HiringPlus Report™                                                 Name: Maurits Horbach                                  ...
HiringPlus Report™                                                                                     Maurits Horbach    ...
HiringPlus Report™                                                                                     Maurits Horbach    ...
HiringPlus Report™                                                                                      Maurits Horbach   ...
HiringPlus Report™                                                                                 Maurits Horbach        ...
HiringPlus Report™                                                                                 Maurits Horbach        ...
HiringPlus Report™                                                                                     Maurits Horbach    ...
HiringPlus Report™                                                                                                        ...
HiringPlus Report™                                                                                                        ...
HiringPlus Report™                                                                                                        ...
HiringPlus Report™                                                                Maurits Horbach                         ...
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Hiring Plus Maurits J Horbach Executive Leadership 8 8 2011

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Hiring Plus Maurits J Horbach Executive Leadership 8 8 2011

  1. 1. HiringPlus Report™ Name: Maurits Horbach Organization: Horbach Reinforcement Job: Executive Leadership Date: 8/08/2011 7755 Montgomery Road, Suite 180 Cincinnati, Ohio 45236 Tel 513.792.7500 Fax 513.793.8535 support@wingnut.com www.wingnut.com Printed augustus 14, 2011Copyright © 2011 The Devine Group. All rights reserved. powered by The Devine Inventory®
  2. 2. HiringPlus Report™ Maurits Horbach Horbach Reinforcement Executive Leadership Understanding Maurits Horbachs DI HiringPlus Report™:The information contained in this report should not be used as the sole discretionary source of information about the individual.Close attention and consideration should be given to the candidates resume, job application, references, education and/ortraining, drug screen, job interview, previous job experience(s) and personal performance during the interviewing process.About the Assessment:The Devine Inventory® has been in use for over 40 years and provides information targeting 33 different behavioral areas anddesignated competencies for this job position.Devine Inventory HiringPlus Report™ Contents: - The Devine Inventory® Behaviors: Thirty-three behaviors and their definitions - Maurits Horbach: At a Glance: The customized Optimized Cutoff Score is determined from correlation studies of the organization’s performance factors related to scores of incumbents. Recommendations are provided in relationship to how well the candidate matches the Success Profile. Also included is a summary of the individual’s matches to the Success Profile, plus a graphical chart displaying competency results. - Competency Breakouts: Detailed display of behaviors and percentile scores that comprise the competency result, along with an explanation of the results. - Behavior Summary: Graphical display of behaviors, scores and matches to the Success Profile. - Devine Inventory® Profile: Detailed display of the individual’s scores on a 0-9 scale, with explanation of the meaning of each score. - Tailored Behavioral Interview Questions: Suggested interview questions for the hiring manager to further probe the applicant’s needs development (1, 2) or marginal (0, 9) areas.The Success Profile: This report will help you evaluate Maurits Horbach’s match to the Success Profile™ which has been createdspecifically for the Executive Leadership position with your organization. 