Report Section
Mettl Managerial Potential Assessment
Test Taker Details
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sample
Email Address: Sample1@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. This report summarizes the strengths and areas of development along with a detailed competency profile of the candidate. The competency framework used here is comprehensive and suitable to evaluate the role-fitment of the candidate for a wide-range of jobs across various industries.
- When interpreting the report, 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 assessment.
Response Style
Response Style Genuine
Explanation of Response Style:
Genuine
If questions are answered in a sufficiently varied manner.
Social Desirability
It is a measure of respondents' concern with social approval or conforming to societal conventions. It also indicates one's attempt to project oneself in a more positive light than accurate.
Central Tendency
It is a tendency of an individual to choose the middle options (Somewhat Disagree & Somewhat Agree) in majority of the responses.
EXECUTIVE SUMMARY
Overall Score Summary
Moderate
Low
Moderate
High
Strengths
No actionable Insights
Areas of Development
Planning and Prioritizing
Needs to support team members in being organized in their approach, by effectively planning and prioritizing team's tasks and providing appropriate resources.
Learning Orientation
Should consider mistakes and failures as learning opportunities and seek different avenues to improve upon one's skills and abilities.
Impact and Influence
Needs to learn to better convince and influence others to accept a desired course of action.
Top Career Motivators
1
Affiliation
The Spirit of Cohesion
Social interactions bring about the true nature of people. For some individuals, social interaction is quite important for them to discover themselves. Such interactions help one feel satisfied and more attached to the organizational atmosphere. In addition to this, being a part of groups or teams for such individuals also helps in increasing their performance levels as it makes tasks look achievable when help is promised.
Probable Advantages
Probable Challenges
How to keep the person motivated?
Top Career Motivators
2
Reward
Chasing the best Compensation
For some people, reward acts as a major motivator behind doing a job. This is most likely in cases of individuals who follow a means-to-end approach where the job they do is meant to help them for the singular purpose of survival. In such cases, the individual is bound to be highly motivated extrinsically. When offered the ideal work-life balance to go with sufficient remuneration, such individuals turn out to be some of the most committed assets to the organization.
Probable Advantages
Probable Challenges
How to keep the person motivated?
EVALUATION OF COMPETENCIES
Delivering Excellence:
Values shown in above chart are sten scores
1. Delivering Excellence:
Quality Focus: Moderate
Moderately likely to provide team members with essential details of tasks to ensure accuracy and consistency. Somewhat likely to provide a strong and clear rationale to team members for why certain rules and procedures must be followed to ensure adherence at the workplace. May at times take ownership for making sure that the team maintains excellence and quality standards in the work they do, irrespective of the nature of tasks.
Planning and Prioritizing: Low
Less likely to be structured or organized in one's approach towards work. May not always align teams' plans with the broader objectives of the department/function or track their progress on current projects to ensure outcomes are delivered in a timely manner. Not very likely to guide team members in defining clear action plans, and may rarely clarify the way forward on how to accomplish their tasks or goals. Less likely to provide appropriate support or resources to team members to help them prioritize their work, so as to accomplish multiple goals simultaneously.
Results Driven: Moderate
Moderately likely to set challenging yet achievable goals for oneself and one's team, and may at times instill passion among team members towards the work they do. Somewhat likely to make sure that one's own and teams' tasks are completed in an efficient and timely manner. May occasionally persist to accomplish existing projects, and encourage team members to do the same, even when faced with distractions and obstacles. May sometimes understand what drives people to work, and effectively use this knowledge to delegate tasks in order to get the best possible outcomes at work.
Managing Stakeholders:
Values shown in above chart are sten scores
2. Managing Stakeholders:
Impact and Influence: Moderate
Moderately likely to listen actively and objectively to others without interrupting in order to have a holistic understanding of the message being delivered. Somewhat likely to be able to convince others of one's thoughts and viewpoints by answering questions effectively. May at times be able to find synergies between the needs of various parties and work towards a win-win solution for all parties involved.
Managing Relations: Moderate
Moderately likely to establish working relationships with internal and external stakeholders on a regular basis. May at times encourage team members to build connections within and beyond one's immediate team. Moderately likely to be able to leverage one's network, their strengths, and limitations to accomplish organizational objectives. Somewhat likely to effectively manage queries, requests, and complaints from diverse stakeholders, and may occasionally find new and effective ways to enhance the overall experience for them.
Managing Team:
Values shown in above chart are sten scores
3. Managing Team:
Collaboration and Inclusion: Moderate
Moderately likely to ensure a conducive environment within the team and help them understand the importance of teamwork for achieving common goals and objectives. Somewhat likely to act as a catalyst for inclusion and provide diverse team members with necessary resources to ensure they work cooperatively and collaboratively on shared goals. May sometimes be able to take appropriate and immediate action to resolve misunderstandings among team members so that they don't hamper the work environment. Moderately likely to be compassionate and considerate of others' feelings and emotions, and may occasionally attune oneself to their individual challenges while working on common tasks.
Empowering and Developing Others: Moderate
Moderately likely to provide team with constructive feedback and appropriate reinforcements to continuously motivate them to put in their best effort in every task that they perform. May occasionally use coaching and mentoring techniques effectively to help team members leverage their strengths and improve upon their areas of development. Somewhat likely to provide adequate learning opportunities to team members so as to prepare them to handle critical roles and responsibilities in the future. May at times provide necessary support and resources to ensure everyone within the team has an equal and fair opportunity to be successful, irrespective of their individual differences.
Making an Impact:
Values shown in above chart are sten scores
4. Making an Impact:
Learning Orientation: Low
Less likely to come across as inquisitive, and may rarely look for opportunities to gain new information and knowledge which may be required to perform tasks at work. Not very likely to focus on developing or improving oneself with every task that one takes up. May not always demonstrate willingness to unlearn obsolete or outdated skills that might hamper one's performance at work. Less likely to consider mistakes and failures as opportunities to learn from and further improve oneself.
Resilience: Moderate
Moderately likely to display emotional resilience. May occasionally deal with team members in a calm and poised manner when faced with stressful conditions at work. Somewhat likely to provide teams with appropriate support and resources to deal effectively with stress. May at times teach practical coping strategies to team members to help them effectively manage demanding situations at work.
Managing Business:
Values shown in above chart are sten scores
5. Managing Business:
Strategic Focus: Moderate
Moderately likely to demonstrate an understanding of the business, the market, the industry, and the interdependencies between the organization's various lines of business. Somewhat likely to have an understanding of short and long term implications of one's actions and decisions on the organization. May at times be able to consider challenges and associated risks that are likely to arise in the future, and accordingly prepare contingency plans to deal with the same.
Managing Change: Moderate
Moderately likely to respond to changes in the organization with a positive outlook. May occasionally be able to adapt quickly to changes and work effectively with new processes and systems. Somewhat likely to clearly communicate the rationale for change mandated by the organization and explain its impact and benefit on the team's work to enable effective buy-in. May occasionally bring about changes in the way things are done, and may at times add new dimensions to make them more effective. Somewhat likely to find synergies between old and new ways of doing things to transition smoothly during change and reduce the disruption to work as much as possible.
