highly, applies management skills to the internal management of the business and enjoys taking on an internal authority role, works effectively with peers. | ||
AMBITION
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Their ambition and achievement drive are undiminished by setbacks. They can be persistent and durable in spite of considerable challenges and frustrations. | ||
WHOLE BUSINESS APPROACH
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Values the work which integrates the activities of people from different units to achieve complex goals. | ||
CORPORATE AWARENESS
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Always perceives the impact and implications of activities on other parts of the organisation. | ||
ORGANISATIONAL ACCEPTANCE
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Generally complies with policies and procedures. Will seek agreement before instituting changes. Aware of the impact of their own role on corporate policy. | ||
PRIORITY MANAGEMENT
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Priorities are used intelligently as a guiding framework and priority tasks are rarely, if ever, relinquished without considerable effort being made to avoid compromise with respect to quality or budget. | ||
STATUS
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They value visible success and rewards which accrue from that. Status is important to them and they may be materialistic. | ||
LOWEST RATED COMPETENCIES
SELF-DISCIPLINE
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This person will follow agreed procedures and priorities much of the time, although they sometimes neglect some of the endplay or details if they do not see the topic as a priority. | ||
HUMILITY
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Has difficulty accepting own shortfalls, preferring not to admit to mistakes. May not see value in learning from mistakes. | ||
IMPARTIAL
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Has difficulty keeping an open mind. Often lets their personal opinions and views influence decisions. | ||
PROFESSIONALISM
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Tries to handle issues responsibly, but sometimes with a lack of concern for others and is less aware of conflicts of interest. | ||
DETAIL CONSCIOUS
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Less attracted to work which involves the accurate handling of administrative matters than to practical issues. | ||
EMPATHETIC
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Is sometimes not aware of others' feelings and can sometimes ignore them when dealing with them. | ||
FAIRNESS
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They tend to live for the present and do not plan far ahead, placing reasonable expectations on both others and themselves. They can relax and enjoy themselves, living for the moment when they trust those who are around them. | ||
RETICENT
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They are positive and confident in initiating contact with others which is an asset for their future career. | ||
DETACHMENT
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Their involvement with others will be a major feature of their work activity and they may fail to display detachment at times when their work would otherwise benefit. Takes care not to become too involved with other people over their issues, since this could subtract from their effectiveness with respect to their own. | ||
SALES ORIENTATION
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They are not naturally sales oriented and although they may value business relationships will only do so when they are to mutual advantage. Therefore, sales for their own sake do not particularly interest them. | ||
WORK COMPETENCIES
This section presents the candidate’s results in relation to 130 work competencies, which cover most areas of work activity. Each Sten score is accompanied by a small piece of text to indicate the likely behaviours which are associated with the result which they have obtained. These are likely to provide an indication of the detailed work areas and activities to which they may be suited.
Remember that they cannot score very highly on every competency. The value to be derived from this section lies in identifying the few significant competencies which provide valuable insight into the detailed areas of work activity in which they will be most successful and effective. These are likely to be the higher scoring competencies.
ADAPTABLE
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Will adapt easily, displaying an interest from the time change is first raised. Values understanding the background to the need for change. | ||
ADMINISTRATION
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May handle the routine aspects of information flows throughout their function, including delegation. | ||
AMBITION
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Their ambition and achievement drive are undiminished by setbacks. They can be persistent and durable in spite of considerable challenges and frustrations. | ||
APPROACHABLE
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They probably communicate easily at all levels, in a way that others find straightforward to understand. Others will feel able to approach them, either to clarify, query or to question what they have communicated to them. This is a genuine strength. | ||
ASSERTIVE
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Tend to generate their own direction and will be difficult for others to influence. Can be assertive in many situations, causing others to seek their advice. | ||
ATTITUDE TO AUTHORITY
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Pursues agreed goals until they are achieved; displays considerable tenacity and consistency. | ||
BUSINESS DEVELOPMENT
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Values non-client responsibility highly, applies management skills to the internal management of the business and enjoys taking on an internal authority role, works effectively with peers. | ||
BUSINESS JUDGEMENT
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Has an easy and fluent understanding of the wider business context, develops commercially creative ideas easily and effectively. | ||
BUSINESS ORIENTATION
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Extremely results oriented and will work hard to deliver results through others, maintaining a wide network of relationships in order to ensure that appropriate people are available when needed. | ||
CAN JUGGLE WITH SENSITIVITY
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Competently handles many issues at one time, accurately recognises the impact of extraneous subjects. | ||
CHANGE MAKER
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They are active in the production and development of new ideas. Innovation is particularly attractive and leads to practical outcomes. They are attracted to complex issues and will put in effort to identify solutions. | ||
CHARISMA
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Such people may be enthusiastic about many topics of work and others will sometimes find them hard to resist, particularly when the enthusiasm clearly falls within their job responsibilities. | ||
CLARITY
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They will be keen to achieve clear results with most things they undertake. They will enjoy work in a well structured organisation. Clarity of purpose and some repetition in their work will not trouble them, so long as they produce effective outcomes. | ||
CLIENT SENSITIVE
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Always gives value for money whilst protecting the company's interest and the need for equity in relationships. | ||
COACH
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They enthusiastically support others to learn from experience and grow towards their potential. | ||
