STANDARD OCCUPATIONAL PERSONALITY REPORT COMPARISON GROUP: MANAGERIAL & PROFESSIONAL

Transcription

1 Questionnaire to Establish Styles and Traits A Sample STANDARD OCCUPATIONAL PERSONALITY REPORT COMPARISON GROUP: MANAGERIAL & PROFESSIONAL

2 INTRODUCTION The Quest Profiler has been designed to measure a number of behavioural preferences related to the world of work. It is important to note that the results are based upon behavioural preferences and not ability. As with any assessment or development tool these results should not be used in isolation. A person's potential depends on many factors including ability, motivation, organisational culture and experience. The results in this report should therefore be used as an additional tool to understand how a person is likely to behave within an organisational setting. This profile is separated into five main areas: Accuracy Score and Biographical Information (Page ) This section outlines how consistent the participant has been with their responses to the questionnaire. Full Profile (Page ) Provides the complete listing of all behavioural preferences measured by the questionnaire. Leadership Styles (Page ) Provides an insight into the preferred style of working when managing other people. Team Styles (Page ) Provides an insight into the preferred style of working when part of a team. Participant Report (Page ) Narrative text for feedback, designed to be given to the participant. Culture Match and Competency Profile These are only available in a full or premium report. Emotional Intelligence, Leadership Approach, Jungian Type Profiler and Conflict Handling These are only available in a premium report. The degree to which a participant has been open and consistent with their responses will have a bearing on the results. Mechanisms are in place to check the degree of openness or consistency and these should be used to get a feel for the reliability of the results. The score for this can be found below. Accuracy Score The questionnaire has been completed in a consistent manner. Responses to questions belonging to the same personality scales have, more often than not, been answered in the same way. The result is likely to be a fair representation of the participant. All the scores in this report have been benchmarked against an appropriate comparison group. In the profile the sten scores give you an indication of how the participant's responses compare to other people. For example, if they scored around or then they are broadly typical of most people, whilst scores above or below these values indicate a more extreme preference on that particular scale. Biographical Information Name A Sample Function Sales/Marketing Job Title Manager Qualification Degree Experience Managerial Industry Sector Service Age N/A Ethnic Origin N/A Gender expertise@eras.co.uk Male Date Completed Version 0/0/0 Ipsative Profile Type Report Type Standard Company eras ltd eras ltd /0/0 The Quest Profiler Page

3 SUMMARY REPORT FOR A SAMPLE The Quest Profiler has been designed to measure a number of behavioural preferences related to the world of work. It is important to note that the results are based upon behavioural preferences and not ability. As with any assessment or development tool these results should not be used in isolation. 0/0/0 (mins) - Ipsative - Accuracy Score: People Assertiveness Taking Charge Social Ease Highly likely to play a central role in discussions and be convincing and compelling, often strongly swaying the final outcome. May also be seen as argumentative and too committed to own point of view at times. Enjoys having responsibility for managing and directing people and is normally prepared to be straight with them about what is required. Feels comfortable in unfamiliar company. Copes quite well with most formal occasions and will come across as being relaxed about dealing with and relating to strangers or people/situations outside their own sphere. Outgoingness Dislikes being drawn into social conversations with others. Is quiet and avoids discussing things if at all possible. Not much given to chatting. May well be seen as introverted by those around them. Thinking Team Working Empowerment Supportiveness Curiosity Creativity Adjustability 0 Needs to do own thing and operate more individually at times. May find working committee fashion irksome occasionally. Is not naturally given to making decisions by consensus, preferring to be able to make decisions alone if possible. Is likely to work more productively alone. Maintains a balance between supervising and checking up on the work of others sufficiently whilst allowing them some freedom to think and decide things for themselves. Encourages their learning and development to some degree and generally trusts others to fulfil their responsibilities. Very much dislikes and seeks to avoid, getting involved in other people's problems. Strongly believes that other people should sort themselves out when they have difficulties. Is extremely likely to avoid getting involved in people's problems, particularly if they are not work related. Has a markedly enquiring, curious mind and much enjoys the processes of research and discovery. Likes to delve into quite a wide range of ideas, concepts, options and possibilities and will voluntarily take time to research them. Enjoys complexity. Has an unusually fertile, productive imagination and consistently thinks in an original way. Injects many fresh ideas and new thinking and is strongly likely to be very catalytic when it comes to generating new direction and activity. Reaction to change is likely to vary depending on the degree and the exact nature of that change. While not unduly rattled by it, the degree of enthusiasm is linked to the perceived benefits of that change. Strategy Prefers a role in which it is necessary to spend time thinking about and mapping out the way ahead for the long term. Sees the wider context of things and operates with future possibilities and ramifications firmly in mind. Analysis Precision Uses facts and figures to some degree and likes to reach a reasonable understanding of the underlying issues. May not enjoy in-depth analysis into things that are deep or complex. Tends to place equal importance on both facts and feelings when trying to reach conclusions. Operates in quite a well-ordered, precise, systematic way. Makes sure that most details are correct and that work is checked before it goes out. Places importance on precision and thoroughness in the workplace. Feeling Freedom From Stress Sensitivity to Criticism Transparency Is likely to be reasonably calm and relaxed about things. May feel some tension under strong work pressures or if there are really serious work problems but is not likely to be bothered by the everyday cut and thrust. Is quite deeply concerned about the opinion of others and feels hurt if this is negative or critical. Finds it hard to brush aside negative attitudes from others and often feels vulnerable in the face of more rugged behaviour. Will be upset by criticism. Is unlikely to reveal true feelings and does not like having to talk about or share emotions. Is not very open about their views and may cover their honest reactions at times. May be considered difficult to read. Optimism Very pessimistic. Finds it difficult to view the future hopefully and may not always be able to see a positive way forward. Tends to see the limitations and the potential for failure in situations and may therefore often come over as negative. Buoyancy Is quickly dismayed when problems present themselves and becomes dispirited very readily. Is likely to give up much more easily than most people do and remain disheartened for a long time if things do not go well. Drive Reliability Need for Challenge Places some importance on being reliable and trying not to let other people down. Likes to keep their word and deliver the main thrust of what has been agreed. Is likely to be seen as someone who can normally be counted on. Is comfortable with a moderate degree of challenge as long as the objectives can be achieved with a bit of extra effort. Is occasionally willing to tackle something more stretching. Energy Only occasionally feels strongly motivated or driven about things. May not be thought of as a particularly energetic person and is probably most comfortable when things can be dealt with at a steady pace. Cautiousness Makes decisions quite readily and is fairly happy to move forward in uncertain circumstances, even though there may be some elements of risk. May be seen as a little on the bold side, not having to wait for the perfect moment in order to make commitments. eras ltd /0/0 The Quest Profiler Page

