CAES Example Of Managerial Promotion Assessment


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CAES Example Of Managerial Promotion Assessment

  1. 1. CAES Results, Not ResumesCAES Work Personality Assessment ReportClient: COMPANYSubject: CANDIDATEPosition: Manager – Electrical EngineeringDate: October 31, 2010Utilization: Identification of Managerial Performance Improvement RequirementsComparison Group: ManagersThis report is the property of the Client that it was prepared for and CAES. The information within isconfidential and may be legally privileged. Access to this report by anyone other than approved bythe client is unauthorized. If you are not the intended recipient, you may not disclose, copy ordistribute this report, in whole or in part, nor take or omit to take any action in reliance on it. CAESaccepts no liability for any negative impact or damage caused by this report, any additionalattachments or amendments.It is highly recommended that any interested parties, with permission of the Client, contactthe author for a full explanation of the details of this report and to verify its authenticity. Thiswill help to ensure relevant accuracy and appropriate matching to your specific requirementsfor any decisions regarding hiring, internal promotion, leadership development orperformance improvement.CAES Career Advancement Employment Services 681-8240Results – Not Resumes
  2. 2. 1)Table of Contents :Index 1Background Material 2Report Rationale 2Report Purpose 2Subject’s Response Set 2Technical Skills 3Assessment Explanations and Results 3 1) Problem Solving Capability 3 2) Concentration / Attention Scales 5 3) Productivity Traits 7 4) Motivation 9 5) Interpersonal Skills 11 6) Communication Skills 14 7) Emotional Stability 16 8) Ethics and Integrity 17Assessment Conclusions 18CANDIDATE’s Overall Performance Strengths 18Optimal Environmental Conditions to Sustain CANDIDATE’s Performance 18Most Effective Management Approaches to Sustain Performance 19Comparison to Typical Managerial Performance Characteristics 19Recommendations 20Key Areas for Interim Managerial Development 20
  3. 3. 2)Background MaterialReport RationaleWhether the tasks involve planning, designing, managing, assessing or actual physical activity,superior performance will be sustained over time when the person involved has the requirededucational background, technical skills, industry experience and work personality characteristicswhich fit with their employment position, management group, team and organizational culture.Report Purpose:CAES has been commissioned by COMPANY to provide input as per Ms. CANDIDATE’s relativework personality strengths and weaknesses and their suitability for a managerial role in COMPANY’sspecific work environment. The intention of this report is to assist the senior management team inunderstanding CANDIDATE’s work personality attributes in order to assist them in any possibleemployment selection decisions and in identifying subsequent management developmentapproaches.Key to the process is for the hiring decision-maker(s) to evaluate the relative match of CANDIDATE’swork personality characteristics to the pre-determined hiring company objectives / positionalrequirements. This crucial step will ensure that an appropriate match is achieved. Complex workpersonalities can be confusing, so it is important to know what general characteristics are typicallyfound in successful people, and then to identify the traits within each category that are required bythe client for each specific project / position.In general we can say that above average performers will have consistent significant strength in sixmajor categories: Problem Solving Capability Concentration / Attention Productivity Traits Motivation Interpersonal Skills Communication Skillsand in two secondary categories: Emotional Stability Ethics and IntegrityWithin each of these categories are a number of defined personality characteristics that all function inunison in order to formulate the overall work personality.Since this report is focused on CANDIDATE’s work personality characteristics, it is thereforesupplementary to any educational, technical and experience assessments. The results have beencompiled though both personal interviewing and the administration and coordination of a number ofwritten assessments. The resultant findings, interpretations and recommendations found within arebased on the opinions of the author, and are intended to assist any subsequent client actions ordecisions made by the client. The client assumes responsibility for these actions and decisions.CANDIDATE’s Response SetI found CANDIDATE to be honest and straightforward in both the written and personal interviewcomponents of the assessment process and there were no major inconsistencies apparent when thefindings were coordinated and verified. CANDIDATE is very interested in assuming the seniorelectrical engineering
  4. 4. 3)manager’s role, but she showed no signs of “stretching the truth” in order to be selected. Heropenness to performance evaluation, and any subsequent improvement strategies, is based as muchon her interest in being successful in the position as it is in obtaining the position. She is suitably self-aware and she does recognize the need to evaluate and develop her “soft skills” (non-technical) inorder to fulfill the requirements of this role. I believe that she is sincere in her interest to understandand improve upon any performance related characteristics that are identified.Technical SkillsThe determination of whether there is a match between CANDIDATE’s technical capability and thehiring company’s specific technical requirements is beyond the scope of this report and will have tobe assessed by the appropriate hiring decision maker(s).Assessment Explanations and Results1) Problem Solving CapabilityOverviewDifferent positions in an organization will require the ability to work with problems of varyingcomplexities and that may span anywhere from one day to several years. As positions become morecomplex and managerial, different time orientations (scope) are required. Cognitive scope refers tohow a person handles information complexity. The greater a person’s ability to handle informationcomplexity, the greater will be her or her ability to think ahead and work with more complex problems.And the ability to conceptualize and to envision multiple possibilities greatly expands that person’sscope level.It is initially important to estimate the scope requirement of the position and then to determine if theindividual has a scope that is a suitable match to what is required in both the short and long terms.The scope of a person’s thinking and the time-span demands of their position in an organization needto fit the same pattern for relative success to be experienced. Since the scope required for eachposition increases as you go up the organizational hierarchy, mismatches of people’s scope to thedemands of the position will have a negative impact. Those with scope below the positionalrequirement will be ‘over matched’ and unable to perform at a suitable capacity. Those with scopethat is significantly beyond the positional requirements will be bored, feel underutilized and see littlevalue in interactions with their immediate supervisors.By knowing an individual’s current scope and age, it is possible, to predict how fast an individual’sscope may grow and, therefore, predict when an individual is apt to be ready for a greate r manageriallevel of responsibility. This has tremendous implications for succession planning, internal workforcemobility options and retention considerations and when hiring new candidates.It is critical to be able to measure an individual’s ability to plan, to think strategically, to analyzeproblems and to anticipate the consequences of various courses of action within the context of thescope of their respective position. This will require that the person has the ability to set appropriatepriorities (judgment) and then to be able to properly assess, interact with, mobilize and utilize theirhuman resources (people judgment) to facilitate appropriate action. When knowledge of a person’sproblem solving capability is combined with the assessment of such traits as conscientiousness,initiative, tenacity, achievement motivation and planning skills, you will be able to identify problemsolvers who will be capable of making quality decisions regarding problems faster than the typicalperson.
