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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 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.
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).
Participative Leadership: Prefers to make decisions with the consensus of all subordinates. Sees oneself as a member of the team and has the ability to facilitate discussions and idea generation.
Negotiative Leadership: Has a tendency to take decisions based on personal interests. Capable of identifying others’ needs, however, might use them as a basis for negotiations.
Affiliation/Social Contact: Looks forward to interacting with other people at work.
Money/Incentives, Competition/Challenge, Power: Looks for materialistic gains and rewards at the workplace.
Decisiveness: Likely to be a good decision maker.
Openness to change: Likely to be flexible and open to new ideas and experiences.
External Awareness: Needs to make an effort to acquire more knowledge about the policies and trends that may impact the organization.
Developing People: Be supportive towards one's team. Develop others abilities by giving them opportunities to grow and providing continuous and constructive feedback.
Strategic Thinking: Be efficient and organized in one's work, develop confidence to effectively formulate objectives and implement plans for organization's growth and development.
Such a leader prefers to make decisions with the consensus of all sub-ordinates and sees oneself as a member of the team and has the ability to facilitate discussions and idea generation.
Likely to display high group commitment and team spirit, ensuring immense flow of information and ideas; Prefers two- way communication and equal participation of the whole team.
May find it difficult in managing multiple perspectives. May take a lot of time to organize information and one's need for consensus may overpower organizational benefits.
Suitable Leading Style when
Team consensus is essential; Quality is more important than the pace of work; Decision making requires an involvement of experts.
Role in the Team Style when
Recognizes the needs of the employees and encourages them to perform tasks by providing them with incentives.
Interacting with other people at work.
Such a leader has a tendency to take decisions based on personal interests. One might be capable of identifying others’ needs and using them as a basis for negotiations. Likely to use incentives to make subordinates perform tasks as necessary.
Likely to display well-developed self-image management skills and conflicts are mostly settled with persuasive arguments in mutually beneficial way.
Individual’s goals and agendas can replace those of the organization and employees may sometimes feel isolated and dejected.
Suitable Leading Style when
Completion of tasks requires persuasive and influential techniques; Employees also tend to be negotiative.
Role in the Team Style when
Oversees the democratic process and coordinates each group member’s contribution.
Materialistic gains and rewards; opportunities to compete with others to prove oneself as the best among one's co-workers.
Likely to be somewhat good at imagination and originality. May at times be willing to consider new and unconventional ideas and solutions. Somewhat likely to look at situations with a fresh and unconventional perspective. May sometimes be able to engage in brainstorming in order to come up with various ideas for a situation.
May have a moderate ability to design and implement new programs/processes by bringing in new insights to situations. May at times have a flexible approach to one’s work. May occasionally work towards deriving innovative solutions at the workplace. Moderately likely to challenge existing state of functioning in order to improve upon the same.
Not always likely to look for opportunities to gain more knowledge and keep oneself updated about company policies and trends that may impact the organization. Not likely to be very diligent and may not always keep attention focused on the external market to understand how it can affect the organization as well as the organization’s impact on the environment.
Likely to be open to changes taking place in the organization and is likely to be comfortable working with and trying out new activities and experiences. Likely to know how to effectively deal with change and adapt by being open minded and appreciative of new ideas which can contribute positively to work and working environment.
Somewhat likely to be able to deal with pressure by being calm and poised and not getting discouraged by setbacks, may try to put effort to ensure timely and efficient completion of tasks. May at times remain optimistic and not give up even if unsuccessful in some tasks. May not always be able to cope with workplace stress and sometimes become passive when faced with it.
Not likely to be very systematic or meticulous in one's work, rarely engaging in scheduling of work activities, organization of tasks and formulation of objectives and priorities. Not likely to always have a methodical approach to one’s work, seldom thinking through one’s actions carefully or implementing plans for the organization’s growth with confidence.
Likely to be not so effective at working with others and building a shared vision about the organization’s growth and progress. May not always be very flexible and positive, and may sometimes be unable to influence and direct others to perform appropriately in order to achieve the vision.
Is moderately likely to be attuned to one's and others' emotions and may be somewhat 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.
Somewhat unlikely to express positive feelings towards people from different backgrounds in terms of age, gender, religion and political views. May not be very comfortable working with people having different perspectives and may not always foster an inclusive workplace where individual differences are respected and valued.
Is not very likely to contribute in encouraging and developing team members’ ability by providing continuous feedback and suggestions. May not always be able to lead or coordinate a team effectively. Not likely to be comfortable during social interactions, seldom providing team members with ample opportunities to learn.
May not be able to understand or appreciate individual differences among team members and may not be able to adjust one's work style accordingly. Not very likely to accurately assess and utilize the strengths of all the team members while completing a task. May not be able to effectively coordinate and cooperate with a team productively.
Not very likely to be methodical, systematic and organized when carrying out tasks. May rarely hold self and others accountable for high quality and cost-effective results. Not highly self-disciplined or motivated in one’s approach to work; seldom determines objectives, sets priorities and follows through one’s plan to effectively complete tasks. May not always have a strong sense of duty and may not always comply with established systems and rules.
Likely to be skilled at making well informed, effective and timely decisions by clearly understanding and defining the problem/situation, analyzing the underlying assumptions of a situation, carefully evaluating the available evidence and drawing logical conclusions from it to reach an appropriate decision.
Likely to be moderately skilled at solving problems by being able to identify and understand patterns and relationships amongst events, situations and applying this knowledge to strategically solve work-related problems.
Is likely to be somewhat social, occasionally choosing to spend time interacting in social groups to develop professional networks and establish contacts. Likely to be somewhat cooperative, accommodating and uninhibited with a moderate ability to collaborate with people from different backgrounds to achieve one’s goals.
