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Mettl B2C Sales Potential Assessment (Experienced)
aanchal.mettl1
| 1590493820473
Test Taker Details
a
aanchal.mettl1
Email Address: aanchal.tewari@mettl.com
Test-Taker ID: - 43549227
Last Name:
Not Filled
Date of birth:
Not Filled
Experience:
Not Filled
Country:
Not Filled
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 Central Tendency
Central Tendency
If the middle response (‘neutral’) is selected more than 30% of the time.
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.
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
SALES KNOWLEDGE
Overall Score Summary Based on Sales Knowledge
Moderate
Low
Moderate
High
Strengths
Qualifying Needs
High
Areas of Development
Overcoming Objections
Low
Closing
Low
Greeting
Moderate
SALES PERSONALITY
Overall Score Summary based on Sales Personality
Moderate
Low
Moderate
High
Strengths
Logical Thinking
Looks for information, past data, patterns, trends and analyses the missing pieces. Is able to apply innovative ways to solve problems. Identifies the cause-effect relationship between two aspects of a situation, or the pros and cons of the situation. Is able to assess the effectiveness of the opposing argument to test the validity of the proposition.
Brand Building
Enhances the brand's equity by communicating positively with customers about the products and services, and by providing timely and efficient assistance to them.
Areas of Development
Self-Control
Should learn to efficiently handle one's own feelings, especially when working under pressure.
Stress Tolerance
Needs to develop an optimistic and resilient attitude.
Perseverance
Learn to maintain balance and calm in the face of adverse conditions, to overcome problems.
SALES KNOWLEDGE
Values shown in above chart are sten scores
Low
(1 - 4)
Moderate
(5 - 6)
High
(7 - 10)
1. SALES KNOWLEDGE:
5
Greeting: Moderate
Somewhat likely to be skilled at greeting customers or agents in a sincere as well as enthusiastic manner to make them feel warm and welcomed when initiating a conversation.
5
Establishing a Relationship: Moderate
May have a moderate ability to develop rapport with prospective customers or agents so as to make them feel comfortable and develop a sense of mutual trust and respect. May at times be able to remove mental barriers that a customer or agent might have before any association.
8
Qualifying Needs: High
Likely to have the ability to assess the interest levels of the customers as well as correctly identify their needs and requirements. Likely to be capable of ascertaining which products/schemes/plans would be best suited for the customer based on their needs and expectations.
5
Presentation, Demonstration and Information: Moderate
May occasionally be able to present the product's/scheme's/plan's features and benefits to the customer in an engaging and confident manner. May at times be able to discuss the options available to the customer with the product in a manner that is appealing. May be somewhat capable of demonstrating the product usage or functionality in a convincing and honest manner.
5
Transforming Interest to Desire: Moderate
May have a moderate ability to appeal to the customers' needs, in ways that convince them that the product being offered will satisfy and fulfil their requirements and will lead them to purchase the product/scheme/plan.
4
Overcoming Objections: Low
Not likely to be calm when dealing with customers' objections. May not be able to address the customer's doubts and queries in a competent manner to ensure clarity and transparency in the purchase transaction.
4
Closing: Low
May not be able to accurately judge the situation or decide when it is time to stop selling the product and close the sale. Not likely to be able to successfully finalize negotiations and reach a mutually satisfying decision.
SALES PERSONALITY
Self-Management:
Values shown in above chart are sten scores
Low
(1 - 4)
Moderate
(5 - 6)
High
(7 - 10)
2. Self-Management:
1
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.
4
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.
2
Stress Tolerance: Low
Not likely to deal effectively with pressure and may get stressed and frustrated easily. Likely to get discouraged by setbacks, not putting sufficient effort to ensure timely and efficient completion of tasks. Not likely to be optimistic and may give up if unsuccessful in some tasks. Less likely to actively cope with workplace stress and become passive when faced with it.
4
Achievement Orientation: Low
Not likely to be comfortable handling tasks that involve risks. Not likely to be intrinsically motivated and driven to achieve excellence. Does not always set high standards for self and others in the team. May tend to work within his/her comfort zone. Likely to rely on others to set deadlines and standards than taking one's own call.
