THE SELF MANAGEMENT GROUP SELECT . DEVELOP . RETAIN . TOP ...

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  • Consulting Style An indication of the individual’s natural consulting style and relative balance between achieving results and dealing with the feelings of others people. Personal Motivational Structure Reflects the relative importance of challenge, service and risk avoidance in the motivational structure of the individual. Approach to Motivating Others This scale reflects the individual's most natural approach to motivating other people. Leadership Style An indication of the person's natural approach to leadership and dealing with others.
  • Consulting Style An indication of the individual’s natural consulting style and relative balance between achieving results and dealing with the feelings of others people. Personal Motivational Structure Reflects the relative importance of challenge, service and risk avoidance in the motivational structure of the individual. Approach to Motivating Others This scale reflects the individual's most natural approach to motivating other people. Leadership Style An indication of the person's natural approach to leadership and dealing with others.
  • Consulting Style An indication of the individual’s natural consulting style and relative balance between achieving results and dealing with the feelings of others people. Personal Motivational Structure Reflects the relative importance of challenge, service and risk avoidance in the motivational structure of the individual. Approach to Motivating Others This scale reflects the individual's most natural approach to motivating other people. Leadership Style An indication of the person's natural approach to leadership and dealing with others.
  • Consulting Style An indication of the individual’s natural consulting style and relative balance between achieving results and dealing with the feelings of others people. Personal Motivational Structure Reflects the relative importance of challenge, service and risk avoidance in the motivational structure of the individual. Approach to Motivating Others This scale reflects the individual's most natural approach to motivating other people. Leadership Style An indication of the person's natural approach to leadership and dealing with others.
  • SELF MANAGEMENT is measured by the Enterprising Potential (EP) scale and reflects one's potential to plan and direct oneself effectively, to self reinforce and to focus on achieving goals. This is an important trait in many professional roles as it measures one’s balance between being self directed and process oriented. Scores toward the left end of this scale indicate individuals with high levels of self management potential (50 and above) who would be able to develop their own plans and execute them with little feedback from management and others. They are comfortable and prefer to work to on their own with minimal coaching and direction. They tend to motivate themselves without frequent input from management and should work well within a system that facilitates rather than directs. Managers who coach and consult rather than tell are best for them. A self manager will be able to handle most situations on his/her own and be self monitoring. Many professionals will have scores in the average range,(approx 20-50) indicating average self management potential . An individual in the average range may need some direction but can work without guidance much of the time. Most of the population (approximately 60-66%) would fit into this range. They have the potential to become good self managers with some coaching on such issues as planning, self evaluation and developing the ability to self motivate. Individuals who score toward the right end of the scale (below 20) would be described as process oriented . They normally prefer to avoid highly competitive business cultures and measure their success using external standards. They prefer situations that are well documented and/or similar to previous experience. Many professional disciplines (eg some forms of accounting and engineering) are highly process oriented and will be suitable for those in this range.
  • MOTIVATIONAL PROFILE (MP) provides an assessment on the complex issue of motivation and the factors that motivate the individual. This is very important in determining how the individual is motivated and how this will influence his/her performance. Those with lower scores (-20 or lower) indicate individuals who would be considered very relaxed, dependable and most comfortable working towards longer term goals. Typically, they prefer safe, secure positions where they can focus on high quality results while working at a steady pace. They tend to be risk avoidant and would be expected to prefer to build strong relationships with clients by providing first rate products and service. Our studies have shown that people who score in this range are unsuited for competitive sales. Motivational incentives for these people include recognition of their achievements as well as financial reward. Most people score in the average range from -20 to +20 indicating a commitment to service balanced with a greater degree of challenge. Low average scores tend to be more risk avoidant while the higher average scores tend to focus on challenges more frequently. Managing people with this motivational profile requires a mix of new challenges and reinforcing their efforts and results. The higher scores (above +20) reflect individuals who look for new challenges on a regular basis and have a sense of urgency in most of their activities. Those with high scores would be more focused on the bottom line. High scores on this scale (particularly when combined with strong EP scores) have been shown to be factors in high performance in competitive environments such as sports and commission sales. High challenge orientation usually requires frequent new challenges, risk taking and suitable ways to measure success (including high financial rewards).
