Report Section
Mettl Project Manager Assessment
Test Taker Details
S
Sample
Email Address: sample.report@mettl.com
How to Interpret the Report?
This assessment measures work-relevant personality traits that might be manifested in work behaviour and therefore influence success on the job. To best use this report:
- Review the overall recommendation first. Based on your need, you might want to prioritize candidates who are ‘recommended', followed by those who are ‘cautiously recommended’.
- If you’re choosing among different candidates within the same band of recommendation, review the competencies’ results. Focus on the competencies you believe are critical for success in the role you’re hiring for, and use those scores to help you prioritize which candidates to select for the next step.
- Remember: This assessment is just one piece of the puzzle. While hiring, it is recommended that you review other information as well – functional and job knowledge, background and past behaviour (e.g. using structured behavioural interviews), reference checks, etc. in addition to the personality assessment.
- Use of Response Styles for Recruitment/Selection: The ideal response style is “Genuine” and it is recommended for further analysis. However, if any candidate’s response style displays Social Desirability, he/she needs to be considered with caution.We do not recommend candidates who display Extreme Responding/Central Tendency/Careless Responding as they indicate that the candidate has not attempted the assessments in the desired manner, and that interferes with an understanding of his/her personality since it would not evoke genuine responses from the candidate's answers. This in turn is expected to interfere with the proceeding decisions, so the candidate may be considered for a re-test. Such cases are usually not considered for a statistical/detailed analysis of scores if required further.
Response Style
Response Style Genuine
Explanation of Response Style:
Genuine
No concerns or red flags just based on response style of candidate.
Social Desirability
If more than 75% of the questions are answered in a manner that indicates an attempt to appear in a falsely positive light or seem ‘socially desirable’.
Extreme Responding
If more than 75% of the questions are answered in a manner that indicates that an individual agrees with the statements at the lower and higher end consistently.
Central Tendency
If the middle response (‘neutral’) is selected more than 30% of the time.
Careless Responding
If more than 95% of the responses selected are from the same direction (i.e. if the candidate selected ‘most like me’ or ‘like me’ from the right-side statement or from the left-side statement alone).
EXECUTIVE SUMMARY
Recommendation
Not Recommended
Not Recommended
Cautiously Recommended
Recommended
Strengths
None
Areas of Development
Customer Service Orientation
Needs to learn to understand the customers' needs and requirements and respond in an appropriate and prompt manner.
Coaching and Mentoring
Needs to learn to be a mentor and coach for team members by encouraging their development and giving them proper guidance and feedback to accomplish tasks successfully.
Result Orientation
Needs to work hard to achieve desired results by being self driven and energetic. Should set goals and put in a high degree of effort into accomplishing those goals.
COMPETENCY ANALYSIS
Delivery Management:
Values shown in above chart are sten scores
1. Delivery Management:
Result Orientation: Low
Not likely to be responsible at the workplace. May not have a tendency to display passionate behavior towards work or make efforts to perform better and achieve excellent results. May not be able to set priorities and plan the course of work to ensure efficiency in work. May not be able to bring perfection and precision in one's work. Not likely to have the ability to utilize available resources in a profitable manner. May not set challenging goals for oneself and others.
Risk Management: Low
Not likely to have the confidence or ability to deal with uncertain and high risk situations. May not be able to carefully analyze the available information to remain calm and meticulous. May not be able to equip team members with the adequate time and resources to think rationally in a stressful situation. Not likely to be show stability in one's emotions and work when faced with difficult situations. May not seek out opportunities to generate ground-breaking ideas and motivate team members to contribute boldly.
Capable of Working in a Global Environment: Low
Not likely to express positive feelings towards people from different backgrounds in terms of age, gender, religion and political views. May not be comfortable working with people having different perspectives and may not foster an inclusive workplace where individual differences are respected and valued.
Responsible/ Accountable: Low
Not likely to be organized, disciplined and methodical when carrying out one's task. May not be able to hold oneself accountable for quality and cost effective work. Not likely to comply with rules and regulations of an organization. May not be able to motivate one's self and the team to have clear plans in order to achieve their goals.
Adaptability: Low
Not likely to be comfortable in adjusting to changes taking place in an organization. May not be open to working on new projects or teams. May not know how to effectively deal and adapt to changes easily. Not likely to be open minded or appreciative of new ideas which may contribute positively to work and working environment.
Integrity/ Honesty: Moderate
Somewhat likely to behave in an honest and ethical manner by strictly adhering to moral and ethical codes while working. May at times be relied upon to carry out assignments efficiently.