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.
Managing the Sales Process:
Values shown in above chart are sten scores
Low
(1 - 4)
Moderate
(5 - 6)
High
(7 - 10)
3. Managing the Sales Process:
3
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. Less likely to set high-performance standards for self and others, and try to make efforts to maintain the same.
5
Process Planning and Execution: Moderate
May occasionally plan with a realistic sense of time and resources, and encourage one's team to do the same. Somewhat likely be organized and systematic in one's work. Moderately likely to provide support to team members in planning and execution of their tasks. May at times monitor progress against goals and deadlines. Somewhat likely to effectively plan tasks in order to meet targets in a timely manner, without compromising on quality.
6
Taking Initiatives: Moderate
Somewhat likely to be open to new experiences and opportunities and is capable of taking new initiatives at the workplace. Is fairly flexible and self-driven when dealing with novel ideas. Can occasionally express one's own views and convince and direct others when needed.
4
Information Seeking: Low
Not likely to be efficient at methodically gathering and organizing information and facts needed for solving work related problems and making effective decisions. May not always attempt to keep oneself up to date by seeking out opportunities to acquire more knowledge, exploring new ideas and being characteristically self-disciplined and motivated.
2
Perseverance: Low
Not always likely to maintain balance and calm in the face of adverse conditions, to overcome problems. Not very likely to focus on channeling effort towards achieving goals. May not always take personal responsibility for 'owning' challenges, structuring tasks, implementing plans, completing projects to meet customer and business requirements. Is not very flexible, does not always work hard to achieve the desired outcome in different circumstances.
Managing the Client Relationship:
Values shown in above chart are sten scores
Low
(1 - 4)
Moderate
(5 - 6)
High
(7 - 10)
4. Managing the Client Relationship:
6
Empathy: Moderate
Somewhat likely to recognize and understand others' feelings, by being fairly attuned to their emotions. May at times come across as amiable and considerate of others’ feelings when communicating with them and making decisions. May occasionally be able to understand people's motivations and underlying reasons for their behavior.
6
Networking with People: Moderate
Somewhat likely to leverage one's network of contacts within and outside the organization, for achieving business goals. 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.
6
Influencing Others: Moderate
Somewhat likely to effectively persuade others to take the desired action. May at times be able to capture other's interests in order to modify information to convince them successfully. May be somewhat able to convince others of one's thoughts and view point by answering questions effectively. Somewhat likely to demonstrate an ability to win over other side by providing necessary arguments.
5
Customer Service Orientation: Moderate
Somewhat likely to demonstrate an ability to understand a client's needs or requirements well and may at times be able to deliver the best service for every task undertaken by oneself. May at times be able to deal with client queries, requests and complaints in an efficient manner. May occasionally ensure that no errors are made while delivering on customer requests. Somewhat likely to focus on continuously improving the service experience for internal as well as external customers. May sometimes be able to modify and adapt one's work style as per the client's, occasionally communicating sensitive and difficult information in a tactful manner.
Business Acumen:
Values shown in above chart are sten scores
Low
(1 - 4)
Moderate
(5 - 6)
High
(7 - 10)
5. Business Acumen:
5
Market Awareness: Moderate
Often likely to enjoy intellectual pursuits and occasionally seeks out opportunities to acquire more knowledge and understanding of the business needs. Often demonstrates interest in understanding the business processes and environment. Is fairly driven and at times aspires to achieve significant results by being proactive and deliberate, sometimes working towards seeing how the customer’s requirements can be met and which solution fits into their needs. Is fairly competent and organized and may systematically plan for projects. Often scans the market conditions, economic environment, competitive landscapes and understands their impact on the organization's overall goals.
4
Strategic Alignment: Low
Not likely to develop networks and seldom builds alliances; does not always collaborate across boundaries to build strategic relationships and achieve common goals. Not likely to implement strategic objectives and does not always develop metrics to assess attainment of work unit goals. Not likely to develop project teams and rarely staffs plans based on strategic objectives. Not likely to ensure that the team objectives are consistent with strategic plans. Not likely to align strategic goals, the business model and processes; and the company's culture with key business purpose and core values.
