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
|
Can adapt to most situations without difficulty or even discomfort. Values understanding the reasons for change and may be more responsive than proactive.
|
| ADMINISTRATION
|
May handle the routine aspects of information flows throughout their function, including delegation.
|
| AMBITION
|
Their ambition and achievement drive are undiminished by setbacks. They can be persistent and durable in spite of considerable challenges and frustrations.
|
| APPROACHABLE
|
Communication with others is not a priority for them and they may become impatient if approached by many others for an explanation of their work or actions. Some of those who work closely with them may find them harder to approach than they think.
|
| ASSERTIVE
|
Thinks and acts assertively, developing own directions which others may find both agreeable and difficult to influence.
|
| ATTITUDE TO AUTHORITY
|
Prefers job discretion to do what they believe are the priorities, even if they vary from agreed goals. May not always display tenacity.
|
| BUSINESS DEVELOPMENT
|
Does not value non-client responsibility, and rarely takes on an internal authority role, works substantially independently of their peers.
|
| BUSINESS JUDGEMENT
|
Has some understanding of the wider business context and is generally slow to develop commercially creative ideas.
|
| BUSINESS ORIENTATION
|
Achieves results by fostering and maintaining effective relationships. The results will be achieved through considerable discussion with a wide range of contacts.
|
| CAN JUGGLE WITH SENSITIVITY
|
Less willing to handle many issues simultaneously; sometimes misreads or overlooks the impact of extraneous subjects.
|
| CHANGE MAKER
|
Attractive ideas are produced and often encouraged when other people raise them. There is some attraction to complex topics and possibilities for change, but they will be approached with some caution.
|
| CHARISMA
|
Such people probably display a short-term vision and prefer to stick to their own tasks, rather than spending much time influencing and networking with other people.
|
| CLARITY
|
Organisation is probably less important to them than harmony and their goals will change according to their priorities. Their motivation will be more to feel comfortable about what is happening around them than to work within a formal structure.
|
| CLIENT SENSITIVE
|
Gives consideration to client's interests but can lose sight of the company's interest or the need for equity of treatment.
|
| COACH
|
Focuses on their own priorities much of the time and wants others to fit in with these. Support to assist the learning and development of colleagues is given if it also assists their goal achievement.
|
| COMMERCIAL ASTUTENESS
|
Is sometimes attracted to carry out individual marketing activities and will sometimes try to obtain business for the company from existing and new clients, some willingness to see opportunities for the business as a whole.
|
| COMMERCIAL AWARENESS
|
Has a limited understanding of the wider business context, gives consideration to client's interests but can lose sight of the company's interest or the need for equity of treatment.
|
| COMMERCIALISM
|
Responsive in the work place to own and others' work pressures and will help out when necessary. Interested in new opportunities and open to innovation.
|
| COMMITMENT
|
Expedient and less conventional, putting more value on self-interest than commitment to the organisation.
|
| COMMUNICATION STYLE
|
May be cautious and intuitive, not always being easily understood by others, particularly those who do not share job responsibilities. May find it uncomfortable to confront other people.
|
| COMMUNICATOR
|
Able to deal easily and effectively with all groups of colleagues and clients, provided there is common understanding about the task. Will prefer work oriented rather than socially oriented groups, unless the group has much in common.
|
| COMPANY WORKER
|
Such people may be loners or people with an intense task orientation which causes them to value the task above all else. They are relatively independent minded and may not be attracted to the social activities at work.
|
| COMPLEXITY
|
They will prefer well structured work activity to dealing with complex and ambiguous issues most of the time. This should influence their preferred career direction and work content.
|
| CONFIDENCE
|
Such people will fit in with teams where each individual has a well defined responsibility and will rarely take on more than they can handle. They may occasionally display group dependence.
|
| CONSULTING ORIENTATION
|
There are times when they display the capacity to put their needs to one side and help others to clarify issues for themselves. They will value them for this.
|
| COPES WITH PRESSURE
|
Is very consistent in performing under pressure, and shows equanimity in adversity or disappointment.
|
| CORPORATE AWARENESS
|
Perceives the impact and implications of activities primarily on their own and adjacent departments rather than on the wider organisation.
|
| CORPORATE COMMUNICATION
|
Sometimes picks out important information through carefully paying attention but may not always check that understanding has taken place. May probe and gather evidence, assimilate and describe goals in understandable terms to which people can commit themselves.
