Report Section
Mettl Marketing Associate Assessment
Test Taker Details
S
Sample
Email Address: 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
Attention to Details
Is able to capture every minute detail and present the work in a clear, complete, precise and easy to understand language.
Areas of Development
Analytical Ability
Needs to be able to reason and provide systematic solution to a given problem. Also needs to be able to evaluate different alternatives to the problem in a step by step manner to select the best solution.
Planning and Execution
Needs to be organized and systematic in one’s work and effectively plan and prioritize tasks.
Result Orientation
Needs to work towards achieving one's targets and goals effectively.
Evaluation of Behavioral Competencies
Managing Work:
Values shown in above chart are sten scores
1. Managing Work:
Planning and Execution: Low
Not very likely to be organized or systematic in one's work in order to successfully accomplish work objectives. Not likely to have the ability to prioritize tasks, and may seldom plan with a realistic sense of time and resources. Less likely to establish a course of action for oneself to ensure that work is completed efficiently, and may not always be able to consider the impact of one's work on others. May seldom be able to smoothly execute one's plan of action and ensure that required resources are available to carry out tasks efficiently.
Result Orientation: Low
Less likely to be intrinsically motivated to complete one's tasks effectively and may not always be able to work on the given task wholeheartedly. May rarely look for opportunities to gain new information or knowledge which may be required to perform tasks at work efficiently. Less likely to take ownership for accomplishing one's targets within set timelines.
Business Orientation: Low
Less likely to demonstrate an interest in understanding the business, the market or the industry. Not very likely to keep a track of new developments, entrants or products in the market. May not look for opportunities to keep oneself updated about other industry trends that may impact the organization. Less likely to scan the market conditions, economic environment or competitive landscapes to align one's business goals accordingly. Not very likely to have an understanding of competitors in the market and therefore may be somewhat unable to acknowledge what makes the organization unique.
Process Orientation: Low
Less likely to adhere to the rules and regulations placed by the organization carefully and may rarely follow instructions or directions in order to complete the assigned tasks effectively. Not very likely to be aware of the consequences of adherence and non adherence to the organization's rules and regulations. Less likely to adhere to standard operating procedures in the workplace to ensure consistent and quality work.
Evaluation of Behavioral Competencies
Managing People:
Values shown in above chart are sten scores
2. Managing People:
Negotiation and Influence: Moderate
May at times be able to identify and utilize the factors that might influence others to take a particular action. May occasionally be able to work towards a win-win solution for all parties involved. Moderately likely to leverage one's position to make the outcomes favorable to oneself, one's team and the organization. May be somewhat able to convince others of one's thoughts and viewpoints by answering questions effectively.
Collaboration: Low
Less likely to be a good team player and may be somewhat unable to maintain harmonious and cooperative relationships with team members. Not very likely to work collaboratively with others, with a positive approach towards achieving common goals. Less likely to coordinate with relevant teams or departments to ensure smooth completion of tasks. May rarely offer help to others without being asked to do so.
Networking: Low
Less likely to come across as a warm or friendly person and may not always be interested in socializing or building relationships to develop work opportunities. Not very likely to gather information or resources from internal or external sources to ensure that tasks are completed efficiently. May seldom be approachable or maintain contact with immediate stakeholders on a regular basis.
Service Orientation: Low
May not always be able to accurately understand and promptly deliver on a customer's needs or expectations. Less likely to ensure that no errors are made while delivering on customer requests. Not very likely to be able to provide quality service to customers, or deal with their queries, requests or complaints in an efficient manner. Less likely to focus on continuously providing excellent support.
Evaluation of Behavioral Competencies
Managing Self:
Values shown in above chart are sten scores
3. Managing Self:
Creativity: Low
Less likely to be innovative and may not always be able to utilize resources creatively to identify novel solutions in the workplace. Not very likely to be high on imagination or originality, seldom adding new dimensions to one's work. Not very likely to find better ways of doing tasks so as to improve work processes. May rarely develop new or improved methods, systems and products that would enhance efficiency of one's work.
Taking Initiatives: Low
Less likely to initiate tasks without being asked to or work above and beyond the expectations of a job. May seldom seek out opportunities to take up additional responsibilities at work, and may rarely look for areas where one can contribute actively. May seldom demonstrate eagerness to work on new tasks or tasks that others do not want to take up.
Evaluation of Behavioral Competencies
Evaluation of Cognitive Competencies:
Values shown in above chart are sten scores
4. Evaluation of Cognitive Competencies:
Attention to Details: High
Most likely to notice everything that might be of importance, at any point of time. May be able to capture every minute detail and present the work in a clear, complete, precise and easy to understand language. May be very attentive, focused and excellent at giving desired results and in maintaining great quality.
Analytical Ability: Low
Unlikely to integrate issues and factors onto a conceptual framework. May not have the ability to reason and provide systematic solution to a given problem by breaking it down into simple cases, then evaluating different alternatives to the problem in a step by step manner. May not be able to analyze or perceive a given information from different perspectives.
Verbal Ability: Low
Unlikely to have a good vocabulary. May be very poor at proper usage of grammar and punctuation. May face problems in understanding word meanings, word relationships and also in interpreting detailed information.
