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Mettl Learning Agility Assessment - Arabic
Sample
| 1512730296247
Participant Details
S
Sample
عنوان البريد الإلكتروني: sample-report@mettl.com
Participant ID: - 17786806
الاسم الأخير:
Not Filled
تاريخ الميلاد:
Not Filled
البلد:
Not Filled
تجربة:
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.
•High Potential Identification:
The assessment captures the individual's 4 main agilities - Mental Agility, People Agility, Change Agility and Results Agility. The dominant purpose of using this assessment is to identify whether your candidate has a high potential for learning or not. How the candidate has scored on all 4 agilities, will decide whether he/she is a low, moderate or high potential candidate.
• Description and Detailed Analysis of Learning Agility Competencies:
The graph represents Sten scores of the candidate for each competency. The scales for all the competencies range from ‘low’ to ‘high’ based on the normal probability curve. The descriptions for all the competencies are easy to comprehend and self-explanatory. In case any further clarification needed, please feel free to contact us.
• Dominant Learning Agility:
It focuses on 2 dominant Learning Agility Competencies (based on High scores) while explaining the advantages, disadvantages and how to leverage the competencies.
Response Style
Response Style Extreme Responding
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.
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’.
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
HIGH POTENTIAL OR NOT?:
Values shown in above chart are sten scores
Low
(0 - 3)
Moderate
(4 - 6)
High
(7 - 10)
High Potential or Not?
Moderate potential
Levels of Agility :
Values shown in above chart are sten scores
Low
(0 - 3)
Moderate
(4 - 6)
High
(7 - 10)
2. Levels of Agility :
4
Mental Agility: Moderate
Moderately likely to think critically and deal with problems from a fresh point of view. Somewhat likely to be comfortable dealing with ambiguity and complexity.
6
People Agility: Moderate
Moderately likely to relate to and deal with a wide variety of people well. May occasionally treat and manage others constructively.
5
Change Agility: Moderate
Moderately likely to be curious and creative, occasionally experimenting with new ideas and being able to deal with change somewhat effectively.
5
Results Agility: Moderate
Moderately likely to be result driven and occasionally demonstrate a sense of urgency, drive, passion and commitment towards achieving individual and team goals.
Strengths
Political Savvy
Likely to have cordial and harmonious relations with others. Likely to be attuned to others' feelings and emotions and understand the needs and problems of others.
Accountability
Likely to be motivated and self disciplined in one's approach to work, focusing more on achieving high quality results.
Areas of Development
Strategic Orientation
Needs to develop skills for strategic thinking and decision making.
Critical Thinking
Needs to be more skilled at applying critical thinking effectively for decision making and analysis.
Vision
Learn to be more assertive and goal oriented and work with others more often to build a shared vision for the organization and its growth.
Dominant Agility
1
People Agility
Can relate to and deal with a wide variety of people. Capable of acknowledging and appreciating individual differences among team members. Can manage others well by recognizing and utilizing team members' unique strengths and nurturing their talents. Likely to be attuned to one's and others' emotions and is capable of understanding and listening to other people's problems.
Advantages
Has the ability to understand individual differences; Can use each team member's unique strengths; Is sensitive to the emotions of others; Likely to pick up small increments of growth that others miss; Provides guidance and constructive feedback.
Disadvantages
May sometimes be too selfless; Others may perceive one as a biased person as likely to acknowledge individual differences; May help too much at times; May impose learning and training over others.
Suitable leading style when
There is a need to influence people; There are stressful situations and there is a need to be proactive than reactive; A situation demands bargaining and negotiating; Initiating and/or managing change in the workplace.
Dominant Agility
2
Change Agility
Likely to be curious and likes to experiment with new or unconventional ideas. Is flexible and can effectively deal with change by being innovative and adaptive. Keeps oneself aware of the latest developments in one’s field and maintains a vision for the organization’s growth and progress.
Advantages
Challenges the status quo by exploring and introducing new and unconventional ideas; Experiments with different solutions and perspectives.
Disadvantages
The focus on new ideas and the desire for change may inadvertently lead to compromising existing and effective processes as a result.
Suitable leading style when
‘Out of the box thinking’ is required to deal with issues; Taking a lead during change initiatives; Dealing with resistance from others’ to change.
LEARNING AGILITY COMPETENCIES
Mental Agility:
Values shown in above chart are sten scores
Low
(0 - 3)
Moderate
(4 - 6)
High
(7 - 10)
3. Mental Agility:
4
Critical Thinking: Moderate
Moderately likely to be skilled at applying critical thinking for making an effective decision or analysis. May at times be able to analyze some of the underlying assumptions of a situation while defining problems and their consequences. May occasionally pay attention to all available evidence while judging the relevance of an argument. Fairly likely to struggle to draw logical conclusions from the information available at times or make decisions accordingly.
3
Strategic Orientation: Low
Not likely to be proficient at applying one's skills for strategic thinking or decision making. May not be a quick learner or be able to grasp new and complex concepts. May not be able to identify logical patterns and relationships among events, situations or ideas, hence, failing to apply this knowledge to strategically solve work-related problems.
5
Open to Learning: Moderate
Moderately likely to be secure in one’s abilities while being somewhat aware of and recognizing one’s own strengths and limitations. May sometimes get bothered about other’s judgements but try to work towards personal growth and development on an occasional basis. Occasionally likely to put effort to improve oneself and to learn and acquire more knowledge.