COMMERCIAL ASTUTENESS
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Is often attracted to carry out individual marketing activities and will work hard to obtain business for the company from existing and new clients for the business as a whole, especially to cross sell throughout the whole business and not within one specialist area. | ||
COMMERCIAL AWARENESS
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Has an easy and fluent understanding of the wider business context, always gives value for money whilst protecting the company's interest and the need for equity in relationships. | ||
COMMERCIALISM
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Will respond to work pressure and keen to seek new business opportunities. Can raise performance when necessary and is interested in exploiting new opportunities. | ||
COMMITMENT
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Conscientious and conventional, putting personal commitment before personal self-interest. | ||
COMMUNICATION STYLE
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May be direct and confident in challenging others, using logical and analytical approach. Communicates easily in verbal and written media. | ||
COMMUNICATOR
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A confident and socially skilled person who communicates easily and effectively with a wide ranging and diverse group of work contacts, perhaps providing the social skills which enable others who are less comfortable to settle easily in diverse work groups. | ||
COMPANY WORKER
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Such people place very high value on the social content of their work and are highly committed to results being achieved through the team and for which the team takes credit rather than an individual. Probably very loyal. | ||
COMPLEXITY
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They will enjoy unravelling complicated issues and value this kind of challenge. They may sometimes find this diverts them from their key tasks at work. | ||
CONFIDENCE
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Self contained, fits in well, relatively unaffected by pressure and aware of own limitations. Will work effectively in a group where each member has a clear responsibility. | ||
CONSULTING ORIENTATION
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They are likely to assist others to clarify issues in a non-directive way. This means that they will not take the decision for them but assist them to reach a conclusion which is a very important asset for them at work. | ||
COPES WITH PRESSURE
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Performs satisfactorily under pressure, and adjusts over time to adversity or disappointment. | ||
CORPORATE AWARENESS
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Always perceives the impact and implications of activities on other parts of the organisation. | ||
CORPORATE COMMUNICATION
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Always picks out important information and actively involves themselves in the process of listening. High quality communication occurs as a result of their evidence gathering activities. Will describe goals in understandable terms to which people can commit themselves. | ||
COST CONTROL
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Somewhat concerned to control costs and provide clients with value for money. | ||
CURIOUS
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New ideas and improvements are adopted as a matter of course. Effectiveness is prized above expenditure of effort, although effort will not be stinted when needed. Such people push to achieve objectives and strive for success. | ||
CUSTOMER RELATIONS
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They give and take in their relations with customers, all the while remembering their key business objectives. They give time to relations when work priorities permit. | ||
DECISIVE
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Sometimes willing to make a decision despite the incompleteness of information available. | ||
DEDUCTIVE REASONING
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Although logic will be used at the beginning of consideration, intuitive processes are also taken into account and wide ranging data may be considered. Although their approach is generally thorough, their reasoning may not be strictly logical. | ||
DELEGATION
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Endeavours to use other people to handle resources effectively although they may monitor activities closely. | ||
DETACHMENT
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Their involvement with others will be a major feature of their work activity and they may fail to display detachment at times when their work would otherwise benefit. Takes care not to become too involved with other people over their issues, since this could subtract from their effectiveness with respect to their own. | ||
DETAIL CONSCIOUS
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Less attracted to work which involves the accurate handling of administrative matters than to practical issues. | ||
DETERMINED
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Difficult to deflect from the priority, may raise performance in a crisis and will not be deflected from logical and systematic approach. | ||
DIPLOMACY
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They generally take care to communicate understandably and effectively, allowing opportunities for others to come back and question them. This is a general strength. | ||
DISCIPLINE
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Can criticise colleagues but prefers not to. Can discipline others although this may well be a source of discomfort. | ||
DRIVE
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Very keen to produce results and will persist with complex problems, raising their work rate when under pressure. | ||
EMPATHETIC
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Is sometimes not aware of others' feelings and can sometimes ignore them when dealing with them. | ||
ENERGY
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Displays moderate energy and enthusiasm. Sometimes continues when others are slowing down. | ||
EVIDENCE BASED
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They are likely to form clear ideas and be decisive, needing considerable reason to change their approach. They may be stubborn at times. | ||
EXPLORER
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Novelty is attractive to them and they will be keen to have the opportunity to explore alternative approaches to achieving their goals. | ||
EXTERNAL IMAGE
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Often provides the vision and acts as an effective ambassador and mentor to subordinates, develops the business through empowering colleagues. | ||
EXTERNAL RELATIONS
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They will undertake and enjoy external representation, developing effective relations with clients and customers alike. They will only occasionally find this conflicts with their work priorities. | ||
FAIRNESS
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They tend to live for the present and do not plan far ahead, placing reasonable expectations on both others and themselves. They can relax and enjoy themselves, living for the moment when they trust those who are around them. | ||
FIRM BUT FAIR
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They maintain generally high standards but may ask more of themselves than they do of others. They may be easy-going with those with whom they are familiar and a little harsher with some of the others. | ||
FLEXIBLE