  • TEAM ORIENTATION is measured by the Independence Potential (IP) scale predicts the probability of dependency on the social and organizational structure. Low IP scores represent individuals who prefer and likely need structure, systems and a team environment to be effective. They would work best with clearly defined policies and procedures and would be uncomfortable without them. This is a definite caution in competitive sales where most organizations provide some structure but typically allow the sales person to create some of his/her own systems and structure. Conversely, high IP scores reflect individuals who would be more likely create their own systems and structure if the existing structure and systems did not provide for each eventuality. Very high scores can reflect those who are so independent they may simply ignore the systems and work by their own rules. Scores in the range of –10 to +20 are typical for many competitive sales forces reflecting independence with a degree of adaptability.
  • The Comfort with Conflict (CWC) scale reports on the individual’s comfort with degrees of conflict. This knowledge helps management with fit and training issues as they relate to different roles. It also helps the individual adapt by providing self knowledge and coaching. Those who score to the right are most apt to comply with instructions and avoid conflict. Dealing with annoyed or angry clients could prove quite stressful for them. Individuals who score at the left end of the graph would be much more comfortable with conflict and more able to avoid stress while dealing with upset clients (possibly turning negative into a positive). On the other hand, some of these same individuals may enjoy conflict and create it rather than resolve it. Our studies have also shown comfort with conflict is a very important factor in most managerial and supervisory positions as well. Because many professional roles will include some conflict which may require a degree of comfort, it is recommended that this scale be examined by management to determine if there is a need for conflict resolution strategies.
  • Balancing the analytical and social orientation are coaching needs for anyone dealing with clients or supervising others. Those who have a higher social orientation but do not pay much attention to detail often need to be coached to delve more deeply into technical issues as well as fixing the customer. Those who are too analytical may get wrapped up in technical detail and miss some important cues from the person with whom they are dealing. Coaches or managers who understand the technical issues perfectly but do not look for feedback can find themselves telling individuals how to deal with issues without determining that they have been understood.
  • People Orientation (PO) reports on the candidate's approach to building relations with other people and the degree that he/she is motivated by and derives satisfaction from meeting and interacting with other people. People in professional roles have a wide range of scores on this scale. Some professional roles are more technical and less people oriented and others are more people focused. Many professionals gravitate to the roles that most suit their interest in this area. Low scores reflect those who are uncomfortable meeting new people and who would tend to build relationships very gradually. Many professionals in highly technical fields who are more problem focused and less comfortable in social roles may score in the lower ranges of this scale. The high scores (+20 or higher) indicate those who are very comfortable meeting and interacting with new people. They enjoy the ‘people’ side of their professional or business culture.
  • The Analytical Orientation (AO sometimes called INV ) scale reflects the extent to which the individual enjoys problem solving and dealing with analytical issues. The lower scores (below -20) reflect individuals who would tend to learn only the things that they perceive as necessary to perform the job effectively and would not be overly attentive to detail. The high ANL scores (+20 or higher) reflect those who are much more detail oriented and who would be much more likely to enjoy learning for its own sake. They may be expected to enjoy getting more deeply into a technical issue or a problem. With sales people, a balance is usually preferable. Most non-technical sales forces average in the range between + and -5
  • The Self Confidence (SC) scale is a measure of the degree to which the individual feels in control of the events and situations that they face in their daily lives and careers. Confident people score higher on this scale and tend to be more effective because they feel in control and take responsibility for their own actions. Confidence is based on feelings of being successful so it is reasonable to expect that the individual has been successful (at least based on their own standards). Low scores (below 25 on this scale) are considered cautions in the selection process and may be cause for intervention in the coaching role. Self confidence can be effected by personal circumstances such as a family illness, the loss of a job or other events. When someone has reduced confidence, they can often be helped to rebuild it by focusing on their strengths and their past achievements.
  • The Lifestyle Management (LM) scale is a reflection of how the individual is currently dealing with stress in his/her career and lifestyle. Numerous studies have shown that those who are having difficulty managing stress do not perform well. If that is an issue, they should be helped with counseling, mentoring and/or stress management training. People who score high on this scale are expressing their ability to cope with a demanding lifestyle which is important in many professional roles that may require travel, long hours or irregular hours and difficult problems which can cause strains on relationships. High scores indicate the person understands stress and has developed habits to minimize it or turn it to their advantage. People who score low on the LM scale (lower than 25) are showing signs of stress and may need intervention to assist them. In the selection process, low LM scores should be examined carefully as changing jobs is normally an additional stressor.