7
Brand Building: High
Likely to enhance the brand's equity by communicating positively with customers about the products and services, and by providing timely and efficient assistance to them. Likely to maintain the brand's position by consistently exceeding customer expectations by applying a solid understanding of what customers need and value.
Leadership Skills:
Values shown in above chart are sten scores
Low
(1 - 4)
Moderate
(5 - 6)
High
(7 - 10)
6. Leadership Skills:
6
Team Management: Moderate
Often likely to effectively manage team. Occasionally guides team efforts, tracks team progress, sometimes anticipates roadblocks and at times changes course as needed to achieve team goals. Occasionally sets and communicates clear goals for the team. Partially able to understand the individual differences and provides personal coaching, mentoring, training and uses learning and development approaches at times. Occasionally motivates and encourages team members to learn. Somewhat likely to be attuned to one's and others' emotions and may be capable of understanding and listening to other's problems. At times, provides meaningful feedback to team members to keep them on track toward common goals.
5
Negotiation and Persuasion: Moderate
Often likely to be fair at negotiating with and influencing others. Often likely to effectively articulate one's position and occasionally helps others understand the underlying issues and concerns. Likely to be fairly creative, at times thinks 'outside the box' to identify alternative solutions that meet the needs of all stakeholders such as customers and peers. Often likely to develop and use subtle strategies to persuade others, sometimes even in sensitive or high pressure situations.
5
Consultative Problem Solving and Decision Making: Moderate
Moderately likely to have the ability to think out-of-the-box to solve various problems. Often likely to analyze problems effectively through brainstorming and sometimes makes appropriate decisions without missing deadlines or causing delays in service. Often likely to develop creative and effective solutions despite the absence of information and short time-frames. May be moderately creative in thinking and in integrating data logically to arrive at solutions. Often likely to solve problems and at times takes decisions through consulting other team members. Occasionally predicts the outcomes of alternatives to solve problems by consulting team members. Often likely to appropriately address the inter-relationships between issues.
4
Leading by Example: Low
Not likely to lead by example by not always modeling desired behavior. Not likely to operate professionally at all times, only occasionally encourages professional standards in others and seldom addresses any breaches. Not likely to 'walk the talk'. Not likely to set the right example, seldom demonstrates character and rarely creates a winning culture so that people feel confident about themselves and their work.
9
Logical Thinking: High
Likely to demonstrate the ability to design, analyze and evaluate information/problems to achieve a desired goal. Likely to be a good decision maker, uses wide range of information, based on some evidence. Likely to have the ability to think out-of-the-box to solve various problems. Likely to adequately analyze and evaluate evidence/statements/problems logically and comes up with appropriate solutions. Likely to have the ability to quickly identify patterns and the logical rule underlying those patterns to arrive at solutions. Has an ability to distinguish between points and can put across one's opinions using coherent perspectives. Likely to be good at planning processes and strategies.
Top Career Motivators
1
Money and Incentives
Likely to consider materialistic gains as a motivator to work. Unlikely to shirk from mundane tasks, if attached to monetary benefits.
Probable Disadvantage
May be susceptible to temptation and greed and might be likely to switch jobs if one is offered a higher compensation package in a different organization.
How to keep the person motivated?
Attach incentives and monetary rewards to task objectives. Set small time goals which offer immediate gratification rather than long term goals that require perseverance.
Top Career Motivators
2
Achievement
Desires to achieve excellence and perfection at work. Likely to work enthusiastically at tasks which demand skill and talent.
Probable Disadvantage
May set unrealistic goals for oneself and get discouraged when they are not achieved resulting in some amount of uncertainty in facing challenging goals in future instances.
How to keep the person motivated?
Provide tasks that optimally utilize the candidate's skills and abilities. Give more time bound tasks which are challenging as well as achievable to help the employee feel a sense of accomplishment and with time, the time lines can be altered to pose tougher challenges for the employee.
Activity Log
Activity Log
26 May,2020
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.