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Adapts well to change, will sometimes seek out changing circumstances. | ||
FUTURE ORIENTATION
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Confident and perceptive, however will link what may occur in the future with the main objectives in the present and does not lose sight of the present goals. | ||
GOAL ORIENTATION
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Wants clear and achievable objectives which will form the basis of work activity. Goal orientation is clear and consistent most of the time. | ||
GOOD HUMOUR
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May struggle, but attempts to keep morale high during times of difficulty. Usually judges when humour is appropriate. | ||
HARD WORKING
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Can be ruthless, sets high standards and is reactive to problems. Tactical rather than strategic. | ||
HUMILITY
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Has difficulty accepting own shortfalls, preferring not to admit to mistakes. May not see value in learning from mistakes. | ||
IMPARTIAL
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Has difficulty keeping an open mind. Often lets their personal opinions and views influence decisions. | ||
IMPRESSIVE
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Appearance and behaviour is generally appropriate to the situation, creates a good first impression. | ||
INCISIVE
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They will see to the heart of most issues and endeavour to translate these into tasks to be achieved. There will be some careful consideration before decisions are reached. | ||
INDEPENDENT
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Is sufficiently independent to act on their own convictions provided the opposition is not too strong. | ||
INFLUENTIAL
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Influences others comfortably and enjoys doing this. Moderate conflict does not deflect from objective. | ||
INITIATIVE
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Strongly influences others and causes things to happen, will act decisively even when there is no external pressure. | ||
INNOVATION
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Strongly attracted to producing innovative solutions to practical problems. | ||
INTEGRITY
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Handles confidential documents sensitively, although might not always be aware of the need to do so. | ||
INTERPERSONAL SENSITIVITY
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Often picks out important information and is active in the process of listening. | ||
INTERPERSONAL SKILLS
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Mixes very easily with people, is always friendly and non threatening, converses easily. | ||
INTERPRETS OTHERS' BEHAVIOUR
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Quick to reach conclusions about another person's activity, related to current priorities, with incisive interpretations. | ||
JOB ACHIEVEMENT
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Generally observes high standards which are maintained even under pressure; this extends to include work relationships which are sustained under almost all circumstances. | ||
JUDGEMENT
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They evaluate options carefully before reaching their decision and will only occasionally allow work pressures to rush this process. They will value judgement above many things. | ||
KEEN TO DELIVER
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Extremely commercially aware and will maintain a high level of performance, even when the pressure is not on; senses urgency before it impacts and makes the impending need for increased performance obvious to those around them. | ||
LEADERSHIP
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Displays natural leadership qualities, reflected by a high level of enthusiasm and confidence, plus a genuine desire to take responsibility. | ||
LOGIC AND ANALYSIS
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Evaluates data within possible scenarios and endeavours to investigate the causal linkages before devising an action plan. | ||
LOYAL
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They are likely to be expedient and less conventional, putting equal weight on self-interest and commitment to the organisation. | ||
MACRO AWARENESS
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Often aware of changes in the economic, social and political environment likely to affect the job or the organisation, quite well informed. | ||
MANAGEMENT PROFESSIONALISM
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Understands job and demands intimately, maintaining appropriate distance from other people and seeking and reflecting very high standards of work. | ||
MANAGEMENT STYLE
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Prefers to monitor activities in a direct way, follows up the results of delegated assignments through established procedures. | ||
MOTIVATION
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A high level of satisfaction is derived from the job which they do, and their responsibility level. | ||
NEGOTIATION
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Able to be considerably assertive, although judges sensitively when this will be appropriate. Wins other person over without relinquishing own objective. | ||
OPEN MINDED
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Is willing to consider new possibilities, but may encounter difficulties when required to consider the views of others. | ||
ORGANISATIONAL ACCEPTANCE
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Generally complies with policies and procedures. Will seek agreement before instituting changes. Aware of the impact of their own role on corporate policy. | ||
ORGANISATIONAL AWARENESS
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Very sensitive to corporate issues and shows considerable political and organisational awareness. Understands the ramifications of decisions for own activity and is sensitive about how to handle these. | ||
ORIGINAL
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Novelty will be of interest to them although they will take care not to wander too far from the well trodden path. They will value having the option to explore, although they may not always take advantage of this. | ||
PEOPLE DEVELOPMENT
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They are clear about the benefits to the organisation of people who develop their potential. They encourage others to do this and try to do this for themselves. Only occasionally are they distracted from this by other priorities. This is a strength. | ||
PEOPLE ORIENTATION
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Always concentrates their attention on leading, managing, developing and motivating staff so that they demonstrate their full capability. | ||
PERFECTIONISM
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May well fail to get tasks completed to high standards. Does not place much emphasis on quality. | ||
PERSISTENT
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Persists until the objective is achieved, puts in the effort to achieve the predetermined target. | ||
PERSONAL IMPACT
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Makes a strong first impression through expressing strongly held beliefs quickly and clearly to other people, as well as explaining the logic behind the opinions. | ||
PERSONAL RELATIONS
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Their work relations will be one of the areas that they give priority attention to and others will come to them for advice about their relationships. This is likely to be a strength. | ||
PERSONAL STANDARDS