  • The Networking and Self Promotion (NSP) scale is a reflection of how comfortable the individual is discussing their career and the products and services which they provide. It assesses how comfortable the individual is expanding their personal networks, promoting their own self-interest, handling disinterest and rejection, and how they feel about sales. This scale receives a wide range of responses from professional people. Those who score low (less than 25), tend not to self promote and may view selling and self promotion as inappropriate. They would tend to separate their personal life from their business life and may have some difficulty in roles that included ongoing sales or marketing of themselves or their organization. Those who score above 25 on this scale are more comfortable discussing their business and the products and services that their organization provides. A poor attitude on this scale will make it difficult for the person to develop new sources of revenue.
  • The Listening Style (LS) scale is a reflection of how well the individual listens to others. Low scores indicate the need to be aware of a tendency to hurry others in conversation. People who listen well will be viewed as more courteous, interested and will be more likely to develop better knowledge of a client’s needs as well as better relationships.

Transcript

  • 1. THE SELF MANAGEMENT GROUP SELECT . DEVELOP . RETAIN . TOP PERFORMERS and Hospitality Screen www.DeltaHotelsCareers.com
  • 2. THE SELF MANAGEMENT GROUP SELECT . DEVELOP . RETAIN . TOP PERFORMERS AGENDA
    • Introduction
    • How Profiles will be used at Delta
    • Interpreting Profile Scales
    • Understanding Hospitality Screen
  • 3. SELF MANAGEMENT - THE # 1 COMPETENCY OF TOP PERFORMERS! PROFILES & SELECTION RESEARCH & VALIDATION LEARNING SYSTEMS
  • 4.
    • Founded in 1979
    • Privately held
    • Head Quartered in Toronto, Canada with distribution in Canada, USA, Europe and Asia
    • For over 25 years we have provided selection profiles and training workshops to blue chip companies in financial services, pharmaceuticals, hospitality, retail, manufacturing and information technology
    • Over 4,000,000 profiles scored
    THE SELF MANAGEMENT GROUP SELECT . DEVELOP . RETAIN . TOP PERFORMERS
  • 5. THE SELF MANAGEMENT GROUP SELECT . DEVELOP . RETAIN . TOP PERFORMERS INTRODUCTION
    • What is the Customer Care PRO?
      • Psychometric profile that predicts candidate success and supports effective coaching
    • What is the Hospitality Screen?
      • Combination Screen/Profile that directs the energies of the recruiter with the candidate
    • Why were SMG Profiles selected vs. other tools?
      • Identifies candidates strengths, assesses fit, multi-lingual, validated at Delta Hotels
  • 6. THE SELF MANAGEMENT GROUP SELECT . DEVELOP . RETAIN . TOP PERFORMERS INTRODUCTION
    • What is in it for me?
      • The Customer Care PRO helps you select the right person for the right job. It reduces turnover/increases retention
    • How is this good for the company?
      • Supports a great Delta team
      • Increased customer satisfaction – repeat business
      • Increased job satisfaction for both the employee and the manager
  • 7. THE SELF MANAGEMENT GROUP SELECT . DEVELOP . RETAIN . TOP PERFORMERS HOW WILL THIS BE USED?
    • Candidate Submits Resume and Completes Delta Hotels Application for Review
    • Candidate is contacted by People Resources for initial screening and comfort and appropriate candidates are invited to complete the Hospitality Screen
    • The candidate will complete the Hospitality Screen
  • 8. THE SELF MANAGEMENT GROUP SELECT . DEVELOP . RETAIN . TOP PERFORMERS HOW WILL THIS BE USED?
    • Results of the profile will be automatically sent to People Resources for review
    • Candidate is called for interview
    • Decision to proceed is based upon:
      • Interview process
      • Hospitality Screen prediction of candidate success
    • In some cases a full Customer Care Pro may be requested
  • 9.  
  • 10.  
  • 11. Introducing The
  • 12.
    • The CustomerCarePro™ is designed for the selection, training and coaching of people for customer contact centers, call centers, hospitality and other roles that require first-rate client/customer relationship management.
