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1.Profile report
Vikram Stens RELATIONSHIPS WITH PEOPLE
5 6 4 3 3 8 rarely pressures others to change their views !isli"es selling less com#orta$le using negotiation happy to let others ta"e charge !isli"es telling people what to !o unli"ely to ta"e the lea! hol!s $ac" #rom criticising others may not e)press own views unprepare! to put #orwar! own opinions accepts ma&ority !ecisions prepare! to #ollow the consensus -uiet an! reserve! in groups !isli"es $eing centre o# attention com#orta$le spen!ing time away #rom people values time spent alone sel!om misses the company o# others #eels more com#orta$le in less #ormal situations can #eel aw"war! when #irst meeting people ma"es strengths an! achievements "nown tal"s a$out personal success prepare! to ma"e !ecisions without consultation pre#ers to ma"e !ecisions alone selective with sympathy an! support remains !etache! #rom others' personal pro$lems 1 2 3 4 1 2 3 4 5 6 7 8 9 10 en&oys selling com#orta$le using negotiation li"es to change other people's view INFLUENCE li"es to $e in charge ta"es the lea! tells others what to !o ta"es control #reely e)presses opinions ma"es !isagreement clear prepare! to criticise others pre#ers to #ollow own approach prepare! to !isregar! ma&ority !ecisions lively an! animate! in groups tal"ative en&oys attention en&oys others' company li"es to $e aroun! people can miss the company o# others #eels com#orta$le when #irst meeting people at ease in #ormal situations !isli"es !iscussing achievements "eeps -uiet a$out personal success consults wi!ely involves others in !ecision ma"ing less li"ely to ma"e !ecisions alone sympathetic an! consi!erate towar!s others help#ul an! supportive gets involve! in others' pro$lems 7 8 9 10 li"es wor"ing with num$ers en&oys analysing statistical in#ormation $ases !ecisions on #acts an! #igures critically evaluates in#ormation loo"s #or potential limitations #ocuses upon errors tries to un!erstan! motives an! $ehaviours en&oys analysing people pre#ers well esta$lishe! metho!s #avours a more conventional approach intereste! in theories en&oys !iscussing a$stract concepts generates new i!eas en&oys $eing creative thin"s o# original solutions pre#ers variety tries out new things li"es changes to regular routine can $ecome $ore! $y repetitive wor" changes $ehaviour to suit the situation a!apts approach to !i##erent people ta"es a long4term view sets goals #or the #uture more li"ely to ta"e a strategic perspective STRUCTURE #ocuses on !etail li"es to $e metho!ical organise! an! systematic may $ecome preoccupie! with !etail #ocuses on getting things #inishe! persists until the &o$ is !one #ollows rules an! regulations pre#ers clear gui!elines #in!s it !i##icult to $rea" rules 8 9 10 #in!s it easy to rela) rarely #eels tense generally calm an! untrou$le! feels nervous before important occasions, worries about things going wrong not easily o##en!e! can ignore insults may $e insensitive to personal criticism e)pects things will turn out well loo"s to the positive aspects o# a situation has an optimistic view o# the #uture trusts people sees others as relia$le an! honest $elieves what others say can conceal #eelings #rom others rarely !isplays emotion thrives on activity li"es to "eep $usy en&oys having a lot to !o DYNAMISM has a nee! to win en&oys competitive activities !isli"es losing am$itious an! career4centre! li"es to wor" to !eman!ing goals an! targets ma"es #ast !ecisions reaches conclusions -uic"ly less cautious has respon!e! more consistently across the -uestionnaire 8 9 10 EMOTION SOCIABILITY

%e r s u a s i ve (ontrolling * u t s p o "e n + n ! e pe n ! en t , i n ! e ! * u t go i n g . # # i l i a t i ve Socially (on#i!ent , o !e st /emocratic (aring

5 6

7 5 7 5

EMPATHY

THINKING STYLE
6 6 prefers dealing with opinions and feelings rather than facts and figures, likely to avoid using statistics !oes not #ocus on potential limitations !isli"es critically analysing in#ormation rarely loo"s #or errors or mista"es !oes not -uestion the reasons #or people's $ehaviour ten!s not to analyse people #avours changes to wor" metho!s pre#ers new approaches less conventional pre#ers to !eal with practical rather than theoretical issues !isli"es !ealing with a$stract concepts more li"ely to $uil! on than generate i!eas less incline! to $e creative an! inventive pre#ers routine is prepare! to !o repetitive wor" !oes not see" variety $ehaves consistently across situations unli"ely to $ehave !i##erently with !i##erent people more li"ely to #ocus upon imme!iate than long4term issues less li"ely to ta"e a strategic perspective unli"ely to $ecome preoccupie! with !etail less organise! an! systematic !isli"es tas"s involving !etail sees !ea!lines as #le)i$le prepare! to leave some tas"s un#inishe! not restricte! $y rules an! proce!ures prepare! to $rea" rules ten!s to !isli"e $ureaucracy

/ a ta 0 a t i o na l 1v a l u a ti ve 2 e h av iou r a l ( o nv en ti o na l ( o n ce p t u a l + n n o vative 3a r i e ty Se e " i n g . ! a p ta $ le 5 o r wa r ! 6 h i n " i n g / e ta i l ( o n s c i o u s (onscientious 0 u l e 5 o l l o wi n g

1 2 3 4 5 6 7

ANALYSIS

5 10 4 6 5 7 5 5 8 5

CREATIVITY AND CHANGE

FEELINGS AND EMOTIONS

4 7 6 8 7 2 2 4 5 5 4 ten!s to #eel tense #in!s it !i##icult to rela) can #in! it har! to unwin! a#ter wor" #eels calm $e#ore important occasions less a##ecte! $y "ey events #ree #rom worry sensitive easily hurt $y criticism upset $y un#air comments or insults concerne! a$out the #uture e)pects things to go wrong #ocuses on negative aspects o# a situation wary o# others' intentions #in!s it !i##icult to trust others unli"ely to $e #oole! $y people openly e)presses #eelings #in!s it !i##icult to conceal #eelings !isplays emotion clearly li"es to ta"e things at a stea!y pace !isli"es e)cessive wor" !eman!s !isli"es competing with others #eels that ta"ing part is more important than winning sees career progression as less important loo"s #or achieva$le rather than highly am$itious targets ten!s to $e cautious when ma"ing !ecisions li"es to ta"e time to reach conclusions has respon!e! less consistently across the -uestionnaire

0 e l a )e! 7 o r r yi n g 6 o u gh , i n ! e ! *ptimistic 6rusting 1 m o t i o na l l y ( o n t r o l le ! 3 i go r o u s ( o m p e t i t i ve .chieving /ecisive (onsistency

Managerial and Professional (India, 2005)