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Ensures that all the work with which they are involved has clear goals and standards for performance. Drives self and others consistently to achieve these; will not tolerate conflicts of interest and is generally regarded as a valued professional. | ||
PERSONAL STYLE
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Extremely sociable and spends most of their time in contact with others; self awareness may diminish if forced to work alone for long periods, but is generally careful to behave appropriately with others. | ||
PERSUASIVE
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Presents ideas and facts in a convincing manner, and persuades others through a variety of means. | ||
PLANNING AND ORGANISING
|
Sensitive and alert to consequences of impact of events on others and will take appropriate steps to improve any problems which may occur. Plans effectively. | ||
PRACTICAL
|
They will prefer to avoid novelty and enjoy well structured situations where the achievable is the focus. They will only occasionally be distracted from this. | ||
PRAGMATIC
|
They are likely to be practical in most of what they do and therefore be concerned about workable results. On the other hand, some issues will attract their interest and experimental attention and they will take an idealised approach to them. How they will work with any particular issue is difficult to predict. It depends upon the extent to which it has personal appeal. | ||
PRIORITY MANAGEMENT
|
Priorities are used intelligently as a guiding framework and priority tasks are rarely, if ever, relinquished without considerable effort being made to avoid compromise with respect to quality or budget. | ||
PROBLEM SOLVING
|
Plans well in advance with a high level of detail to reflect the schedule and the available resources. | ||
PROFESSIONALISM
|
Tries to handle issues responsibly, but sometimes with a lack of concern for others and is less aware of conflicts of interest. | ||
PROFIT FOCUS
|
Often focuses on profitable activities and mostly achieves the objectives. | ||
QUICK TO LEARN
|
Able to pick up new skills and techniques but may take time to get into their stride. | ||
REALISM
|
They are interested in possibilities for change and improvement at work and will think about these, possibly experimenting at times. Whilst basically realistic, they can be distracted into less down to earth approaches. | ||
RELIABILITY
|
In general, they can be relied upon to deliver their agreed plans. Although there may be times when they re-think elements of what they do, their reliability will generally be highly consistent. | ||
RESPONSIBLE
|
Regards commitments as the foundation of relationships and therefore will rarely, if ever, let anyone down. Expects the same from others. | ||
RESPONSIVENESS
|
When they see a need to resolve an issue they are probably quick to act, displaying decisiveness and a clarity of purpose which others find easy to follow. They probably respond to requests for help very quickly and enthusiastically. | ||
RETICENT
|
They are positive and confident in initiating contact with others which is an asset for their future career. | ||
RISK ASSESSMENT
|
Confident at weighing up and quantifying risks at both an individual and company level. | ||
RISK AVERSION
|
May occasionally pursue non-core job role requirements for a short time, if they think circumstances require it, following which they will return to core activity. | ||
RISK TAKING
|
Always tries new approaches and actively seeks the best solution. | ||
SALES FOCUS
|
Has a preference for tasks which allow quick outcomes. Is relatively persistent although can have difficulty coping with severe disappointments. | ||
SALES ORIENTATION
|
They are not naturally sales oriented and although they may value business relationships will only do so when they are to mutual advantage. Therefore, sales for their own sake do not particularly interest them. | ||
SECURITY
|
Their work benefits from a clear role in the organisation structure. Sudden change may be unsettling to them. | ||
SELF-DIRECTED
|
Chooses key issues and attends to them, only rarely allowing others to determine priorities. Will maintain strong commitment to chosen priorities. | ||
SELF-DISCIPLINE
|
This person will follow agreed procedures and priorities much of the time, although they sometimes neglect some of the endplay or details if they do not see the topic as a priority. | ||
SENSITIVE
|
Is effective in one-to-one situations and prefers this to a large group setting, feels more able to express themselves fully in the small group context. | ||
SERVICE ORIENTATION
|
Always establishes and maintains an easy and comfortable working relationship with client management, provides a full and timely service. | ||
STAMINA
|
Whilst their achievement drive is strong, frequent disappointments and frustrations may cause them to change their priorities because they may otherwise run out of stamina. | ||
STATUS
|
They value visible success and rewards which accrue from that. Status is important to them and they may be materialistic. | ||
STRATEGIC AWARENESS
|
They will recognise the potential in all situations and will consider problems as opportunities for action rather than obstacles to progress. Their style will be characterised by their awareness of complex factors and the reviewing of situations from many angles. | ||
STRESS TOLERANCE
|
May react in a variety of ways when put under pressure, and adjusts slowly to adversity or disappointment. | ||
STRUCTURE
|
They prefer clear work structures, status and objectives. When these are in place they feel they work most effectively. They may be unsettled by prolonged change and uncertainty. | ||
TASK ORIENTATION
|
Relatively task orientated and keen to deliver effective results. Uses almost all available resources in order to produce effective results. | ||
TEAM DEVELOPMENT
|
Team work is important to them although they will not be deflected from achieving their key work objectives. | ||
TEAMWORK
|
Contributes as an effective group member, operates effectively in a multidisciplinary environment. | ||
TECHNICAL ORIENTATION
|
Genuinely enjoys in-depth work on complex issues and may regard managing people as a distraction from such tasks. Highly task oriented. | ||
THINKING AGILITY
|
Thinks quickly, clearly and incisively, incorporating divergent ideas into sound and successful judgements. Such people may be seen as decisive by others. | ||
THOUGHT INSPIRING
|
Their primary focus is to motivate and influence others and direct them towards a goal irrespective of resistance. | ||
TOLERANCE
|
Has difficulty tolerating mistakes made by others. May well have difficulty accepting that new skills take time to learn. | ||
TOLERANCE OF AMBIGUITY
|
Adjusts to changing situations, responds positively to new ideas. | ||
TRAINING AND DEVELOPMENT FOCUS
|
Endeavours to include subordinates' views in discussions and supports them where possible towards goal achievement. | ||
VIGILANCE
|
Strongly motivated to maintain high standards and behave consistently at all times. Shows considerable compassion and empathy to colleagues. | ||
WHOLE BUSINESS APPROACH
|
Values the work which integrates the activities of people from different units to achieve complex goals. | ||
WILLINGNESS TO ASSIST
|
Willing to help and support others, although it may not always be a natural preference. | ||
WORK ETHIC
|
A consistent emphasis on hard work occurs and is reinforced by praise for people who display these values in their behaviour. | ||
WORK COMPETENCIES
This section presents the candidate’s results in relation to 130 work competencies, which cover most areas of work activity. Each Sten score is accompanied by a small piece of text to indicate the likely behaviours which are associated with the result which they have obtained. These are likely to provide an indication of the detailed work areas and activities to which they may be suited.