4 LEADERSHIP STYLE MODEL FOR A SAMPLE The chart below outlines the behavioural styles A is likely to adopt when managing other people. An indication is provided of how strongly A matches each of six different styles, accompanied by a tailored description. For more subtlety, the style is also presented as a trait, indicating A's degree of match on a standard - 0 (Sten) scale. The Motivator The Visionary The Commander Leadership Disposition Has a preference for roles where they are given the opportunity to direct the activities of other people 0 The Democrat The Pragmatist The Driver The Motivator Is unlikely to consider it of primary importance to be well liked by the team, perhaps wanting to be independent of the others. Coming across as universally popular is not important to them. Healing the rifts in the team during difficult times is unlikely to provide much appeal, unless these problems are getting in the way of results. The Driver Is likely, on occasion, to lead by 'rolling their sleeves up and getting on with it'. Having a certain amount of time for the 'just do it' school of thought, this person will sometimes be the one who gets things moving and may dislike excessive procrastination. The Commander Is likely to lead by mobilising others to follow a definite vision. When difficult decisions are needed, this leader is likely to act as the channel for that change and hold the line to achieve it: 'cometh the hour, cometh the man' (or woman). The Democrat Is unlikely to lead by getting everyone's opinion before making an important decision. They are less focused on people's feelings within an organisation. This leader is likely to believe that they have the responsibility to make decisions and to do so without involving as many people as possible. The Pragmatist Is likely at times to bring a practical and realistic analysis of what is achievable to bear as a component of leading a team. This person may occasionally take calculated risks but is probably more comfortable if the evidence has been gathered and researched. The Visionary Is likely to lead in the sense that their ideas are seen as so challenging and potentially so radical that people are simply swept along; a visionary of real intellectual insight. eras ltd /0/0 The Quest Profiler Page

5 TEAM STYLE MODEL FOR A SAMPLE The chart below outlines the behavioural styles A is likely to adopt in a team setting. There are nine disinct styles described and an indication is provided of how strongly A's personality should match each type. For more subtlety, the style is also presented as a trait, indicating A's degree of match on a standard - 0 (Sten) scale. The Expert The Catalyst The Facilitator The Coach 0 The Critic The Perfectionist The Doer The Creative The Networker The Expert The Catalyst The Facilitator Is likely to provide the in-depth knowledge and expertise that the team may need and their contribution is usually reliable and well founded. Prefers to work alone, remote from the rest of the team. Is likely to have a forceful, directive, vociferous approach. This team member often causes - and does not mind - conflict within the group but makes the team make progress and achieve results. Is unlikely to act as the 'glue' that holds the team together, preferring to leave all the 'softly-softly stuff' to others. May be seen as assertive or simply preoccupied with other concerns. The Critic The Doer The Networker Likely to be impartial and objective. Likes to drill down into detail and is good at stopping the team from running away with fanciful ideas. In checking misplaced enthusiasm can seem negative and overly careful. Will sometimes volunteer to bring the group's thinking to fruition by carrying it out in practice. May implement policy if required. Reliable when they have to be, they are capable of getting themselves to work within the agreed parameters, even if it doesn't always come naturally. Is less inclined to stay in touch with a wide variety of people who may be useful to the team. They are unlikely to see life as a 'contacts game' and the pool of people they trust may be a small and specific one. The Creative The Perfectionist The Coach 0 Is likely to generate ideas for the team to consider. May be seen as radical and original and is often thought-provoking. Their enthusiasm and energy can open the mind of the team to other possibilities. Likes to be reasonably well informed and probably won't want to move forward too quickly unless most of the facts are known to be correct. Is a little concerned about risk and will put some effort into making sure that the issues have been considered fully. Although a democrat, the team acknowledges that this person is in charge of the group, confidently directing and facilitating activity and effort without being a 'soft touch' or overly controlling. eras ltd /0/0 The Quest Profiler Page