|
| COST CONTROL
|
Limited concern to control costs and provide clients with value for money.
|
| CURIOUS
|
They will focus attention on the maintenance of the present system and will respond critically to new suggestions for improvement. Quality and standards may engage their attention, rather than the rapid completion of tasks.
|
| CUSTOMER RELATIONS
|
Customer relations may not be a priority and they may not be keen on customer-facing work responsibilities. They may be more technically oriented or prefer administrative tasks.
|
| DECISIVE
|
Makes decisions only when the available information points to no adverse consequences.
|
| 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.
|
| DELEGATION
|
Endeavours to use other people to handle resources effectively although they may monitor activities closely.
|
| DETACHMENT
|
They display the capability to evaluate issues impartially and also probably display some reserve when with others. While this will have benefits in situations where they may need to discipline someone, it may prevent others being as open with them as may benefit work to maximum effect.
|
| DETAIL CONSCIOUS
|
Strongly attracted to work which involves the accurate handling of administrative matters and detail.
|
| DETERMINED
|
Identifies the main priority and sticks effectively to it. Under pressure performance may decline slightly and systematic approach may also decline.
|
| DIPLOMACY
|
They will keep others informed when time and other priorities permit, sometimes preferring to communicate in writing for clarity.
|
| DISCIPLINE
|
Can criticise colleagues but prefers not to. Can discipline others although this may well be a source of discomfort.
|
| DRIVE
|
Such people are interested in producing results, but probably do not raise their work rate when the pressure is on. They prefer dealing with easy to resolve problems of a relatively short term nature to dealing with long term strategic ones.
|
| EMPATHETIC
|
Is sometimes not aware of others' feelings and can sometimes ignore them when dealing with them.
|
| ENERGY
|
Very little energy or enthusiasm. Is likely to slow down work pace either with or before others.
|
| EVIDENCE BASED
|
While open to the ideas of others, they will need strong and sound reasoning to persuade them that a different approach may be appropriate. However, they are not stubborn.
|
| EXPLORER
|
They will be comfortable with routine and well structured work, only occasionally wanting to find improved ways to operate.
|
| EXTERNAL IMAGE
|
Endeavours to provide a limited vision and act as an ambassador and mentor to subordinates, may occasionally develop the business through empowering colleagues.
|
| EXTERNAL RELATIONS
|
They will maintain effective external relations in order to pursue their work objectives, although they may let relations drop if the person has no contribution to make to their work activity.
|
| FAIRNESS
|
They generally take care not to take on too many commitments and will deliver them effectively. They can relax and enjoy themselves with people with whom they feel comfortable, living for the moment at such times.
|
| FIRM BUT FAIR
|
They generally do not promote similar standards among their colleagues which they may maintain for themselves. They may be accepting of weaknesses displayed by others some of the time and may not be seen as sufficiently firm if in a management role.
|
| FLEXIBLE
|
Adapts to change, but may take longer than most people to do so.
|
| 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.
|
| GOOD HUMOUR
|
Unable to respond positively during times of difficulty or hardship. Has difficulty judging when humour is appropriate.
|
| HARD WORKING
|
Tends to be multi-focused and easy going, probably reacting rather than initiating. Focus will vary according to issue.
|
| HUMILITY
|
Usually willing to accept shortfalls and will admit to mistakes although may prefer not to. Appreciates that there may be value in learning from mistakes.
|
| IMPARTIAL
|
Usually keeps an open mind. May let their own views and values influence decisions.
|
| IMPRESSIVE
|
Appearance and behaviour is occasionally poorly judged, shows some hesitancy and can be unimpressive.
|
| 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 independent and acts on their own convictions most of the time.
|
| INFLUENTIAL
|
Comfortable influencing others to own point of view, avoiding resentment by others. Will compromise under pressure rather than get into conflict.
|
| INITIATIVE
|
Often influences events, will consistently act even when there is little external pressure.
|
| INNOVATION
|
Not very attracted to producing innovative solutions to practical problems.
|
| INTEGRITY
|
May have difficulty handling sensitive or confidential information.
|
| INTERPERSONAL SENSITIVITY
|
Sometimes picks out important information and pays attention but may not always check that understanding has taken place.
|
| INTERPERSONAL SKILLS
|
Is very selective about those with whom they mix, is cool to most other people. Conversation is likely to be uncomfortable.