1. First, the 33 behaviors are ranked according to their importance to fulfilling job requirements within the culture of your organization. The behaviors are ranked and presented in 3 pages of 11 behaviors each, with the first page of primary importance, the second page of secondary importance, etc. 2. The second component designates the required behavioral strength. The desired range of behavioral development scoring is designated within the overall 0 - 9 scale for each behavior.Note: A Success Profile should only be prepared in consultation with a Certified Devine Inventory Expert.Behavior Match Considerations: - A score is considered a match if it is in the desired success profile range or higher as long as it is not a "High Marginal" (9) score. - Behavior scores that fall below the desired Success Profile range should be carefully reviewed as they can represent potential detractors to successful job performance. - If the score is in the "High Marginal" (9) area, development is also needed. - If a behavior has two scores (split score), it is not considered a match unless both scores are a match. The split score indicates that variances exist in the behavior pattern based on circumstances. Pa ge 2 of 11 Printed augustus 14, 2011 Copyright © 2011 The Devine Group. All rights reserved. powered by The Devine Inventory®
  3. 3. HiringPlus Report™ Maurits Horbach Horbach Reinforcement Executive Leadership The Devine Inventory® Behaviors Behavior Definition Affiliation Supporting the organizations goals and directives. Assertiveness Being assertive and taking charge. Authority Relationships Demonstrating cooperation and respect for leaders. Closure Agreeing upon and completing courses of action with others. Communications Giving and receiving information. Competitive Style Obtaining advantage through team or individual effort(s). Concentration Focusing and avoidance of distractions. Conflict Management Weighing in on and resolving differences. Creativeness Envisioning new options, either practical or theoretical. Decisiveness Choosing a course of action with speed and ease. Detail Orientation Attention to facts and experiences making one a competent and skilled expert. Ego Gaining respect and demonstrating confidence. Emotional Composure Maintaining professionalism and poise. Empathy Sensing what others are feeling and responding to their needs. Goal Orientation Ambition and desire to be the best. Influence Gaining acceptance of ideas. Initiative Taking action without being told. Instructiveness Coaching, teaching or sharing information with others. Intensity The amount of pressure and stress one feels. Learning Advancing knowledge, skills and abilities. Listening Seeking to understand what others are saying. Mobility Accommodating to requirements for moving about and/or travel. Negotiating Bargaining effectively for a strongly held position. Planning Thinking and organizing strategies, for either near or long-term. Presentation Style Holding others attention while presenting. Response to Change Modifying work practices to accommodate new direction. Schedule Orientation Creating and meeting time Affiliations. Self Responsibility Taking personal accountability. Sociability Building a network of relationships. Structure Creating order and staying organized. Task Completion Staying with a task until it has been thoroughly accomplished. Time Competency Managing time efficiently. Vitality Maintaining energy and stamina.Pa ge 3 of 11 Printed augustus 14, 2011Copyright © 2011 The Devine Group. All rights reserved. powered by The Devine Inventory®
  4. 4. HiringPlus Report™ Maurits Horbach Horbach Reinforcement Executive Leadership Maurits Horbach: At a Glance OVERALL JOB FIT Poor Questionable Good Excellent 10 20 30 40 50 60 70 80 90 Overall Job Fit is Excellent. Any Primary Competency factors which fall below the desired ranges should be carefully evaluated in the interview process. 83 BehaviorMatch™ Total Matches Top 11 Behaviors Middle 11 Behaviors Bottom 11 Behaviors 25 10 9 6 Average number of matches for this Success Profile is 19. Competencies Managing Relationships 98 Problem Solving 97 Hiring 97 Stress Tolerance 95 Delegating 90 Leadership Effectiveness 88 Strategic Thinking 88 Coaching Effectiveness 88 Interviewing 87 Recruiting 85 Accountability 84 Goal Setting 78 Time Management 61 Self Awareness 57 Supervising 5 1 20 40 60 80 99 PercentilesPa ge 4 of 11 Printed augustus 14, 2011Copyright © 2011 The Devine Group. All rights reserved. powered by The Devine Inventory®
