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Mettl Personality Profiler
sample report
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Test Taker Details
s
sample report
Email Address: sample.report@mettl.com
Test-Taker ID: - 21081488
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
Overall Score Summary
Low
Low
Moderate
High
Strengths
No actionable Insights
Areas of Development
Accountability
Needs to learn to hold oneself accountable and accept responsibility for one's actions and decisions.
Self-assurance
Needs to have belief in one's abilities and should try to remain optimistic regardless of what others say about oneself.
Learning Agility
Should learn to reflect on past accomplishments and failures in order to upgrade one's skills and abilities.
COMPETENCY ANALYSIS
Trustworthiness:
Values shown in above chart are sten scores
Low
(1 - 4)
Moderate
(5 - 6)
High
(7 - 10)
1. Trustworthiness:
3
Accountability: Low
Not very likely to take responsibility for one's own actions or decisions. Not very likely to take one's duties and responsibilities seriously. May seldom be able to understand one's mistakes and may rarely rectify them immediately. Less likely to hold oneself or others accountable to complete the assigned task and may rarely execute one's work without seeking any guidance from others.
4
Ethical Propensity: Low
Not very likely to be open or transparent in one's transactions with internal and external stakeholders. Not very likely to follow the right approach or chose the right course of action regardless of the consequences to oneself. May not always treat one's team members, colleagues, customers or others in a fair manner. Not very likely to be reliable with confidentiality of critical information related to work and/or organization. Not very likely to gain trust of people within or outside the organization.
Emotion Regulation:
Values shown in above chart are sten scores
Low
(1 - 4)
Moderate
(5 - 6)
High
(7 - 10)
2. Emotion Regulation:
3
Self-assurance: Low
Not very likely to take a stand for one's ideas and beliefs and may get discouraged by thoughts and actions of others. Less likely to display high propensity of self-acceptance and self-adequacy. May not be able to remain optimistic regardless of what others think or do. Not very likely to have a good understanding of one's strengths or development areas. Less likely to display respect for one's self and belief in one's abilities.
4
Stress Management: Low
Not very likely to deal effectively with stress or maintain one's calm in difficult or challenging situations. May not always be able to think clearly or keep up optimal performance when faced with emotional or stressful situations. Less likely to use appropriate coping strategies to deal with workplace stress. May not always be able to maintain a positive attitude or respond to changing situations with composure.
Drive:
Values shown in above chart are sten scores
Low
(1 - 4)
Moderate
(5 - 6)
High
(7 - 10)
3. Drive:
3
Learning Agility: Low
Not very likely to demonstrate an ability to learn new skills or acquire knowledge required to perform optimally in one's job. Not very likely to gain experience from one's own and others' accomplishments and failures. Less likely to demonstrate a willingness to give up conventional approaches and unlearn outdated skills which may be slowing down the progress of one's work. Less likely to focus on self-development or put in efforts to work towards upgrading one's skills and knowledge.
4
Initiative Taking: Low
Less likely to initiate tasks without being asked or work above and beyond the expectations of a job. May not always demonstrate eagerness to work on new tasks or tasks that others don't want to take up. May not always look for opportunities to take on challenges or look for areas where one can contribute actively.
Team Work:
Values shown in above chart are sten scores
Low
(1 - 4)
Moderate
(5 - 6)
High
(7 - 10)
4. Team Work:
4
Collaboration: Low
Not very likely to demonstrate an ability to work effectively with team members in a harmonious and cooperative way. Not very likely to work collaboratively with others, with a positive approach towards achieving common goals. Less likely to offer help to others without being asked to. Less likely to work towards utilizing strengths of all the team members to accomplish tasks.
5
Inclusion: Moderate
Moderately likely to be understanding and sensitive towards others who might be different from oneself. Somewhat likely to treat everyone with respect. May sometimes be able to work effectively with individuals and groups of diverse background and experiences. Moderately likely to feel comfortable while working with people having different perspectives, and may occasionally try to foster an inclusive workplace where individual differences are respected and valued.
