Nuno tasso figueiredo avaliação

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Nuno tasso figueiredo avaliação

  1. 1. Strictly confidential report of Mr Nuno Tasso Figueiredo Report of the development center of Mr Nuno Tasso Figueiredo at UTC Fire & Security EMEA BVBA Date: 2 February 2012 Projectmanager: Charlotte de Groot Development coach: Laura Rypens Administration: Eva Jansen© Quintessence Consulting 1/17
  2. 2. Strictly confidential report of Nuno Tasso FigueiredoIndexIndex ....................................................................................................................................................... 2Guidelines for using the report ............................................................................................................ 31. General overview ........................................................................................................................ 4 1.1. Summary and conclusion ....................................................................................................... 4 1.2. Personality characteristics ....................................................................................................... 4 1.3. Individual competence scores............................................................................................... 52. Evaluation of the competence profile ...................................................................................... 63. Detailed overview of the competence profile ...................................................................... 10Annex 1 – Competence Profile.......................................................................................................... 13Annex 2 – Interpretation of the scores .............................................................................................. 15Annex 3 – Personality profile .............................................................................................................. 16 © Quintessence Consulting 2/17
  3. 3. Strictly confidential report of Nuno Tasso FigueiredoGuidelines for using the reportConfidentialityThis report contains confidential information that will only be shared with the participant and theprincipal mandatory himself.ScopeThe report is based on the profile established in consultation with the client. The competencies of theparticipant have been compared against this profile. The motivation and expectations of theparticipant have been examined to highlight the participant’s strengths, points for improvement andmotives. These can then serve as a basis for the further development of the participant. The results cantherefore not be used for the assessment of other job positions within different work environments nor forany other purpose; neither can they be seen as an assessment of the proper functioning of jobholderswithin their current position.Period of validityThe report records a moment in time and presents a picture of the candidate in the way his or hercompetencies relate today to the pre-defined competence profile. As people keep on developingtheir skills and are liable to evolve, the report’s conclusions are limited in time. After one or maximumtwo years, the report’s results need to be interpreted with the greatest circumspection. © Quintessence Consulting 3/17
  4. 4. Strictly confidential report of Nuno Tasso Figueiredo 1. General overviewOn the 2nd of February 2012 Mr Nuno Tasso Figueiredo participated in a development center organizedby Quintessence Consulting.1.1. Summary and conclusionWe got to know you as a person who has both a good view on operational issues and who can alsotake a broader and long-term view on the future direction of the company. You show a strong drive todevelop yourself further in the short term to a higher management position. Both national andinternational roles are interesting you, as long as there are challenges related to the new role and youare able to make a real contribution to the company and to others.During the development center we saw several strong points emerge. You show the ambition to grow inyour career and the tendency to make sacrifices to get to this goal. In a conversation you show thetendency to take a directive position and you are easily seen as a credible conversation partner basedon your expertise and the position you take. You show very much the need to change things for thebetter. You are able to analyze the current situation and see where you want the organization to growto. This visionary view can really be seen as a real asset for you.When we take a look at your leadership style we noticed that you mainly take a directive position. Youare less focused on developing people and thoroughly listen to their input before making statementsyourself. This is not that much in line with your ambition and your self perception, in which you state thatyou are really a team player and you want to develop in roles where you want to be able to developothers. Because of your ambition, we see it as an area in which you could develop skills in activelistening and coaching others. This will allow you to increase your impact on others and improve yourconvincing style.1.2. Personality characteristicsIn the results of your personality questionnaire, we see both average and more distinct scores emerge:  For the scale “Neuroticism” you have a low average score. You show the tendency to be a bit anxious and to sometimes react more impulsively to events or reactions. Generally speaking you are less likely to show signals of stress.  For the scale “Extraversion” you have a high score. You indicate that you are happy when you are together with other people. When you are together with others, you are more likely to take an assertive position and have your say in the group. We were also able to observe this during the development center.  For the scale “Openness” you have a high-average score. You show an open attitude towards changes and new ideas. You are a bit less likely to accept different values and opinions of others.  For the scale “Altruism” you also have a high-average score. You take a straightforward position and show a certain amount of trust in others. In relation to tender mindedness and compassion we see a rather average score.  For the scale “Conscientiousness” you have a high score. You show a tenacious attitude and aim to obtain results and achieve better. © Quintessence Consulting 4/17