  • 13. . strategic human asset management tool . powerful coaching tool . selection tool . personal development tool . retention tool
  • 14. Management Report Suitability for Customer Care Service and Sales I. Prediction of Sales and Service Potential II. Sales and Service Competencies III. Coach to Success IV. Communications Style V. Attitudes VI. Emotional Intelligence VII. Summary of Scores
  • 15. Prediction of Sales Potential Business Development Approach to Client Need for Script and/or Structure Outbound Sales Service/Inbound Coach to Excellence Not Likely Tough/Persistent Potentially Weak Closer Does not want Depends on It Works within Guidelines Cross Selling continued….. I. Prediction of Sales and Service Potential With Training Soft/Persistent
  • 16. Managing Rejection A People Person? Detail Orientation Handles Well Very Uncomfortable Definitely Not Interested Analytical Not Detail Oriented Handles OK I. Prediction of Sales and Service Potential (continued) People are OK As Required
  • 17. Goal Orientation A Self Manager? Comfort with Conflict Loyalty A Natural Needs Process Comfortable Uncomfortable Company Focus Self Interest Client/Company continued….. II. Sales and Service Competencies With Coaching Handles OK Short Term/Intense Long Term/Relaxed Communications Style Ask/Listen Balanced Tell the Person
  • 18. Overall Attitude Managing Lifestyle Very Positive Some Concerns Manages Very Well Needs Coping Strategy II. Sales and Service Competencies (continued) Manages Decisive Indecisive Confidence Feels in Control Average Confidence Low Confidence Decision Making
  • 19. Self Management / Enterprising Potential Self Managing/ Self Evaluating/ Proactive/Seeks Opportunities Process Oriented, Responsive III. Coach to Success
  • 20. ENTERPRISING POTENTIAL (EP) Enterprising Potential is based on the EP scale and provides information about personal planning, time management and self management to achieve specific goals. People who are not consistent self managers will be unlikely to sustain activity on a consistent basis. If one manages oneself effectively, it is an important factor in being credible and being able to manage others effectively. Score Interpretation   < 10 Seeks coaching and feedback; responsive; supportive 10 to 20 Prefers a structured work environment; more responsive than proactive 20 to 30 Benefits from structure and feedback; coachable 30 to 40 High average potential to self manage effectively 40 + Good self-management potential; very proactive; low need for giving or receiving feedback
  • 21. (MP) Motivational Potential/Approach to Client Results Focused; Bottom Line; High Sense of Urgency Relaxed/ Easy Going Service Orientation Long-Term Goals Loyalty III. Coach to Success
  • 22. Score Interpretation   < -20 Very service oriented, relaxed and dependable -20 to -11 Motivated primarily by the people side of the business -10 to +10 Balance between people/service and challenge +11 to 30 Goal oriented with sense of urgency > +30 Very ‘bottom line’ risk taker. May be too strong for some cultures MOTIVATIONAL POTENTIAL (MP) Motivational Structure is based on the MP scale and is reflected in goal setting (long or short term), sense of urgency (low or high) and such factors as self interest vs. interests of others.
  • 23. (IP) Need for Script and/or Structure (Fit) Needs To Create Own Structure Too Independent For Some Cultures Potential Rule Breaker Depends On Script/Structure Relies On Team Members III. Coach to Success
  • 24. INDEPENDENCE POTENTIAL (IP) Bas ed on the IP scale, Independence Potential reflects the approach to structure and systems. Most managers would tend to exhibit some level of independence and comfort creating their own structure. This scale is very much a factor in fitting the individual to the environment. Some individuals are too independent for some environments. Score Interpretation < -25 Very Team Oriented -25 to -11 Strong Team Orientation -10 to +10 Able to integrate personal structure with most organizational structures +11 to +25 Independent and comfortable creating structure as required > +25 This candidate is very independent and may resist any existing structure
  • 25. COMFORT WITH CONFLICT (CWC) Enjoys Conflict And May Even Create It To Further Own Goals Not Comfortable Dealing With Conflict III. Coach to Success
  • 26. COMFORT WITH CONFLICT (CWC) Comfort with Conflict (CWC) measures the person’s comfort in situations where there is conflict or potential for conflict. Those on the left end of the scale are generally comfortable with conflict and those on the right end tend to avoid conflict. Score Interpretation < 0 Will avoid conflict and may become stressed or emotional in situations where conflict is a regular occurrence. 0 to 19 Can handle conflict. Will prefer to avoid. 20 to 39 Generally comfortable with conflict and able to deal with frank discussion. > 40+ Comfortable with conflict. At ease presenting unpopular points of view. May engage in debate. May use conflict to further own agenda.