6 SUMMARY REPORT FOR A SAMPLE The Quest Profiler has been designed to measure a number of behavioural preferences related to the world of work. It is important to note that the results are based upon behavioural preferences and not ability. As with any assessment or development tool these results should not be used in isolation. 0/0/0 (mins) - Ipsative - Accuracy Score: People Assertiveness Taking Charge Social Ease Highly likely to play a central role in discussions and be convincing and compelling, often strongly swaying the final outcome. May also be seen as argumentative and too committed to own point of view at times. Enjoys having responsibility for managing and directing people and is normally prepared to be straight with them about what is required. Feels comfortable in unfamiliar company. Copes quite well with most formal occasions and will come across as being relaxed about dealing with and relating to strangers or people/situations outside their own sphere. Outgoingness Dislikes being drawn into social conversations with others. Is quiet and avoids discussing things if at all possible. Not much given to chatting. May well be seen as introverted by those around them. Thinking Team Working Empowerment Supportiveness Curiosity Creativity Adjustability Needs to do own thing and operate more individually at times. May find working committee fashion irksome occasionally. Is not naturally given to making decisions by consensus, preferring to be able to make decisions alone if possible. Is likely to work more productively alone. Maintains a balance between supervising and checking up on the work of others sufficiently whilst allowing them some freedom to think and decide things for themselves. Encourages their learning and development to some degree and generally trusts others to fulfil their responsibilities. Very much dislikes and seeks to avoid, getting involved in other people's problems. Strongly believes that other people should sort themselves out when they have difficulties. Is extremely likely to avoid getting involved in people's problems, particularly if they are not work related. Has a markedly enquiring, curious mind and much enjoys the processes of research and discovery. Likes to delve into quite a wide range of ideas, concepts, options and possibilities and will voluntarily take time to research them. Enjoys complexity. Has an unusually fertile, productive imagination and consistently thinks in an original way. Injects many fresh ideas and new thinking and is strongly likely to be very catalytic when it comes to generating new direction and activity. Reaction to change is likely to vary depending on the degree and the exact nature of that change. While not unduly rattled by it, the degree of enthusiasm is linked to the perceived benefits of that change. Strategy Prefers a role in which it is necessary to spend time thinking about and mapping out the way ahead for the long term. Sees the wider context of things and operates with future possibilities and ramifications firmly in mind. Analysis Precision Uses facts and figures to some degree and likes to reach a reasonable understanding of the underlying issues. May not enjoy in-depth analysis into things that are deep or complex. Tends to place equal importance on both facts and feelings when trying to reach conclusions. Operates in quite a well-ordered, precise, systematic way. Makes sure that most details are correct and that work is checked before it goes out. Places importance on precision and thoroughness in the workplace. Feeling Freedom From Stress Sensitivity to Criticism Transparency Is likely to be reasonably calm and relaxed about things. May feel some tension under strong work pressures or if there are really serious work problems but is not likely to be bothered by the everyday cut and thrust. Is quite deeply concerned about the opinion of others and feels hurt if this is negative or critical. Finds it hard to brush aside negative attitudes from others and often feels vulnerable in the face of more rugged behaviour. Will be upset by criticism. Is unlikely to reveal true feelings and does not like having to talk about or share emotions. Is not very open about their views and may cover their honest reactions at times. May be considered difficult to read. Optimism Very pessimistic. Finds it difficult to view the future hopefully and may not always be able to see a positive way forward. Tends to see the limitations and the potential for failure in situations and may therefore often come over as negative. Buoyancy Is quickly dismayed when problems present themselves and becomes dispirited very readily. Is likely to give up much more easily than most people do and remain disheartened for a long time if things do not go well. Drive Reliability Need for Challenge Places some importance on being reliable and trying not to let other people down. Likes to keep their word and deliver the main thrust of what has been agreed. Is likely to be seen as someone who can normally be counted on. Is comfortable with a moderate degree of challenge as long as the objectives can be achieved with a bit of extra effort. Is occasionally willing to tackle something more stretching. Energy Only occasionally feels strongly motivated or driven about things. May not be thought of as a particularly energetic person and is probably most comfortable when things can be dealt with at a steady pace. Cautiousness Makes decisions quite readily and is fairly happy to move forward in uncertain circumstances, even though there may be some elements of risk. May be seen as a little on the bold side, not having to wait for the perfect moment in order to make commitments. eras ltd /0/0 The Quest Profiler Page