Data Scientist Leadership Profile

The
McQuaig
Job
Survey
®
Report
Data Scientist
Craig Milbourne
Rockstar Selection®
Assessment Date: 2019-08-12
® Registered Trade Mark of The McQuaig Institute of Executive Development Ltd., Toronto, Canada

TABLE OF CONTENTS
A
The Profile
A visual picture of the specified temperament/behaviour pattern for this position.
B
Interpretation Report
An overview of expectations for high performance in this job along with specific behavioural
factors, potential considerations for managers and some résumé screening tips.
C
Leadership Profile
An overall summary of the leadership requirements for this position, followed by a breakdown
of how candidates should approach motivating and teambuilding; decision making and
problem solving, leading change and, finally, a description of the developmental
considerations that would be associated with these behaviours.
D
Selling Style
An overall summary of the behavioural requirements for this sales position, followed by a
breakdown of how candidates should approach prospecting, presenting and closing.
E
Interview and Reference Questions—General
Behaviour-based questions, specifically relating to your Data Scientist position, designed to
elicit responses that will help the candidate describe how s/he has behaved in similar
situations in the past.
Data ScientistTable of Contents 2

The Data Scientist
McQuaig
profile
type
is —
Specialist
The
Profile
A Data ScientistThe Profile 3

90
80
70
60
50
40
30
20
10
0
Extremely
Very
Is
Tends To
Balanced
Tends To
Is
Very
Extremely
Do
Ac
So
An
Re
Dr
Co
In
Real
Do So Re Co
27 3 37 101
BEHAVIOURAL SCALES
Dominant ↔ Accepting (Competitive, Goal Oriented ↔ Deliberate, Cautious)
Sociable ↔ Analytical (Empathetic, Extroverted ↔ Logical, Task Oriented)
Relaxed ↔ Driving (Patient, Reliable ↔ Restless, Pressure Oriented)
Compliant ↔ Independent (Conscientious, Detail Oriented ↔ Strong Minded, Persistent)
A Data ScientistThe Profile 4

SUMMARY
This position calls for specialised characteristics. Special attention should be paid to the consistency of past
behaviour patterns relating to these characteristics in addition to the specific skills, experience and other
attributes the candidate may have which would impact job fit.
Behavioral Factors
This job requires an individual
who:
Is extremely conscientious
and cooperative.
Is good with detail and takes
their duties seriously.
Follows company rules and
directions to the letter.
Potential Management
Considerations
Here are some points for the
manager of this position to
keep in mind when selecting an
individual who matches these
requirements, as this job is also
being described as requiring an
individual who:
Will avoid making decisions,
especially those outside
their area of expertise.
Résumé Screening Tips
In reviewing résumés for this
position, search for examples
of:
Types of projects where the
ability to concentrate on
precise, detailed tasks was
demonstrated.
Situations where in-depth
analysis of concepts or
projects or problems was
Interpretation
Report
B Data ScientistInterpretation Report 5

Is a perfectionist, wanting to
check everything personally
to make sure it is done right.
Is extremely logical, task
oriented and analytical.
Will think through a problem
and weigh the pros and
cons.
Makes decisions on facts
rather than on emotions.
Will put their mind to the job
rather than being concerned
with impressing others.
Is accepting, cautious and
deliberate in approach.
Avoids friction with others.
Is a good team member who
will be careful about making
decisions.
Is inclined to be restless and
driving.
Will likely have a sense of
urgency to get things done
quickly.
Is likely to be fussy at times.
Needs close supervision.
Is much more oriented
towards working with ideas
and methods than people.
Is not a strong
communicator or delegator.
Is so analytical, may be
critical and negative at
times.
Does not want responsibility
for supervising others.
Is inclined to dislike routine
work, although can adjust to
it.
required.
The roles that have been
played in work group or
team situations.
Handling various high
pressure situations.
Type and closeness of
supervision preferred.
Interactive participation
within work groups.
The most satisfying types of
tasks performed as part of a
group.
Ability to work effectively in
a constantly changing
environment.
Situations where
performance relied heavily
on being able to deal
accurately with complex
instructions.
Projects where logic and
creativity may have
prevented errors.
Situations where friction
with others has been
encountered and how these
were resolved.
Coping with projects
requiring long-term, high
energy levels and the
outcome.
Work situations encountered
where strict adherence to
policies and directives were
expected.
Work situations where tasks
were performed isolated
from others.
Most difficult decisions
made and how these were
developed.
Situations where the
candidate's drive and energy
have proven contagious.

