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Mettl Integrity Test
sample report
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Test Taker Details
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sample report
Email Address: sample.report@mettl.com
Test-Taker ID: - 22568800
Last Name:
Not Filled
Date of birth:
Not Filled
Experience:
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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:
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.
Response Style
Response Style Genuine
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
Overall Score Summary
Low
Strengths
No actionable Insights
Areas of Development
Impulse Control
Should manage one's impulses and external reactions in an effective manner.
Self-Discipline
Needs to be self-disciplined and should act based on one's moral and ethical principles.
Honesty
Needs to act in an honest and trustworthy manner towards while working.
EXECUTIVE SUMMARY
EVALUATION OF COMPETENCIES:
Values shown in above chart are sten scores
Low
(0 - 4)
Moderate
(5 - 6)
High
(7 - 10)
1. EVALUATION OF COMPETENCIES:
3
Honesty: Low
Not very likely to be honest, genuine and truthful in one's interactions with others. Less likely to respect the confidentiality of information and may misuse one's powers that have been granted to benefit customers. Less likely to follow an honest approach while working, especially during challenging situations.
3
Transparency: Low
Less likely to be open and transparent in one's conduct and communication with others. May not always ensure that deals are done in a fair manner with internal and external stakeholders. Likely to be reluctant to share important information and data as and when solicited. May not always ensure that only correct information is given to others.
4
Reliability and Dependability: Low
Not very likely to perform one's tasks in a sincere or dutiful manner. Less likely to effectively work with minimal guidance and supervision from others. Less likely to behave uniformly across similar situations and may rarely be relied upon to complete tasks efficiently.
3
Process Adherence: Low
Less likely to adhere to the rules and regulations placed by the organization and may seldom follow instructions or directions in order to complete the assigned tasks effectively. Not very likely to be aware of the consequences of adherence and non-adherence to the organization's rules and regulations. Rarely likely to consider standard operating procedures in the workplace to ensure consistency and quality of the work.
2
Impulse Control: Low
May be less capable of handling one’s emotions or controlling one's impulses. Less likely to resist one's urges to use company's resources for personal gains. Likely to act on the spur of the moment and may not always be calm or emotionally unaffected when confronted with adverse or frustrating situations.
4
Intrinsic Motivation: Low
Less likely to be intrinsically motivated to complete one's tasks effectively and efficiently. May not always be able to work on the given task wholeheartedly. Rarely likely to work towards one's goals in a persistent manner and may not always deal with obstacles with a great deal of focus and attention.
3
Commitment to Organization: Low
Less likely to display a strong sense of commitment, faithfulness, and loyalty towards the organization. May rarely contribute to the growth and development of the organization. Less likely to take pride in one's job and may not always talk positively about the organization. Less likely to stay in a job for a long period of time and may not always feel a sense of belonging towards one's organization.
2
Self-Discipline: Low
Less likely to stick to one's professional ethics and values to complete tasks, especially when it is inconvenient. Less likely to conduct oneself in a professional manner. Less likely to be disciplined and may not always be careful about one's behavior and action.
Activity Log
Activity Log
22 Aug,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.