  5. 5. Strictly confidential report of Nuno Tasso Figueiredo1.3. Individual competence scoresThe competencies are assessed against the predefined profile. Performance motivationSelf-Management Self-perception DemeanourInteraction Convincing power TeamworkInformation Vision Decision-makingProblem-Solving Change orientation Planning and organisingOrganisation Result orientation Coaching and developingPeople Management Providing direction5 = Outstanding , 4 = Strongly developed, 3 = Well developed , 2 = Point for improvement, 1 = Insufficiently developed0 = No information available © Quintessence Consulting 5/17
  6. 6. Strictly confidential report of Nuno Tasso Figueiredo 2. Evaluation of the competence profile SELF-MANAGEMENT Performance motivation Self-perceptionYou show a strong dedication and drive to reach results. You are focused on taking actions to improvethe performance of others and of the company. Your focus is especially on looking at numbers andprocesses and you show a dedication to improve the performance of your team and the company. Youcould show more focus on looking at your own actions and their effect on others. In conversation withothers you take a dominant role and are especially focused on telling others what to do, therefore youare not always able to reach the results you would like to reach. Taking a more critical focus, not only ofthe performance of the company and of others, but also looking at your own input could help youimprove your impact on others. © Quintessence Consulting 6/17
  7. 7. Strictly confidential report of Nuno Tasso Figueiredo INTERACTION Demeanour Convincing power TeamworkYou are able to position yourself strongly towards others. People see you as an expert and you take theopportunity to make statements and to take a prominent role in a group and in mutual conversations. Inpersonal meetings you tend to use a firm style in which you impose on others what you expect from them.You could increase the way of convincing others if you would go for a partnership relation in which youalso listen to what the other party has to say. During a one on one conversation you tend to speak formore than 85% of the time and are less inclined to ask questions and listen to the input you receive. Youcould improve teamwork if you would also give others the opportunity to interact and have their say.Nevertheless, you are very positive about teamwork and take initiatives to improve teamwork. You couldgrow further by taking a more positive attitude during interactions. You focus more on what might gowrong than to see what is already going well for people. Taking a more appreciative attitude couldimprove team spirit, motivation and collaboration. INFORMATION VisionYou show a clear view on the future path you see for the department and the company. You are able tomake an analysis of different elements and can conclude this in an own view. This view is sometimesmade too quickly and you could improve in thinking about the possible pitfalls. In your approach you takean almost philosophical view and look at the current situation critically. You are open to speak out yourown opinions and make proposals for future improvement. © Quintessence Consulting 7/17
  8. 8. Strictly confidential report of Nuno Tasso Figueiredo PROBLEM-SOLVING Decision-making Change orientationYou are able to analyze a diverse problem, build up a founded line of reasoning, see the possible risks andtake decisions. When taking a decision we see that you need data to found your decision or you want todiscuss it with others before speaking out your final idea. In a conversation with others we see that youcome to a decision much more easily and maybe even a bit too fast without taking the risks fully intoaccount. You could try to make sure you have enough data before speaking out a decision, but also nottake too much time if you need to act fast. In general, you take a very open attitude towards change.You can see the advantages to change and you formulate innovative ideas and your vision about thefuture of the organization and what could be changed to improve processes. We see you take a criticalattitude towards the current situation. Try not to look only at the disadvantages of a situation, but also tryto see what is already going well and try to build further on that. This might be a way to get faster resultsand reduce resistance to change. ORGANISATION Planning and organising Result orientationWe see you take a goal-oriented attitude, but how you will reach the goal exactly is stated lessconcretely. In a conversation you are able to name the different tasks you need to perform or you wantothers to execute. By when and how these tasks are executed is left to others, but you take acoordinating role by telling others what needs to be done. You could grow in being more precise in whatyou need, by when, and start with the most important tasks. You show the tendency to overwhelm otherswith actions to be taken. That way, the focus gets lost and it is not clear any more what is really importantand what is not. © Quintessence Consulting 8/17