|
| INTERPRETS OTHERS' BEHAVIOUR
|
May be relatively slow to reach conclusions about the quality of other peoples' work and may see each person, event or issue separately, not linking them with corporate priorities.
|
| JOB ACHIEVEMENT
|
Has an eye for the quality of their own and others' work, particularly when under pressure; relationships take second place to job achievement, although they are aware of the need to sustain them.
|
| 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.
|
| KEEN TO DELIVER
|
Has some awareness of commercial issues and may raise work performance when issues become urgent.
|
| LEADERSHIP
|
Confidence coupled with enthusiasm for personal accountability. Leads others to follow.
|
| LOGIC AND ANALYSIS
|
Evaluates data within the immediate constraints and current resources. Investigates the present symptoms before devising an action plan.
|
| LOYAL
|
They are conscientious and conventional, putting more value on commitment than personal self-interest.
|
| MACRO AWARENESS
|
Often aware of changes in the economic, social and political environment likely to affect the job or the organisation, quite well informed.
|
| MANAGEMENT PROFESSIONALISM
|
Manages through arms' length relationships and professionalism.
|
| MANAGEMENT STYLE
|
More interested in the development and initiation of projects than in their progress, less likely to monitor activities or establish procedures.
|
| MOTIVATION
|
Some satisfaction comes from outside their work role.
|
| NEGOTIATION
|
May not cling tenaciously to own objective and approaches issues in a win/lose way, failing to understand the need for compromise.
|
| OPEN MINDED
|
Is willing to consider new possibilities, but may encounter difficulties when required to consider the views of others.
|
| ORGANISATIONAL ACCEPTANCE
|
Interprets general policies and procedures in a parochial manner. Rarely consults before instituting change.
|
| ORGANISATIONAL AWARENESS
|
Sensitive and alert to corporate and personal issues which may affect performance by self and others.
|
| ORIGINAL
|
In general, they will prefer safe and well established approaches to tasks, only occasionally suggesting novel or untried initiatives. They may be critical of those who wish to explore issues for their own sake.
|
| PEOPLE DEVELOPMENT
|
This is not a general priority for them and it would be useful if they could bear in mind the need to focus on their career development as a priority along with other work activities.
|
| PEOPLE ORIENTATION
|
Prefers to organise the situation so that the staff are motivated.
|
| PERFECTIONISM
|
Unwilling to accept second best. Will not complete a task until it is of the highest possible standards.
|
| PERSISTENT
|
Persists until the objective is achieved, puts in the effort to achieve the predetermined target.
|
| PERSONAL IMPACT
|
Makes a positive first impression through strong opinions and logical approaches. Is likely to express their views irrespective of their perception of the other person and will therefore be seen as clear and straight talking.
|
| PERSONAL RELATIONS
|
Their relationships at work are important but will not prevent them from achieving their work objectives. They may be more individual than group oriented.
|
| PERSONAL STANDARDS
|
Values, sets and observes high standards for self and others; is alert to conflicts of interest and generally seeks to avoid these in the short and long term. Is willing to accept second place although prefers not to.
|
| PERSONAL STYLE
|
May be private and formal; displays more interest in results with respect to issues and events than with respect to people.
|
| PERSUASIVE
|
Presents ideas and facts mostly in a convincing manner, and endeavours to persuade others.
|
| PLANNING AND ORGANISING
|
Aware of consequences of own actions, sensitive to impact of self on others and takes remedial action if problems occur.
|
| PRACTICAL
|
They will sometimes respond to novel propositions because of the people making them, although in general they will be oriented towards practical and achievable goals.
|
| PRAGMATIC
|
They are likely to value the optimum solution, because this is an appealing balance between the ideal and a compromise. They may sometimes veer one way or the other, as a result of influence by a trusted colleague. This is a strength.
|
| PRIORITY MANAGEMENT
|
Establishes a range of priorities and organises tasks and delivery deadlines with these in mind.
|
| PROBLEM SOLVING
|
Plans ahead but may sometimes not prioritise or plan for the available resources to be in the appropriate place at the appropriate time.
|
| 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
|
Slower than most to pick up and learn new skills and techniques.
|
| REALISM
|
They prefer the realistic and achievable and may be critical of those who have a less down to earth approach. However, some issues will take their fancy and they can pursue those, although this will only happen rarely.