Vikram

2.OPQ User Report Introduction

6his report is !esigne! #or those who have complete! *%8 training. +t represents a power#ul interpretation ai! when preparing #or a #ee!$ac" interview writing an assessment report or interpreting *%832 in#ormation across a range o# other conte)ts. 6he report e)plores 3i"ram 9s responses to the *%832i -uestionnaire. 6his there#ore provi!es a pro#ile o# his relative pre#erences an! $ehaviours when at wor". 1ach section presents an area o# the *%832 pro#ile together with a narrative interpretation o# these scales an! the lin"s $etween them. 5urther lin"s with other sections o# the pro#ile :where these o##er more in4!epth un!erstan!ing o# the in!ivi!ual; are then presente!. 0emem$er when consi!ering the results o# the personality -uestionnaire it is important to recognise that the responses given were 3i"ram 9s own view an! represent the way he sees his own $ehaviour rather than how his personality might $e !escri$e! $y another person. 6he accuracy o# this report !epen!s on the #ran"ness an! honesty with which the -uestionnaire was complete! as well as in part his level o# sel#4awareness. +t shoul! $e note! that he has ten!e! to respon! as consistently as most when completing the -uestionnaire. 6his report shoul! $e treate! con#i!entially. 6he shel#4li#e o# the in#ormation containe! in this report is consi!ere! to $e 18424 months !epen!ing upon 3i"ram 9s wor" role an! personal circumstances. 6o ensure relevance the pro#ile an! its interpretation shoul! always $e !irectly relate! to the in!ivi!ual9s current or #uture role.

Relationships with People Influence

1 0%1 0%2 0%3 0%4 2 3 4 5 6 7 8 9 10 %ersuasive (ontrolling *utspo"en +n!epen!ent ,in!e!

3i"ram is #airly mo!erate when it comes to his in#luencing style. +# calle! upon to ta"e charge negotiate or 9sell9 an i!ea he emerges as similar to others. 3i"ram is unli"ely to #ollow an unpopular line an! go his own way when others !isagree pre#erring in the en! to #ollow the !ecisions o# the group. .t the same time he is slightly less li"ely to argue a case an! provi!e outspo"en views than others.

Vikram

Sociabilit
1 0%5 0%6 0%7 2 3 4 5 6 7 8 9 10 *utgoing .##iliative Socially (on#i!ent

.lthough 3i"ram en&oys $eing in other people9s company #ar pre#erring this to $eing alone he emerges as a -uiet person not incline! to a great !eal o# lively or animate! conversation. 6his is li"ely to $e the picture regar!less o# the company he is in $ut he is a little more com#orta$le meeting people #or the #irst time than the ma&ority o# people are. 3i"ram is li"ely to thrive as part o# a team $ut is so naturally -uiet that his contri$ution may sometimes $e overloo"e!. 3i"ram 9s clear li"ing #or wor"ing alongsi!e others is #urther supporte! $y his low nee! to retain his own views or opinions. 6his is li"ely to ena$le him to #it easily into the group without con#lict $ut coul! result in his $eing seen as rather too mallea$le an! somewhat lac"ing in in!ivi!uality.

!"path
1 0%8 0%9 0%10 2 3 4 5 6 7 8 9 10 ,o!est /emocratic (aring

6his is an area where 3i"ram !oes not stan! out as particularly !i##erent. <e is a$out as li"ely as most to a!vertise his achievements an! successes pre#erring perhaps on other occasions to "eep these to himsel#. <is concern #or others is also $roa!ly typical emerging as $alance! $etween $eing more supportive in some situations an! less so in others. +n !ecision ma"ing there is also a sense o# $alance when it comes to consulting others though the slight pre#erence is pro$a$ly #or consulting a little more wi!ely.

#hin$in% St le &nal sis

1 6S1 6S2 6S3 2 3 4 5 6 7 8 9 10 /ata 0ational 1valuative 2ehavioural

*verall 3i"ram 9s interest in analytical thin"ing is -uite mo!erate with no particular pre#erences #or one #ocus over another. +n particular he seems as intereste! as most in wor"ing with numerical or statistical in#ormation with a similar interest in analysing people issues. .cross $oth o# these areas he is li"ely to un!erta"e a certain amount o# critical analysis $ut overall analytical thin"ing is li"ely to $e a mo!erate rather than outstan!ing aspect o# his approach.
4

Vikram

'reati(it and 'han%e

1 6S4 6S5 6S6 6S7 6S8 2 3 4 5 6 7 8 9 10 (onventional (onceptual +nnovative 3ariety See"ing .!apta$le

3i"ram reports a very strong pre#erence #or stic"ing to trie! an! teste! wor" metho!s. 7ithin this he sees himsel# as a little less intellectually curious than most o# his peers in en&oying !iscussing hypothetical or theoretical issues. +n a!!ition he has a mo!erate interest in the pro!uction o# inventive i!eas. <is com$ination o# pre#erences suggest an inclination to stic" with e)isting approaches to wor" $ut to $e mo!erately incline! to pro!uce incremental i!eas #or improving them which are li"ely to avoi! the more comple) aspects o# the issue. 3i"ram reports a level o# interest in variety an! novelty in his wor" which is as mar"e! as most o# his peers. 7hen he is #ace! with change or novelty he recognises -uite well the nee! to a!apt his $ehaviour to meet the perceive! changing !eman!s o# the situations or people. *verall there#ore his approach to changing situations may $e !escri$e! as #airly a!apta$le. +t woul! appear that his willingness to wor" with esta$lishe! metho!s an! a reasona$le tolerance o# routine an! repetitive wor" supports his view that it is important to meet !ea!lines an! complete wor" on time.

Structure
1 6S9 6S10 6S11 6S12 2 3 4 5 6 7 8 9 10 5orwar! 6hin"ing /etail (onscious (onscientious 0ule 5ollowing

3i"ram reports a #airly typical perspective in terms o# shorter versus longer4term thin"ing. <e com$ines this with a $alance! view o# wor"ing in a metho!ical an! organise! way. 6hus his !esire to ta"e a strategic view while not pronounce! is li"ely to ta"e account o# !etail to a certain e)tent. +t is especially important to 3i"ram to see tas"s through to completion. <is !esire to stic" closely to rules an! regulations seems as strong as in most others. +t may $e that in "eenly wor"ing towar!s tas" completion he will consi!er mo!i#ying the rules to assist in achieving this. <e may realise that i# !ea!lines are to $e met then rules may sometimes nee! to $e compromise!= #or him it woul! appear that meeting the !ea!line is the greater priority.

Vikram

)eelin%s and !"otions !"otion

1 511 512 513 514 515 516 2 3 4 5 6 7 8 9 10 0ela)e! 7orrying 6ough ,in!e! *ptimistic 6rusting 1motionally (ontrolle!

3i"ram 9s an)iety levels are not e)treme= he consi!ers himsel# only a little more an)ious than most people. Similarly when it comes to important events he is only slightly more li"ely than most to get nervous. 3i"ram sees himsel# as an optimist having a generally positive outloo" on li#e. <e is unli"ely to $e particularly easily o##en!e! $y criticism $eing neither oversensitive nor all that thic"4s"inne!. 7hen it comes to trusting people he is reasona$ly li"ely to $elieve other people9s goo! intentions. *verall then while he will $e seen as positive an! cheer#ul a$out the #uture he will $alance this with a more typical perspective regar!ing others9 trustworthiness an! his own reactions to criticism. <e is someone who is prepare! to show his emotions very openly an! people are li"ely to $e a$le to tell easily how he is #eeling. 7hen these emotions are positive or e)presse! as enthusiasm others may well #in! this en!earing or motivating. <owever i# the emotions are negative or hostile this e)pression o# emotion has the potential to $e !estructive. 6he sense o# concern an! worry that he #eels $e#ore important events is very li"ely to $e pic"e! up $y others as he has a strong ten!ency to show his emotions to those aroun! him. 6his may serve to cause a !egree o# unrest in others $ut may e-ually act to #ocus them upon the particular event that he is concerne! a$out. /espite his positive view o# the #uture he nonetheless reports some sense o# concern $e#ore important events as well as some more general $ac"groun! an)iety.