Remember that they cannot score very highly on every competency. The value to be derived from this section lies in identifying the few significant competencies which provide valuable insight into the detailed areas of work activity in which they will be most successful and effective. These are likely to be the higher scoring competencies.
Applied/Practical
ADAPTABLE
|
Will adapt easily, displaying an interest from the time change is first raised. Values understanding the background to the need for change. | ||
ADMINISTRATION
|
May handle the routine aspects of information flows throughout their function, including delegation. | ||
HARD WORKING
|
Can be ruthless, sets high standards and is reactive to problems. Tactical rather than strategic. | ||
LOYAL
|
They are likely to be expedient and less conventional, putting equal weight on self-interest and commitment to the organisation. | ||
ORGANISATIONAL ACCEPTANCE
|
Generally complies with policies and procedures. Will seek agreement before instituting changes. Aware of the impact of their own role on corporate policy. | ||
PERFECTIONISM
|
May well fail to get tasks completed to high standards. Does not place much emphasis on quality. | ||
PRACTICAL
|
They will prefer to avoid novelty and enjoy well structured situations where the achievable is the focus. They will only occasionally be distracted from this. | ||
PRAGMATIC
|
They are likely to be practical in most of what they do and therefore be concerned about workable results. On the other hand, some issues will attract their interest and experimental attention and they will take an idealised approach to them. How they will work with any particular issue is difficult to predict. It depends upon the extent to which it has personal appeal. | ||
REALISM
|
They are interested in possibilities for change and improvement at work and will think about these, possibly experimenting at times. Whilst basically realistic, they can be distracted into less down to earth approaches. | ||
SECURITY
|
Their work benefits from a clear role in the organisation structure. Sudden change may be unsettling to them. | ||
STRESS TOLERANCE
|
May react in a variety of ways when put under pressure, and adjusts slowly to adversity or disappointment. | ||
STRUCTURE
|
They prefer clear work structures, status and objectives. When these are in place they feel they work most effectively. They may be unsettled by prolonged change and uncertainty. | ||
VIGILANCE
|
Strongly motivated to maintain high standards and behave consistently at all times. Shows considerable compassion and empathy to colleagues. | ||
Original
CHANGE MAKER
|
They are active in the production and development of new ideas. Innovation is particularly attractive and leads to practical outcomes. They are attracted to complex issues and will put in effort to identify solutions. | ||
CURIOUS
|
New ideas and improvements are adopted as a matter of course. Effectiveness is prized above expenditure of effort, although effort will not be stinted when needed. Such people push to achieve objectives and strive for success. | ||
EXPLORER
|
Novelty is attractive to them and they will be keen to have the opportunity to explore alternative approaches to achieving their goals. | ||
FLEXIBLE
|
Adapts well to change, will sometimes seek out changing circumstances. | ||
INNOVATION
|
Strongly attracted to producing innovative solutions to practical problems. | ||
OPEN MINDED
|
Is willing to consider new possibilities, but may encounter difficulties when required to consider the views of others. | ||
ORIGINAL
|
Novelty will be of interest to them although they will take care not to wander too far from the well trodden path. They will value having the option to explore, although they may not always take advantage of this. | ||
QUICK TO LEARN
|
Able to pick up new skills and techniques but may take time to get into their stride. | ||
TOLERANCE OF AMBIGUITY
|
Adjusts to changing situations, responds positively to new ideas. | ||
Social/Communications
APPROACHABLE
|
They probably communicate easily at all levels, in a way that others find straightforward to understand. Others will feel able to approach them, either to clarify, query or to question what they have communicated to them. This is a genuine strength. | ||
ASSERTIVE
|
Tend to generate their own direction and will be difficult for others to influence. Can be assertive in many situations, causing others to seek their advice. | ||
BUSINESS ORIENTATION
|
Extremely results oriented and will work hard to deliver results through others, maintaining a wide network of relationships in order to ensure that appropriate people are available when needed. | ||
COMMUNICATION STYLE
|
May be direct and confident in challenging others, using logical and analytical approach. Communicates easily in verbal and written media. | ||
COMMUNICATOR
|
A confident and socially skilled person who communicates easily and effectively with a wide ranging and diverse group of work contacts, perhaps providing the social skills which enable others who are less comfortable to settle easily in diverse work groups. | ||
DETACHMENT
|
Their involvement with others will be a major feature of their work activity and they may fail to display detachment at times when their work would otherwise benefit. Takes care not to become too involved with other people over their issues, since this could subtract from their effectiveness with respect to their own. | ||
DIPLOMACY
|
They generally take care to communicate understandably and effectively, allowing opportunities for others to come back and question them. This is a general strength. | ||
EMPATHETIC
|
Is sometimes not aware of others' feelings and can sometimes ignore them when dealing with them. | ||
GOOD HUMOUR
|
May struggle, but attempts to keep morale high during times of difficulty. Usually judges when humour is appropriate. | ||
HUMILITY
|
Has difficulty accepting own shortfalls, preferring not to admit to mistakes. May not see value in learning from mistakes. | ||
INFLUENTIAL
|
Influences others comfortably and enjoys doing this. Moderate conflict does not deflect from objective. | ||
INTERPERSONAL SENSITIVITY
|
Often picks out important information and is active in the process of listening. | ||
INTERPERSONAL SKILLS
|
Mixes very easily with people, is always friendly and non threatening, converses easily. | ||
ORGANISATIONAL AWARENESS
|
Very sensitive to corporate issues and shows considerable political and organisational awareness. Understands the ramifications of decisions for own activity and is sensitive about how to handle these. | ||