  5. 5. 4)Assessment Results:*Current Stratum and Cognitive Scope – Stratum 4 (Low range)Scope: 30 to 36 months*Next Potential Stratum and Cognitive Scope – Stratum 4 (Mid range) at age 40/42Scope: 36 to 42 months*Subsequent Stratum and Cognitive Scope – Stratum 4 (High range) at age 45/46Scope: 42 to 48 months(* Approximations) Problem Solving Capability C 50 + years 8 o 20 years - 50 years g 7 n 10 years - 20 years i S 6 t 5 years - 10 years t 5 i r 2 years - 5 years Age 45 - 46 v a 4 Age 40 - 42 1 year - 2 years e t 3 u 3 months - 1 year S m 2 1 month - 3 months c 1 o p 0 e Current Potential SubsequentCANDIDATE will be able to encourage innovation, change and continuity within the time frame of herscope (30 to 36 months), and she will be able to organize the subsequent effective work practices,systems and productivity plans that will be required. She is capable of effectively planning andcarrying out a sequence of tasks that require a series of ordered steps, while at the same timeconsidering contingencies and alternatives. Because of this she can initiate breakthrough changes byidentifying alternative paths in order to arrive at realistic solutions.Her stratum level is typical of what would be expected for professionals with high technical ability tobe effectively managing a few reports. She will utilize and coordinate the required human resources,finances and technologies that are necessary to ensure that the quality of work performed will bewithin the framework she develops, as well as in congruence to overall organizational goals. She willbe able to manage multiple, interdependent serial projects, and to help balance resources among anumber of departments, and likely will be most comfortable with three year budget based projects.
  6. 6. 5)2) Concentration - Attention ScalesOverviewEvery position has a certain degree of stress that will ebb and flow as situations change. Superiorperformance is dependent on the ability of the individual to concentrate and make good decisions, ortake appropriate action, while dealing with the stress involved at that point in time. Knowing that eachindividual has a dominant concentration style, identifying their style, and comparing it to the typicalstress tolerance requirements of the position and environment, will increase the likelihood of superiorperformance. More importantly, as stress levels increase a properly matched concentration style willenable the person to better handle the increased demands.In addition, we can measure a person’s ability to easily adapt to changing concentrationrequirements. Since priorities and stress situations are dynamic and constantly shifting (especially atthe upper management levels), we need to know an individual’s ability to react quickly andinstinctively to changes that occur around them, their sensitivity to the environment and to the non-verbal (emotional) messages that people often send. We also need to know the individual’s tendencyto become distracted by task irrelevant things going on in the environment, or of the tendency for theperson to become distracted by their own thoughts and or feelings.These external and internal distractions have a negative impact on performance and will beaccelerated with elevated stress levels. Lack of concentration flexibility can cause a person to eitherbecome too focused internally or externally, and performance mistakes are made because theperson fails to make needed shifts in their focus of attention. If we find that a person has a preferencefor a wide variety of activities, or a need for, and enjoyment of change, they will lose concentrationmore readily when engaging in repetitive tasks or attendance to details. This may also serve as anindication of his or her ability to cope with shifting priorities and a relative lack of structure.Our primary concentration assessment is unique in that it incorporates concentration skills along withintra and interpersonal characteristics in its overall assessment of performance. The assessment isbased on the concept that to concentrate effectively you need to be able to shift both the width anddirection of your focus of attention in response to the changing demands of performance situations.The attention scales measure two main components: 1) The ability to develop the different types ofconcentration required to perform effectively, and 2) The ability to shift back and forth between thedifferent channels of concentration at appropriate times. Because this assessment measures thebasic elements of concentration, scores from the inventory can also be used to identify the specificskills individuals need to develop in order to improve their performance.Assessment Results:Dominant Concentration Style: Action Focus – CANDIDATE’s strongest concentrationcharacteristic is found in her ability to take action and to narrowly focus on specific tasks for longperiods of time. This is a typical characteristic of detail oriented engineers. Compared to mostmanagers she scored very high on this characteristic, as well as significantly higher than the generalpopulation.Intermediate Concentration Style: Analytical / Conceptual – CANDIDATE scored equally stronglyin her ability to engage in big-picture analysis, planning, and complex problem-solving. This trait isoften found in general managers as well as senior project managers.