* na"is"
1 517 518 519 5110 2 3 4 5 6 7 8 9 10 3igorous (ompetitive .chieving /ecisive

.lthough 3i"ram 9s level o# career am$ition is #airly typical o# others he !oes not particularly en&oy engaging in competitive activities. +n a!!ition he has a very strong pre#erence #or wor" which !oes not re-uire a high level o# activity or energy an! overall may not $e seen as especially !riven at wor". 7hen summing up a situation an! ma"ing a !ecision he seems to $e $alance! $etween spee! an! caution. <is strong pre#erence #or not having too much to !o may well $e lin"e! to his high respect #or !ea!lines. %erhaps he woul! rather ensure that he is a$le to !eliver
6

Vikram

against a #ocuse! set o# activities an! targets rather than sprea!ing himsel# too thinly over several pro&ects an! then #ailing to !eliver on time.

Vikram

+..,ana%ers- Report

Introduction
6his report is $ase! upon 3i"ram 9s responses to a sel#4report personality -uestionnaire the *ccupational %ersonality 8uestionnaire :*%832i;. 6his -uestionnaire invite! him to !escri$e his $ehaviour pre#erences an! attitu!es in relation to !i##erent aspects o# his wor"ing li#e $y i!enti#ying #rom $loc"s o# #our statements the one that was most an! the one that was least li"e him. <is responses have $een compare! against those o# a large relevant comparison group to give a pro#ile o# 3i"ram 9s perceive! pre#erences #or !i##erent ways o# $ehaving at wor". 6hese are groupe! into three main areas= 0elationships with %eople 6hin"ing Style an! 5eelings an! 1motions. 6his report shoul! $e treate! con#i!entially. +t !escri$es 3i"ram 9s personality pro#ile an! ma"es lin"s $etween the various aspects involve!. 7hen consi!ering the results o# the personality -uestionnaire it is important to recognise the responses given were 3i"ram 9s own view an! represent the way he sees his own $ehaviour rather than how his personality might $e !escri$e! $y another person. 6he accuracy o# this report !epen!s on the #ran"ness an! honesty with which the -uestionnaire was complete! as well as in part on his sel#4awareness. 6he comments ma!e here shoul! there#ore $e seen as tentative rather than in#alli$le. >evertheless this sel#4report can provi!e important in!icators o# 3i"ram 9s style at wor" an! it is li"ely to ena$le us to pre!ict a goo! !eal a$out his $ehaviour in !i##erent situations. >ote that the -uestionnaire !escri$es 3i"ram 9s pre#erre! style o# $ehaving rather than his competence or a$ility. 6he -uestionnaire gives a $roa! picture o# his current style an! so the report is necessarily -uite general. ?reatest value can $e gaine! $y !iscussing the implications o# this in#ormation against his current or #uture role. 6he shel#4li#e o# the in#ormation containe! in the report is consi!ere! to $e 18424 months !epen!ing on 3i"ram 9s wor" role an! personal circumstances. +# there have $een ma&or changes in his li#e or there is a signi#icant change in role he shoul! complete the -uestionnaire again. +# you have any concerns regar!ing the content o# this report please raise these with someone who has receive! #ull training in the use o# *%8 -uestionnaires.

Relationships with People

Influence
3i"ram is #airly mo!erate when it comes to his in#luencing style. +# calle! upon to ta"e charge negotiate or 9sell9 an i!ea he emerges as similar to others. 3i"ram is unli"ely to #ollow an unpopular line an! go his own way when others !isagree pre#erring in the en! to #ollow the !ecisions o# the group. .t the same time he is slightly less li"ely to argue a case an! provi!e outspo"en views than others.

Sociabilit
.lthough 3i"ram en&oys $eing in other people9s company #ar pre#erring this to $eing alone he emerges as a -uiet person not incline! to a great !eal o# lively or animate! conversation. 6his is li"ely to $e the picture regar!less o# the company he is in $ut he is a little more com#orta$le meeting people #or the #irst time than the ma&ority o# people are. 3i"ram is li"ely to thrive as part o# a team $ut is so naturally -uiet that his contri$ution may sometimes $e overloo"e!.

Vikram

3i"ram 9s clear li"ing #or wor"ing alongsi!e others is #urther supporte! $y his low nee! to retain his own views or opinions. 6his is li"ely to ena$le him to #it easily into the group without con#lict $ut coul! result in his $eing seen as rather too mallea$le an! somewhat lac"ing in in!ivi!uality.

!"path
6his is an area where 3i"ram !oes not stan! out as particularly !i##erent. <e is a$out as li"ely as most to a!vertise his achievements an! successes pre#erring perhaps on other occasions to "eep these to himsel#. <is concern #or others is also $roa!ly typical emerging as $alance! $etween $eing more supportive in some situations an! less so in others. +n !ecision ma"ing there is also a sense o# $alance when it comes to consulting others though the slight pre#erence is pro$a$ly #or consulting a little more wi!ely.

#hin$in% St le
&nal sis
*verall 3i"ram 9s interest in analytical thin"ing is -uite mo!erate with no particular pre#erences #or one #ocus over another. +n particular he seems as intereste! as most in wor"ing with numerical or statistical in#ormation with a similar interest in analysing people issues. .cross $oth o# these areas he is li"ely to un!erta"e a certain amount o# critical analysis $ut overall analytical thin"ing is li"ely to $e a mo!erate rather than outstan!ing aspect o# his approach.

'reati(it and 'han%e

3i"ram reports a very strong pre#erence #or stic"ing to trie! an! teste! wor" metho!s. 7ithin this he sees himsel# as a little less intellectually curious than most o# his peers in en&oying !iscussing hypothetical or theoretical issues. +n a!!ition he has a mo!erate interest in the pro!uction o# inventive i!eas. <is com$ination o# pre#erences suggest an inclination to stic" with e)isting approaches to wor" $ut to $e mo!erately incline! to pro!uce incremental i!eas #or improving them which are li"ely to avoi! the more comple) aspects o# the issue. 3i"ram reports a level o# interest in variety an! novelty in his wor" which is as mar"e! as most o# his peers. 7hen he is #ace! with change or novelty he recognises -uite well the nee! to a!apt his $ehaviour to meet the perceive! changing !eman!s o# the situations or people. *verall there#ore his approach to changing situations may $e !escri$e! as #airly a!apta$le. +t woul! appear that his willingness to wor" with esta$lishe! metho!s an! a reasona$le tolerance o# routine an! repetitive wor" supports his view that it is important to meet !ea!lines an! complete wor" on time.

