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Mettl Marketing Manager Assessment
sample report
| 1515569827417
Test Taker Details
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sample report
Email Address: sample.report@mettl.com
Test-Taker ID: - 18794554
Last Name:
Not Filled
Date of birth:
Not Filled
Experience:
Not Filled
Country:
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How to Interpret the Report?
When interpreting the results, it is important to remember that the scores are not good or bad, only more or less appropriate to certain types of work. Since the results are based on one's own view of behavior, the accuracy of the results depends upon both honesty and self-awareness while taking the test.
This assessment measures work-relevant personality traits that might be manifested in work behaviour and therefore influence success on the job. To best use this report:
- 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
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
MARKETING PERSONALITY
Overall Score Summary based on Personality
Low
Low
Moderate
High
Strengths
No actionable Insights
Areas Of Development
Achievement Orientation
Needs to learn to set high performance standard for oneself in order to excellence.
Perseverance
Needs to learn to be persistent to accomplish goals in the face of adversity or obstacles.
Self-Control
Should learn to efficiently handle one's own feelings, especially when working under pressure.
STRATEGIC PLANNING SKILLS
Overall Score Summary based on Strategic Planning Skills
Moderate
Low
Moderate
High
Strengths
No actionable Insights
Areas Of Development
Advertising and Promotion
Needs to communicate effectively with the target audience/customers by using effective advertising and promotional strategies.
Analyzing Bestsellers
Needs to analyze the bestsellers of the organization and make it more exclusive so that it is difficult for the competitors to reach to this level.
Competitors' Performance Awareness
Needs to be more aware of one's competitors, their products or services and their marketing strategies.
Behavioural Analysis
Self Management:
Values shown in above chart are sten scores
Low
(1 - 4)
Moderate
(5 - 6)
High
(7 - 10)
1. Self Management:
2
Self-Control: Low
Not likely to be attuned to one’s emotions or feelings. Less likely to control one's impulses or handle emotions during difficult situations involving different stakeholders. May not be able to remain calm or poised and may get frustrated during tough times. May often get worried by unusual behavior from team members or clients and may not respond to them in a calm manner.
3
Self-Confidence: Low
Not likely to have confidence in one’s own skills, abilities and knowledge. Less likely to be confident while meeting new people or working towards achieving results. May not be able to maintain a positive attitude regardless of what others think or do. Less likely to display a propensity for self-acceptance and self-adequacy. May not come across as assertive or advocate one's point of view to bring oneself and clients to a common consensus.
3
Stress Tolerance: Low
Not likely to deal effectively with work pressure and gets stressed and worried easily. May not be able to keep oneself positive or maintain an optimistic attitude towards life in adverse situations. Less likely to keep oneself composed and think clearly to utilize time and resources effectively in demanding and challenging situations. Likely to demonstrate a tendency to depend upon others when one is emotional and stressed.
1
Achievement Orientation: Low
Not likely to set a high standard of performance for oneself. Not likely to be intrinsically motivated or driven to achieve excellence. Less likely to be motivated to work on tasks wholeheartedly. May seldom use available resources to work towards accomplishing one's goals in a timely and efficient manner. May not be able to motivate oneself to close more deals and show persistence until the targets are achieved.
4
Learning Agility: Low
Less likely to have the ability to reflect on experience, to learn from one's own and others' successes and failures. May not be able to use the learning in future. May not always be willing to seek out challenging experiences and opportunities to develop oneself and others. May rarely apply new concepts, strategies, behaviors and knowledge to novel problems. May not always use conventional approaches to handle problems. May not have lateral thinking abilities and fluid intelligence.
5
Creativity: Moderate
Moderately likely to be innovative and may at times be able to design and implement new programs. Somewhat likely to be high on imagination and originality, occasionally adding new dimensions to one's work. Moderately likely to find novel and better ways of doing tasks so as to improve work processes. Somewhat likely to develop new and improved methods, systems and products that would enhance efficiency of one's work. May somewhat be able to gather work related information quickly, from various sources and apply it in innovative ways to solve problems.
Managing the Marketing Process:
Values shown in above chart are sten scores
Low
(1 - 4)
Moderate
(5 - 6)
High
(7 - 10)
2. Managing the Marketing Process:
2
Result Orientation: Low
May rarely be able to actively work towards achieve results on time. Less likely to encourage others to work with dedication and commitment and put in one's best to complete a task. Less likely to understand the consequences of one's actions on the organization. Not very likely to be enthusiastic while working on challenging tasks and may rarely demonstrate a sense of urgency to accomplish goals.
3
Taking Initiatives: Low
Not very likely to proactively take initiatives at the workplace or encourage others to do the same. May not always take responsibility for tasks which others do not want to take up. Not likely to seek out opportunities to contribute more towards one's work and organization. Less likely to anticipate future problems or plan in advance to take necessary actions.
2
Information Seeking: Low
Not likely to seek or obtain information in order to accomplish one's task. May not always attempt to keep oneself up to date by acquiring knowledge on one's competitors, market trends and how the industry works. Not likely to probe into an issue to understand it holistically. May rarely seek information from clients, to identify gaps for improvement. Not likely to be proactive in interacting with others to understand their perspectives and experiences.
3
Problem Solving: Low
Not likely to identify potential problems or issues or investigate them in greater depth. May seldom put in efforts to analyze a problem, identify its causes or choose the best solution after contemplating available information and alternatives. May rarely be able to utilize necessary resources to overcome challenges in an effective manner. May rarely be able to identify risk areas or potential obstacles or take appropriate steps to deal with them.
1
Perseverance: Low
Less likely to work in a persistent manner and may not always be able to deal with obstacles in an effective manner. Not very likely to stay even-tempered when confronted with adverse and frustrating situations. Rarely likely to assist team members to deal with workplace stress effectively. Less likely to display emotional resilience and may not always deal effectively with pressure by being calm and poised.