  • 27. COMMUNICATIONS STYLE People Orientation Analytical Orientation . Friendly, Outgoing . Reserved, Build Relationships slowly . Factual, analytical . Learns the essentials
  • 28. People Orientation Shy, Reserved/ Builds Relationships Slowly Outgoing, Very Friendly IV. Communication Style
  • 29. PEOPLE ORIENTATION (PO) The People Orientation (PO) scale provides an insight into the approach to building relations with other people and the degree that he/she is motivated by and derives satisfaction from the meeting and interacting with other people. This will be reflected in how much the person would enjoy and his/her approach to such managerial roles as providing feedback, giving presentations and recruiting people into the business culture. Score Interpretation < -20 Does not enjoy a lot of interaction with others outside personal friends and acquaintances. May appear aloof to others. -20 to 0 Builds relationships over period of time 0 to +20 Enjoys and is motivated by interacting with others
  • 30. Analytical Orientation Pays Little Attention To Detail Learns The Necessities Analytical / Factual IV. Communication Style
  • 31. INVESTIGATIVE ORIENTATION (INV) Based on the INV scale, the Investigative Orientation reflects the degree to which learning is important. The scores on this scale will be significant in issues such as learning and passing on technical information and attention to detail. An interest in continuous learning is important in developmental managers but may not be an issue for all managers. Score Interpretation < -20 Learning and education are not strong motivators. May lack attention to detail -20 to 0 Unlikely to view learning as a strong motivator. Will learn what is required. 0 to +20 Will find satisfaction in learning and show attention to detail > +20 Enjoy learning but may become absorbed in detail
  • 32. Self Confidence Sees Self As In Control; Takes Responsibility for own Actions Possible Over-confidence Controlled By External Circumstances V. Attitudes
  • 33. SELF CONFIDENCE Based on the Self Directed (SD) scale. It indicates the extent to which he/she believes in him/herself and feels in control of the issues in his/her life. Feelings of confidence are important in managing successfully and taking responsibility for one’s own actions. Score Interpretation 0 - 25 Demonstrate feelings of not being in control of circumstances 25 to 35 Modest level of self confidence 35 to 50 Quite Confident 50+ Feeling very much in control and assuming responsibility for own actions
  • 34. Lifestyle Management Managing Lifestyle Effectively Has Difficulty Coping At Times Possible Mentor V. Attitudes
  • 35. LIFESTYLE MANAGEMENT (LM) The Lifestyle Management scale indicates how he/she is currently dealing with stress in his/her career and lifestyle. Numerous studies have shown that those who are having difficulty managing stress do not perform well. If that is an issue, they should be helped with counseling, mentoring and/or stress management training. Score Interpretation 0 - 25 Appear to be having difficulties coping with stress 25 to 35 Modest level of lifestyle management 35 to 50 Handling well 50+ Show very strong coping skills (could mentor others)
  • 36. Networking and Self Promotion Comfortable Networking and Promoting Self Needs coaching Possible Mentor V. Attitudes
  • 37. NETWORKING AND SELF PROMOTION (NSP) The Networking and Self Promotion scale indicates his/her willingness to promote him/herself and the business. This scale is an important factor in determining his/her suitability for careers that require a degree of self promotion, building personal networks, handling rejection and to a lesser degree, having an interest in sales as a career. A low score on this scale would be considered an attitudinal block to performance in some customer service roles. Score Interpretation 0 - 25 Not comfortable promoting self or company 25 to 35 Modest comfort promoting oneself or business 35 to 50 Strong attitude to NSP 50+ Very strong networker and business builder
  • 38. Listening Style Good Listener Needs Mentoring Possible Mentor V. Attitudes
  • 39. LISTENING STYLE (LS) Listening Style is an scale based on the answers to a series of questions which describe the individual’s approach to listening to the concerns of other people. The questions deal with patience, actually trying to understand the other person and overall courtesy. Score Interpretation 0 - 25 May appear impatient, or indifferent. 25 to 35 Modest level of listening 35 to 50 Handling well 50+ Show very strong listening skills (could mentor others)
  • 40. UNCERTAINTY COEFFICIENT (UC) PROVIDES : insight into validity of answers by showing extent that candidate is responding in socially desirable manner
  • 41. VII. EMOTIONAL INTELLIGENCE
  • 42. VII. EMOTIONAL INTELLIGENCE (continued) Customer Care Pro - Sample Report
  • 43. THE SELF MANAGEMENT GROUP SELECT . DEVELOP . RETAIN . TOP PERFORMERS DELTA HOTELS CURRENT CUSTOMIZED RANGES The following 4 slides represent Delta Specific customizations based on the most recent validation data. These customizations will be updated and will form part of the actual report generated when a candidate completes their profile. These are to be used as guidelines when making an informed selection decision.
