Mettl Project Manager Assessment

Test Taken on:
Report Version as on:
Finish State: Normal
Registration Details
Email Address:
First Name: sample
Last Name: Not filled
Date of birth: Not filled
Experience: Not filled
Country: 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. 

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:

1. 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’.
2. 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.
3. 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.
4. 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: 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).


Not Recommended

Critical Competencies

Ability to Handle Pressure: Somewhat likely to deal effectively with pressure and come across as calm and poised, at times. Likely to have a mild tendency to get discouraged by setbacks.

Result Orientation: Not likely to be active at work to ensure desired results or high quality of work. May not be able to set challenging goals for oneself or others.

Responsible/ Accountable: Not likely to hold oneself or others accountable for high quality and cost-effective results. May not have a sense of duty or comply with established systems and rules.

Capable of Working in a Global Environment: Not likely to be comfortable working with people from different backgrounds. May not work towards fostering an inclusive workplace.



Areas of Development

Adaptability: Needs to learn to be flexible and open to new experiences and changes in the organization.

Process Orientation: Needs to learn to become acquainted with the organization's processes and systems and follow them closely.

Result Orientation: Needs to work hard to achieve desired results by being self driven and energetic. Should set goals and put in a high degree of effort into accomplishing those goals.

Delivery Management
Values shown in above chart are sten scores
Low Moderate High
Result Orientation: Low

Not likely to be responsible at the workplace. May not have a tendency to display passionate behavior towards work or make efforts to perform better and achieve excellent results. May not be able to set priorities and plan the course of work to ensure efficiency in work. May not be able to bring perfection and precision in one's work. Not likely to have the ability to utilize available resources in a profitable manner. May not set challenging goals for oneself and others.

Risk Management: Moderate

Somewhat likely to have the confidence or ability to deal with uncertain and high risk situations. May at times be able to carefully analyze the available information to remain calm and meticulous. May sometimes equip team members with the adequate time and resources to think rationally in a stressful situation. May at times show stability in one's emotions and work when faced with difficult situations. May at times seek out opportunities to generate ground-breaking ideas and motivate team members to contribute boldly.

Capable of Working in a Global Environment: Low

Not likely to express positive feelings towards people from different backgrounds in terms of age, gender, religion and political views. May not be comfortable working with people having different perspectives and may not foster an inclusive workplace where individual differences are respected and valued.

Responsible/ Accountable: Low

Not likely to be organized, disciplined and methodical when carrying out one's task. May not be able to hold oneself accountable for quality and cost effective work. Not likely to comply with rules and regulations of an organization. May not be able to motivate one's self and the team to have clear plans in order to achieve their goals.

Adaptability: Low

Not likely to be comfortable in adjusting to changes taking place in an organization. May not be open to working on new projects or teams. May not know how to effectively deal and adapt to changes easily. Not likely to be open minded or appreciative of new ideas which may contribute positively to work and working environment.

Integrity/ Honesty: Moderate

Somewhat likely to behave in an honest and ethical manner by strictly adhering to moral and ethical codes while working. May at times be relied upon to carry out assignments efficiently.

Ability to Handle Pressure: Moderate

Somewhat likely to deal with pressure by being calm and poised and get somewhat discouraged by setbacks. May at times be able to remain optimistic and may sometimes give up after being unsuccessful in some tasks. Fairly likely to cope with workplace stress and may at times become passive when faced with it. May sometimes be able to control one's emotions at the time of stress.

Quality Management
Values shown in above chart are sten scores
Low Moderate High
Detail Orientation/ Quality Management/ Control: Low

Not likely to deal with information methodically and systematically. May not be able to focus one's attention on minute details of a problem. Not likely to show concern for all aspects of one's job, seldom checking work processes or ensuring delivery of quality output. May not be self-motivated and disciplined while carrying out tasks.

