Report Section
Mettl Learning Agility Assessment (Not in Use)
Test Taker Details
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emerit128
Email Address: abc@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
HIGH POTENTIAL OR NOT?:
Values shown in above chart are sten scores
High Potential or Not?
Moderate Potential
Levels of Agility :
Values shown in above chart are sten scores
1. Levels of Agility :
Mental Agility: High
Likely to think critically and deal with problems from a fresh point of view. Likely to be comfortable dealing with ambiguity and complexity.
People Agility: Moderate
Moderately likely to relate to and deal with a wide variety of people well. May occasionally treat and manage others constructively.
Change Agility: Low
Not likely to be curious or creative or like to experiment with new ideas and struggles to deal with change.
Results Agility: Moderate
Moderately likely to be result driven and occasionally demonstrate a sense of urgency, drive, passion and commitment towards achieving individual and team goals.
Strengths
Critical Thinking
Likely to be skilled at applying critical thinking effectively for decision making and analysis.
Strategic Orientation
Likely to be proficient at applying skills for strategic thinking and decision making.
Problem Solving
Likely to learn to identify problems accurately and try out various solutions to achieve the best outcome.
Areas of Development
Open to Learning
Learn to be secure in one's own abilities and don't concern oneself much with others' judgments. Make an effort to continuously learn and grow by acquiring new knowledge and information.
External Awareness
Need to make an effort to acquire knowledge about the policies and trends that may impact the organization.
Accountability
Learn to be self motivated and disciplined in one's approach to work, focusing on achieving high quality results.
LEARNING AGILITY COMPETENCIES
Mental Agility:
Values shown in above chart are sten scores
2. Mental Agility:
Critical Thinking: High
Likely to be skilled at applying critical thinking for making an effective decision or analysis. May be able to analyze some of the underlying assumptions of a situation while defining problems and their consequences. Likely to pay attention to all available evidence while judging the relevance of an argument. Likely to draw logical conclusions from the information available or make decisions accordingly.
Strategic Orientation: High
Likely to be proficient at applying one's skills effectively for strategic thinking and decision making. Likely to be a quick learner and easily grasp new and complex concepts. Likely to often identify logical patterns and relationships among events, situations or ideas and apply this knowledge to strategically solve work-related problems, effectively.
Open to Learning: Low
Not likely to be secure in one’s abilities, not always being completely aware of or recognizing one’s own strengths and limitations. Likely to get bothered about other’s judgments and may fail to pay significant attention to one's personal growth and development. May not put in the sufficient effort to learn, improve oneself and acquire more knowledge.
Dealing with Ambiguity: Moderate
Moderately likely to be comfortable in situations involving uncertainty and risks and may at times deal with ambiguous situations well by being methodical and patient. Somewhat likely to be deliberate and meticulous in one's approach to work, may at times analyzing all available information in a rational manner, thinking through one's actions somewhat carefully and cautiously. Likely to occasionally seek out opportunities to try out new activities and at times be able to actively cope with tough situations, rather than being passive.
Interpersonal Savvy: Moderate
Moderately likely to be capable of identifying and understanding the dynamics of the organization as may be somewhat amiable. May at times enjoy working or interacting with people. Somewhat likely to be very sociable, sympathetic or honest, occasionally willing to lend an ear to others or share one’s own ideas with others. May at times be able to work efficiently with others as is somewhat accepting or trusting of others.
LEARNING AGILITY COMPETENCIES
People Agility:
Values shown in above chart are sten scores
3. People Agility:
Developing People: Low
Not likely to contribute in encouraging or developing the abilities of team members by not providing feedback and suggestions on time. May not be able to lead and coordinate with team effectively. May be uncomfortable during social interactions. May rarely provide team members with adequate opportunities to learn.
Managing Diversity: Moderate
Moderately likely to express positive feelings towards people from different backgrounds in terms of age, gender, religion and political views. May be somewhat comfortable working with people having different perspectives and may at times foster an inclusive workplace where individual differences are respected and valued.