PERSONAL RELATIONS
|
Their work relations will be one of the areas that they give priority attention to and others will come to them for advice about their relationships. This is likely to be a strength. | ||
PERSONAL STYLE
|
Extremely sociable and spends most of their time in contact with others; self awareness may diminish if forced to work alone for long periods, but is generally careful to behave appropriately with others. | ||
RETICENT
|
They are positive and confident in initiating contact with others which is an asset for their future career. | ||
SENSITIVE
|
Is effective in one-to-one situations and prefers this to a large group setting, feels more able to express themselves fully in the small group context. | ||
WILLINGNESS TO ASSIST
|
Willing to help and support others, although it may not always be a natural preference. | ||
Managing/Leading
ATTITUDE TO AUTHORITY
|
Pursues agreed goals until they are achieved; displays considerable tenacity and consistency. | ||
CHARISMA
|
Such people may be enthusiastic about many topics of work and others will sometimes find them hard to resist, particularly when the enthusiasm clearly falls within their job responsibilities. | ||
CLIENT SENSITIVE
|
Always gives value for money whilst protecting the company's interest and the need for equity in relationships. | ||
COACH
|
They enthusiastically support others to learn from experience and grow towards their potential. | ||
COMPANY WORKER
|
Such people place very high value on the social content of their work and are highly committed to results being achieved through the team and for which the team takes credit rather than an individual. Probably very loyal. | ||
DELEGATION
|
Endeavours to use other people to handle resources effectively although they may monitor activities closely. | ||
DISCIPLINE
|
Can criticise colleagues but prefers not to. Can discipline others although this may well be a source of discomfort. | ||
EXTERNAL IMAGE
|
Often provides the vision and acts as an effective ambassador and mentor to subordinates, develops the business through empowering colleagues. | ||
IMPRESSIVE
|
Appearance and behaviour is generally appropriate to the situation, creates a good first impression. | ||
INITIATIVE
|
Strongly influences others and causes things to happen, will act decisively even when there is no external pressure. | ||
LEADERSHIP
|
Displays natural leadership qualities, reflected by a high level of enthusiasm and confidence, plus a genuine desire to take responsibility. | ||
MANAGEMENT PROFESSIONALISM
|
Understands job and demands intimately, maintaining appropriate distance from other people and seeking and reflecting very high standards of work. | ||
MANAGEMENT STYLE
|
Prefers to monitor activities in a direct way, follows up the results of delegated assignments through established procedures. | ||
PEOPLE DEVELOPMENT
|
They are clear about the benefits to the organisation of people who develop their potential. They encourage others to do this and try to do this for themselves. Only occasionally are they distracted from this by other priorities. This is a strength. | ||
PEOPLE ORIENTATION
|
Always concentrates their attention on leading, managing, developing and motivating staff so that they demonstrate their full capability. | ||
PERSONAL IMPACT
|
Makes a strong first impression through expressing strongly held beliefs quickly and clearly to other people, as well as explaining the logic behind the opinions. | ||
PERSUASIVE
|
Presents ideas and facts in a convincing manner, and persuades others through a variety of means. | ||
PROFESSIONALISM
|
Tries to handle issues responsibly, but sometimes with a lack of concern for others and is less aware of conflicts of interest. | ||
SERVICE ORIENTATION
|
Always establishes and maintains an easy and comfortable working relationship with client management, provides a full and timely service. | ||
STATUS
|
They value visible success and rewards which accrue from that. Status is important to them and they may be materialistic. | ||
TEAM DEVELOPMENT
|
Team work is important to them although they will not be deflected from achieving their key work objectives. | ||
TEAMWORK
|
Contributes as an effective group member, operates effectively in a multidisciplinary environment. | ||
THOUGHT INSPIRING
|
Their primary focus is to motivate and influence others and direct them towards a goal irrespective of resistance. | ||
TOLERANCE
|
Has difficulty tolerating mistakes made by others. May well have difficulty accepting that new skills take time to learn. | ||
TRAINING AND DEVELOPMENT FOCUS
|
Endeavours to include subordinates' views in discussions and supports them where possible towards goal achievement. | ||
Analytic
CLARITY
|
They will be keen to achieve clear results with most things they undertake. They will enjoy work in a well structured organisation. Clarity of purpose and some repetition in their work will not trouble them, so long as they produce effective outcomes. | ||
COMPLEXITY
|
They will enjoy unravelling complicated issues and value this kind of challenge. They may sometimes find this diverts them from their key tasks at work. | ||
CORPORATE AWARENESS
|
Always perceives the impact and implications of activities on other parts of the organisation. | ||
CORPORATE COMMUNICATION
|
Always picks out important information and actively involves themselves in the process of listening. High quality communication occurs as a result of their evidence gathering activities. Will describe goals in understandable terms to which people can commit themselves. | ||
COST CONTROL
|
Somewhat concerned to control costs and provide clients with value for money. | ||
DEDUCTIVE REASONING
|
Although logic will be used at the beginning of consideration, intuitive processes are also taken into account and wide ranging data may be considered. Although their approach is generally thorough, their reasoning may not be strictly logical. | ||
DETAIL CONSCIOUS
|
Less attracted to work which involves the accurate handling of administrative matters than to practical issues. | ||
EVIDENCE BASED
|
They are likely to form clear ideas and be decisive, needing considerable reason to change their approach. They may be stubborn at times. | ||
IMPARTIAL
|
Has difficulty keeping an open mind. Often lets their personal opinions and views influence decisions. | ||
LOGIC AND ANALYSIS
|
Evaluates data within possible scenarios and endeavours to investigate the causal linkages before devising an action plan. | ||
MACRO AWARENESS
|