Note: This form has been designed to elicit very strong responses so that key behavioural
requirements are spelled out clearly. This report calls for exceptionally strong analytical thinking.
The degree of strength described may be more extreme than is actually needed. Obviously,
though, this is a key factor in describing this particular job and the incumbent should have
definite strengths in this area.
!

INTRODUCTION
It is important that this report be considered in combination with an examination of what attitudes, self-
motivation, emotional maturity, intelligence, as well as skills and abilities, candidates will bring to the job
as these, too, will have a strong influence on an individual's success in this position.
In probing into your candidate's history during your first interview, be sure to use this report in
combination with The McQuaig Job Survey
®
Interview Questions for this position.
SUMMARY
For this position, you are looking for candidates who, in a leadership position, would assume the role of
technical team leaders, seeking cohesion rather than competition among their staff. They should be much
more comfortable guiding than directing their team, focusing on setting attainable goals.
They should be unusually well versed on systems and processes, putting a strong emphasis on quality
of work and acting as organised and disciplined administrators who strongly support management
strategies/policies.
They should have an especially task-focused leadership style. They should plan and review problems by
themselves, explaining their actions through hard data and focusing on written over oral
communication.
They should be inclined to take a calm approach to managing tasks and activities but be able to be
more time sensitive if the situation warrants it.
Leadership
Profile
C Data ScientistLeadership Profile 8

Motivating and Teambuilding
They should lead by example
and focus on team output,
seeking consensus, striving to
eliminate conflict. They should
strongly believe that, if a job is
worth doing, it is worth doing
right. Therefore, they should
seek very well-defined, formal
parameters for themselves and
their staff, ensuring that the
proper procedures and
boundaries are fully
understood and followed by all.
They should logical thinkers
who present their ideas to their
staff objectively, using rational
arguments, letting the facts
speak for themselves rather
than sugarcoating the
message. They should keep a
professional distance from
their team to avoid
involvement in their personal
lives, preferring one-to-one
communication. They should
take the view that they and
their team will perform better
when given the opportunity to
plan ahead, but they should be
able to recognise and express
the need for a speedy solution
when necessary.
Decision Making and Problem
Solving
They should be risk-averse,
taking a "safety first" approach,
seeking approval and buy-in
when making decisions. They
should see themselves as
problem solvers who:
Show a strong respect for
company conventions and
established precedents
when making decisions.
Rely strictly on facts,
impartial analysis and a
rational solution.
Feel the pressure to act
quickly yet still provide a
carefully measured decision.
Leading Change
While they should recognise
that change may be needed,
they should approach it
cautiously, enlisting
management support,
minimising disruptions to the
workflow whenever possible.
They should take care to
ensure that timeframes are
reasonable before endorsing
change. They should examine
the impact of proposed
changes on existing systems,
wanting to be certain that any
change is implemented
correctly, providing their team
with well-defined guidelines to
follow. They should play a
"devil's advocate" role when
dealing with change. They
should scrutinise the need for
change critically, presenting
their findings to management
and their team in an objective,
pros-and-cons format.

DEVELOPMENTAL CONSIDERATIONS
While the previous sections have
provided key information on the
behaviours candidates should
bring to this leadership role,
below are some potential
Developmental Considerations
which may be associated with
these behaviours. Care should
be taken during the interview
process to determine if some of
these potential concerns are
significant and/or whether your
candidates have adopted
strategies to overcome them.
Of course, for a fuller
understanding of their
leadership effectiveness, other
personal characteristics
(attitudes, self-motivation,
emotional maturity, intelligence,
skills, abilities, etc.) must be
considered as well since these
may have a major impact on
their ability to overcome these
potential Developmental
Considerations.
On the other hand, in a leadership role, these behaviours are typical
of people whose:
Need to avoid conflict may cause them to have trouble asserting
their authority and providing the proactive direction their team
may require, perhaps accepting low performance standards to
avoid confrontation. They can procrastinate when faced with
decisions and often struggle to set targets.
Focus on the details can lead them to miss the big picture and
whose by-the-book approach, coupled with their need to monitor
their team's activities, can cause their direct reports to feel micro-
managed. They have great difficulty demonstrating the strong
determination and initiative often required in entrepreneurial
operations.
Focus is on facts, not people issues or emotional ramifications.
Their critical outlook and direct, sometimes blunt communication
style can be abrasive and cause morale problems. Despite their
desire for a harmonious work environment, they do not feel the
need to "sell" or explain their actions to their team, to provide
positive feedback or to become involved in their team's problems.
As a result they may appear isolated and indifferent.
Basically unhurried manner may be a disadvantage in proactively
driving change initiatives, especially in a fast-paced environment,
although they can adapt to change from time to time.