  7. 7. 6)Weakest Concentration Style: Environmental Awareness – CANDIDATE’s weakest concentration ’sstrength is her awareness and sensitivity of her immediate environment, the people involved and their environment ,activities.Concentration Shift: CANDIDATE ability to appropriately shift her concentration between task CANDIDATE’srelevant internal and external concentration requirements is slightly above average for the generalpopulation but on the low end of what we would observe in the typical manager. The ability to typica leffectively shift between external and internal concentration requirements is important to thereduction of errors (hence performance) because it ensures that a person is paying attention toexternal cues from her immediate environment as well as perform analytical or conceptual problem environmentsolving activities when it is appropriate to do so.Distractibility: CANDIDATE is typical of most managers in her degree of susceptibility to distractionsfrom external sources or from her own thou thoughts and feelings. Her distractibility levels are notsignificant, and are likely modified by her very high capability to perform under pressure. Further, byhelping her to understand how distractibility can aaffect her performance when she is under stress, wecan help her to reduce any possible impact that could occur. Concentration 100 Can Can P e 75 r c e 50 n Can Can t Can i 25 Can l e 0 Awareness / External Anaytical / Internal Action Focus Reduced Intuition Distractibility Conceptual Distractibility FlexibilityWhile CANDIDATE ’s concentration characteristics are fairly consistent of what we see in mostengineers (slightly higher on the analytical / conceptual scales), when compared to “typical” “typicamanagers CANDIDATE scored higher on her action focus and lower on her awareness of her renvironment than what we would usually experience. Most often we see analytical / conceptual asthe dominant trait, awareness as intermediate and action / focus as the weakest, the latter trait being , e weakestmodified by the manager’s ability to delegate detail-oriented tasks to support staff. s detail orientedBut we should remember that the managerial environment within COMPANY is not “typical”. Not onlyis there a “flat” hierarchical organi organizational structure, COMPANY’s managers are typically more ’s
  8. 8. 7)“hands on” then what would be found in many engineering -focused organizations. And sinceCOMPANY’s managers need to strike a balance between “people management” and the activeperformance of technical tasks, the “typical” manager would likely struggle in COMPANY. Also, sinceCOMPANY’s management structure is predominantly occupied by engineers, I would assume thatlower scores on environmental awareness would be the norm.Therefore, from the perspective of “environmental fit”, CANDIDATE is fairly close. Simply by focusingmore on her environmental awareness and finding ways to delegate some of the detail work to juniorstaff she will quickly make up any performance gaps related to concentration. By delegating specificresponsibilities to others, and coordinating their activities, she will be free to focus on her overallanalytical and project management strengths and to develop more environmental (people)awareness.3) Productivity TraitsOverviewSuperior performers develop consistent, reliable work productivity traits. These traits are rooted intheir “work ethic”, which can be defined as the values that they hold pertaining to work. For superiorperformance to be sustained over time it is important that the persons work values be in alignmentwith those required by the position, department and the organization as a whole. When aligned, theperson is confident and comfortable that their efforts and approach to work are consistent to what isrequired and they will naturally incorporate learned successful approaches into their daily workactivities.Superior performers will set achievement goals and understand the relationship between effort andresults. They will see problems as challenges to be overcome, they are open rather than rigid in theirthinking and they are tenacious in moving forward toward appropriate solutions. In other words, theydon’t give up. Typically maintaining a positive attitude, they satisfy their ambition to succeed throughgenuine hard work and persistence. Often “multi-taskers”, who require a variety of challenges tomaintain their attention, these people understand that the key to their success lies in incorporatingproductive work habits into everything that they do. And it comes naturally to them.Assessment Results:Conscientiousness Score – CANDIDATE’s scored very high on conscientiousness as compared tomost managers and the general population. She shows very high dedication and commitment to taskcompletion and she has sufficient self-discipline to achieve her goals. She has a preference forplanned activities, a procedural approach to problem resolution, and she will be most successfulwhen she can control and regulate her own workload. She accomplishes thr ough hard work ratherthan “natural talent”, and her great attention to detail can make her a bit of a perfectionist.Information Processing – CANDIDATE scored very high on her ability to multi-task and to handlevast amounts of information, which is not untypical for successful managers. While she is verycapable of juggling a large number of activities simultaneously, she will need to prioritize anddelegate the more low-complexity technical tasks so that she can focus on the more complextechnical issues and “people management” activities to be most effective.Decision Making Style – CANDIDATE will make decisions more cautiously than the typicalmanager. Valuing accuracy over speed, her close attention to detail and desire to be correct in herdecisions will cause her to take her time until she is comfortable that she has the right solution and
  9. 9. 8)approach (a degree of perfectionism). Her quality of decision-making is quite good as she is verycapable in: establishing a positive decision-making environment, evaluating alternatives, making adecision and implementing the choice. Her weakest decision-making trait would be her tendency notto check her decisions. This is likely due to her high self-confidence and her tendency to take thetime to “do it right in the first place”. But, especially related to non-technical decisions, she would bewise to gain input from others to ensure she has made the right decision. That being said, herdecision making approach will work very well in a collaborative environment, where team input isvalued and the subsequent team “buy in” will help to implement solutions. The by-product here will bethe development of a natural system of collaborative decision verification.Achievement Motivation – CANDIDATE displays notable levels of personal ambition. Her desire forsuccess is reflected in her establishing high personal performance goals. From a career perspective,she sees more “people management”, in addition to further developing her technical