Report Section
Mettl Leadership Assessment- Old Framework 2021
Test Taker Details
e
emerit128
Email Address: abc@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
Dominant Leadership Style
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.
Consultative Leadership
Pays genuine attention to the opinions and feelings of subordinates, but maintains a clear sense of task objectives and makes the final decisions based on careful judgment.
Key Motivators
Affiliation/Social Contact
Looks forward to interacting with other people at work.
Affiliation/Social Contact, Achievement
Looks for opportunities to compete with one's co-workers to prove oneself as the best among them.
Strengths
Problem Solving
Likely to be skilled at problem solving.
Decisiveness
Likely to be a good decision maker.
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.
Creativity
Should try to look at situations with a fresh and unconventional perspective.
Openness to change
Learn to be flexible and open to new experiences and changes in the organization.
Dominant Leadership Styles
1
Participative Leadership
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.
Advantages
Disadvantages
Suitable Leading Style when
Role in the Team
Motivated by
Dominant Leadership Styles
2
Consultative Leadership
Such a leader pays genuine attention to the opinions and feelings of subordinates, but maintains a clear sense of task objectives and makes the final decisions based on careful judgement.
Advantages
Disadvantages
Suitable Leading Style when
Role in the Team
Motivated by
LEADERSHIP COMPETENCIES
Leading Change:
Values shown in above chart are sten scores
1. Leading Change:
Creativity: Low
Not very likely to be good at imagination and originality. May rarely be willing to consider new and unconventional ideas and solutions. Less likely to look at situations with a fresh and unconventional perspective. May rarely be able to engage in brainstorming in order to come up with various ideas for a situation.
Innovation Management: Moderate
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.
External Awareness: Moderate
Moderately likely to look for opportunities to gain more knowledge and keep oneself somewhat updated about company policies and trends that may impact the organization. Likely to be somewhat diligent and may occasionally 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.
Openness to change: Low
Somewhat unlikely to be open to changes taking place in the organization and may not be very comfortable working with or trying out new activities and experiences. Not likely to be very knowledgeable of how to effectively deal with change. May not be able to adapt easily as may not be very open minded or appreciative of new ideas which can contribute positively to work and working environment.
Stress Tolerance: Low
Likely to get frustrated in difficult situations and get discouraged by setbacks, not putting effort to ensure timely and efficient completion of tasks. Not likely to remain optimistic and may give up if unsuccessful in some tasks. May not be able to actively cope with workplace stress all the time and may sometimes become passive when faced with it.
Strategic Thinking: Low
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.
Vision: Low
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.
Leading People:
Values shown in above chart are sten scores
2. Leading People:
Conflict Management: Moderate
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.
Managing Diversity: Moderate
Moderately likely to express positive feelings towards people from different backgrounds in terms of age, gender, religion and political views. Is likely to be somewhat comfortable working with people having different perspectives and may on occasion foster an inclusive workplace where individual differences are respected and valued.
Developing People: Low
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.
Team Building: Moderate
Likely to sometimes understand and appreciate individual differences among team members and may occasionally adjust one's work style accordingly. Somewhat likely to accurately assess and utilize the strengths of all the team members while completing a task. May be moderately able to coordinate and cooperate with a team productively.
Result Driven:
Values shown in above chart are sten scores
3. Result Driven:
Accountability: Low
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.
Decisiveness: High
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.
Problem Solving: High
Likely to be 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.
Building Coalition:
Values shown in above chart are sten scores
4. Building Coalition:
Partnering: Moderate
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.
Influencing/ Negotiating: Low
Not likely to be able to effectively persuade others to take desired action. May not be able to identify and utilize the factors that might influence others to take a particular action. Not very likely to be able to convince others or be a tactful negotiator.
Basic Competencies:
Values shown in above chart are sten scores
5. Basic Competencies:
Integrity/ Honesty: Moderate
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.
Open to Learning: Low
Not very likely to be secure in one’s abilities as may not be aware of or recognize one’s own strengths and limitations. Likely to be bothered about other’s judgments and not work towards personal growth and development, rarely putting in high degree of effort to improve oneself and learn and acquire more knowledge.
Interpersonal Skills: Moderate
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.
Test Log
Test Log
-
Started the test with Critical Thinking - Drawing Conclusions
-
Finished Critical Thinking - Drawing Conclusions and started Critical Thinking - Evaluating Arguments of the test
-
Finished Critical Thinking - Evaluating Arguments and started Critical Thinking - Recognizing Assumptions of the test
-
Finished Critical Thinking - Recognizing Assumptions and started Abstract Reasoning of the test
-
Finished Abstract Reasoning and started Personality Inventory of the test
-
Finished the test