May occasionally persuade others to take desired action. May sometimes be able to identify and utilize the factors that might influence others to take a particular action. Somewhat likely to be able to convince others and has a moderate ability to be a tactful negotiator.
Moderately likely to behave in an honest and ethical manner by strictly adhering to moral and ethical codes while working. Is likely to be somewhat sincere and can occasionally be relied upon to carry out assignments efficiently.
Moderately likely to be secure in one’s abilities while being somewhat aware of and recognizing one’s own strengths and limitations. May not always be bothered about other’s judgments and may instead work towards personal growth and development occasionally putting in high degree of effort to improve oneself and learn and acquire more knowledge.
Moderately likely to be capable of identifying and understanding the dynamics of the organization as is likely to be somewhat amiable and occasionally enjoy working and interacting with people. Not likely to be seen as being somewhat sociable, sympathetic and honest, willing to lend an ear to others as well as share one’s own ideas with others. May occasionally work efficiently with others as is likely to be somewhat accepting and trusting.
• Provide meaningful feedback to team members to keep them on track towards common goals.
• Take a genuine interest in your team members' professional and personal growth and development.
• Help employees in setting developmental goals, and regularly monitor their progress.
• Express confidence in team members' ability to be successful.
• Analyse strengths and weaknesses of individual employees. Help team members by giving them an idea about their behavioural and functional strengths and areas of development. Provide constructive feedback to them on a regular basis.
• Provide opportunities. Give the employees chances and opportunities to work on their weaknesses. Assign projects that require them to learn new skills or strengthen existing skills. Motivate them to attend training programs in order to gain more knowledge about the industry and field.
• Share knowledge. Be accountable for your team's development and organize information sharing sessions with them. Share your personal learnings and experiences with them, and also encourage them to share their knowledge with everyone else.
• The Heart of Mentoring: Ten Proven Principles for Developing People to Their Fullest Potential by David A. Stoddard and Robert Tamasy. The book describes how you can spend your time and energy to truly make a difference by coaching and mentoring people. It provides 10 proven principles for developing people.
• Developing High Performance People: The Art Of Coaching by Barbara Mink and Keith Owen. This book shows leaders how to create a high performance environment, help employees deal with barriers to top performance, analyse their own level of competency as a coach, personalize a performance plan for each employee, and develop a practical action plan for employee training and development.
• The movie The Blind Side. It tells the story of Michael, a homeless African-American teenager, who is adopted by a Caucasian family who help him overcome his learning difficulties and achieve excellence in American football.
• The movie McFarland, USA. It tells the story of coach Jim White, who at the cost of personal hardships, is able to build a highly successful cross-country running team at McFarland High School, California.
• Have a long-term mission and a vision for yourself and your team.
• Plan tasks and assignments keeping in mind the future implications of the same.
• Take preparatory measures that can be used in case of unplanned events/situations.
• Have a vision. Think about where you want to see yourself in the future. Try to clearly visualise the same for yourself and your team.
• Set the correct vision. Think about what you really value, and see if it is congruent with the organization's overall objective. Ensure that it is relevant, specific, and time-bound.
• Communicate clearly. Make sure that you understand the long-term vision of the company and of your own department. Communicate them to your team members and make them understand the significance of the team's goals for the overall success of the organization.
• Communicating Your Vision by Talula Cartwright and David Baldwin. The book shows individuals how to build commitment towards the organization's vision, by communicating it in an effective manner such that it understood, remembered, and followed.
• Expanding Your Vision and Ideas by Tony Alessandra. In this book, the author tries to show cases and examples of future focus and vision by profiling some of the famous and not-so-famous individuals who have had great impact because of their ideas and their passion for them.
• The movie The Social Network. It is the story of Facebook's founder Mark Zuckerberg, who managed to create one of the most successful businesses of all times by firmly believing in his vision and purpose.
• The movie Gandhi. The movie is based on Mohandas K. Gandhi, popularly known as Mahatma Gandhi. It shows how Gandhi begins a nationwide campaign against British rule. It is a great example of how one man's vision of a non-violent revolution led a country to its independence.
• Interact with team members on a regular basis, and get to know them better. Try to understand individual differences, strengths, and weaknesses.
• Carefully plan out work activities and tasks, and try to determine the skills required to accomplish them.
• Be fair while allocating and delegating work to your team members.
• Build an environment of openness and trust. Create a cohesive work environment and work towards ensuring a transparent flow of information within and between teams. Encourage team members to be open, honest, and respectful towards each other. Organize group activities, formal and informal get-togethers to build team spirit.
• Identify the common goal the team is trying to achieve. Remember that a team should always be striving toward a shared vision or common goal that brings them together as a cohesive unit.
• Understand your team's interests, strengths and weaknesses. Regularly communicate with your team members and stay updated about their interests, strengths and areas of development. Delegate tasks to them accordingly.
• Provide equal opportunities. Ensure that the work is distributed fairly among team members, and that each one of them receives adequate opportunities to handle critical tasks.
• Fish! Tales: Real-Life Stories to Help You Transform Your Workplace and Your Life by Harry Paul and John Christensen. This book can help one learn how people in real-life businesses boosted morale and improved results by implementing the FISH philosophy.
• Building Team Spirit: Activities for Inspiring and Energizing Teams by Barry Heermann. The book provides 50 proven activities to enhance the cohesiveness, enthusiasm, and trust of any team.
• The movie Miracle. This movie is about a player-turned-coach, Herb Brooks, who led 1980 U.S. Olympic hockey team. It successfully illustrates that the chemistry and loyalty within a team are as important as talent.
• The movie Invictus. It is an inspiring movie about building a good team in difficult times. It demonstrates how Nelson Mandela established his leadership as President by using the national rugby team to bring the country together.