Structure
3i"ram reports a #airly typical perspective in terms o# shorter versus longer4term thin"ing. <e com$ines this with a $alance! view o# wor"ing in a metho!ical an! organise! way. 6hus his !esire to ta"e a strategic view while not pronounce! is li"ely to ta"e account o# !etail to a certain e)tent.

Vikram

+t is especially important to 3i"ram to see tas"s through to completion. <is !esire to stic" closely to rules an! regulations seems as strong as in most others. +t may $e that in "eenly wor"ing towar!s tas" completion he will consi!er mo!i#ying the rules to assist in achieving this. <e may realise that i# !ea!lines are to $e met then rules may sometimes nee! to $e compromise!= #or him it woul! appear that meeting the !ea!line is the greater priority.

)eelin%s and !"otions

!"otion
3i"ram 9s an)iety levels are not e)treme= he consi!ers himsel# only a little more an)ious than most people. Similarly when it comes to important events he is only slightly more li"ely than most to get nervous. 3i"ram sees himsel# as an optimist having a generally positive outloo" on li#e. <e is unli"ely to $e particularly easily o##en!e! $y criticism $eing neither oversensitive nor all that thic"4s"inne!. 7hen it comes to trusting people he is reasona$ly li"ely to $elieve other people9s goo! intentions. *verall then while he will $e seen as positive an! cheer#ul a$out the #uture he will $alance this with a more typical perspective regar!ing others9 trustworthiness an! his own reactions to criticism. <e is someone who is prepare! to show his emotions very openly an! people are li"ely to $e a$le to tell easily how he is #eeling. 7hen these emotions are positive or e)presse! as enthusiasm others may well #in! this en!earing or motivating. <owever i# the emotions are negative or hostile this e)pression o# emotion has the potential to $e !estructive. 6he sense o# concern an! worry that he #eels $e#ore important events is very li"ely to $e pic"e! up $y others as he has a strong ten!ency to show his emotions to those aroun! him. 6his may serve to cause a !egree o# unrest in others $ut may e-ually act to #ocus them upon the particular event that he is concerne! a$out. /espite his positive view o# the #uture he nonetheless reports some sense o# concern $e#ore important events as well as some more general $ac"groun! an)iety.

* na"is"
.lthough 3i"ram 9s level o# career am$ition is #airly typical o# others he !oes not particularly en&oy engaging in competitive activities. +n a!!ition he has a very strong pre#erence #or wor" which !oes not re-uire a high level o# activity or energy an! overall may not $e seen as especially !riven at wor". 7hen summing up a situation an! ma"ing a !ecision he seems to $e $alance! $etween spee! an! caution. <is strong pre#erence #or not having too much to !o may well $e lin"e! to his high respect #or !ea!lines. %erhaps he woul! rather ensure that he is a$le to !eliver against a #ocuse! set o# activities an! targets rather than sprea!ing himsel# too thinly over several pro&ects an! then #ailing to !eliver on time.

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Vikram

4.,ana%e"ent 'o"petenc Profile Introduction

6his report summarises how 3i"ram 9s pre#erre! style or typical way o# $ehaving is li"ely to in#luence his potential on a range o# management competencies. 6he #ormat o# the personality -uestionnaire that he complete! :*%832i; re-uire! him to ma"e #orce! choices $etween a range o# !i##erent statements. +t is important to appreciate that !ue to the nature o# the -uestionnaire it is not possi$le #or him to achieve a high potential rating #or all competencies. 6he pro#ile $elow is there#ore $est viewe! as in!icating his li"ely relative strengths an! limitations across the competencies consi!ere!. 6he tic"s crosses an! circles in!icate which aspects o# his style are li"ely to contri$ute positively or more negatively to each competency. 6he overall #it $etween 3i"ram 9s style an! each competency :as outline! a$ove; is shown in the $ar graphs on the right han! si!e o# the report. 6he "ey $elow e)plains these competency #it in!icators in more !etail. 6he competencies are more #ully !e#ine! on the #inal page o# this report. .part #rom provi!ing an overview o# potential the report also len!s itsel# to the #ollowing applications. 7hen con!ucting structure! competency $ase! interviews the $rie# narrative statements can $e use! as a means o# !eveloping pro$es which are speci#ically relevant to the can!i!ate. 6his will ena$le interviewers to target areas o# potential strength an! limitation $ase! on the can!i!ate's own sel# assessment. 2ecause the narrative comments are $rie# an! $ase! aroun! competencies they can serve as a very use#ul #ramewor" #or structuring $oth oral an! written reports. 7hen integrating the results o# the *%832 with other assessment tools in competency $ase! assessment processes the ratings can $e utilise! as a -uantitative in!ication o# potential #it an! the narrative comments as evi!ence which can $e su$mitte! to support these ratings.

.e to 'o"petenc )it Indicators

@ey Aimitation Ai"ely Aimitation

,o!erate

Ai"ely Strength

@ey Strength

1 4 %oor 5it

2 4 7ea" 5it

3 4 .verage 5it

4 4 ?oo! 5it

5 4 1)cellent 5it

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Vikram

,ana%erial Qualities

Bses a !egree o# persuasion when motivating others. +s prepare! to ta"e charge o# a group when re-uire!. ,a"es some e##ort to involve others in ma"ing !ecisions. 6en!s to $e reserve! an! low pro#ile when with others. %ro$a$ly inclu!es a longer term view when planning. %ays reasona$le attention to !etail when planning. ?ives some thought to potential !i##iculties in a plan. %laces high priority on completing plans to !ea!line. .s li"ely to #ollow -uality proce!ures as most others. ,o!erately concerne! with evaluating against stan!ar!s. %ays a #air !egree o# attention to !etail when reviewing wor". 3ery unli"ely to compromise on -uality an! tas" completion. +s reasona$ly intereste! in selling an! negotiating. +ncline! to go along with the ma&ority view. Ai"ely to #eel #airly con#i!ent when #ormally presenting views. 0ather reserve! nature may re!uce persuasiveness.

Leadership

Planning & Organising

Quality Orientation

Persuasive

Professional Qualities

,ay not always en&oy applying theories to own specialist area. Ai"ely to evaluate technical !evelopments #airly critically. 5airly com#orta$le wor"ing with numerical !ata. 6en!s to accept !evelopments in his area without -uestion. ,ay not always spot potential !i##iculties in solutions. *nly occasionally ta"es a conceptual view o# pro$lems. 0easona$ly com#orta$le pro$lem solving with numerical !ata. 6en!s to show #le)i$ility when implementing solutions. 5eels -uite con#i!ent an! at ease when spea"ing #ormally. ,ay use persuasive arguments when tal"ing to others. 0eserve! in social situations. ?enerally a!opts a !i##erent style to suit his au!ience.

!pe"ialist #no$ledge

Pro%le& !olving & 'nalysis

Oral (o&&uni"ation

7ill spen! some time evaluating written wor" #or errors. ,ay !isli"e wor"ing with theoretical or conceptual !ocuments.

