Report Section
Mettl High Potential Identification Assessment
Test Taker Details
S
Sample
Email Address: sample.report@mettl.com
Introduction
High Potential Assessment Framework
Mercer Mettl’s High potential framework aims to identify the employees who possess intellect, drive, agility and leadership orientation to handle broader responsibilities, complex future work challenges, and have a higher chance of becoming successful leaders in the future. This assessment aims to assess the critical high potential competencies and identify the strengths and areas of development which will help the respondents to develop themselves to be successful in the future. As per our research, we identified four core, unique and distinct factors which define High potential employees:
These four core and unique factors present a holistic definition of a high potential employee. These factors are measured with the help of battery of psychometric tools which include Mettl Personality Profiler (MPP), Mettl Test for Abstract Reasoning (MTAR) and Mettl Test for Critical Thinking (MTCT).
How to Interpret the Report?
Use of Response Styles: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
Potential
Moderate Potential
Low Potential
Moderate Potential
High Potential
Strengths
Initiative Taking
Likely to display a high level of initiative, and may often look for areas where one can contribute without being asked.
Adaptability
Likely to be open to changes taking place in the organization and make efforts to be resourceful during change.
Propensity to Lead
Likely to understand individual team members' strengths and weaknesses and provide opportunities to help them develop themselves on an ongoing basis.
Areas of Development
Strategic Thinking
Needs to more often work towards understanding long term implications of one's decisions and prepare contingency plans based on the decisions taken.
Learning Orientation
Needs to more often seek out challenging experiences and opportunities to develop one's skills and abilities.
Critical Decision Making
Needs to be able to identify and choose alternative or select the best course of action among several alternative possibilities.
EVALUATION OF COMPETENCIES
Intellect:
High intellect to successfully handle challenges and take effective decisions.
Values shown in above chart are sten scores
1. Intellect:
Strategic Thinking: Moderate
May sometimes be able to understand the short and long term implications of one's actions on the organization. Somewhat likely to consider long term success factors and accordingly shape the direction of the organization. May at times be able to consider challenges and risks that are likely to arise in the future, and accordingly prepare contingency plans to deal with the same. Moderately likely to demonstrate an understanding of the business, the market, the industry, and the interdependencies between the organization's various lines of business.
Critical Decision Making: Moderate
Moderately likely to identify and analyze problems by finding and evaluating relevant information to reach an appropriate conclusion. Somewhat likely to distinguish between strong and weak arguments objectively and without bias. Somewhat likely to identify and understand what is assumed or taken for granted in a situation, in the absence of adequate evidence. Moderately likely to consider all available data and facts before making a decision, and effectively think through the consequences of the same. May at times be able to contemplate between positive and negative outcomes of a situation to choose among many possible solutions.
Drive:
Relentless determination to learn, grow and succeed.
Values shown in above chart are sten scores
2. Drive:
Drive to Excel: Moderate
Moderately likely to take ownership of one's actions and decisions, and may occasionally ensure that one's commitments are fulfilled in a timely manner. May at times persevere to achieve desired results, even when faced with challenging circumstances. May sometimes display passion and drive to achieve excellence in everything. Somewhat likely to set challenging yet achievable goals for oneself, and demonstrate a strong sense of urgency towards achieving the same.
Learning Orientation: Moderate
Moderately likely to be open to new experiences and opportunities in order to constantly develop one's skills and abilities. Somewhat likely to take responsibility to fulfil one's learning goals and seek relevant learning opportunities to enhance job performance. May at times proactively seek out resources and information to keep updating one's skills. Moderately likely to willingly seek feedback from others in order to efficiently identify and fulfil performance gaps.
Initiative Taking: High
Likely to initiate tasks without being asked to do so and work above and beyond the expectations of a job. May seek out opportunities to take up additional responsibilities at work. Likely to look for areas where one can contribute actively. May demonstrate eagerness to work on new tasks and tasks that others don't want to take up.
Agility:
Ability to move quickly and easily, effectively handling ambiguity and not giving up.
Values shown in above chart are sten scores
3. Agility:
Navigating Ambiguity: Moderate
Moderately likely to deal with novel and unknown situation in a confident and comfortable manner. May at times be willing to proceed to a task without having all the necessary details. May sometimes be able to effectively receive and use information as, and when it comes. Moderately likely to provide relevant solutions and outputs, even when limited information is provided. Somewhat likely to comfortably manage uncertain situations in order to achieve work objectives.
Adaptability: High
Likely to respond to changes in the organization with a positive and open mindset. Likely to accept change, as may be open and appreciative of new ideas which can contribute positively to the working environment. Likely to stay calm and composed, even when situations and goals are dynamic and demanding in nature. Likely to have the ability to quickly adapt oneself while working in new teams, cultures, and work procedures.
Lead:
Potential to lead both internal and external stakeholders to achieve organizational goals.
Values shown in above chart are sten scores
4. Lead:
Propensity to Lead: High
Likely to understand team member's strengths and weaknesses, and may often utilize this knowledge to help them develop their skills and abilities. May often provide appropriate support and guidance to help team members achieve their personal as well as organizational goals. Likely to provide opportunities to team members to develop themselves on an ongoing basis in order to build expertise in their fields. Likely to conduct oneself in a manner that inspires others to do their best everyday.
Stakeholder Management: High
Likely to come across as a warm and friendly person and may be interested in socializing and building strategic relationships with key stakeholders. Likely to build and effectively manage professional networks within and outside the organization. May be approachable and maintain contact with immediate stakeholders on a regular basis.
Test Log
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