Report Section
Mettl Managerial Potential Assessment - Arabic
Test Taker Details
S
Sample
عنوان البريد الإلكتروني: sample.report@mettl.com
How to Interpret the Report?
Response Style
Response Style Extreme Responding
Explanation of Response Style:
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
Recommendation
Cautiously Recommended
Key Competencies
Change Facilitation
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.
Accountability
Likely to hold oneself and others accountable for completing tasks that have been assigned.
Planning and Organizing
Moderately likely to be meticulous and systematic, at times organizing tasks according to priority and urgency. May at times be able to formulate clear and effective plans and objectives.
Problem Solving and Decision Making
Not likely to have an ability to analyze a problem, identify its causes and choose an appropriate solution from alternatives.
Strengths
Understanding Governance, Environment and Processes
Likely to be aware of the organization's culture, environment and processes.
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.
Accountability
Likely to hold oneself accountable and accept responsibility for accomplishments and failures of oneself and one's team members.
Areas of Development
Understanding Diversity
Learn to be warm, open-minded and respectful, especially when working with people from different backgrounds.
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.
Service Orientation
Learn to encourage team members more often to pay attention to customers' needs and deal with their queries, requests and complaints in an efficient manner.
COMPETENCIES EVALUATION
Organizational Acumen:
Values shown in above chart are sten scores
1. Organizational Acumen:
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.
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.
COMPETENCIES EVALUATION
Collaboration:
Values shown in above chart are sten scores
2. Collaboration:
Partnering: Moderate
Moderately 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 fair tendency to maintain healthy relationships with one's peers, clients, seniors etc. Moderately likely to be attentive to understanding of other teams' areas of strength and development and use that knowledge appropriately. Somewhat likely to be warm and friendly in one's interactions with others, and may at times try to leverage one's network for assistance, support and goal accomplishment.
Teamwork: Moderate
Moderately likely to be a good team player and may occasionally encourage team members to maintain a conducive environment to work well with each other. Somewhat likely to provide team members with necessary resources to ensure they work cooperatively and collaboratively with each other. May occasionally reward and recognize team members for working together towards achieving common goals.
COMPETENCIES EVALUATION
Leadership Skills:
Values shown in above chart are sten scores
3. Leadership Skills:
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.
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.
COMPETENCIES EVALUATION
People Management:
Values shown in above chart are sten scores
4. People Management:
Understanding Diversity: Low
Not likely to be understanding or sensitive towards others who might be different from oneself. Less likely to express positive feelings towards people from diverse backgrounds in terms of age, gender, religion, political views etc. Not 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.
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.
Conflict Management: Moderate
Moderately likely to resolve conflicts within and between teams immediately to ensure that the work environment is not hampered. May occasionally help employees with their conflicts by taking their views in consideration, understanding their issues and resolving them. Somewhat likely to listen to and understand conflicts in an unbiased manner. May be somewhat able to use appropriate interpersonal styles and methods to reduce tension or conflict between two or more people/groups.
COMPETENCIES EVALUATION
Managing One's Work:
Values shown in above chart are sten scores
5. Managing One's Work:
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.
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.
Service Orientation: Moderate
Moderately likely to encourage team members to provide excellent services to internal and external customers. Somewhat likely to motivate team members to come up with different ways to add value to the customer service experience. Moderately likely to guide team members to set priorities for customers and deliver services according to their needs and requirements. Somewhat likely to encourage one's team to deal with customer queries, requests and complaints in an efficient manner.