)ritten (o&&uni"ation

C Specialist @nowle!ge ten!s to $e speci#ic to the particular &o$= these aspects o# style may not $e appropriate #or some specialisms. CC 7ritten (ommunication is $est assesse! using written e)ercises :e.g. in4tray; or ver$al tests rather than $ase! primarily on the responses to a personality -uestionnaire.

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Vikram

!ntrepreneurial Qualities

,ay sometimes lac" 9competitive e!ge9 in commercial situations. 7ill $e motivate! to some e)tent $y stretching $usiness targets. ,ay en&oy a role where a certain amount o# selling is involve!. 7ill attempt to $alance commercial an! personnel issues. Sees himsel# as a reasona$ly creative in!ivi!ual. 3ery li"ely to #ollow tra!itional metho!s when generating i!eas. *ccasionally challenges the rules when implementing an i!ea. +!eas an! solutions may at times lac" intellectual !epth. ?enerally ma"es !ecisions without too much !elay. 3ery low energy levels may a##ect willingness to ta"e action. ,o!erate emphasis on targets may encourage action. 7ill $alance a !esire to chec" !etail with a nee! #or action. 6hin"s ahea! to some !egree when consi!ering strategic issues. 2alances attention to !etail with ta"ing a $roa!er overview. ,ay have some !i##iculty wor"ing with theoretical strategic mo!els. Ai"ely to set reasona$ly !eman!ing long4term goals.

(o&&er"ial '$areness

(reativity & Innovation

'"tion Orientation

!trategi"

Personal Qualities

*##ers reasona$le support to colleagues in nee!. %laces some emphasis on encouraging others to contri$ute. ?enerally avoi!s spea"ing out in criticism o# others9 views. 3alues co4operation somewhat more than competition. Ai"es some change against a $ac"!rop o# sta$ility. ?enerally a!&usts $ehaviour to new circumstances. %repare! to #ollow the consensus !ecision most o# the time. +s optimistic when #ace! with change. Sometimes #eels tense. Bnli"ely to $e overly upset $y negative #ee!$ac". %re#ers to $e very open in e)pressing emotions. +s li"ely to ta"e an optimistic an! positive view. 3ery low levels o# energy may limit sustaine! output. 0easona$ly am$itious an! may see" some career progression. +s -uite unli"ely to $e motivate! $y the prospect o# winning.

Interpersonal !ensitivity

*le+i%ility

,esilien"e

Personal Motivation

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'o"petenc *efinitions

&rea

'o"petenc
Aea!ership %lanning D *rganising

*efinition
,otivates an! empowers others in or!er to reach organisational goals. *rganises an! sche!ules events activities an! resources. Sets up an! monitors timescales an! plans. Shows awareness o# goals an! stan!ar!s. 5ollows through to ensure that -uality an! pro!uctivity stan!ar!s are met. +n#luences convinces or impresses others in a way that results in acceptance agreement or $ehaviour change. Bn!erstan!s technical or pro#essional aspects o# wor" an! continually maintains technical "nowle!ge. .nalyses issues an! $rea"s them !own into their component parts. ,a"es systematic an! rational &u!gements $ase! on relevant in#ormation. Spea"s clearly #luently an! in a compelling manner to $oth in!ivi!uals an! groups. 7rites in a clear an! concise manner using appropriate grammar style an! language #or the rea!er. Bn!erstan!s an! applies commercial an! #inancial principles. 3iews issues in terms o# costs pro#its mar"ets an! a!!e! value. (reates new an! imaginative approaches to wor"4relate! issues. +!enti#ies #resh approaches an! shows a willingness to -uestion tra!itional assumptions. /emonstrates a rea!iness to ma"e !ecisions ta"e the initiative an! originate action. /emonstrates a $roa!4$ase! view o# issues events an! activities an! a perception o# their longer term impact or wi!er implications. +nteracts with others in a sensitive an! e##ective way. 0espects an! wor"s well with others. Success#ully a!apts to changing !eman!s an! con!itions. ,aintains e##ective wor" $ehaviour in the #ace o# set$ac"s or pressure. 0emains calm sta$le an! in control o# themselves. (ommits sel# to wor" har! towar!s goals. Shows enthusiasm an! career commitment.

Managerial Qualities

8uality *rientation

%ersuasiveness

Specialist @nowle!ge

%ro$lem Solving D .nalysis

Professional Qualities
*ral (ommunication 7ritten (ommunication

(ommercial .wareness

(reativity D +nnovation

-ntrepreneurial Qualities
.ction *rientation Strategic

+nterpersonal Sensitivity 5le)i$ility

Personal Qualities

0esilience

%ersonal ,otivation

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Vikram

5. #ea" # pes Introduction

6his report summarises 3i"ram 9s pre#erre! team types $ase! upon his personality pro#ile. +t i!enti#ies the styles he is li"ely to a!opt those he may a!opt un!er some circumstances an! those he is unli"ely to a!opt when wor"ing in a team or group situation. +t then !escri$es li"ely $ehaviours o# people with a similar level o# pre#erence #or that team type.

Unli$el to adopt

,a adopt

/i$el to adopt

#ea" # pe #ea" 0or$er 'o1ordinator Resource In(esti%ator 'o"pleter I"ple"enter Shaper ,onitor !(aluator Plant
Managerial and Professional (India, 2005)

/i$el to &dopt
#ea" 0or$er
<e plays -uite a supportive role $y encouraging others an! maintaining harmony in the team. <e is -uite willing to #acilitate communication $etween team mem$ers without ta"ing on a very !ominant role.

,a &dopt
'o1ordinator
<e is li"ely to manage or chair the team in a #airly consultative empowering way. <e will pro$a$ly i# calle! upon provi!e some !irection to !iscussions while actively involving other team mem$ers.

Resource In(esti%ator
<e spen!s some time maintaining use#ul contacts an! networ"s outsi!e o# the team an! has a !egree o# "nowle!ge as to how to o$tain relevant in#ormation an! support.

'o"pleter
<e pays some attention to !etail an! wor"s as har! as most people to ensure that a tas" is complete! to a reasona$le stan!ar!. <e is pro$a$ly willing to tie up most loose en!s an! to try to ensure that pro&ects are well organise!.

I"ple"enter
<e is li"ely to spen! some time turning !ecisions i!eas an! strategies into managea$le practical tas"s. <e pro$a$ly $rea"s !own activities into logical steps to pursue agree! o$&ectives.

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Vikram

,a &dopt
Shaper
<e helps provi!e some o# the !rive to reach team o$&ectives an! coul! at times $ring energy to the team $y emphasising important priorities an! shaping the !irection o# group activities.

,onitor !(aluator
<e is prepare! to spen! some time analysing pro$lems an! evaluating i!eas an! suggestions. +n this way he may help to prevent the team #rom pursuing misgui!e! o$&ectives.

Unli$el to &dopt
Plant
<e is unli"ely to pro!uce creative solutions to pro$lems over an! a$ove those provi!e! $y other group mem$ers.

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#ea" # pe *escriptions
1)tensive research $y ,ere!ith 2el$in :1981;C has highlighte! eight particular roles or team Etypes' which appear to have special relevance in most organisational structures. 1ach type contri$utes an important element towar!s goo! group per#ormance an! teams incorporating each o# these types as oppose! to a pre!ominance o# any one ten! to $e more success#ul. 6he attri$utes associate! with each o# the eight team types are summarise! $elowF 'o1ordinator
Sets the team goals an! !e#ines roles. (o4or!inates team e##orts an! lea!s $y eliciting respect.