Often aware of changes in the economic, social and political environment likely to affect the job or the organisation, quite well informed. | ||
PLANNING AND ORGANISING
|
Sensitive and alert to consequences of impact of events on others and will take appropriate steps to improve any problems which may occur. Plans effectively. | ||
PRIORITY MANAGEMENT
|
Priorities are used intelligently as a guiding framework and priority tasks are rarely, if ever, relinquished without considerable effort being made to avoid compromise with respect to quality or budget. | ||
RISK ASSESSMENT
|
Confident at weighing up and quantifying risks at both an individual and company level. | ||
RISK AVERSION
|
May occasionally pursue non-core job role requirements for a short time, if they think circumstances require it, following which they will return to core activity. | ||
SELF-DIRECTED
|
Chooses key issues and attends to them, only rarely allowing others to determine priorities. Will maintain strong commitment to chosen priorities. | ||
STRATEGIC AWARENESS
|
They will recognise the potential in all situations and will consider problems as opportunities for action rather than obstacles to progress. Their style will be characterised by their awareness of complex factors and the reviewing of situations from many angles. | ||
TECHNICAL ORIENTATION
|
Genuinely enjoys in-depth work on complex issues and may regard managing people as a distraction from such tasks. Highly task oriented. | ||
THINKING AGILITY
|
Thinks quickly, clearly and incisively, incorporating divergent ideas into sound and successful judgements. Such people may be seen as decisive by others. | ||
WHOLE BUSINESS APPROACH
|
Values the work which integrates the activities of people from different units to achieve complex goals. | ||
Decisive
CONSULTING ORIENTATION
|
They are likely to assist others to clarify issues in a non-directive way. This means that they will not take the decision for them but assist them to reach a conclusion which is a very important asset for them at work. | ||
DECISIVE
|
Sometimes willing to make a decision despite the incompleteness of information available. | ||
FIRM BUT FAIR
|
They maintain generally high standards but may ask more of themselves than they do of others. They may be easy-going with those with whom they are familiar and a little harsher with some of the others. | ||
INCISIVE
|
They will see to the heart of most issues and endeavour to translate these into tasks to be achieved. There will be some careful consideration before decisions are reached. | ||
INDEPENDENT
|
Is sufficiently independent to act on their own convictions provided the opposition is not too strong. | ||
INTEGRITY
|
Handles confidential documents sensitively, although might not always be aware of the need to do so. | ||
INTERPRETS OTHERS' BEHAVIOUR
|
Quick to reach conclusions about another person's activity, related to current priorities, with incisive interpretations. | ||
JUDGEMENT
|
They evaluate options carefully before reaching their decision and will only occasionally allow work pressures to rush this process. They will value judgement above many things. | ||
NEGOTIATION
|
Able to be considerably assertive, although judges sensitively when this will be appropriate. Wins other person over without relinquishing own objective. | ||
PROBLEM SOLVING
|
Plans well in advance with a high level of detail to reflect the schedule and the available resources. | ||
RELIABILITY
|
In general, they can be relied upon to deliver their agreed plans. Although there may be times when they re-think elements of what they do, their reliability will generally be highly consistent. | ||
RESPONSIVENESS
|
When they see a need to resolve an issue they are probably quick to act, displaying decisiveness and a clarity of purpose which others find easy to follow. They probably respond to requests for help very quickly and enthusiastically. | ||
Commercial
BUSINESS DEVELOPMENT
|
Values non-client responsibility highly, applies management skills to the internal management of the business and enjoys taking on an internal authority role, works effectively with peers. | ||
BUSINESS JUDGEMENT
|
Has an easy and fluent understanding of the wider business context, develops commercially creative ideas easily and effectively. | ||
COMMERCIAL ASTUTENESS
|
Is often attracted to carry out individual marketing activities and will work hard to obtain business for the company from existing and new clients for the business as a whole, especially to cross sell throughout the whole business and not within one specialist area. | ||
COMMERCIAL AWARENESS
|
Has an easy and fluent understanding of the wider business context, always gives value for money whilst protecting the company's interest and the need for equity in relationships. | ||
COMMERCIALISM
|
Will respond to work pressure and keen to seek new business opportunities. Can raise performance when necessary and is interested in exploiting new opportunities. | ||
CUSTOMER RELATIONS
|
They give and take in their relations with customers, all the while remembering their key business objectives. They give time to relations when work priorities permit. | ||
EXTERNAL RELATIONS
|
They will undertake and enjoy external representation, developing effective relations with clients and customers alike. They will only occasionally find this conflicts with their work priorities. | ||
RISK TAKING
|
Always tries new approaches and actively seeks the best solution. | ||
SALES ORIENTATION
|
They are not naturally sales oriented and although they may value business relationships will only do so when they are to mutual advantage. Therefore, sales for their own sake do not particularly interest them. | ||
Drive
AMBITION
|
Their ambition and achievement drive are undiminished by setbacks. They can be persistent and durable in spite of considerable challenges and frustrations. | ||
CAN JUGGLE WITH SENSITIVITY
|
Competently handles many issues at one time, accurately recognises the impact of extraneous subjects. | ||
COMMITMENT
|
Conscientious and conventional, putting personal commitment before personal self-interest. | ||
CONFIDENCE
|
Self contained, fits in well, relatively unaffected by pressure and aware of own limitations. Will work effectively in a group where each member has a clear responsibility. | ||
COPES WITH PRESSURE
|
Performs satisfactorily under pressure, and adjusts over time to adversity or disappointment. | ||
DETERMINED
|
Difficult to deflect from the priority, may raise performance in a crisis and will not be deflected from logical and systematic approach. | ||
DRIVE
|
