Mettl Insurance Sales Executive Assessment

Sample Report
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Finish State: Normal
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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 Central Tendency as it indicates 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: If questions are answered in a sufficiently varied manner.

Social Desirability: If questions are answered in a socially desirable manner.

Central Tendency: If many questions are answered as ‘neither agree nor disagree’.


The Farmer (Relationship Builder): Harvests deals by nurturing existing clients, keeping customers happy, and cross-selling. You’re guaranteed a lower churn rate when you have talented farmers focused on consulting and renewals. They are generous with their time, strive to meet customers' every need, and works hard to resolve tensions in the commercial relationship.

Recommendation Based on Sales Knowledge



Transforming Interest to Desire: High

Presentation, Demonstration and Information: High

Overcoming Objections: High

Areas of Development

Greeting: Moderate

Closing: Moderate

Establishing a Relationship: Moderate

Recommendation Based on Sales Personality

Cautiously Recommended



Areas of Development

Result Orientation: Needs to work towards achieving one's targets and goals effectively.

Networking with People: Needs to learn to have an interest in socializing and establishing contacts and building relationships.

Managing Resources and Prioritizing Tasks: Needs to be organized and systematic in one’s work, by effectively planning and prioritizing tasks.

The Farmer (Relationship Builder)

Harvests deals by nurturing existing clients, keeping customers happy, and cross-selling. You’re guaranteed a lower churn rate when you have talented farmers focused on consulting and renewals. They are generous with their time, strive to meet customers' every need, and works hard to resolve tensions in the commercial relationship.

Common Traits

• Caring
• Good Team Player
• Good Listener/Mediator
• Empathic/Recognizes the needs of others
• Helpful

Potential Blind Spots

May have difficulty in dealing with assertive-type buyers who are often better handled by Hunters. Are less likely to say "No" to erratic demands.

Key Motivators

To reward farmers properly, you would want to motivate them to up-sell – without taking advantage of the customer with unnecessary up-selling.

Organizational/ Role Fitment

Adjusts well to most selling situations as are considered one of the more acceptable and successful types.

Values shown in above chart are sten scores
Low Moderate High
Greeting: Moderate

Somewhat likely to be skilled at greeting customers or agents in a sincere as well as enthusiastic manner to make them feel warm and welcomed when initiating a conversation.

Establishing a Relationship: Moderate

May have a moderate ability to develop rapport with prospective customers or agents so as to make them feel comfortable and develop a sense of mutual trust and respect. May at times be able to remove mental barriers that a customer or agent might have before any association.

Qualifying Needs: Moderate

May at times be able to correctly assess the interest levels of the customers as well as identify their needs and requirements. May be somewhat capable of ascertaining which products/schemes/plans would be best suited for the customer based on their needs and expectations.

Presentation, Demonstration and Information: High

Likely to have the required skills to present the product's/scheme's/plan's features and benefits to the customer in an engaging and confident manner. May be able to discuss the options available to the customer with the product in a manner that is appealing. May be capable of demonstrating the product usage and functionality in a convincing and honest manner.

Transforming Interest to Desire: High

May have the ability to appeal to the customers' needs, in ways that convince them that the product being offered will satisfy and fulfil their requirements and will lead them to purchase the product/scheme/plan.

Overcoming Objections: High

Likely to be calm when dealing with customers' objections. Likely to be able to address the customer's doubts and queries in a competent manner to ensure clarity and transparency in the purchase transaction.

Closing: Moderate

May be somewhat able to accurately judge the situation and decide when it is time to stop selling the product and close the sale. Somewhat likely to be able to successfully finalize negotiations and reach a mutually satisfying decision.

Managing the Sales Process
Values shown in above chart are sten scores
Low Moderate High
Business Orientation: Low

Less likely to demonstrate an interest in understanding the business, the market and the industry. Not very likely to scan the market conditions, economic environment, and competitive landscapes to align one's business goals accordingly. Less likely to keep a track of new developments, entrants or products in the market. May not always be able to apply industry knowledge while making effective business decisions.

Process Orientation: Moderate

Moderately likely to keep oneself well informed about policies and standards affecting one's work, and may occasionally follow all established rules, processes, and procedures while working. Moderately likely to be aware of the consequences of adherence and non adherence to the organization's rules and regulations. May at times understand the need for standard operating procedures at the workplace to ensure consistency and quality.

Taking Initiatives: Low

Less likely to initiate tasks without being asked or work above and beyond the expectations of a job. May seldom seek out opportunities to take up additional responsibilities at work. Less likely to look for areas where one can contribute. May seldom demonstrate eagerness to work on new tasks or tasks that others don't want to take up.