Shaper
6he tas" lea!er who $rings competitive !rive to the team. ,a"es things happen $ut may $e thought a$rasive.

Plant
+maginative intelligent an! the team's source o# original i!eas. (oncerne! with #un!amentals .

,onitor !(aluator
*##ers measure! !ispassionate critical analysis. @eeps team #rom pursuing misgui!e! o$&ectives.

Resource In(esti%ator
Sales person !iplomat resource see"er. ?oo! improviser with many e)ternal contacts. ,ay $e easily !iverte! #rom tas" at han!.

'o"pleter
7orries a$out pro$lems. %ersonally chec"s !etails. +ntolerant o# the casual an! slap!ash. Sees pro&ect through.

#ea" 0or$er
%romotes team harmony. ?oo! listener who $uil!s on the i!eas o# others. Ai"ea$le an! unassertive.

I"ple"enter
6urns !ecisions an! strategies into managea$le tas"s. 2rings logical metho!ical pursuit o# o$&ectives to the team. C2el$in 0, :1981;= ,anagement 6eams <einemann

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Vikram

6. /eadership St les Introduction

6his report summarises 3i"ram 9s pre#erre! styles o# lea!ership $ase! upon his personality pro#ile. +t i!enti#ies the styles he is li"ely to a!opt those he may a!opt un!er some circumstances an! those he is unli"ely to a!opt when managing people. 6his report then !escri$es li"ely $ehaviours o# people with a similar level o# pre#erence #or that lea!ership style. 5inally it i!enti#ies the type o# reports he is li"ely to manage well.

Unli$el to adopt

,a adopt

/i$el to adopt

/eadership St le Participati(e /eader 'onsultati(e /eader *ele%ati(e /eader 2e%otiati(e /eader *irecti(e /eader
Managerial and Professional (India, 2005)

/i$el to &dopt
Participati(e /eader
<e is #airly "een to wor" with others as part o# the team. <e is -uite li"ely to involve sta## in &oint !ecision4ma"ing .

,ana%es 0ell
(olla$orative 0eports who en&oy !emocratic !ecision4ma"ing with their views $eing ta"en into consi!eration.

'onsultati(e /eader
<e pre#ers to consult $e#ore ma"ing a !ecision. >onetheless he is still li"ely to maintain a clear sense o# overall o$&ectives an! to ta"e responsi$ility #or the #inal !ecision.

,ana%es 0ell
+n#ormative 0eports who provi!e in#ormation an! en&oy $eing consulte!

,a &dopt
*ele%ati(e /eader
<e is li"ely to give sta## a certain amount o# space to manage themselves. <e is prepare! to !elegate at least some wor" to others an! allow them to use their own initiative.

2e%otiati(e /eader
<e may negotiate with sta## to gain their agreement with team o$&ectives. <e pro$a$ly shows some insight into the $est way to rewar! sta## in or!er to increase their commitment. 18

Vikram

Unli$el to &dopt
*irecti(e /eader
<e is li"ely to $e uncom#orta$le in a role which re-uires him to manage others in a very !irective way. <e will !isli"e issuing instructions to others an! is li"ely to pre#er to ta"e either a more consultative or han!s o## approach.

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Vikram

Leadership Styles Descriptions

.n analysis o# lea!ership $y 2ass:1981;C has suggeste! #ive $roa! lea!ership styles. 5our o# these are $ase! on the #un!amental Etas" v people' interaction. 5or instance someone who is more #ocuse! on the tas" in han! than the people in the team will ten! to $e a /irective Aea!er. . #i#th re#lects lea!ership Enegotiate!' on a Etit4#or4tat G you !o this #or meH+ !o that #or you' $asis. *irecti(e /eader
,aintains responsi$ility #or planning an! control +ssues instructions in line with own perception o# priorities.

*ele%ati(e /eader
,inimal personal involvement. 2elieves in !elegation o# tas" an! responsi$ility.

Participati(e /eader
5avours consensus !ecision ma"ing. %repare! to ta"e time over !ecisions. 1nsures involvement o# all relevant in!ivi!uals.

'onsultati(e /eader
%ays genuine attention to opinions an! #eelings o# su$or!inates $ut maintains a clear sense o# tas" o$&ectives an! ma"es the #inal !ecisions.

2e%otiati(e /eader
,a"es !eals with su$or!inates. +n#luences others $y i!enti#ying their nee!s an! using these as a $asis #or negotiation. *Bass, B M (1981) Stogdills Handbook of Leadership: A survey of theory and research. Free Press.

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Vikram

Reportin% St les

Introduction
6his report summarises 3i"ram 9s pre#erre! reporting styles $ase! upon his personality pro#ile. +t i!enti#ies the styles he is li"ely to a!opt those he may a!opt un!er some circumstances an! those he is unli"ely to a!opt when $eing manage!. 6his report then !escri$es li"ely $ehaviours o# people with a similar level o# pre#erence #or that reporting style. 5inally it i!enti#ies the type o# lea!er he is li"ely to wor" well #or.

Unli$el to adopt

,a adopt

/i$el to adopt

Reportin% St le Recepti(e Report Infor"ati(e Report 'ollaboratin% Report Reciprocatin% Report Self1Reliant Report
Managerial and Professional (India, 2005)

/i$el to &dopt
Recepti(e Report
<e loo"s #or !irection #rom his manager an! is willing to implement instructions in an un-uestioning way.

0or$s well for

/irective Aea!ers who provi!e their reports with clear !irection

Infor"ati(e Report
<e has a clear perception that he has in#ormation to contri$ute an! en&oys $eing as"e! his opinion on matters.

0or$s well for

(onsultative Aea!ers who see" the views an! e)pertise o# their reports $e#ore ma"ing !ecisions.

,a &dopt
'ollaboratin% Report
<e li"es to have some opportunities to colla$orate with his manager an! to input his i!eas an! views within the !ecision4ma"ing process.

Reciprocatin% Report
<e may negotiate with his manager to some e)tent to help achieve mutually $ene#icial outcomes such as agreement o# o$&ectives an! the rewar!s associate! with them. 21

Vikram

Unli$el to &dopt
Self1Reliant Report
<e is uncom#orta$le wor"ing autonomously without $eing given a certain amount o# !irection. <e may lac" con#i!ence to ma"e !ecisions or ta"e responsi$ility without support #rom his manager.

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Vikram

Reportin% St les *escriptions

5or each o# the #ive lea!ership styles it is possi$le to !e#ine a complementary reporting role. 5or e)ample a receptive report is li"ely to suit a !irective lea!er #ar more than one who is more sel#4reliant. Recepti(e Report
.!heres to instructions an! !ea!lines. %re#ers to wor" with clear !irection #rom a$ove.

Self1Reliant Report
%re#ers to wor" without restraints. <as own i!eas an! en&oys the opportunity to !evelop them with minimal intervention.