5
Dealing with Ambiguity: Moderate
Moderately likely to be comfortable in situations involving uncertainty and risks and may at times deal with ambiguous situations well by being methodical and patient. Somewhat likely to be deliberate and meticulous in one's approach to work, may at times analyzing all available information in a rational manner, thinking through one's actions somewhat carefully and cautiously. Likely to occasionally seek out opportunities to try out new activities and at times be able to actively cope with tough situations, rather than being passive.
6
Interpersonal Savvy: Moderate
Moderately likely to be capable of identifying and understanding the dynamics of the organization as may be somewhat amiable. May at times enjoy working or interacting with people. Somewhat likely to be very sociable, sympathetic or honest, occasionally willing to lend an ear to others or share one’s own ideas with others. May at times be able to work efficiently with others as is somewhat accepting or trusting of others.
LEARNING AGILITY COMPETENCIES
People Agility:
Values shown in above chart are sten scores
Low
(0 - 3)
Moderate
(4 - 6)
High
(7 - 10)
4. People Agility:
5
Developing People: Moderate
Moderately likely to contribute in encouraging and developing the abilities of team members by providing feedback and suggestions occasionally. May at times be able to lead and coordinate with team effectively. May at times be comfortable during social interactions, providing team members with adequate opportunities to learn.
5
Managing Diversity: Moderate
Moderately likely to express positive feelings towards people from different backgrounds in terms of age, gender, religion and political views. May be somewhat comfortable working with people having different perspectives and may at times foster an inclusive workplace where individual differences are respected and valued.
5
Team Building: Moderate
Moderately likely to understand and appreciate individual differences among team members and adjust one's work style accordingly. Somewhat likely to accurately assess and utilize the strengths of all the team members while completing a task. May at times be able to coordinate and cooperate with a team productively.
6
Conflict Management: Moderate
Moderately likely to be attuned to one's and others' emotions. May at times be capable of understanding and listening to other people's problems. May occasionally help out people with their conflicts by taking their views in consideration, understanding their problem and providing solutions.
7
Political Savvy: High
Likely to be concerned about having cordial and harmonious relations with others as is cooperative, accommodating and understanding. Likely to be modest about one’s own achievements and is aware of and openly admits to one’s own limitations. Likely to be attuned to others’ feelings and emotions and easily recognize the needs and problems of others.
LEARNING AGILITY COMPETENCIES
Change Agility:
Values shown in above chart are sten scores
Low
(0 - 3)
Moderate
(4 - 6)
High
(7 - 10)
5. Change Agility:
5
Creativity: Moderate
Moderately likely to be good at imagination and originality, occasionally adding new dimensions to one's work. May at times be willing to consider new and unconventional ideas and solutions to problems.
5
Innovation Management: Moderate
Moderately likely to have an ability to design and implement new programs/processes at work, by being somewhat creative and bringing in new insights to situations. May at times have a flexible approach to one’s work, and occasionally work towards deriving innovative solutions to problems.
5
External Awareness: Moderate
Moderately likely to look for opportunities to gain more knowledge and keep oneself updated about company policies and trends that may impact the organization. Likely to be somewhat diligent and occasionally keep attention focused on the external market to understand how it can affect the organization and vice-versa.
5
Flexibility/ Openness to Change: Moderate
Moderately likely to be open to changes taking place in the organization and may be somewhat comfortable working with and trying out new activities and experiences. May at times be able to effectively deal with change. Fairly likely to adapt reasonably well, as one may be open minded and appreciative of new ideas which can contribute positively to work and working environment.
4
Vision: Moderate
Moderately likely to be capable of working with others and building a shared vision about the organization’s growth and progress. Likely to be somewhat flexible and positive, with an adequate ability to influence and direct others to perform appropriately in order to achieve the vision.
LEARNING AGILITY COMPETENCIES
Results Agility:
Values shown in above chart are sten scores
Low
(0 - 3)
Moderate
(4 - 6)
High
(7 - 10)
6. Results Agility:
7
Accountability: High
Likely to be methodical, systematic and organized when carrying out tasks. Likely to hold oneself accountable for high quality and cost-effective results. Likely to be self-disciplined and motivated in one’s approach to work; determine objectives, set priorities and follow through one’s plan to effectively complete tasks. May have a strong sense of duty and comply with established systems and rules.
4
Problem Solving: Moderate
Moderately likely to be skilled at solving problems. May at times be able to identify and understand patterns and relationships amongst events, situations and apply this knowledge to strategically solve work-related problems.
5
Drive for Results: Moderate
Moderately likely to be responsible and active at work to ensure desired results and high quality of work. Likely to exhibit a moderate sense of urgency, drive, passion and commitment towards achieving individual and team goals. May at times be able to utilize available resources in a profitable way. Moderately likely to set challenging goals for oneself and for other team members. May at times be able to control one's emotions and behavior and adapt to changing circumstances.
6
Self-confidence: Moderate
Moderately likely to be capable and efficient, having confidence in one’s own skills and abilities. May at times come across as an independent and assertive individual. May sometimes take initiatives and guide others during challenging times. May occasionally be open and willing to work in situations involving uncertainty and risk.
5
Confidence in Others: Moderate
Moderately likely to genuinely regard people and form close associations with them. May at times believe that most people are honest and sincere and have a reasonable level of confidence in others. Likely to be somewhat comfortable working with people having different perspectives than one’s own and occasionally takes into consideration others' views and opinions when making decisions about work.
Assessment Log
Assessment Log
08 Dec,2017
About the Report
This Report is generated electronically on the basis of the inputs received from the assessment participants. 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.
