Report Section
Assessment for Entrepreneurs - Old
Test Taker Details
S
Sample1
Email Address: sample1@mettl.com
How to Interpret the Report?
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
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
Recommendation
Cautiously Recommended
Not Recommended
Cautiously Recommended
Recommended
Strengths
Commercial Acumen
Is able to effectively collect, analyze and scrutinize a large piece of information and financial data. Is also able to take important business decisions based on the commercials involved.
Critical Reasoning
Is able to think out-of-the-box to solve various problems. Is also able to assess the effectiveness of the opposing argument to test the validity of the proposition.
Decision Making
Is able to effectively analyze a scenario and choose among many possible solutions to a particular problem in any complicated situation.
Areas of Development
Stress Management
Should try to deal with workplace stress effectively.
Problem Solving
Needs to be able to identify and analyse an existing problem or look for suitable replacements, substitutes or solutions. Also needs to be able to effectively contemplate between positive and negative solutions to a problem.
Creative Thinking
Needs to have an innovative approach to one's work, and should try to come up with novel and original methods at the workplace.
EVALUATION OF COMPETENCIES
Evaluation of Behavioural Competencies:
Values shown in above chart are sten scores
1. Evaluation of Behavioural Competencies:
Achievement Orientation: Moderate
Moderately likely to set challenging goals for oneself, and may at times monitor one's own performance against the same. Somewhat likely to be intrinsically motivated to accomplish desired results, and may at times display high energy and enthusiasm when performing one's job. Moderately likely to have a responsible and persistent attitude towards one's work. May at times be able to display perseverance while dealing with failures and obstacles at the workplace.
Self Confidence: Moderate
Somewhat likely to maintain an optimistic outlook towards life, and may occasionally have a high propensity of self-acceptance and self-adequacy. May at times get affected by what others think of oneself, and is somewhat likely to display self confidence and take a stand for what one feels is right. Moderately likely to reflect on one's own behaviour and be aware of one's limitations and areas of development. May sometimes understand one's strengths and leverage them effectively to accomplish one's goals.
Stress Management: 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.
Dealing with Ambiguity: Moderate
Fairly likely to deal with novel and unknown situations in a comfortable manner. May occasionally be able to work on a task even when all the necessary details are unavailable. May sometimes demonstrate willingness to receive and use information as and when it comes. Moderately likely to be able to give relevant ideas and solutions even when limited information is provided. Somewhat likely to be open to changes in organizational structures, procedures and technology.
Creative Thinking: 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 be open minded, and may rarely seek opportunities to try out new ideas and find novel ways of carrying out tasks so as to improve work processes. Less likely to use resources creatively, and may rarely be able to develop new and improved methods, systems and products that would enhance efficiency of one's work.
Risk Taking: Moderate
Somewhat likely to be open to working in situations that involve risk and may at times be able to take significant calculated risks to ensure benefits to the organization. May occasionally be able to deal with high risk situations by carefully analysing all the available information. Somewhat likely to think ahead and foresee the potential success and failures associated with new ventures.
Initiative Taking: Moderate
Moderately likely to initiate tasks without being asked to do so 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. May at times demonstrate eagerness to work on new tasks and tasks that others don't want to take up.
Networking: Low
Less likely to come across as a warm and friendly person and may not always be interested in socializing and building relationships to develop work opportunities. Not very likely to develop effective relationships with others based on trust and mutual respect. Not very likely to gather information and resources from internal and external sources to ensure that tasks are completed efficiently. Less likely to be approachable and may rarely maintain contact with immediate stakeholders on a regular basis.
Influence: 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 addresses them before they can bring it up themselves.
Evaluation of Cognitive Competencies:
Values shown in above chart are sten scores
2. Evaluation of Cognitive Competencies:
Commercial Acumen: High
Very likely to collect, analyze and scrutinize a large piece of information and financial data, and is likely to take important business decisions based on the commercials involved. Likely to be able to structure observations and analyze trends from different sources of data.
Critical Reasoning: High
Likely to be able to critically assess situations and identify informational gaps. Also likely to be able to evaluate given information and draw logical conclusions. Likely to have the ability to think out-of-the-box to solve various problems.
Problem Solving: Low
Unlikely to integrate issues and factors onto a conceptual framework. Unlikely to have the ability to reason and provide systematic solution to a given problem by breaking it down into simple cases, then evaluating different alternatives to the problem in a step by step manner. May not be able to analyze or perceive a given information from different perspectives. May not be prompt in taking actions.
Decision Making: High
Likely to effectively analyze a scenario and choose among many possible solutions to a particular problem in any complicated situation. May have skills like common sense, intuition and reasoning. Likely to have rational thinking to be able to contemplate between positive and negative situations.
Test Log
Test Log
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Started the test with Cognitive Ability
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Finished Cognitive Ability and started Personality Inventory of the test
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Finished the test