'ollaboratin% Report
,any i!eas to contri$ute. 1n&oys the colla$orative !ecision ma"ing process an! pre#ers ra!ical metho!s to conventional.

Infor"ati(e Report
Ai"es to $e involve! in !ecision ma"ing $ut accepts #inal !ecision even i# contrary to personally hel! views.

Reciprocatin% Report
>ot a#rai! to spea" up an! un!eterre! $y status. 0espon!s less well to !irection than persuasion. ,ay $e stu$$orn $ut tas" orientate!.

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Vikram

7.!"otional Intelli%ence 3!I4 Report

This report describes competencies key to the development of Emotional Intelligence or EI which can be defined as how well we understand our own feelings and emotions as well as those of others, and how well we manage our relationships with others. This report is confidential and is intended for the sole use of the person who completed the questionnaire. The report is based on your responses to OPQ32, and it is important to recognise that it is based on the answers you gave and is your own view, representing the way you see your behaviour, rather than how your personality might be described by another person. However, while this report is not intended to be definitive, it does provide a starting point for you to consider development needs that are key to both individual and organisational success. The report has been structured to provide a straightforward and easy to interpret profile. It is made up of an overall summary of your EI development needs and then specific sections related to four key competencies. The EI model that has been used to construct the report is shown below: Overall Emotional Intelligence

,ana%in% )eelin%s
<ow you manage your thoughts emotions an! #eelings. 1ssentially this is the aspect o# 1+ to !o with how you manage yoursel#.

,ana%in% Relationships
<ow you manage your relationships with other people. 1ssentially this is the aspect o# 1+ to with how you wor" with others.

)eelin%s 5 !"otio ns
How well you handle your feelings about

Personal Insight
<ow well you un!erstan! your #eelings a$out yoursel# an! others

Empathy
<ow well you appreciate the perspectives o# other people an! how they #eel or thin" a$out things

Social !ase
<ow well you a!apt your approach an! style to !i##erent wor" an! social situations

!"otional Intelli%ence 3!I4 Su""ar

Potential *e(elop"ent 2eed Emotional Intelligence Iour overall score places you in the mi!4range on 1+ suggesting scope #or !evelopment. 6he ta$le that #ollows summarises !evelopment nee!s #or the #our speci#ic 1+ competencies. <ow you wor" with others !oes o# course !epen! on how well you un!erstan! your own emotions so it is important to re#er to $oth sets o# competencies in consi!ering your 1+ !evelopment nee!s. EI Competency Area Managing Feelings Managing Relationships Potential Development Need Scope for Development Feelings & Emotions Personal Insight Empathy Social Ease Potential Strength Scope for Development Potential Strength

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Vikram

,ana%in% )eelin%s

'o"petenc Feelings & Emotions Personal Insight

Potential *e(elop"ent 2eed

Scope for Development

Potential Strength

)eelin%s and !"otions

Iour scores suggest that while you have the capacity to channel your emotions positively there are also times when you may #in! it !i##icult to !o so an! times when the way in which you share your #eelings with others coul! have a more positive impact. 7hen you #in! things !i##icult to progress when you have concerns a$out how a situation might turn out or when you e)perience pro$lems with other people how !o you e)press the emotions that you #eelJ /o you ma"e the time an! space to allow your emotions to settle an! to consi!er how an! when your #eelings coul! $e share! with others to positive e##ectJ <ow open are you with others a$out your #eelingsJ +# you are someone who li"es to e)press your #eelings openly how aware are you o# the impact on others o# the way that you e)press yoursel# emotionallyJ +# you are someone who is more guar!e! in sharing your #eelings with others have you consi!ere! ways in which sharing emotions constructively can help to strengthen relationships an! the opportunities that you may $e missing to encourage others to share their thoughts an! #eelings with youJ

Personal Insi%ht
.lthough you have the capacity to e##ect personal change when committe! to !oing so your scores also suggest that you nee! to thin" through how to maintain your commitment an! !eal with the #rustrations that you may e)perience in pursuing your personal !evelopment. /o you #in! that you ten! to act $e#ore #ully thin"ing through the conse-uences o# your actionsJ <ave there $een occasions recently when thin"ing $e#ore acting may have le! to a more positive outcome sooner an!Hor have ena$le! you to $etter manage the emotions involve! in resolving issuesJ 6hin" $ac" to such occasions an! consi!er how thin"ing issues through an! re#lecting on your own #eelings in a!vance o# acting coul! have helpe! you an! how you might apply those insights in the #uture. .re you someone who #in!s it !i##icult to stay motivate! or committe! to a course o# action when things prove !i##icult or #rustratingJ <as your e)perience in setting yoursel# personal goals in the past le! to you avoi!ing !i##icult goalsJ <ow !o you a!apt to changeJ /o you see change as motivating or !e4motivating an! whyJ .re there others that you "now who seem to achieve the goals they set themselves are a$le to overcome !i##iculties an! seem to a!apt easily to changeJ <ave you !iscusse! these issues with them an! what insights have these !iscussions given youJ

25

Vikram

,ana%in% )eelin%s 1 0hat do I alread do6

,ana%in% )eelin%s 1 0hat could I do "ore of6

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Vikram

,ana%in% Relationships

'o"petenc Empathy Social Ease

Potential *e(elop"ent 2eed

Scope for Development

Potential Strength

!"path
.lthough you may ma"e the time to listen to others an! #in! out what they thin" the impact you have on others coul! $e strengthene! $y re#lecting on the way that you interact with other people. (onsi!er the way that you respon! to others when they e)press an opinion or a view particularly when the opinion or view e)presse! contra!icts your own thoughts or #eelings on an issue. 7hen you #eel that a !ecision has to $e ma!e consi!er how you stri"e the $alance $etween gaining the insights o# others with the nee! to ma"e that !ecision. Iou might re#lect on !ecision4ma"ing processes that you have witnesse! yoursel# an! that have $een e##ective in stri"ing that $alance. (onsi!er how consistent you are in the time that you give to others. /oes the way you !eal with others vary #rom person to personJ 7hy might your style with others varyJ +s it $ecause o# the type o# topic or issue raise! the way in which these are raise! or the type o# person involve!J (onsi!er how atten!ing to the #eelings concerns an! perspectives o# another person coul! help you to manage your time with that person an! improve $oth your an! their satis#action with the time that you spen! together.

Social !ase
Iour scores suggest that you are someone who en&oys the company o# other people an! that you are li"ely to en&oy $eing at the centre o# a !iscussion or conversation. Iour scores suggest that you are someone who is li"ely to ma"e a positive impact on other people when engaging in a group at wor" or socially. 7hile you are also li"ely to ma"e an impact in such situations the nature o# that impact is also in!icate! $y your %ersonal +nsight :%+; an! 1mpathy :1mp; scores. +# your 1mp score is low others may #in! your natural con#i!ence an! e)u$erance very power#ul an! they may #eel that while you are sharing your own thoughts an! #eelings with them you are not listening or atten!ing to their thoughts an! #eelings. +# your %+ score is also low then you may not $e aware o# this e##ect on others. +# $oth your 1mp an! %+ scores are low then you shoul! consi!er how to a!&ust your style an! approach with others to give them a more positive sense o# their interaction with you. 5or e)ample $y encouraging them to contri$ute an! participate an! $y giving them an active sense o# your presence through the way that you signal you are listening to them.

