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Mettl Managerial Potential
sample2
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Test Taker Details
s
sample2
Email Address: sample2@mettl.com
Test-Taker ID: - 43401552
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:
- 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
Recommendation
Cautiously Recommended
Not Recommended
Cautiously Recommended
Recommended
Strengths
Change Facilitation
Likely to be open and flexible to change, working towards bringing about required changes in the organization and making adjustments to incorporate the change in one's functions.
Teamwork
Likely to be a good team player and collaborate with relevant people to make sure group goals are achieved in an efficient manner.
Understanding Diversity
Likely to be warm, open-minded and respectful, especially when working with people from different backgrounds.
Areas of Development
Service Orientation
Learn to encourage team members to pay attention to customers' needs and deal with their queries, requests and complaints in an efficient manner.
Problem solving and Decision Making
Should try to solve problems and make effective decisions by taking inputs from the team and gathering information from all the sources.
Planning and Organizing
Needs to be more organized and systematic in one’s work, by effectively planning and prioritizing tasks for efficient utilization of resources and minimizing potential risks.
COMPETENCIES EVALUATION
Organizational Acumen:
Values shown in above chart are sten scores
Low
(1 - 4)
Moderate
(5 - 6)
High
(7 - 10)
1. Organizational Acumen:
7
Understanding Governance, Environment and Processes: High
Likely to look for opportunities to gain more knowledge and insight about one's organization and its policies, procedures and work environment. Likely to keep oneself up to date. Likely to comply with procedures and guidelines and may often take action in case of any deviation. May consider standard operating procedures in the workplace to ensure consistent and quality work.
8
Change Facilitation: High
Likely to be creative and original at one's work, and may be active in enabling one to work towards bringing about strategic changes in the organization. Likely to be open-minded or willing to try out new activities and adding new dimensions to one’s work. Likely to be driven by achievements and has the ability to establish a vision for self and organization and work towards implementing it by being unconventional/innovative and flexible in one’s approach to work.
Collaboration:
Values shown in above chart are sten scores
Low
(1 - 4)
Moderate
(5 - 6)
High
(7 - 10)
2. Collaboration:
7
Partnering: High
Likely to encourage team members to develop effective networking skills and to build close connections with people and groups within and outside the team. May have a tendency to maintain healthy relationships with one's peers, clients, seniors etc. Likely to be attentive to understanding of other teams' areas of strength and development and use that knowledge appropriately. Likely to be warm and friendly in one's interactions with others, and may often try to leverage one's network for assistance, support and goal accomplishment.
8
Teamwork: High
Likely to be a good team player and may encourage team members to maintain a conducive environment to work well with each other. Likely to provide team members with necessary resources to ensure they work cooperatively and collaboratively with each other. May often reward and recognize team members for working together towards achieving common goals.
Leadership Skills:
Values shown in above chart are sten scores
Low
(1 - 4)
Moderate
(5 - 6)
High
(7 - 10)
3. Leadership Skills:
7
Accountability: High
Likely to hold oneself accountable and accept responsibility for the actions taken by oneself and one's team members. Likely to make sure one's own and team's tasks are completed on time. May be able to hold oneself accountable for one's own and team's failures and successes. May be able to encourage team members to fulfil the commitments made.
7
Integrity: High
Likely to act in an honest and ethical manner. May often take a stand based on the right thing regardless of the consequence to oneself. Likely to be open and transparent in one's dealings with internal and external stakeholders. Likely to stick to one's professional ethics, morals, and values to complete tasks, even when it is inconvenient.
People Management:
Values shown in above chart are sten scores
Low
(1 - 4)
Moderate
(5 - 6)
High
(7 - 10)
4. People Management:
8
Understanding Diversity: High
Likely to be understanding and sensitive towards others who might be different from oneself. Likely to express positive feelings towards people from diverse backgrounds in terms of age, gender, religion, political views etc. Likely to feel comfortable while working with people having different perspectives, and tries to foster an inclusive workplace where individual differences are respected and valued.
7
Coaching and Mentoring: High
Likely to take interest in the work of team members and coach them on how to execute tasks effectively. May often encourage them to develop their abilities and provide constructive suggestions for the same. May train team members at a personal level. Likely to make sure that the potential of each member has been utilized in a productive way and may assign tasks basis one's capabilities or skills.
7
Conflict Management: High
Likely to resolve conflicts within and between teams immediately to ensure that the work environment is not hampered. May help employees with their conflicts by taking their views in consideration, understanding their issues and resolving them. Likely to listen to and understand conflicts in an unbiased manner. May be able to use appropriate interpersonal styles and methods to reduce tension or conflict between two or more people/groups.
Managing One's Work:
Values shown in above chart are sten scores
Low
(1 - 4)
Moderate
(5 - 6)
High
(7 - 10)
5. Managing One's Work:
6
Planning and Organizing: Moderate
Moderately likely to plan appropriate courses of actions to complete one's work. May occasionally determine project/assignment requirements by breaking them into tasks; identifying equipment, materials, and people needed. Likely to be somewhat organized and systematic in one's work, sometimes allocating appropriate amount of time to complete one's work efficiently. May somewhat be able to prioritize tasks, set realistic deadlines, anticipate roadblocks and deal with them to complete a task.
3
Problem solving and Decision Making: Low
Not likely to encourage team members to identify potential problems and issues or investigate them in greater depth. May seldom assist others to analyze a problem, identify its causes or choose the best solution to a problem after contemplating available information and alternatives. Not likely to take inputs of each team member before making decisions that are important for them. May rarely take into account possible consequences of the decisions being made.
1
Service Orientation: Low
Less likely to encourage team members to provide excellent services to internal and external customers. Not likely to motivate team members to come up with different ways to add value to the customer service experience. Less likely to guide team members to set priorities for customers or deliver services according to their needs and requirements. Not likely to encourage one's team to deal with customer queries, requests and complaints in an efficient manner.
Activity Log
Activity Log
14 May,2020
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.