expertise, as thenext logical step in her career. So she views the Electrical Engineering Manager role as fulfilling thenext stage in her career development.Flexibility – From a technical perspective CANDIDATE will show sufficient flexibility when it comes toactive problem solving as she has the ability to recognize the need to change her approach to problemswhen circumstances require it. This ability will be valuable if she can transfer it to her peoplemanagement activities. By increasing her environmental awareness she will be able to improve her abilityto shift her focus when it is most appropriate, thus helping her to effectively bridge the technical andpeople components involved in management.Organization and Planning – CANDIDATE’s significant capability in conceptualization, analyticalthought, and creating subsequent action plans are crucial to helping her to systematically implementdecisions. Rather than proceed unprepared, CANDIDATE is highly organized and more likely to usea well thought out and planned approach to problem resolution, team development and any otherspecific analytical activities.Self Criticism – CANDIDATE scored in the average range of most managers in her degree of selfcriticism. While she is demanding when it comes to her performance, her low self-criticism helps herto quickly rebound from any mistakes that she might make. Her healthy level of realistic self-assessment creates the foundation for performance improvement and ongoing personal growth.Tenacity and Focus Over Time – CANDIDATE scored in the average range as compared to othermanagers in her ability to maintain her focus for long periods of time and to stay with a problem untilit is resolved. This trait is valuable when someone is required to “push” projects forward at timeswhen momentum may be lost. Again, it would be anti-productive if CANDIDATE were required toapply her focus to low complexity detailed activities that would better be delegated to others.Performance Under Pressure – CANDIDATE has significant ability to maintain her focus on tasksand specific analytical activities. Her capability to perform under pressure is significantly higher thanthe typical manager, and this will help to modify the impact of stress when she is out of her “comfortzone” thus reducing the potential for her to make mistakes.
  10. 10. 9) Productivity Traits 100 P Can Can Can Can e Can 75 r Can c 50 e Can Can n Can 25 t i 0 l eCANDIDATE has above average productivity characteristics. Her high achievement motivation issupported by her strong work ethic, her ability to multi-task, her preference for organization and her multi k,ability to stay with a problem until it is resolved. Her healthy self criticism, and self awareness, hascontributed to her ongoing career development and should serve her well in the future. By translatingthese strengths into the ongoing development of her people management responsibilities she shoulddevelop into a well-rounded and effective manager. rounded4) MotivationOverviewHigh motivation and superior performance go hand in hand. But it is not enough to simply be simp“motivated”. The person’s motivation must be matched to, and supported by, the motivationalcharacteristics of the immediate work environment, the team members, the manager and the overallorganizational objectives and culture. So here we are interes ted in first determining the motivational interestedcharacteristics that are available in the work environment and then determining the relative matchwith the individual’s personal motivational requirements.We need to identify what triggers the person’s interest and, conversely, what environments oractivities will de-motivate them. Does the person stay motivated by judgments from external sources motivateor by using their own standards? Does the environment give them the appropriate feedback that theyneed to stay motivated? Is the person’s motivational energy focused on goals, or problems to be vated?dealt with or avoided? Are they motivated by continually looking for alternatives or to followestablished procedures? Will they be expected to take the initiative or wait for others? How does the operson react to change, and what frequency of change do they need? Does it match with theenvironmental rate of change?In other words, what are the elements in their work that they need to have a positive physical andemotional reaction, and are these elements present in the work activities and the work environment. ion,
  11. 11. 10) Highly motivated people will have greater energy, and will energize those around them. They bring a positive attitude, they encourage and support others, they foster a collaborative team effort and they help to move organizations forward toward organizational goals regardless of difficulties and adversity. When their personal motivation and goals are congruent with those of the organization, people will be willing to make long-term sacrifices for the sake of accomplishing specific long-term goals or objectives.Assessment Results: Motivational Criteria – In CANDIDATE’s case, her motivation will be satisfied and sustained in a work environment that has open communication and that provides the opportunity for her to: assume analytical challenges, further grow her problem solving capabilities, feel accomplishment, assume evolving responsibility, lead and to continue to utilize her project management and general management abilities. Motivational Level – CANDIDATE will tend to be more reactive than proactive in her motivation. Rather than “rush in”, CANDIDATE will prefer to wait, gather and coordinate relevant information, analyze it, and consider its impact on the objective prior to moving forward. She does not like to move forward “blindly”. Motivational Direction – Since CANDIDATE’s motivational energy is focused on reaching goals, before proceeding she needs to first have an accurate understanding of the goal to be achieved. Once accomplished, CANDIDATE will then be more comfortable in conceptualizing, planning, and gathering relevant decision-making information that will be appropriate to the subsequent tasks that are necessary for goal achievement. Motivational Source – CANDIDATE will be initially motivated by judgments based on her own internal standards and then support these judgments by feedback and verification from external sources. She will be open to suggestions from other managers , feedback from internal or external customers and input from her staff. As she increases her environmental awareness (and intuitiveness) she will become more comfortable in valuing, and relying on, this external input in verifying her personal observations. Motivational Reason – CANDIDATE will prefer to follow established procedures rather than continually look for alternatives. Still creative, her creativity will occur when she has an established procedural plan in place that can be resumed when she strays too far from the initial goal. In other words, she will begin with procedures in place and then maintain them as a