Result Orientation: Low

Less likely to work towards delivering desired results and meeting expectations on time. May not always work on tasks wholeheartedly, and is not very likely to set challenging goals for oneself or others. Less likely to be passionate about achieving and surpassing results and may seldom remain persistent until goals are achieved.

Managing the Customer Relationship
Values shown in above chart are sten scores
Low Moderate High
Empathy: Moderate

May at times be able to easily recognize or understand others' emotions and feelings. Moderately likely to be compassionate and considerate of others’ feelings when making important decisions. May occasionally tend to understand the underlying reasons for others' behaviour. May at times be able to assess people's motivations and passion accurately.

Networking with People: Low

Less likely to come across as a warm and friendly person and may not always be able to gather information and resources from internal and external sources to ensure that tasks are completed efficiently. Not very likely to be approachable and may rarely maintain contact with people within and outside the organization on a regular basis. Less likely to understand the competing demands of various stakeholder groups, and may be unable to align the organization's goals to their needs.

Influencing Others: Moderate

Somewhat likely to be good at influencing others. Moderately likely to provide necessary arguments to win over the other party. May at times be able to convince others of one's thoughts and viewpoints by answering questions effectively. Moderately likely to be concerned about others' perspectives and address them before they can bring it up themselves.

Customer Focus: Low

May rarely be able to understand and promptly deliver on customer requirements. Less likely to ask relevant questions in order to gather more information and better understand the customer's needs. Not very likely to ensure that customer requirements are met perfectly in the first time itself. May seldom ensure that no errors are made while delivering on customer requests. Less likely to find new or effective ways to improve service experience for internal as well as external customers.

Project Management
Values shown in above chart are sten scores
Low Moderate High
Managing Resources and Prioritizing Tasks: Low

Less likely to have the ability to prioritize tasks or efficiently use resources to accomplish multiple goals simultaneously. May not have a strong tendency to approach every task in a structured and planned manner. Not very likely to be organized and systematic in one's work. Less likely to establish a course of action for oneself to ensure that work is completed efficiently and on time. May seldom consider the impact of one's actions and work on others and vice-versa.

Change Management
Values shown in above chart are sten scores
Low Moderate High
Managing Change: Low

Less likely to clearly understand the rationale for change mandated by the organization, and may be somewhat unable to adapt to it quickly. Not vey likely to be resourceful during change, rarely contributing in making the change effective. Less likely to find synergies between old and new ways of doing things, so as to reduce the disruption to work as much as possible.

Basic Competencies
Values shown in above chart are sten scores
Low Moderate High
Integrity: Moderate

Somewhat likely to act in an ethical and trustworthy manner. May at times take a stand based on the right thing regardless of the consequence to oneself. Moderately likely to be open and transparent in one's dealings with internal and external stakeholders. Moderately likely to stick to one's professional ethics, morals, and values to complete tasks, even when it is inconvenient.

Stress Management: Moderate

Moderately likely to display emotional resilience and may at times deal effectively with pressure by being calm and poised. May occasionally work efficiently and put in sufficient effort even when faced with setbacks. Somewhat likely to maintain optimal performance despite difficult situations. Moderately likely to use appropriate coping strategies to deal with workplace stress.

Accountability: Low

Less likely to accept responsibility for one's actions and decisions and may seldom follow through on the commitments made. Not very likely to work independently, without seeking guidance from anyone else. May seldom be able to understand one's mistakes and may rarely rectify them immediately.

Top Career Motivators
Competition and Challenge

Has the desire to prove oneself as the best at doing a task. Likely to be motivated to work harder when given opportunities to compete with others.

Probable Disadvantage

May be too competitive and aggressive at work and might end up pushing oneself too hard to perform in a certain way that might not even be requisite for the task in hand.

How to keep the person motivated?

Constantly provide new challenges with clear targets and goals. Identify more such employees who enjoy a good spirit of competition and create such goals which would have them competing as well as working with each other, promoting a positive sense of camaraderie.

Money and Incentives

Likely to consider materialistic gains as a motivator to work. Unlikely to shirk from mundane tasks, if attached to monetary benefits.

Probable Disadvantage

May be susceptible to temptation and greed and might be likely to switch jobs if one is offered a higher compensation package in a different organization.

How to keep the person motivated?

Attach incentives and monetary rewards to task objectives. Set small time goals which offer immediate gratification rather than long term goals that require perseverance.

Test Log