Relationship:
Values shown in above chart are sten scores
Low
(1 - 4)
Moderate
(5 - 6)
High
(7 - 10)
5. Relationship:
4
Networking: Low
Less likely to come across as a warm and friendly person and may not always be interested in socializing and building relationships to develop work opportunities. Less likely to leverage one's network of contacts within and outside the organization, for achieving business level goals. May not be able to build or maintain productive and long term relationships with different stakeholders over a period of time. Not very likely to gather resources from internal and external contacts for completing tasks effectively.
5
Interpersonal Skills/ Social Competence: Moderate
Somewhat likely to enjoy working and interacting with other people. Moderately likely to be able to structure one's thoughts and communicate in a clear, concise and accurate manner. Somewhat likely to be able to listen to others objectively and be open to others' ideas. May at times maintain a straightforward and frank demeanour, and may occasionally be able to put across one's viewpoint in an assertive and confident manner.
Task/Delivery:
Values shown in above chart are sten scores
Low
(1 - 4)
Moderate
(5 - 6)
High
(7 - 10)
6. Task/Delivery:
5
Process Orientation: Moderate
Somewhat likely to be aware of established systems and processes governing the organization. May sometimes adhere to the rules and regulations placed by the organization and may at times carry out tasks following the given instructions and directions. Somewhat likely to understand the importance of following standard guidelines and operating procedures in a workplace to ensure the consistency of work.
4
Result Orientation: Low
Not very likely to demonstrate the ability to work actively to achieve results on time. Less likely to work with dedication and commitment and put in one's best to complete a task. Less likely to be concerned with consequences of one's work on the organization as a whole. Not very likely to be enthusiastic while working on challenging tasks and may not always 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
Planning: Moderate
Somewhat likely to have the ability to prioritize tasks, and may at times plan with a realistic sense of time and resources. May occasionally determine project/assignment requirements by breaking them into smaller tasks. Moderately likely be organized and systematic in one's work. May at times be able to prioritize activities and assignments basis their importance. Moderately likely to set realistic expectations for others regarding deadlines and may at times be able to allocate an appropriate amount of time to efficiently accomplish goals.
Customer Service:
Values shown in above chart are sten scores
Low
(1 - 4)
Moderate
(5 - 6)
High
(7 - 10)
7. Customer Service:
5
Service Orientation: Moderate
Somewhat likely to demonstrate an ability to understand customers' needs and requirements well and may at times be able to deliver best customer service for every task undertaken by oneself. Somewhat likely to come up with different ways to add value to the internal and external customers. May at times be able to deal with customer queries, requests and complaints in an efficient manner.
5
Quality Focus: Moderate
May at times be able to understand what is considered as excellence in performance. May sometimes show a tendency to consistently focus on quality and ensuring adherence to high standards. Somewhat likely to pay close attention to all the details of a task. Somewhat likely to continually seek to provide the highest quality services and products to all.
Adaptive:
Values shown in above chart are sten scores
Low
(1 - 4)
Moderate
(5 - 6)
High
(7 - 10)
8. Adaptive:
3
Flexibility: Low
Less likely to be open to changes taking place in the organization. Not very likely to accept change, as may not be very open minded and appreciative of new ideas which can contribute positively to the working environment. Less likely to be willing to work on tasks, especially when situations and goals are dynamic in nature. Less likely to be resourceful during change, rarely contributing in making the change effective.
3
Innovation: Low
Not very likely to be high on imagination and creativity, seldom adding new dimensions to one's work. Less likely to keep oneself updated on current research and technological advancements in the industry. May not always come up with novel approaches and methods to develop an idea or product. Less likely to take necessary risks including trying new and unconventional ways to get things done. Less likely to develop new and improved methods, systems and products that would enhance efficiency of one's work.
Activity Log
Activity Log
11 May,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.