  9. 9. Strictly confidential report of Nuno Tasso Figueiredo PEOPLE MANAGEMENT Coaching and developing Providing directionYour most preferred leadership style is providing direction by telling others what needs to be done. Youshow the intention to include the input from your co-worker, but it is you who makes the final decision. In aconversation with a co-worker you show the tendency to immediately start talking about targets and theproblems that arise in the day to day work. You are talking most of the time and could give the otherperson also the opportunity to comment. Ask more questions, listen to responses and elaborate on theinput you receive. Questions or messages from your co-worker in regard to a need for trainingopportunities or lack of certain skills are left aside. Your focus is mainly on operational issues and you directthe other what you expect from him. You could grow further in focusing on the human aspect too in aconversation and invest more time in getting acquainted with each other first. This way, you will be ableto motivate your co-workers better and get more things done together. © Quintessence Consulting 9/17
  10. 10. Strictly confidential report of Nuno Tasso Figueiredo 3. Detailed overview of the competence profilePerformance motivationLooks spontaneously for new challenges in own job or organisation. 3Strives to continuously improve own performance. 2Ensures that procedures are adapted or developed to improve quality or prevent specificerrors or problems in the future. 3Introduces specific changes to systems, methods, procedures etc. in order to improveperformance (speed, efficiency, quality, customer satisfaction). 3Motivates and inspires co-workers to pursue excellence and exceed expectations. 2Self-perceptionAssesses properly own strengths and weaknesses. 2Has good insight in the influence of own behaviour on achieved results. 2Has good insight in own strengths and weaknesses. 2Reflects openly and in a positive-critical way on own behaviour. 2DemeanourRadiates self-confidence. 4Has a natural prominent presence. 3Makes a strong impression. 3Commands credibility and authority based on expertise and experience. 4Convincing powerStresses mutual aspects and interests when defending own proposals. 3Rises above the diverse or even contrary positions to look for a win-win situation. 2Asks questions to acquire insight in the needs, arguments, intentions and limits of the othersand responds appropriately. 2Is able to convey enthusiasm to others. 3Checks explicitly whether own proposals and positions gain approval. 2 © Quintessence Consulting 10/17
  11. 11. Strictly confidential report of Nuno Tasso FigueiredoTeamworkTake up conflicts for discussion. 3Takes initiatives to improve teamwork. 3Shares the team success with the other team members. 2Makes sure that every team member has the opportunity to contribute. 2VisionDevelops alternative ideas on how the organisation can develop its future advantages. 4Develops a personal policy based on both essential internal and external factors. 4Defines clear proposals for course and strategy. 3Determines processes, structures and systems to pursue the strategy. 3Decision-makingTakes decisions based on incomplete information. 2Takes crucial decisions that have a long-term impact. 3Takes independent decisions and the final responsibility for them. 3Obviates the possible risks inherent to own decision. 3Has a well-founded line of reasoning for the risk factor in the decision. 3Change orientationQuestions existing situations, adopts a critical attitude. 4Prefers innovation to maintaining the existing situation. 3Formulates proposals for innovation and change. 4Identifies the advantages of change. 3 © Quintessence Consulting 11/17
  12. 12. Strictly confidential report of Nuno Tasso FigueiredoPlanning and organisingDevelops a coherent action plan, stating needed human and other resources, timetable,milestones, phases etc. 2Anticipates potential obstacles, developments and problems (provides an emergency planor actions that minimise problems). 2Provides for structured, systematic situation monitoring using parameters, systems, etc. 3Assumes an active role in coordinating the whole process. 3Provides fixed reporting meetings, channels and agreements. 2Result orientationTranslates goals into feasible, realistic activities. 3Mobilises people and resources, even when there is a need to convince others. 3Makes firm agreements with others on the goals, the people who are expected to achievethem and the deadlines. 2Refocuses the process regularly based on the goals. 3Does not give up, looking actively for alternatives in the event of obstacles and setbacks. 3Coaching and developingGives clear and balanced feedback oriented to development. 2Helps others improve their insight into their own strengths and weaknesses. 2Encourages others (to allow them to develop). 2Offers learning opportunities (training, assignments, monitoring). 2Does not simply focus on the task or goal, but also on the person. 2Providing directionCommunicates and clarifies the policy to the co-workers. 3Provides leadership tailored to different co-workers and different situations. 2Conveys a vision that generates enthusiasm and involvement. 3Encourages open communication and consultation among the co-workers. 3Develops a team with complementary competences and talents. 2 © Quintessence Consulting 12/17