Ability to Handle Pressure: Low
Not likely to deal with pressure by being calm and poised and get discouraged by setbacks. May not be able to remain optimistic and may give up after being unsuccessful in some tasks. May not be able to cope with workplace stress, rather become passive when faced with it. May not be able to control one's emotions at the time of stress.
Quality Management:
Values shown in above chart are sten scores
2. Quality Management:
Detail Orientation/ Quality Management/ Control: Low
Not likely to deal with information methodically and systematically. May not be able to focus one's attention on minute details of a problem. Not likely to show concern for all aspects of one's job, seldom checking work processes or ensuring delivery of quality output. May not be self-motivated and disciplined while carrying out tasks.
Process Orientation: Moderate
Somewhat likely to be driven by a sense of duty and commitment to one’s work leading to a partial awareness of the processes and systems governing the organization. May occasionally adhere to the rules and regulations placed by the organization carefully and may at times carry out tasks following the established procedures.
Client Management:
Values shown in above chart are sten scores
3. Client Management:
Relationship Building: Moderate
Somewhat likely to encourage positive relations among team members. May at times be able to understand the dynamics of an organization as one may be somewhat amiable and occasionally enjoy working and interacting with people. May come across as somewhat sociable or understanding of others. May at times be willing to lend an ear to others or share one’s own ideas with them.
Problem Solving: Low
Not likely to encourage team members to identify potential problems and issues or investigate them in greater depth. May seldom assist others to analyze a problem, identify its causes or choose the best solution to a problem after contemplating available information and alternatives. Not likely to be imaginative or innovative and may not be appreciative of new and unconventional ideas/solutions. May be not be able to direct others when faced with difficulties.
Customer Service Orientation: Low
Not likely to demonstrate an ability to understand customers' needs or requirements well or be able to deliver the best service for every task undertaken. May not be able to deal with queries, requests and complaints in an efficient manner. Not likely to be responsive to client problems and may have trouble understanding their requirements, escalating issues or providing regular status updates. May not be able to modify one's work style and adapt as per the clients, rarely communicating sensitive and difficult information in a tactful manner.
Managing Stakeholders: Low
Not likely to form close bonds with one's own organization and clients, for mutual benefit. May not be skilled at building networks with stakeholders by demonstrating fairness in transactions and a positive outlook towards people, in general. May not have a flexible approach to work and seldom involves stakeholders in one's work, when required, to address any issues/requirements.
People Management:
Values shown in above chart are sten scores
4. People Management:
Delegation of Tasks: Low
Not likely to be cooperative or accommodating and may not be able to effectively delegate tasks to team members by keeping in mind their needs, interest as well as skills. Not likely to motivate team to work efficiently to do a particular task. Not likely to empower individuals to take decisions independently in areas within their purview. May hardly engage assign tasks to team members in a planned manner, in order to prevent workload. May not be able to assess the workload, pace of work and prioritization of tasks within the team or know what to do about it.
Team Building: Moderate
Somewhat likely to have an ability to manage a group as one may at times be open to work with people with different perspectives. May sometimes be considerate towards others views as well as needs. Fairly likely to trust others and may sometime correctly assess their motivations. May at times be able to lead a group in tough times as may sometime displays responsible behavior and take initiatives.
Collaboration/ Team work: Moderate
Somewhat likely to be a good team player, with a moderate ability to maintain harmonious and cooperative relationships with team members by being somewhat trusting and attuned to their emotions. Moderately likely to work cooperatively and collaboratively with others, with a positive attitude towards achieving common goals. May at times be able to coordinate between members of different teams/departments to get one's tasks executed effectively.
Coaching and Mentoring: Low
Not likely to take interest in the work of team members or coach them on how to execute tasks effectively. May not always encourage them to develop their abilities or provide constructive suggestions for the same. May rarely train team members at a personal level. Less likely to make sure that the potential of each member has been utilized in a productive way and may not always assign tasks basis one's capabilities or skills.
Performance Monitoring and Feedback: Moderate
May at times assess and provide timely and consistent feedback regarding proficiency and effectiveness of people in a given task. Occasionally ensures that the work projects are being followed diligently. Occasionally likely to systematically monitor the performance of team members. Likely to flag out underperformance for corrective action at times. May sometimes express one’s views, clearly and forcefully, while being considerate of others’ feelings and motivations. Likely to analyze systems, processes, feedbacks and performance trends on an occasional basis, to identify opportunities for development.
Conflict Management: Moderate
Somewhat likely to be attuned to one's and others' emotions. May come across as somewhat capable of understanding and listening to other people's problems. May occasionally help out people with their conflicts by taking their views in consideration, understanding their problem and providing solutions.