guide to move forward rather than to approach problem solving with a “hit and miss” approach. Motivational Decision Factors – CANDIDATE is typical to most people in that she tends to be more reactive to change than proactive. Until she has a clearly defined goal, and the time to interpret task- relevant information, she will not decide how to react. CANDIDATE does not require a constantly changing, nor static, role or environment, as either would be a mismatch to her environmental preference. Rather, she is most comfortable in a workplace and a position that offers, and requires, evolving change. Working Scope – Like many senior engineers, CANDIDATE is currently making the transition from a detailed work orientation into a larger scope managerial role. Her previous project management experience, supported by her noteworthy problem solving capacity and scope, will help her to make this transition more easily than the typical engineer. Since her role as a manager (general or project) will require her to interpret and respond to the task relevant big picture issues, and to coordinate the
  12. 12. 11)necessary technical and non-technical resources, her superior conceptual and analytical skills will bevaluable, and best utilized, at the macro level.Work Style – CANDIDATE values a human environment that supports thinking and task completionrather than one dominated by “people related activities”. People are still involved, and she knows howto utilize them, but her main focus is task-oriented rather than people-oriented. CANDIDATE is moremotivated by completing tasks, developing systems or utilizing tools than by coping with people’sthoughts and feelings (ie: “social work” management).Work Rule Structure – CANDIDATE does believe in an established rule structure and will followorganizational regulations and procedures. Typical of most people, she also expects others, at allorganizational levels, to follow organizational rules and she will become de-motivated if others areallowed to exploit the rule structure.CANDIDATE’s motivational characteristics are suitable to a managerial role. She is not the type to“rush in” unprepared, nor is she the type to “wait forever” before making a decision. She has a nicebalance of being goal oriented while still reactive thus requiring sufficient information to makeproperly considered accurate decisions. She believes in rules and structures, people’s adherence tothem, a logical and procedural approach to task fulfillment but also “controlled creativity”. Sheunderstands that tasks do come before people, but people are still valuable in completing the task.Effective managers, and strong leaders, are typically guided by their own internal values and beliefsfirst, and then verify these opinions by external input. This characteristic, and CANDIDATE’sgravitation to “big picture” higher complexity problem solving, will be significant in helping her to takethe lead in an increased managerial capacity. 5) Interpersonal SkillsOverviewHuman relations are a critical component of successful performance as nobody operates within avacuum. Whether internal or external to the organization, on a peer to peer basis or an employee –manager interaction, everybody has numerous interpersonal interactions daily. Superior performersare adept at creating and maintaining strong relationships, and via these relationships theysubsequently encourage collaboration, support for their ideas and commitment to performance.People are more likely to agree with, and follow, someone who they respect and like. Top performersnaturally use their interpersonal skills to make this connection with those around them.By evaluating a person’s “people judgment” we can determine their ability to build and maintainrelationships. A successful performer will typically demonstrate empathy and the ability to understandand respect the needs of others. The measure of a person’s level of agreeableness will tell uswhether they are compassionate and cooperative with others, whether they will try to get along, andwhether they will compromise their personal interests with other team members for the commongood. Conversely, we can also tell whether a person is generally unconcerned about other peopleand more likely to put their own interests ahead of the team and the organization.Since in a managerial role people interaction, motivation and accurate evaluation are all essential todepartmental and organizational success, sound people judgment is critical for a manager to be ableto properly utilize their human ‘assets’.Further, by measuring a person’s level of extroversion we can determine their need or desire to bearound others, as compared to their level of introversion, the measure an individual’s enjoyment ofworking alone, and their need for personal space and privacy. With the proper information we can go
  13. 13. 12)beyond simply identifying positions that will require an extraverted personality type for success. Wecan take it further to the task level and identify the extent and frequency of the required trait and thenalso determine the comfort that an individual would have in adapting to changing socializationcircumstances. By avoiding a “one or the other” scenario, we can create a better fit determination forthose who are extraverted in some situations while introverted in others.When we combine aptitude in relationship building, people judgment and appropriate extraversion /introversion with characteristics such as self-confidence, self-esteem, the need for control, eagernessto take on responsibility, and comfort in following others, we can obtain a more complete picture of anindividual’s interpersonal skill set. This can be extrapolated into assessing such items as a person’swillingness to take the initiative or to assume a leadership role in high pressure situations.A motivated problem solver will be able to maintain their concentration under stress. But will they beable to encourage others to participate in the process and actively implement the subsequentsolutions? The positive interactions with other organizational members, fostered by stronginterpersonal skills will ensure that policies, directives and actionable solutions are properlyimplemented.Assessment Results:Extroversion – Introversion – CANDIDATE is average in her extroversion as compared to thegeneral population and to managers in general. She is lower in her introversion and again is similar tothe typical manager. This means that she enjoys being with others and she is outgoing when it isnecessary, but she will also enjoy her “alone time” to focus on her analytical work. An environmentthat provides too little of either condition will cause her stress and ultimately effect performance.Agreeableness – CANDIDATE scored very high on her agreeableness which means that he has astrong tendency to be compassionate and cooperative with others (rather than suspicious andantagonistic). Since she sees value in people and getting along with them, he will tend to begenerally considerate, friendly, helpful, and