Process Orientation: Low

Not likely to be driven by a sense of duty or commitment to one’s work leading to a lack awareness of the processes and systems governing the organization. May not adhere to the rules and regulations placed by the organization carefully and may seldom carry out tasks following the established procedures.

Client Management
Values shown in above chart are sten scores
Low Moderate High
Relationship Building: Moderate

Somewhat likely to encourage positive relations among team members. May at times be able to understand the dynamics of an organization as one may be somewhat amiable and occasionally enjoy working and interacting with people. May come across as somewhat sociable or understanding of others. May at times be willing to lend an ear to others or share one’s own ideas with them.

Problem Solving: Moderate

Somewhat likely to encourage team members to identify potential problems and issues or investigate them in greater depth. May at times assist others to analyze a problem, identify its causes or choose the best solution to a problem after contemplating available information and alternatives. Fairly likely to be imaginative and innovative and may be somewhat appreciative of new and unconventional ideas/solutions. May at times be able to direct others when faced with difficulties.

Customer Service Orientation: Low

Not likely to demonstrate an ability to understand customers' needs or requirements well or be able to deliver the best service for every task undertaken. May not be able to deal with queries, requests and complaints in an efficient manner. Not likely to be responsive to client problems and may have trouble understanding their requirements, escalating issues or providing regular status updates. May not be able to modify one's work style and adapt as per the clients, rarely communicating sensitive and difficult information in a tactful manner.

Managing Stakeholders: Low

Not likely to form close bonds with one's own organization and clients, for mutual benefit. May not be skilled at building networks with stakeholders by demonstrating fairness in transactions and a positive outlook towards people, in general. May not have a flexible approach to work and seldom involves stakeholders in one's work, when required, to address any issues/requirements.

People Management
Values shown in above chart are sten scores
Low Moderate High
Delegation of Tasks: Moderate

Somewhat likely to be cooperative and accommodating and may at times be able to effectively delegate tasks to team members by keeping in mind their needs, interest as well as skills. Somewhat likely to motivate team to work efficiently to do a particular task. Somewhat likely to empower individuals to take decisions independently in areas within their purview. May sometimes engage in assigning tasks to team members in a planned manner, in order to prevent workload. May sometimes be able to assess the workload, pace of work and prioritization of tasks within the team or know what to do about it.

Team Building: Moderate

Somewhat likely to have an ability to manage a group as one may at times be open to work with people with different perspectives. May sometimes be considerate towards others views as well as needs. Fairly likely to trust others and may sometime correctly assess their motivations. May at times be able to lead a group in tough times as may sometime displays responsible behavior and take initiatives.

Collaboration/ Team work: Low

Not likely to be a good team player and may rarely be able to maintain harmonious and cooperative relationships with team members as is not very trusting and attuned to their emotions. Not very likely to work cooperatively and collaboratively with others, with a positive attitude towards achieving common goals. May rarely be able to coordinate between members of different teams/departments to get one's tasks executed effectively.

Coaching and Mentoring: Moderate

Somewhat likely to take interest in the work of team members and coach them on how to execute tasks effectively. May sometimes encourage them to develop their abilities and provide constructive suggestions for the same. May occasionally train team members at a personal level. Somewhat likely to make sure that the potential of each member has been utilized in a productive way and may at times assign tasks basis one's capabilities or skills.

Performance Monitoring and Feedback: Low

May be somewhat unable assess or provide timely and consistent feedback regarding proficiency and effectiveness of people in a given task. May not always ensure that work projects are being followed diligently. May rarely monitor the performance of team members, systematically. Not very likely to flag out underperformance for corrective action. May be somewhat unable to express one’s views, clearly and forcefully, while being considerate of others’ feelings and motivations. Not very likely to analyze systems, processes, feedbacks and performance trends on a regular basis, to identify opportunities for development.

Conflict Management: Low

Not likely to be attuned to one's and others' emotions. May not come across as very capable of understanding or listening to other people's problems. May not always actively help out people with their conflicts and overlook their views. May not be able to understand their problems or provide solutions.

Test Log