SUMMARY
For this position, you are looking for candidates who perform better in less aggressive sales roles such as
providing follow-up sales support, selling in non-assertive retail environments or dealing with add-on or
repeat orders from existing clients, definitely not in a new business development role.
They should be very detail minded, especially thorough in their preparation, performing better with
prospects who have decided to buy, but who need specific help with complex product specifications.
Still, it should be noted that candidates with this profile will find it very difficult to sell against resistance.
They should be practical and analytical, relating factual or technical information efficiently; however, it
should be noted that candidates with this profile will lack the natural flair for communication and
relationship building expected in most selling situations.
They should have a bit of a sense of urgency and want to keep things moving, although they should
defer to their customer's pace if pushed.
Note: It is important that this report be considered in combination with an examination of what
attitudes, self-motivation, emotional maturity, intelligence—as well as skills and
abilities—candidates will bring to the job as these, too, will have a strong influence on an
individual's potential for success in this position. In probing into each candidate's history during
your first interview, be sure to use this report in combination with The McQuaig Job Survey
®
Interview Questions for this job.
!
Selling
Style
D Data ScientistSelling Style 11

Prospecting
They should be more suited
to responding to in-bound
calls, especially where the
caller needs information or
wishes to place an order.
They should be in an office-
or retail based environment
rather than a proactive
prospecting role.
They should prepare well for
their calls, taking a very
precise, orderly approach;
but, candidates with this
profile will have great
difficulty facing opposition,
using an innovative
approach or closing for
appointments.
They should be very rational,
good at providing expertise
and information in a logical
manner—a style more suited
to an environment where
the key to success is the
provision of product
knowledge of a complex
nature.
They should want things to
happen relatively quickly
and be able to keep routine
work to a minimum.
Presentation
As candidates with this
profile will find it difficult to
set or maintain direction and
persuade the customer to
their point of view, they
should be more focused on
taking a consultative role in
a presentation, responding
to prospects' questions,
providing the information
requested.
Given the appropriate
knowledge, they should be
able to deal with
complicated products or
specifications well,
representing tangible,
quantifiable benefits (rather
than concepts). They should
have a strong focus on
detail, concentrating more
on the fine points rather
than the big picture.
They should present in a
very direct and factual
manner, putting forth an
objective, reasoned
argument, though, at times,
these candidates'
unemotional demeanour
may seem unsympathetic to
their customers.
They should work to keep
the sale moving forward,
able to change focus when
necessary.
Closing
Support oriented, they
should help the customer
make the buying decision
themselves, rather than
asking for the order, seeking
assistance when dealing
with less receptive
customers to avoid losing
them.
They should ask for support
and guidance to resolve any
objections before
attempting to ask for the
order.
In closing the sale, they
should present a
straightforward, business
case, helping the customer
buy based on the facts at
hand.
Although they should work
better with sales that come
to a close quickly, they
should be able to adapt to
longer sales cycles, provided
they can move the process
forward in some way.
D Data ScientistSelling Style 12

INTRODUCTION
Based on your description of the behaviours required for this job, here are some questions to help you
assess whether/how your candidate has exhibited these behaviours in the past, especially if you elaborate
with open-ended probes which solicit who, what, when, where, why and how responses.
Interview
Questions
E Data ScientistInterview Questions: General 13

COMPLIANT
This job calls for someone with a very high degree of compliance.
Vs. Too Compliant
Has been caught up in minor details.
Has a strong need for direction.
Has been indecisive.
Positive Examples
Has shown an in-depth understanding of the
details.
Has followed policy and directions precisely.
Has taken a structured, step-by-step
approach to projects.
Has a history of, and takes pride in, doing
things right.
Respects authority.
Or Not Compliant Enough
Has disregarded details.
Has proven stubbornly opinionated.
Has shown little respect for rules.
INTERVIEW QUESTIONS
In many jobs, there is a tremendous amount of detail work. Can you give me an example of a
particularly detailed project that you worked on?
Often we have to overcome resistance from others in order to get things accomplished. Tell me about a
recent situation when you faced resistance.
Tell me about a time that you had to make a decision without all of the information at hand.
REFERENCE CHECKING QUESTIONS
Can you give me an example of how s/he tackled a particularly detailed project?
How did s/he take direction? Can you give me an example to illustrate that?
How un/structured was the environment s/he worked in? How did this affect his/her performance?