Managing the Customer Relationship:
Values shown in above chart are sten scores
Low
(1 - 4)
Moderate
(5 - 6)
High
(7 - 10)
3. Managing the Customer Relationship:
5
Understanding Customers' Needs: Moderate
May sometimes be able to understand a customer's expectations and requirements. Somewhat likely to encourage oneself and others to understand each customer individually. May at times be able to look for subtle clues about the customer's current mood, patience level, personality, interests and needs. Somewhat likely to paraphrase customer's requirement for better understanding. May at times be able accurately assess customers' needs, motivations and passions.
5
Networking with Others: Moderate
Somewhat likely to leverage one's network of contacts within and outside the organization, for achieving business goals. Somewhat likely to encourage others to build their network. Somewhat likely to have an interest in socializing or establishing contacts and relationships to develop work opportunities. Fairly likely to focus on building or maintaining productive relationships with others and may at times nurture the relationships formed.
4
Influencing Others: Low
Not likely to effectively persuade others to take the desired action. May not be able to capture other's interests in order to modify information to convince them successfully. May be unable to convince others of one's thoughts and viewpoint by answering questions effectively. Less likely to demonstrate an ability to win over other side by providing necessary arguments.
STRATEGIC PLANNING SKILLS:
Values shown in above chart are sten scores
Low
(1 - 4)
Moderate
(5 - 6)
High
(7 - 10)
4. STRATEGIC PLANNING SKILLS:
5
Analyzing Bestsellers: Moderate
Somewhat likely to obtain information and identify key issues and relationships relevant to achieve a long range goal. Moderately likely to structure and analyze observations that are obtained by different data sources. May be moderate in inspection, selection, transformation and remodeling of data in order to derive a conclusion for any particular situation. Fairly likely to analyze the facts, available resources and bestsellers of the organization which may at times lead to loss in business in certain ways. May at times focus strategically on the bestsellers and make it exclusive so that it is difficult for the competitors to reach to this level. Somewhat likely to enhance and modify one's products' quality from time to time by fairly improving it. May occasionally add new/unconventional features to the existing products.
5
Competitors' Performance Awareness: Moderate
Moderately likely to be aware of one's competitors, their products or services and their marketing strategies. May have moderate skills to assess the effectiveness of the opposing argument to test the validity of the proposition. Fairly likely to keep oneself up to date about competitors pricing models, their distribution and delivery methods and how they enhance customer loyalty. Likely to occasionally gather knowledge about the competitors' media activities by checking their websites as well as newspapers, radio, television and any outdoor advertising/conference/fashion shows/events etc.
5
Gathering Customers Reactions to Products: Moderate
Somewhat likely to keep oneself up to date about customers' reactions to the products and merchandise by seeking their feedback. Somewhat likely to be keen on seeking what customers need and how one can better meet their needs. On the basis of feedback, fairly likely to make better decisions and plan for the future, measure one's performance and identify new markets or the success of new ideas.
6
Planning Product Ranges and Stocks: Moderate
Moderately likely to be a good planner of product ranges and stocks. May be fairly skilled setting the concept, purpose and direction; selecting the products and finalizing the price, distribution and sales forecast. Somewhat likely to meet the customers’ expectations by incorporating a fair range of products/merchandise. May at times keep in mind the theme/festive season and plans products/merchandise accordingly.
3
Advertising and Promotion: Low
Not likely to communicate effectively with the target audience/customers. May seldom use advertising tools such as sales promotions, magazine/newspaper advertising, arranging conferences/shows, taking social media initiatives, using public relations and word of mouth tactics. Less likely to increase sales, raise customer traffic, popularize new products and websites, enhance customer relations, have customers pass along positive information to others by rarely using unconventional/creative advertising and promotional strategies.
5
Identifying and Solving Demand Supply Problems: Moderate
Moderately likely to have the ability to think out-of-the-box to solve various problems. Moderately likely to identify and solve demand/supply problems that appear in the market. May sometimes be able to identify what products to make and what their designs should be, how much, when, where and from whom to buy the raw material for the product, how much, when and where to produce product etc. May at times design, manufacture and distribute its products in an increasingly competitive global economy by fairly forecasting the demand and supply problems, generating the strategies/solutions and executing them well.
Top Career Motivators
1
Power
Likely to be more efficient when work involves decision making. Enjoys taking up responsibility for people and resources.
Probable Disadvantage
May find it difficult to work under supervision or to step back and do small tasks which might lead to the person showing a significant level of disinterest in the tasks being given.
How to keep the person motivated?
Involve the individual in decision making processes, more suitable for supervisory roles. Consistently offer the individual opportunities to train and coach new joinees and delegate them responsibilities wherever necessary.
Top Career Motivators
2
Affiliation and Social Contact
Likely to be more interested in work that requires one to be connected with other individuals of a group. Enjoys interacting with people at the workplace.
Probable Disadvantage
May become bored when required to work alone at a task and might seek team work and cohesion to be able to finish tasks in a faster and more effective way.
How to keep the person motivated?
Assign tasks that involve coordination and team work. Involve the individual in group discussions, employee orientation programs etc. in order to effectively utilize the individual's interest and acumen for social interaction.
Activity Log
Activity Log
10 Jan,2018
About the Report
This Report is generated electronically on the basis of the inputs received from the assessment takers. This Report including the AI flags that are generated in case of availing of proctoring services, should not be solely used/relied on for making any business, selection, entrance, or employment-related decisions. Mettl accepts no liability from the use of or any action taken or refrained from or for any and all business decisions taken as a result of or reliance upon anything, including, without limitation, information, advice, or AI flags contained in this Report or sources of information used or referred to in this Report.