willing to compromise her interests for the sake of the“team” or the organization.Drive and Confidence – These combined traits will provide an indication of a person’s drive tosucceed and to take a leadership role. Here it is essential for the person to desire control over whathappens (and the involved personnel) as well as the self-confidence to believe that their approach towhat happens is correct. In CANDIDATE’s case, she has significant self-confidence in her technicalskill set and in her ability to get along with others. Her need for control is slightly below the averagemanager but greater than the general population. While at a suitable level currently, especially forCOMPANY’s “low key” managerial environment, it would be wise from a performance improvementperspective to provide CANDIDATE with more opportunities to take the lead in order for her toincrease her desire for control.It should be mentioned that often people who score extremely high in both self confidence andcontrol over others can have difficulty in truly listening to others when under stress. In CANDIDATE’scase, her moderate level of need for control, combined with her agreeableness and her commitmentto collaboration, will cause her to be very open to input from managers and her reports.Intellectual Competition – CANDIDATE is typical of most managers in her interest in intellectualcompetition. She is will be very confident in sharing her ideas and in expressing what is on her mindon technical issues. She will need to take the lead in personnel related conversations more often, andthis will likely become more “natural” with a little effort on her part.Physical Competition – CANDIDATE scored similar to most managers in her tendency to try todominate in physical ways or to “keep score”. Her healthy level of competitiveness will encourage
  14. 14. 13)performance from others around her (a well as her own) and will help to maintain her motivation (as aintaintoward goal achievement. Again, CANDIDATE’s preference for a collaborative team environment will ’shelp to moderate the influence of her competitiveness so that it does not go so far as to negativelyimpact interpersonal relationships.Openness – CANDIDATE scored above average on being open to new experiences. T This could besignificant in an environment that encourages innovation and progressive change. It may be that,because of this trait, CANDIDATE will embrace innovative goals more eagerly than the typicalmanager who may be reluctant to step out of their “comfort zone” and take a risk. While not a risktaker herself, CANDIDATE will be open to logically developed creative app roaches to problem approachessolving. But the approach will have to be planned and logical.Change Management – CANDIDATE has a suitable understanding of the basics of changemanagement. She understands and supports the need for change, she is capable of planningchange within her cognitive scope, and she is effective at articulating her vision and implementing scope,change. Like all managers, she will need to utilize her interpersonal skills in order to manage anyresistance to change from her reports reports.Leadership Style – CANDIDATE will tend to lead by example, initially attracting support via hertechnical expertise and her use of strategy and logical planning. Her reports will see value in, and her of and Herrespond to, her higher problem solving capability and she will create alle giance via her collaborative allegiancemanagement approach, her encouragement of open communication and her supportivecommunication style.Team Membership – CANDIDATE has a solid understanding of the essentials of team membershipand is a willing contributor to t team. In a leadership capacity, she should be specifically adept in; theteam development, providing team member feedback, articulating her vision to others, understandingspecific group roles, determining the team structure and in creating collaboration a understanding andamong team members. Interpersonal Skills 100 Can P e Can 75 Can r Can c Can Can e 50 Can Can n t 25 Can i l 0 e
  15. 15. 14)Management Response – People will tend to try to develop their management style based on thefavourable management styles they have experienced. In CANDIDATE’s case she will try to: build acollaborative environment, facilitate positive team interaction, treat everyone equally, and help herreports to grow in their technical knowledge via training and the direct sharing of her technicalknowledge. She will not micromanage, and instead will try to surround herself with similarly success-oriented people who enjoy a degree of autonomy.CANDIDATE has a good balance of extroversion and introversion, and will perform well in eitheractive or passive work environments. She is very agreeable, which contributes to her collaborativeand supportive leadership style, and she is an appropriate team player with well defined teamleadership skills. CANDIDATE’s appropriate level of competitiveness will encourage staffperformance while still maintaining a positive team atmosphere and she is very consistent in wantingto provide the type of management that she best responds to. While careful to be accurate andreluctant to take significantrisks.CANDIDATE is open to logical evolutionary change in her environment as well as in her personaldevelopment. From a developmental perspective it will be important for CANDIDATE to have accessto increasing opportunities to take control over people’s activities (personnel management), and togain experience in motivating people who might be resistant to change. CANDIDATE is fairly patientwith others, straightforward, and while she is not overly argumentative she will express her opinions.CANDIDATE’s Management Style Checklist Ranked strengths (scale of 1-10):  Planning, problem solving and decision making 10  Motivating people 9  Selecting and Developing the Right People 9  Understanding Team dynamics 8  Avoiding common managerial mistakes 7  Delegating effectively 7  Communicating 7  Managing discipline and dealing with conflict 66) Communication SkillsOverviewPositive interaction with others is only one part of the equation. The ability to effectively get theirmessage across to these people and to understand the other person’s point of view is a commoncharacteristic of superior performers. We can determine a persons dominant expressiveness style,and match that with what would be required of their respective position. More importantly, we canascertain their comfort with the expression of ideas, their ability to understand and adapt to thecommunication style of the recipient, and their acceptance with having their thought processeschallenged. We can also identify each person’s dominant style for receiving communication input, foradapting to alternative forms of input while maintaining appropriate concentration, and whether theirlearning style is visual, auditory or kinesthetically based. Finally, we can evaluate true aptitude forwritten and verbal communication as per the requirements of their position.
