Report Section
Mettl Personality Profiler - Arabic
Test Taker Details
S
Sample
عنوان البريد الإلكتروني: sample.report@mettl.com
How to Interpret the Report?
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
Recommendation
Not Recommended
Strengths
None
Areas of Development
Ethical Propensity
Needs to earn the trust of internal and external stakeholders by behaving in an honest and ethical manner.
Networking
Should work on building personal and professional networks within and outside organization to create work opportunities.
Process Orientation
Should try to adhere to the rules and regulations placed by the organization carefully and carry out tasks following the established procedures.
COMPETENCY ANALYSIS
Trustworthiness:
Values shown in above chart are sten scores
1. Trustworthiness:
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.
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.
COMPETENCY ANALYSIS
Emotion Regulation:
Values shown in above chart are sten scores
2. Emotion Regulation:
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.
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.
COMPETENCY ANALYSIS
Drive:
Values shown in above chart are sten scores
3. Drive:
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.
Initiative Taking: Moderate
Somewhat likely to initiate tasks without being asked and work above and beyond the expectations of a job. May at times demonstrate eagerness to work on new tasks or tasks that others don't want to take up. May occasionally look for opportunities to take on challenges and look for areas where one can contribute actively.
COMPETENCY ANALYSIS
Team Work:
Values shown in above chart are sten scores
4. Team Work:
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.
Inclusion: Low
Less likely to be understanding or sensitive towards others who might be different from oneself. Less likely to treat everyone with respect. May not always be able to work effectively with individuals and groups of diverse background and experiences. Not very likely to feel comfortable while working with people having different perspectives, and may not always try to foster an inclusive workplace where individual differences are respected and valued.
COMPETENCY ANALYSIS
Relationship:
Values shown in above chart are sten scores
5. Relationship:
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.
Interpersonal Skills/ Social Competence: Low
Not very likely to enjoy working or interacting with other people. Not very likely to be able to structure one's thoughts or communicate in a clear, concise and accurate manner. Less likely to be able to listen to others objectively or be open to others' ideas. May rarely maintain a straightforward and frank demeanour, and may not always be able to put across one's viewpoint in an assertive and confident manner.
COMPETENCY ANALYSIS
Task/Delivery:
Values shown in above chart are sten scores
6. Task/Delivery:
Process Orientation: Low
Not very likely to be aware of established systems and processes governing the organization. May rarely adhere to the rules and regulations placed by the organization and may not always carry out tasks following the given instructions and directions. Not very likely to understand the importance of following standard guidelines and operating procedures in a workplace to ensure the consistency of work.
Result Orientation: Moderate
Moderately likely to demonstrate the ability to work actively to achieve results on time. Somewhat likely to work with dedication and commitment and put in one's best to complete a task. Moderately likely to be concerned with consequences of one's work on the organization as a whole. Somewhat likely to be enthusiastic while working on challenging tasks and may at times demonstrate a sense of urgency to accomplish goals. Moderately likely to set high-performance standards for self and others, and try to make efforts to maintain the same.
Planning: Low
Less likely to have the ability to prioritize tasks, and may rarely plan with a realistic sense of time and resources. May not always determine project/assignment requirements by breaking them into smaller tasks. Not very likely be organized and systematic in one's work. May rarely be able to prioritize activities and assignments basis their importance. Less likely to set realistic expectations for others regarding deadlines and may rarely be able to allocate an appropriate amount of time to efficiently accomplish goals.
COMPETENCY ANALYSIS
Customer Service:
Values shown in above chart are sten scores
7. Customer Service:
Service Orientation: Low
Not very likely to demonstrate an ability to understand customers' needs or requirements well and may not always be able to deliver the best customer service for every task undertaken by oneself. Less likely to come up with different ways to add value to the internal and external customers. May not always be able to deal with customer queries, requests and complaints in an efficient manner.
Quality Focus: Low
May not always be able to understand what is considered as excellence in performance. May rarely show a tendency to consistently focus on quality and ensuring adherence to high standards. Less likely to pay close attention to all the details of a task. Not very likely to continually seek to provide the highest quality services and products to all.
COMPETENCY ANALYSIS
Adaptive:
Values shown in above chart are sten scores
8. Adaptive:
Flexibility: Moderate
Somewhat likely to be open to changes taking place in the organization. Moderately likely to accept change, as is somewhat open minded and appreciative of new ideas which can contribute positively to the working environment. Somewhat likely to be willing to work on tasks, even when situations and goals are dynamic in nature. Moderately likely to be resourceful during change, at times contributing in making the change effective.
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.