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Vikram

,ana%in% Relationships 1 0hat do I alread do6

,ana%in% Relationships 1 0hat could I do "ore of6

28

Vikram

7. Personal )eedbac$ Report

Introduction
#his report is confidential and is intended for the sole use of the person who co"pleted the 8uestionnaire. +t has $een given to you to provi!e some #ee!$ac" a$out the analysis o# your responses to the -uestionnaire which you recently complete!. 6he sel#4report personality -uestionnaire invite! you to !escri$e your $ehaviour pre#erences an! attitu!es in relation to !i##erent aspects o# your wor"ing li#e. +t was chosen to give a $roa! picture o# your current style. Iour responses have $een compare! with a large group o# people who have #ille! in the same -uestionnaire. 7hen consi!ering this report's !escription o# your personality it is important to recognise that it is $ase! on the answers you gave an! is your own view representing the way you see your $ehaviour rather than how your personality might $e !escri$e! $y another person. 6his sel#4report can nevertheless give important clues to un!erstan!ing the way you see your style at wor" an! it is li"ely to ena$le us to pre!ict a goo! !eal a$out your $ehaviour in !i##erent situations. 6his report lin"s the in#ormation un!er three $roa! hea!ings an! summarises all o# your responses to the -uestionnaire. 6he speci#ic application o# the in#ormation will in#luence which sections o# the report are most relevant. Iou may have alrea!y receive! personal #ee!$ac" o# these results or ha! this o##ere! to you. 7hoever gave you #ee!$ac" an!Hor this report shoul! $e -uali#ie! to answer your -ueries a$out any aspect o# the report an! provi!e a more !etaile! analysis o# what the results mean #or you. 6he contents o# this report are li"ely to $e a goo! !escription o# your $ehaviour at wor" #or a$out 18 to 24 months !epen!ing upon your wor" role an! personal circumstances. +# it is to $e use! in the #uture consi!eration shoul! $e given to its continue! relevance.

Relationships with People

Influence
Iou see yoursel# as someone who is as happy as most people to sell i!eas an! negotiate. .!!itionally you li"e to $alance ta"ing charge o# people an! allowing others to ta"e this role. 6his suggests that you !o not #eel the nee! to set the !irection #or teams. 7hen it comes to group !ecision ma"ing you ten! to accept a consensus !ecision rather than maintaining your own view in the #ace o# opposition. Similarly when it comes to e)pressing your views you slightly #avour staying silent rather than e)pressing your views strongly an! on $alance pre#er not to criticise people without goo! reason.

Sociabilit
Iou are generally someone who en&oys the companionship o# others an! who li"es to spen! the ma&ority o# your time with other people. 7hile you have a great nee! to $e with other people you are incline! to $e more -uiet an! reserve! than other people. 6his !esire to avoi! $eing the centre o# attention is not re#lecte! in a lac" o# con#i!ence when !ealing with social occasions as i# anything you #eel slightly more con#i!ent than other people.
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!"path
Iou are li"ely to $e neither e)cessively reserve! nor $oast#ul a$out !iscussing your achievements. +n terms o# ma"ing !ecisions you slightly pre#er to consult other people #irst rather than ma"ing a !ecision without re#erence to others. Iou are someone who !isplays a mo!erate level o# tolerance an! empathy towar!s colleagues $eing reasona$ly prepare! to provi!e help an! support to others.

#hin$in% St le
&nal sis
*n $alance you are mo!erately com#orta$le wor"ing with numerical in#ormation. Iou are mo!erately intereste! in critically evaluating in#ormation an! arguments. 7hen it comes to un!erstan!ing others you are mo!erately intereste! in the motives which un!erlie people9s $ehaviour.

'reati(it and 'han%e

Iou !escri$e yoursel# as having an e)treme pre#erence #or using trie! an! teste! metho!s when approaching tas"s at wor". Iou also appear to have a slight ten!ency to maintain a pragmatic an! !own to earth approach to tas"s rather than consi!ering issues #rom a more theoretical perspective. Iou are also li"ely to $e mo!erately creative generating as many i!eas as the ne)t person at wor". Iou appear to neither crave novelty an! variety nor actively see" to maintain a consistent routine. +n terms o# #le)i$ility o# approach you are slightly more li"ely than others to a!apt your style accor!ing to the situation or the people you are !ealing with.

Structure
Iou are $alance! $etween planning things out in a!vance an! !ealing with issues as they arise. Iou also are as concerne! with the !etail an! organisation o# the tas" as other people neither paying particular attention to !etail nor !ismissive o# its importance. Iou are #ocuse! on seeing tas"s through to completion an! meeting !ea!lines. Iou are li"ely to stri"e a $alance $etween stic"ing to rules an! $eing prepare! to $rea" them in or!er to meet these !ea!lines.

)eelin%s and !"otions

!"otion
Iou may #in! you are slightly less li"ely than others to #eel calm an! an)iety4#ree on a !ay4to4!ay $asis. Iou also ten! to $ecome #airly tense $e#ore important events. Iou are neither !i##icult to upset nor particularly easy to o##en!. +n terms o# optimism an! pessimism your outloo" is more pronounce! as you ten! to loo" on the $right si!e o# li#e. 7hen it comes to trusting people you are slightly more li"ely than most to $elieve that people are honest an! relia$le. Iou are li"ely to !isplay your #eelings an! emotions e)tremely openly. Iou may #in! it !i##icult to hi!e #rom others how you #eel.

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!ner% and *ri(e

Iou appear to have a very strong pre#erence to avoi! $eing too $usy an! are pro$a$ly very "een to avoi! ta"ing on more than you "now you can complete. Iou #ocus slightly more on the en&oyment o# ta"ing part in an activity #or its own sa"e rather than #eeling that you always have to !o $etter than other people at it. 6his implies that you may not have to $eat others to #eel that you have !one well. Iou are as am$itious as most people an! #in! targets can $e -uite motivating. Iou are li"ely to ta"e a$out the same length o# time over !ecision ma"ing as others.

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&9OU# #:! R!POR#

6his report was generate! using S<Asolutions.com. +t inclu!es in#ormation #rom the *ccupational %ersonality 8uestionnaire :*%832;. 6he use o# this -uestionnaire is limite! to those people who have receive! specialist training in its use an! interpretation. 6he report herein is generate! #rom the results o# a -uestionnaire answere! $y the respon!ent:s; an! su$stantially re#lects the answers ma!e $y them. /ue consi!eration must $e given to the su$&ective nature o# -uestionnaire4$ase! ratings in the interpretation o# this !ata. 6his report has $een generate! electronically 4 the user o# the so#tware can ma"e amen!ments an! a!!itions to the te)t o# the report. S<A ?roup plc an! its associate! companies cannot guarantee that the contents o# this report are the unchange! output o# the computer system. 7e can accept no lia$ility #or the conse-uences o# the use o# this report an! this inclu!es lia$ility o# every "in! :inclu!ing negligence; #or its contents.

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