  16. 16. 15)We can determine if the person will be positive and supportive in their communication with others or ifthey will have a tendency to be confrontational and overly critical. Obviously, how peoplecommunicate with others will have a direct impact on their ability to develop and maintain personalrelationships, to influence the opinions and actions of others and to encourage support. We can alsodetermine if the person is strong at teaching others, would be confusing in their explanations, hasstrong listening skills, and if they are effective communicative motivators.An essential compliment to a superior performer’s ability to build relationships with other people istheir ability to communicate effectively to ensure that things get done. Listening being as important asspeaking, strong communicators adapt their approach to their audience depending on the situation,and they are capable of getting their message across regardless of the stress level involved at thetime.Assessment Results:Basic Communication Style – CANDIDATE’s dominant communication style could be defined as“contemplative”. Contemplators will tend to communicate in an analytical, detail oriented style. Theyusually have “quiet” personalities, and will tend not to initiate conversations. Often problem solverswho are highly organized, and who like facts and figures, contemplative communicators typicallyhave a technical orientation. This communication style is highly suitable to supportive leaders (orleaders by example) who are not robust in their leadership style while operating in a technicallyoriented, collaborative environment.Expression of Ideas – CANDIDATE is average in her willingness to speak up in front of others or toexpress her ideas. More comfortable in technically related communication, she will still participate inwork-related personal interaction. Her analytical nature, and openness to feedback from others, willencourage open dialogue regarding organizational goals, solutions, plans and resultant activities.Expression of Criticism or Anger – CANDIDATE is slightly reluctant to confront others, set limits,and express anger. While more agreeable than confrontational, CANDIDATE’s collaborativeapproach to working with others, and her strong team orientation, can make her vulnerable to beingtaken advantage of as a manager. Increasing her awareness will help her to recognize the initialsigns should it occur and this will create a “trigger” for her to respond more quickly than she typicallywould.Expression of Support and Affection – CANDIDATE’s dominant communication characteristic isher willingness to express positive feelings and support to others. She is more likely to reach out in apositive, supportive way and will be most comfortable in a work environment that will provide supportback to her. This characteristic is valuable in positions with considerable contact with people andwhen participating in team efforts. She will influence others by her people-oriented, supportivecommunication style, and they will listen because they like her.Basic Learning Style – CANDIDATE is an adaptable learner, so she can learn (and influence)comfortably in kinesthetic, visual or auditory terms.
  17. 17. 16) Communication Skills 100 P Can e 75 r c Can e 50 n t i l 25 e Can 0 Expression of Ideas Expression of Anger Expression of SupportCANDIDATE is going to be very comfortable in communicating technical information in a managerialcapacity in ways that the listener will understand. She is also a good “listener” and will readilyimplement valuable suggestions that are made by others. In “people management” communicationsshe will mirror her leadership style by providing support communication, rather than confrontationalcommunication, and this will work well in a collaborative or mentorship environment. She should also mentorsh ipmake some occasional attempts to increase her non-technical communication with her staff in order non technical communication with her staff in orderto increase her awareness of their individual communications and behavioural patterns. By doing so behavio ralCANDIDATE will further develop interpersonal relationships, enhance her team environment and elopdevelop ongoing support for her leadership approach.Like most new managers, she will need to be aware of any reluctance to confront people when it isappropriate to do so (when they try to take advantage). But in our meeting she did give an example of toher awareness and approach in this regard, so I do not believe that this will be a major issue.7) Emotional StabilityOverviewAn often neglected element involved in performance assessmen t is an individual’s level of (or lack of) assessmentemotional stability. Most people have suitable levels of stability to cope with their daily stress loads. loadsHowever when stress levels are accelerated less stable people will tend to be emotionally reactive oweverand vulnerable. This can emerge as anger, anxiety or depression, and will obviously affect theirperformance, problem solving and concentration levels, as well as have a negative impact on thepeople that they interact with. Often in a bad mood, they are more lik ely to interpret ordinary likelysituations as negative and have difficulty thinking clearly and making appropriate decisions in areasonable period of time. Their emotionally stable counterparts will tend to be less emotionallyreactive, have a more positive outlook and can make calm, logical decisions in highly stressful outlooksituations.
  18. 18. 17)Obviously, we want to determine whether a person’s level of emotional stability is a factor that will be,or is, restrictive to performance, either at the hiring stage or in later performance reviews. Emotionalinstability will have a significant impact on performance, motivation, a person’s ability to concentrateunder stress, in their interpersonal relationships and their communications with internal or externalpersonnel. It is also important to note that emotional stability is an essential requirement for successin a leadership or management role.Assessment Results:Emotional Stability Score – CANDIDATE’s overall emotional stability score indicated that he istypical as compared to the general population. She shows no tendency to experience out of theordinary negative emotions such as anger, anxiety, or depression. She is not particularly emotionallyreactive, she has no problem in thinking clearly, she will have no difficulty in making decisions nor isshe unusually vulnerable to stress. CANDIDATE will always act appropriately and will not be overlyattention seeking. As well, CANDIDATE is not particularly self-centred, she shows above averageconcern for others, and she takes pride in her ability to cooperate with the people around her.CANDIDATE’s typical stress response will be frustration or anger (more so than anxiety or worry),however her noteworthy ability to control her behavioural impulses will help her to minimize theinappropriate expression of any emotions, feelings or thoughts. It is unlikely that people will notice herstress reaction.7) Ethics and IntegrityOverviewHiring managers are interested in hiring people who are trustworthy and share the organizationsethical values regardless of the position that they will occupy. Talented or not, one would questionwhy anyone would knowingly hire a dishonest person in the first place, better yet maintain theiremployment knowing that they were untrustworthy. There is comfort in knowing that superiorperformers will tend to score high on integrity and ethics evaluations.Beyond interview questions that will evaluate a person’s past response to ethical circumstances, wecan assess a person’s behavioral control, which relates to a persons tendency to play by the rules ormake up the rules as they go. We can determine if they might misuse authority, if they have anunfounded sense of superiority or if they have a tendency to over-exploit others for their advantage.We can also identify if the person has a sense of entitlement (common with younger people) that willemerge as a poor work ethic and restrict performance. Neglecting to factor ethics and integrity intohuman resource decisions can be a costly omission.Ethics and Integrity Score – CANDIDATE’s level of ethics and integrity is typical of the generalpopulation. While her self-confidence could sometimes be interpreted as her feeling superior toothers, her interpersonal skills should modify this impression. CANDIDATE does not have a need toprove superiority, she shows no tendency to take advantage or exploit others, nor does she show anyinflated sense of entitlement. CANDIDATE does show a significant level of maturity, is very capableof managing her own affairs, to make her own judgments, and to provide for herself.Rules & Risk Orientation – CANDIDATE is not a big risk taker. Any risks that she does take will bewell planned and analyzed. In addition, CANDIDATE has superior impulse and behavioural control,and these traits are significant to her capability to lead by example. She is more likely to actspontaneously andto think and act in "out of the ordinary" ways when utilizing creative problem solving rather than indisplaying impulsive personal behaviours.