  • 44.  
  • 45.  
  • 46.  
  • 47.  
  • 48.
    • The ADMIN PRO™ is a state-of-the-art psychometric profiling tool that measures the potential for success and suitability to specific careers in an administrative environment including the following:
      • Office Manager
      • Marketing Assistant
      • Administrative Assistant
      • Staff Support
  • 49.
    • The Personal Orientation Profile (POP™) has been used to select competitive sales people for over 20 years. It has been validated in a wide variety of competitive sales cultures and has been shown to predict performance and retention. Use the POP to select for sales positions where compensation is primarily based on commissions. The POP provides sales management with feedback, interview questions and coaching suggestions on:
    • Business Development
    • Motivational Structure
    • Closing Style
    • Approach to Structure
    • Communication Style
    • Probable Performance Levels
    • Probable Retention
    • Self Confidence
    • Managing Call Reluctance
    • The POP provides each candidate with an overview of strengths and some career counseling on what to seek and what to avoid in career paths.
  • 50.
    • The MANAGEMENTPRO™ is a state of the art profiling tool that assesses the factors that allow managers to manage people and performance together effectively. The MANAGEMENTPRO™:
    • is an essential selection and succession planning tool
    • provides an overview of personality traits as they apply to management roles
    • assesses emotional intelligence
    • assesses leadership style, comfort with conflict, lifestyle management and much more
    • provides coaching and development strategies
    • provides feedback on matching to mentors, peers and staff
    • The MANAGEMENTPRO™ provides each individual with an overview of strengths and some career counseling on what to seek and what to avoid in career paths.
  • 51.
      • The Hospitality Screen is designed to provide insight into the strengths of individuals seeking positions in the hospitality market sector. By identifying and understanding personal strengths as well as identify growth opportunities, managers will be able to select people for hospitality positions and fit them to suitable roles. This profile will also help managers coach their people more effectively.
      • The HospitalityScreen TM provides an efficient and economical solution to the challenge of targeting and screening a high number of potential recruits. The HospitalityScreen TM :
      • is an on-line 24/7 pre-employment assessment tool.
      • uses organizational specific criteria to assess talent, work history and probability of success
      • uses a series of standardized, objective and validated questions
      • provides data which can be measured and integrated with selection processes as the basis for continuous improvement
    Hospitality Screen ™
  • 52.  
  • 53. Standardized format Information at a glance Effort from Background Job Stability and Experience Fit from Attitudes Self Confidence and Commitment to Service Talent from Characteristics SM, Motivation and Social Orientation
  • 54.  
  • 55. Creates own process, Self-evaluating, Proactive, Seeks Opportunities Needs existing process, seeks feedback, responsive
  • 56. Results Focus, High Urgency, Bottom Line Service/People Focus, Relaxed, Loyal
  • 57. Non-Conformist, Comfortable in Unstructured Environments Conformist, Prefers Structured Environments
  • 58. Very Comfortable, Enjoys – May Seek Not Comfortable, Dislikes - Avoids
  • 59. Energized by meeting new people, Outgoing, Friendly Builds Relationships Slowly, Shy, Reserved
  • 60. Very Analytical Pays little attention to detail, Learns the necessities
  • 61. Sees Self as in Control: Takes Responsibility for own Actions Controlled by external circumstances; investigate
  • 62. Managing Lifestyle Effectively Has difficulty coping at times
  • 63. Demonstrates a personal interest in a service career. Potential barrier to performance
  • 64. Investigate Accept at face value Insight into validity of answers by showing extent that candidate is responding in socially desirable manner.
  • 65.  
  • 66.  
  • 67.