|
| RELIABILITY
|
Although they will not let others down, they will change their plans comfortably if they think the circumstances require it and may not always tell others as promptly as they may wish. This is not a strength.
|
| RESPONSIBLE
|
Takes commitments extremely seriously and will go to any length to avoid breaking them once taken on. Expects the same standard from others.
|
| RESPONSIVENESS
|
They tend to stick to their own work priorities and objectives, responding to the needs of the situation in order to further their effectiveness at work. They are able to resist others' requests for support if these conflict with their own priorities.
|
| RETICENT
|
They may be cautious about initiating close personal contact with others and prefer them to show openness to them before they respond. They will find that many people respond warmly to their initiatives.
|
| RISK ASSESSMENT
|
Unlikely to weigh up and quantify risks at either an individual or 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
|
Tries new approaches within their area of expertise and looks for interesting solutions.
|
| SALES FOCUS
|
Enjoys tasks which allow quick outcomes. Is relatively persistent and can handle most disappointments.
|
| SALES ORIENTATION
|
They enjoy making sales but may not do this at the expense of longer term business relationships. They may sell things when they believe that the sale is in the interest of the other party.
|
| SECURITY
|
Organisational clarity is not a priority for them, although it can provide comfort. Changes to the organisational structure and activity probably do not unsettle them, so long as they are not prolonged.
|
| SELF-DIRECTED
|
Able to choose key issues and pay careful attention to them, only occasionally allowing others to influence choice of 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
|
May prefer group settings, but may not always assert their needs within the group. One-to-one situations may be uncomfortable.
|
| SERVICE ORIENTATION
|
Has difficulty in establishing and maintaining working relationships with client management.
|
| STAMINA
|
They prefer a number of relatively short-term tasks at work and may be deterred by frustration or difficulty. Stamina is not a particular strength.
|
| STATUS
|
It is important for them to celebrate their success and achievements, and status is one value which they appreciate. This is a strength.
|
| STRATEGIC AWARENESS
|
Some potential will be recognised in situations they encounter, but caution will prevail over curiosity. They will draw most upon the received wisdom of past action and precedent when deciding on a course of action.
|
| STRESS TOLERANCE
|
Is very consistent in performing under pressure, and shows equanimity in adversity or disappointment.
|
| STRUCTURE
|
Although they value clear structure, status and objectives, they are able to make sense of these for themselves and work through the establishment of clear boundaries with colleagues.
|
| TASK ORIENTATION
|
Works hard to deliver results, using personal and corporate resources effectively.
|
| TEAM DEVELOPMENT
|
Team work is important to them although they will not be deflected from achieving their key work objectives.
|
| TEAMWORK
|
Prefers to operate as an individual with their own professional colleagues.
|
| TECHNICAL ORIENTATION
|
Prefer to deal with simple issues quickly rather than becoming embroiled in detailed activities. May enjoy managing people rather than issues.
|
| THINKING AGILITY
|
Such people are clear thinkers who may make intuitive decisions, but tend to use only the evidence rather than any lateral thinking. Such people maintain clear procedures and systems.
|
| THOUGHT INSPIRING
|
They balance their own contribution and the needs of the work with the influencing and direction of others towards a goal.
|
| TOLERANCE
|
Accepts that others will make mistakes but may become intolerant when they reoccur. Willing to accept that it can take others time to learn and develop new skills.
|
| TOLERANCE OF AMBIGUITY
|
Adjusts to changing situations very slowly, is extremely cautious about new ideas, maintains a similar style no matter what happens.
|
| TRAINING AND DEVELOPMENT FOCUS
|
Sees people as a resource to achieve goals, support is given if objectives are met and puts most emphasis on immediate payoffs.
|
| VIGILANCE
|
Will maintain generally high standards, although they will not be consistent if the issue is perceived to be a lower priority. May be expedient with what they believe to be less important. Generally helpful and understanding of others, unless they disagree with their approach.
|
| WHOLE BUSINESS APPROACH
|
Prefers straightforward work where roles are well defined and integration of activities flows logically from the nature of the tasks.
|
| WILLINGNESS TO ASSIST
|
Rarely willing to help and support others.
|
| WORK ETHIC
|
Tasks are not valued for the effort required to achieve effective results. Boredom with tedious activities is likely to occur.
|
| |
This is the end of your report.