ANALYTICAL
This job calls for someone with a very high level of analytical thinking.
Vs. Too Analytical
Has neglected the people side of issues.
Has not established good working relationships.
Positive Examples
Has analysed problems logically, responding
accordingly.
Has avoided distractions.
Has taken an analytical, pros and cons
approach to decision-making.
Has kept work relationships professional.
Or Not Analytical Enough
Has been caught up in others' problems.
Has been distracted from work.
Has been emotional.
INTERVIEW QUESTIONS
Often we have to get help from others in order to accomplish our tasks. Describe what happened the
last time you had to do this.
Can you tell me about a project you were working on where you had to persevere despite distractions
from others?
Tell me about a recent experience dealing with someone who was hard to relate to.
Tell me about a project s/he was working on where s/he had to persevere despite distractions from
others?
Tell me about a situation s/he evaluated a situation with a critical eye.
How good was s/he at enlisting the aid of others? Tell me about a time when s/he had to seek help.

ACCEPTING
This job calls for someone who is accepting.
Vs. Too Accepting
Has been slow to make decisions or take a
stand.
Has required close supervision.
Positive Examples
Has made prudent, deliberate decisions.
Has consistently put company/team goals at
the forefront.
Has responded well to direction.
Has followed a cautious path.
Has been careful not to cause conflict.
Has sought consensus.
Or Not Accepting Enough
Has responded too aggressively.
Has paid little attention to others' concerns.
INTERVIEW QUESTIONS
Tell me about your contribution to a critical team project.
Tell me about a tough decision you had to make during the past year.
Tell me about a situation where s/he needed to exercise caution in the job.
How did s/he react when confronted with difficult situations? What was his/her last such experience?

DRIVING
This job calls for someone who has some drive.
Vs. Too Driving
Has rejected the status quo.
Puts too much pressure on.
Has been very "last-minute".
Positive Examples
Has consistently shown a restless, driving
sense of urgency.
Has a history of diving in quickly and
energetically.
Has searched out opportunities for change.
Has responded well to intense pressure and
deadlines.
Or Not Driving Enough
Has reacted negatively to short timeframes.
Has been slow to respond to emergencies.
INTERVIEW QUESTIONS
Give me an example from your recent past where you had to juggle multiple priorities.
Tell me about a time you needed to develop a process or procedure to get something done.
Can you give me an example of how s/he demonstrated a sense of urgency?
What's the most routine project s/he ever worked on? How did s/he handle it?

INTRODUCTION
While the above questions help you, through specific examples from their past history, to understand
more fully how they have exhibited their temperament (behaviour pattern) in relation to the McQuaig Job
Survey
®
, other personal characteristics such as attitudes, self-motivation, stability, emotional maturity and
intelligence must be probed thoroughly to understand their capabilities fully. The following are some
suggested interviewing questions to use to probe all or a selection of these important areas.
ATTITUDES AND BELIEFS
Positive Examples
Have they maintained a positive, optimistic
outlook?
Are they self-confident and do their
achievements support this confidence?
Have they set high personal standards?
Have they remained ethical in trying
circumstances?
Negative Examples
Have they shown hesitation and doubt in their
own abilities?
Are they openly critical of previous employers
and co-workers?
Have they cut corners to get things done?
Are they distrustful of others' motivations?
INTERVIEW QUESTIONS
Tell me about a recent assignment or project at work that demonstrated the standards you've set for
yourself and your work.
Tell me about a time when you had to stay positive to get a project completed, despite obstacles.
Sometimes it is tough to keep our spirits up. Tell me about a time when you felt really down in your job.
How would you assess your current boss (or company)?
Sometimes we have to bend the rules to get the job done. Tell me about your experience in this regard.