Team Building: Low
Not likely to understand or appreciate individual differences among team members or adjust one's work style accordingly. May not be able to accurately assess and utilize the strengths of all the team members while completing a task. Not likely to effectively coordinate and cooperate with a team productively.
Conflict Management: Moderate
Moderately likely to be attuned to one's and others' emotions. May at times be capable of understanding and listening to other people's problems. May occasionally help out people with their conflicts by taking their views in consideration, understanding their problem and providing solutions.
Political Savvy: Low
Not likely to be concerned about having cordial and harmonious relations with others and may not be very cooperative, accommodating or understanding. Not likely to be open about one’s own achievements and may restrain from openly admitting to one’s own limitations. May not be very attuned to others’ feelings and emotions and at times fail to recognize the needs and problems of others.
LEARNING AGILITY COMPETENCIES
Change Agility:
Values shown in above chart are sten scores
4. Change Agility:
Creativity: Low
Not likely to be good at imagination or originality, rarely adding new dimensions to one's work. May not be willing to consider new and unconventional ideas and solutions to problems.
Innovation Management: Moderate
Moderately likely to have an ability to design and implement new programs/processes at work, by being somewhat creative and bringing in new insights to situations. May at times have a flexible approach to one’s work, and occasionally work towards deriving innovative solutions to problems.
External Awareness: Low
Not likely to look for opportunities to gain more knowledge or keep oneself updated about company policies and trends that may impact the organization. Not likely to be very diligent or keep attention focused on the external market to understand how it can affect the organization and vice-versa.
Flexibility/ Openness to Change: Low
Not likely to be open to changes taking place in the organization and may not be comfortable working with or trying out new activities and experiences. Not likely to be knowledgeable of how to effectively deal with change. May not be able to adapt easily as one may not be very open minded or appreciative of new ideas which can contribute positively to work and working environment.
Vision: Low
Not likely to be effective at working with others or building a shared vision about the organization’s growth and progress. May not be flexible and positive, and may not be able to influence or direct others to perform appropriately in order to achieve the vision.
LEARNING AGILITY COMPETENCIES
Results Agility:
Values shown in above chart are sten scores
5. Results Agility:
Accountability: Low
Not likely to be methodical, systematic or organized when carrying out tasks. May not be able to hold oneself accountable for high quality and cost-effective results. May not be highly self-disciplined or motivated in one’s approach to work. May seldom determines objectives, set priorities and follow through one’s plan to effectively complete tasks. May not always have a strong sense of duty or comply with established systems and rules.
Problem Solving: High
Likely to be skilled at solving problems. May be able to identify and understand patterns and relationships amongst events, situations and apply this knowledge to strategically solve work-related problems.
Drive for Results: Low
Not likely to be responsible and active at work and may rarely ensure desired results or high quality of work. Less likely to exhibit a sense of urgency, drive, passion and may not have a strong commitment towards achieving individual and team goals. May not be able to utilize available resources in the most profitable way. Less likely to set challenging goals for oneself and for other team members. Less likely to be able to control one's emotions and behavior and may have problems adapting to changing circumstances.
Self-confidence: Low
Not likely to be capable or efficient, rarely having confidence in one’s own skills and abilities. May not come across as an independent and assertive individual. May not be able to take initiatives and guide others during challenging times. Not likely to be open or willing to work in situations involving uncertainty and risk.
Confidence in Others: Moderate
Moderately likely to genuinely regard people and form close associations with them. May at times believe that most people are honest and sincere and have a reasonable level of confidence in others. Likely to be somewhat comfortable working with people having different perspectives than one’s own and occasionally takes into consideration others' views and opinions when making decisions about work.
Test Log
Test Log
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Started the test with Critical Thinking - Drawing Conclusions
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Finished Critical Thinking - Drawing Conclusions and started Critical Thinking - Evaluating Arguments of the test
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Finished Critical Thinking - Evaluating Arguments and started Critical Thinking - Recognizing Assumptions of the test
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Finished Critical Thinking - Recognizing Assumptions and started Abstract Reasoning of the test
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Finished Abstract Reasoning and started Personality Inventory of the test
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Finished the test