  13. 13. Strictly confidential report of Nuno Tasso FigueiredoAnnex 1 – Competence ProfileCompetence profileThe competences specified in the competence profile are determined in accordance with the applier.The competence profile is based on the requirements of the position and the context in which theposition will be held.For each competence a distinction is made between three levels. The classification of the levels makesa good differentiation between competences possible and clarifies the concrete expectationsregarding to the task and responsibilities typical for the position and the context in which the position willbe held.Levels are not necessarily cumulative. In some instances level 3 implies level 1 and 2, in other instances itdoes not. Levels are not connected with a specific hierarchic position. A higher hierarchical positiondoes not imply necessarily a higher level of all competences. Nor do levels form an indication or resumeof the received score.Performance motivationVoluntarily improving own performance continuously. Exceeding standards and achievingexceptional results. Striving to be the best.Self-perceptionAbility to evaluate and assess self to form a self-image that corresponds to reality.DemeanourMaking and building on a strong, credible first impression in different situations.Convincing powerObtaining approval of others with good arguments, appropriate influencing methods andauthority.TeamworkContributing actively to a joint result or the resolution of a problem or conflict, even when thesubject of collaboration is not directly in own interest.VisionExamining matters from a distance and putting them in a broader context and timeperspective.Decision-makingExpressing a preference for a position or action unambiguously despite incompleteknowledge of the alternatives and their risks. © Quintessence Consulting 13/17
  14. 14. Strictly confidential report of Nuno Tasso FigueiredoChange orientationBeing open to (organisational) change, and effectively adjusting to new working methodsand frameworks.Planning and organisingBringing structure in time and space, and setting priorities for tackling problems.Result orientationBeing focused on setting goals and achieving results according to timetable andagreements.Coaching and developingGuiding co-workers to optimal performance, growth in their job and a broadening of theircareer opportunities.Providing directionSteering co-workers to allow them to achieve their goals. © Quintessence Consulting 14/17
  15. 15. Strictly confidential report of Nuno Tasso FigueiredoAnnex 2 – Interpretation of the scores5 – OutstandingThis competency or indicator is exceptionally strong. It is prominently expressed and has a significantimpact on how you generally perform.4 – StrongThis competency or indicator is strongly developed. It gives you an advantage for the successfulperformance of tasks.3 – GoodThis competency or indicator is well developed. You express this competence sufficiently systematicallyfor successful performance.2 – Point for improvementThis competency or indicator is only moderately developed. You will need to develop this competencefurther for the successful performance of tasks.1 – Insufficiently developedThis competency or indicator is insufficiently developed for the successful performance of tasks.You willneed to invest a lot of energy to develop this competence further.0 – No information availableThere is too little information to express an opinion on this competency. © Quintessence Consulting 15/17
  16. 16. Strictly confidential report of Nuno Tasso FigueiredoAnnex 3 – Personality profile 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80NeuroticismExtraversionOpenessAgreeablenessConscientiousness Very Low Low Average High Very highNeuroticism 42People with a low score are rather stable and difficult to throw off balance. They usually have the samemood, are rather calm and relaxed and are able to deal with stressful situations. They get less easilyexcited.People with a high score can be rather fearful, easily get excited, appear more concerned or worryabout all sorts of problems. They will not easily see the relative nature of a problem as they see it asextremely important.Extraversion 62People with a low score are rather reserved, distant and pensive. They tend to not relate to their directenvironment but are more intimately involved in their own feelings, thoughts and personal activities.They would prefer not to be in the company of others.People with a high score are rather social in the sense that they like being in the company of others andlike a homely atmosphere. Apart from their preference for group activities and public events, they willalso be more assertive, more active and express themselves more than low scorers. They thrive onexcitement.Openess 59People with a low score are rather conventional and have conservative opinions. They prefer oldtrusted situations rather than new ones and prefer not to extend their boundaries beyond what theyneed to achieve their objectives.People with a high score are curious, both with regard to their inner world, the outside world andtowards others. They are usually flexible and like new or unconventional ideas. They are not that keenon rules, schemes and fixed opinions.Agreeableness 60People with a low score are mainly concerned with themselves. They prefer discussion andconfrontation to cooperation and support. They are mainly concerned with their own objectives and forthis reason are competitive rather than cooperative.People with a high score are helpful, modest, friendly and like teamwork. They can easily placethemselves in others shoes and see situations from the others point of view. They also tend to believethat others will also be prepared to help them. © Quintessence Consulting 16/17
  17. 17. Strictly confidential report of Nuno Tasso FigueiredoConscientiousness 62People with a low score are less attached to values, norms, principles or ideals. They will try to reachtheir goals in a relaxed and nonchalant way. They easily accept the lack of influence on their ownresults or objectives.People with a high score are goal-oriented and well organised in order to complete tasks. They aresupportive, ambitious, orderly and systematic. They like plans and follow them up and prefer to haveeverything under control or to be able to guide situations in the right direction. © Quintessence Consulting 17/17

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