Very keen to produce results and will persist with complex problems, raising their work rate when under pressure. | ||
ENERGY
|
Displays moderate energy and enthusiasm. Sometimes continues when others are slowing down. | ||
FAIRNESS
|
They tend to live for the present and do not plan far ahead, placing reasonable expectations on both others and themselves. They can relax and enjoy themselves, living for the moment when they trust those who are around them. | ||
FUTURE ORIENTATION
|
Confident and perceptive, however will link what may occur in the future with the main objectives in the present and does not lose sight of the present goals. | ||
GOAL ORIENTATION
|
Wants clear and achievable objectives which will form the basis of work activity. Goal orientation is clear and consistent most of the time. | ||
JOB ACHIEVEMENT
|
Generally observes high standards which are maintained even under pressure; this extends to include work relationships which are sustained under almost all circumstances. | ||
KEEN TO DELIVER
|
Extremely commercially aware and will maintain a high level of performance, even when the pressure is not on; senses urgency before it impacts and makes the impending need for increased performance obvious to those around them. | ||
MOTIVATION
|
A high level of satisfaction is derived from the job which they do, and their responsibility level. | ||
PERSISTENT
|
Persists until the objective is achieved, puts in the effort to achieve the predetermined target. | ||
PERSONAL STANDARDS
|
Ensures that all the work with which they are involved has clear goals and standards for performance. Drives self and others consistently to achieve these; will not tolerate conflicts of interest and is generally regarded as a valued professional. | ||
PROFIT FOCUS
|
Often focuses on profitable activities and mostly achieves the objectives. | ||
RESPONSIBLE
|
Regards commitments as the foundation of relationships and therefore will rarely, if ever, let anyone down. Expects the same from others. | ||
SALES FOCUS
|
Has a preference for tasks which allow quick outcomes. Is relatively persistent although can have difficulty coping with severe disappointments. | ||
SELF-DISCIPLINE
|
This person will follow agreed procedures and priorities much of the time, although they sometimes neglect some of the endplay or details if they do not see the topic as a priority. | ||
STAMINA
|
Whilst their achievement drive is strong, frequent disappointments and frustrations may cause them to change their priorities because they may otherwise run out of stamina. | ||
TASK ORIENTATION
|
Relatively task orientated and keen to deliver effective results. Uses almost all available resources in order to produce effective results. | ||
WORK ETHIC
|
A consistent emphasis on hard work occurs and is reinforced by praise for people who display these values in their behaviour. | ||
SAFETY AND RULE CONFORMITY
The box below presents the candidate’s overall score in relation to
safety and rule conformity.
‘Safety’ is a description of the extent to which the candidate is
likely to work in a way which will be conducive to the observation of health
and safety legislation. It also evaluates the likelihood that their attitude
towards safety may endanger themselves and others.
‘Rule conformity’ refers to the likelihood that the candidate will
observe and respect rules, regulations and policies in the organisation and
observe them. At the extreme this may involve an unquestioning acceptance of,
and adherence to, rules.
SAFETY INDEX
|
This person will display a high level of safety consciousness and rule conformity. They will have little discomfort following policies, procedures and rules and will rarely if ever be tempted to revise or change these. There may be an occasional element of unquestioning acceptance, and this will mean that they follow laid down procedures closely, maintaining accurate records and displaying a high awareness of theirs and their colleagues’ safety. This is a positive result. | ||
Safety Competencies
This section presents the candidate’s results in relation to the individual safety competencies. Each sten score is accompanied by text to indicate the likely behaviours which are associated with the result they have achieved. Remember that they are unlikely to score very highly on every competency; indeed some competencies may, to some extent, conflict with each other. The value to be derived from this section lies in identifying those competencies which are particularly crucial to the successful performance of a job, related to safety and conformity, and to identify the candidate’s likely behaviour in relation to these. The competency results should not be used in isolation but provide an input to the broader evaluation process, including the interview
SELF-DISCIPLINE
|
This person will follow agreed procedures and priorities much of the time, although they sometimes neglect some of the endplay or details if they do not see the topic as a priority. | ||
RISK AVERSION
|
May occasionally pursue non-core job role requirements for a short time, if they think circumstances require it, following which they will return to core activity. | ||
ATTITUDE TO AUTHORITY
|
Pursues agreed goals until they are achieved; displays considerable tenacity and consistency. | ||
VIGILANCE
|
Strongly motivated to maintain high standards and behave consistently at all times. Shows considerable compassion and empathy to colleagues. | ||
PERSONAL STANDARDS
|
Ensures that all the work with which they are involved has clear goals and standards for performance. Drives self and others consistently to achieve these; will not tolerate conflicts of interest and is generally regarded as a valued professional. | ||
RESPONSIVENESS
|
When they see a need to resolve an issue they are probably quick to act, displaying decisiveness and a clarity of purpose which others find easy to follow. They probably respond to requests for help very quickly and enthusiastically. | ||
FIRM BUT FAIR
|
They maintain generally high standards but may ask more of themselves than they do of others. They may be easy-going with those with whom they are familiar and a little harsher with some of the others. | ||
SECURITY
|
Their work benefits from a clear role in the organisation structure. Sudden change may be unsettling to them. | ||
STRUCTURE
|
They prefer clear work structures, status and objectives. When these are in place they feel they work most effectively. They may be unsettled by prolonged change and uncertainty. | ||
This is the end of your report.
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