  19. 19. 18) Emotional Stability / Ethics and Integrity 100 Can P e 75 r c e Can 50 Can n t i 25 l e Can 0 Emotional Stability Performance Under Ethics Behaviour Control Pressure (Reversed)Assessment ConclusionsCANDIDATE’s Overall Performance Strengths: ’s  Technical capability  Self confidence  Problem solving capability  Analytical / conceptual skills  Detail orientation  Action focus  Multi-tasking capability tasking  Project and general management capability roject  Interpersonal and leadership skills nterpersonal  Error reduction via low distractibility and strong concentration capability  Tenacity (focus over time) and the ability to perform under pressure  Appropriate communication skills  Excellent team management and membership skills  Accurate decision-making capability making  Ethics and integrity and suitable emotional stability  Behaviour controlOptimal Environmental Conditions to Sustain CANDIDATE’s Performance: ’s  Analytical challenges with pproject scope in the 30 – 36 month range  Opportunities to further grow her problem solving capabilities  Evolving responsibility and a leadership role  Opportunity to utilize her project management skills while developing her general management skills
  20. 20. 19)  A supportive non-confrontational environment (manager and staff)  Collaborative work environment  Ongoing exposure / interaction with external departments  Feeling of accomplishmentMost Effective Management Approaches to Sustain Performance:  Hands off management that allows freedom and autonomy  Ongoing support and non-confrontational communication style  Clear on the goals to be achieved and the guidelines to be followed  Providing regular performance feedback  Open to idea exchange and innovation  Mentorship that will encourage technical and non-technical developmentComparison to Typical Managerial Performance CharacteristicsCANDIDATE is very close in the work personality characteristics that we would typically see in amanager. In general, we would usually look for:  Appropriate level of problem solving capability and cognitive scope for the position  Analytical / conceptual concentration to be dominant trait  Environmental awareness to be secondary trait  Action focus to be the weakest trait (modified by task delegation)  Low distractibility  Concentration flexibility  Notable ability to process quantities of information (multi-tasking)  Appropriate balance of risk  Behavioural control  Appropriate interest in control over people and activities  Self confidence  Appropriate intellectual and physical competitiveness  Fairly fast decision-making style  Extroversion and appropriate introversion  Appropriate self awareness and self criticism  Suitable focus over time (task)  Ability to perform under pressure  Suitable work ethic  Strong interpersonal, relationship development and leadership abilities  Effective communication skills  Willingness to express ideas  Appropriate expression of criticism and anger  Expression of support  Suitable Ethics and integrity  Emotional StabilityWhen we make additional “interpretative adjustments” for the unique nature of the COMPANYenvironment CANDIDATE’s match to the role becomes even closer. Further, by creating anawareness of the nature and extent of any “potential performance mismatches”, we can then initiatedevelopmental initiatives to reduce their impact. In CANDIDATE’s case the “mismatches” areinsignificant in number, and extent, and will be quickly and easily rectified by appropriate effort.
  21. 21. 20)RecommendationsI would highly recommend the promotion of EXAMPLE into the position of Manager – ElectricalEngineering within COMPANY. Beyond our previous agreement that EXAMPLE has the requiredtechnical competency to fulfill the requirements of this role, the results of this assessment processwould indicate that she also has the required managerial personality traits to ensure success as perour previously defined requirements. As important, her managerial capability will fit well with herteam, her immediate manager and with the overall culture of COMPANY.Key Areas for Interim Managerial DevelopmentWhile a significant match to the requirements, t o bridge identified possible performance gaps I wouldsuggest that COMPANY take advantage of the presence of MANAGER as a mentor inCANDIDATE’s development and:  Continue to challenge CANDIDATE in her technical skill development  Provide opportunities for CANDIDATE to increase her “soft skills” o Find more instances to delegate “people management” activities o Help in workload prioritization o Provide guidance and the opportunity for CANDIDATE to delegate low complexity tasks o Provide mentorship in successful management approaches for specific personnelAs well CANDIDATE should take steps to:  Find opportunities to assume a little more control over people and activities  Initiate more “non-technical” personnel conversations  Utilize CAES info / techniques to slightly reduce / adjust action focus, increase environmental awareness and adjust concentration flexibilityCAES Career Advancement Employment Services Inc.