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Mettl Finance Manager Assessment
sample report
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Test Taker Details
s
sample report
Email Address: sample.report@mettl.com
Test-Taker ID: - 19188923
Last Name:
Not Filled
Date of birth:
Not Filled
Experience:
Not Filled
Country:
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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:
- 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 Extreme Responding
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
Overall Score Summary
Low
Low
Moderate
High
Strengths
No actionable Insights
Areas of Development
Strategic Thinking
Needs to be able to quickly identify patterns and the logical rule underlying those patterns to arrive at solutions. Also needs to be able to apply innovative ways to solve problems.
Decision Making
Should make an effort to understand the consequences of one's decisions and accordingly choose an appropriate course of action to accomplish organizational goals.
Leading People
Needs to become efficient at delegating tasks to team members basis their capabilities as well as provide them with effective guidance to accomplish organizational objectives.
Leadership Skills:
Values shown in above chart are sten scores
Low
(1 - 4)
Moderate
(5 - 6)
High
(7 - 10)
1. Leadership Skills:
5
Taking Initiatives: Moderate
Moderately likely to initiate tasks without being asked and work above and beyond the expectations of a job. May occasionally seek out opportunities to take up additional responsibilities at work. Somewhat likely to look for areas where one can contribute actively.
3
Leading People: Low
Less likely to manage and resolve conflicts and disagreements in a positive and constructive manner to minimize negative impact. Not very likely to make sure that the strengths of each member have been utilized in a productive and efficient way. May not always be able to provide necessary guidance to others in order to enhance their skills and abilities effectively. Seldom likely to encourage employees by providing appropriate reinforcements and rewards so that they put in their best efforts.
1
Strategic Thinking: Low
The candidate is unlikely to have the ability to quickly identify patterns and the logical rule underlying those patterns to arrive at solutions. He/she may not be able to gather work-related information quickly, from various sources and apply it in innovative ways to solve problems. He/she may not have lateral thinking abilities and fluid intelligence. He/ she may not be creative in thinking and in integrating data logically to arrive at solutions.
1
Decision Making: Low
Less likely to make well-informed, effective or timely decisions by gathering and analyzing information from all available sources. May not always perceive the negative impact and implications of one's decisions on work. Not very likely to make decisions prior to given deadline in order to avoid negative repercussions.
3
Result Orientation: Low
Less likely to be intrinsically motivated to complete one's tasks effectively and efficiently. May rarely be able to work on the given task wholeheartedly. Not very likely to have the ability to understand the end results one is working towards. May seldom be able to identify the impact of one's actions and outcomes on the larger organization.
Change Management:
Values shown in above chart are sten scores
Low
(1 - 4)
Moderate
(5 - 6)
High
(7 - 10)
2. Change Management:
4
Change Management: Low
Less likely to be innovative and may not always be able to design or implement new programs. Not very likely to be high on imagination and originality, seldom adding new dimensions to one's work. Not very likely to find novel and better ways of doing tasks so as to improve work processes. Less likely to develop new and improved methods, systems and products that would enhance efficiency of one's work. Not very likely to clearly understand the rationale for change mandated by the organization, and may seldom be able to adapt to it quickly.
Project Management:
Values shown in above chart are sten scores
Low
(1 - 4)
Moderate
(5 - 6)
High
(7 - 10)
3. Project Management:
3
Managing Resources and Prioritizing Tasks: Low
Less likely to be methodical and systematic, rarely be able to organize tasks according to priority and urgency. May find it difficult to manage one’s time effectively by not deliberating and thinking through tasks carefully and systematically. Less likely to be able to allocate work and resources effectively in a team hence unable to always utilize available resources in a profitable manner.
3
Managing Risks: Low
Not very likely to be capable of identifying or assessing potential risks involved in the business. Less likely to be comfortable in situations involving uncertainty and risks and may seldom deal with ambiguous situations. May not always be able to manage working on a task even when all the necessary details are unavailable.
Business Awareness:
Values shown in above chart are sten scores
Low
(1 - 4)
Moderate
(5 - 6)
High
(7 - 10)
4. Business Awareness:
4
External Awareness: Low
Less likely to demonstrate an interest in understanding the business, the market and the industry. Not very likely to use good judgement to align one's business goals accordingly. May rarely be able to develop effective solutions or tactics based on one's industry related knowledge. Moderately likely to keep oneself updated with market conditions, economic environment, and competitive landscapes to understand one's organization effectively.
4
Managing Stakeholders: Low
Less likely to Identify potential stakeholders or build cordial relations with internal and external stakeholders. May rarely understand the competing demands of different stakeholder groups. May not always be able to share relevant information across stakeholders in an effective manner.
4
Process Orientation: Low
Less likely to adhere to the rules and regulations placed by the organization carefully and may seldom follow instructions or directions in order to complete the assigned tasks effectively. Not very likely to comply to procedures and guidelines to ensure one's own and others' safety in the workplace. Less likely to consider standard operating procedures in the workplace to ensure consistent and quality work.
Basic Competencies:
Values shown in above chart are sten scores
Low
(1 - 4)
Moderate
(5 - 6)
High
(7 - 10)
5. Basic Competencies:
4
Integrity: Low
Less likely to act in an honest and ethical manner. May seldom take a stand based on the right thing regardless of the consequence to oneself. Not very likely to be open and transparent in one's dealings with others. Less likely to stick to one's professional ethics, morals, and values to complete tasks, especially when it is inconvenient.
4
Resilience/Emotional Stability: Low
Less likely to display emotional resilience and may not always deal effectively with pressure by being calm and poised. May not always work efficiently and put in sufficient effort even when faced with setbacks. Not very likely to maintain optimal performance during difficult situations. Less likely to use appropriate coping strategies to deal with workplace stress.
5
Accountability: Moderate
Moderately likely to hold oneself accountable and accept responsibility for the actions taken by oneself. Somewhat likely to take one's duties and responsibilities seriously. May at times be able to understand one's mistakes and may occasionally rectify them immediately. Moderately likely to execute one's work without seeking any guidance from others.
Activity Log
Activity Log
29 Jan,2018
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.