How would you describe his/her attitude? How does that show up in his/her work?
Tell me about a time when s/he was particularly confident about a project.
Sometimes it is tough to keep our spirits up. Tell me about a time when s/he seemed really down on the
job.
How would you describe his/her views on his/her manager—or company?
Sometimes we have to make compromises to get the job done. Tell me about some of the compromises
s/he made.
SELF MOTIVATION
Positive Examples
Have they gone beyond what was expected?
Have they attacked previous work
assignments tenaciously?
Have they been passionate about their work?
Have they acted without waiting to be told
what to do?
Negative Examples
Have they had difficulty sustaining a strong
effort over time?
Do they have few examples of when they went
beyond what was expected?
Have they demonstrated little dedication in
previous jobs?
Have they defined their role narrowly?
INTERVIEW QUESTIONS
Tell me about a project that you felt passionate about.
Tell me about a time when you were really excited by a project or assignment.
Can you describe a situation where you felt you went above and beyond the call of duty?
Tell me about a situation when you felt you were stretched to the limit?
Do you feel you are more internally driven than most? Why do you say that?

Would you describe him/her as self-motivated? Can you give me an example to illustrate why you say
that?
Tell me about a time when s/he was really excited by a project or assignment.
Can you describe a situation where you felt s/he went above and beyond the call of duty.
Tell me about a situation where you felt s/he was stretched to the limit.
Did s/he seem to be more internally driven than most? Why do you say that?
STABILITY AND PERSISTENCE
Positive Examples
Do they have a history of consistent
interests, goals and activities over time?
Have they stood up to resistance?
Have they kept their morale up and
maintained effort despite obstacles?
Have they viewed setbacks as learning
opportunities?
Negative Examples
Have they had difficulty staying the course?
Have they given up when the going got tough?
Do they have a history of uncompleted projects?
Have they taken the path of least resistance?
Have they changed focus frequently?
INTERVIEW QUESTIONS
Would you tell me about a time when you really had to be tenacious to get the job done?
Can you tell me about a time when you faced a number of setbacks in your job? How did you handle it?
How do you respond when others around you are not pulling their weight?
Tell me about an important goal you set. How did you do?
Can you tell me about a time when things got to be too much for you? How did that come out?

Would you describe him/her as being tenacious? Can you explain?
Can you tell me about a time when s/he faced a number of setbacks? How did s/he handle them?
How did s/he respond when others around were experiencing morale problems?
Tell me about an important goal s/he set. How did s/he do?
Tell me about a time when, despite a very good effort, s/he finally had to give up.
MATURITY AND JUDGEMENT
Positive Examples
Have they employed a common sense
approach?
Have they accepted responsibility for both
good and bad?
Have they learned from their mistakes?
Have they foregone short-term rewards for
longer term benefits?
Do they share credit?
Negative Examples
Have they acted with little forethought?
Have they shown a lack of self-discipline?
Do they blame others?
Have they made bad judgement calls?
Do they rationalise?
Do they refuse to admit it when they are wrong?
INTERVIEW QUESTIONS
Can you tell me about a time when you've had to make a sacrifice that had little reward in the short-
term?
Tell me about a time when you received criticism that you felt was unjust. What did you do?
Sometimes we make mistakes. Can you give me an example of such a situation?
Can you describe a situation where you exercised particularly good judgement?
Tell me about a recent success, or failure.

Tell me about a time when s/he had to make a sacrifice despite little short-term gain.
Tell me about a time when s/he received criticism that s/he felt was unjust. What did s/he do?
All of us make mistakes. What was his/her reaction when s/he made one? Can you give me an example.
Can you describe a situation where s/he exercised particularly good judgement.
Tell me about a recent success? Or failure?
APTITUDES/CAPACITY TO LEARN
Positive Examples
Have they absorbed and adapted to new
ideas and/or tasks readily?
Do they have a proven ability to solve
complex problems?
Have they shown a commitment to on-going
learning?
Have they volunteered for new assignments?
Negative Examples
Have they had difficulty learning new skills or
concepts?
Have they shown limited progress and
achievement?
Do they do little professional or even outside
reading?
Have they had problems with technology?
INTERVIEW QUESTIONS
When you started your last job, what things came to you naturally and what areas did you really have to
apply yourself to understand?
Can you give me an example of a time you had difficulty grasping a new concept?
What efforts do you make to keep yourself up to date?
Tell me about a complex problem you had to resolve. How did it go?
Can you tell me about a project that you worked on where it was a struggle to keep the "big picture" in
mind?

When s/he started his/her last job, how quickly did s/he get up to speed? Can you elaborate?
Tell me about a time when s/he had trouble grasping a new concept.
What efforts did s/he make to keep up to date?
Tell me about a complex problem s/he had to resolve. How did it work out?
Was s/he a "big picture" thinker? What makes you say that?

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