  5. 5. HiringPlus Report™ Maurits Horbach Horbach Reinforcement Executive Leadership Competency Breakouts 98% Managing Relationships (Establishes effective work relations; willingly and skillfully manages conflicts) (Mid) Negotiating (4) (Mid) Emotional Composure (3) (Mid) Empathy (5) Listening (4) Communications (5) (Mid) Competitive Style (5) Conflict Management (6) 97% Problem Solving (The aptitude to assess a situation and envision solutions which meet the clients unique needs.) Listening (4) Planning (7) Creativeness (6) (Mid) Emotional Composure (3) Learning (7) 97% Hiring (Follows standardized process to search for talent that aligns with companys needs.) Planning (7) Structure (4) Time Competency (6) (Mid) Competitive Style (5) (Mid) Closure (3) (Mid) Communications (5) 95% Stress Tolerance (Reacts to duress in a balanced manner needed to sustain performance levels) Consistently maintains emotional composure; approaches difficulties with optimism. Learning (7) Response to Change (6) Vitality (8) Decisiveness (6) Emotional Composure (3) () Intensity (3) 90% Delegating (Thinks and plans to assign workload to subordinates proactively rather than reactively.) Planning (7) (Mid) Self Responsibility (8) (Mid) Task Completion (3) (Mid) Competitive Style (5) () Detail Orientation (1) (Mid) Intensity (3) 88% Coaching Effectiveness (Instructs others so they learn and develop skills needed to achieve objectives) Listening (4) Sociability (5) Instructiveness (5) Empathy (5) Learning (7) Communications (5) Creativeness (6) Influence (8) 88% Leadership Effectiveness (Achieves with distinction, persevering despite resistance and influencing others) Influence (8) Initiative (5) Conflict Management (6) Decisiveness (6) Goal Orientation (7) Assertiveness (7) Closure (3) Competitive Style (5) 88% Strategic Thinking (Develops broad, long-ranged objectives and plans that meet contingencies) Understands business conditions and develops long-term objectives for results. Structure (4) Goal Orientation (7) Listening (4) Planning (7) Concentration (4) Creativeness (6) () Detail Orientation (1)Pa ge 5 of 11 Printed augustus 14, 2011Copyright © 2011 The Devine Group. All rights reserved. powered by The Devine Inventory®
  6. 6. HiringPlus Report™ Maurits Horbach Horbach Reinforcement Executive Leadership 87% Interviewing (Organizes structured interview process to qualify candidates’ fit with the role.) Listening (4) Presentation Style (6) Structure (4) Assertiveness (7) Communications (5) Learning (7) 85% Recruiting (Continuously seeks top talent to add to their sales team.) Vitality (8) Schedule Orientation (4) Time Competency (6) Goal Orientation (7) Intensity (3) Sociability (5) 84% Accountability (Follows up and holds employees accountable for completion of assigned work) Closure (3) Concentration (4) () Empathy (5) Negotiating (4) Planning (7) Conflict Management (6) Goal Orientation (7) Influence (8) 78% Goal Setting (Establishes and achieves challenging goals through ambition and execution skills) Negotiating (4) Planning (7) Time Competency (6) Goal Orientation (7) Initiative (5) Intensity (3) Closure (3) Competitive Style (5) Creativeness (6) 61% Time Management (Effectively uses time so priority issues receive appropriate focus and effort) Time Competency (6) Planning (7) Schedule Orientation (4) Structure (4) Concentration (4) Decisiveness (6) (Mid) Detail Orientation (1) 57% Self Awareness (Displays self-knowledge of strengths and needs to identify resources where there are gaps) Self-Insight Rating (57,00) 5% Supervising (Consistently monitors and follows-up to ensure employees deliver on obligations) Structure (4) Task Completion (3) Intensity (3) Negotiating (4) Schedule Orientation (4) Closure (3) Affiliation (1) Detail Orientation (1)Pa ge 6 of 11 Printed augustus 14, 2011Copyright © 2011 The Devine Group. All rights reserved. powered by The Devine Inventory®
  7. 7. HiringPlus Report™ Maurits Horbach Horbach Reinforcement Executive Leadership Behavior Summary Behavior Scores 45% 45% 45% 40% 35% 30% 25% 20% 15% 10% 6% 5% 3% 0% 0% Strengths Satisfactory Opportunities High Marginals Low Marginals Strengths Satisfactory Opportunities/Marginalsþ Assertiveness (7) Closure (3) Affiliation (1)þ Conflict Management (6) þ Communications (5) Authority Relationships (0)þ Creativeness (6) þ Competitive Style (5) Detail Orientation (1)þ Decisiveness (6) þ Concentration (4)þ Ego (6) Emotional Composure (3)þ Goal Orientation (7) þ Empathy (5) þ Initiative (5)þ Influence (8) þ Instructiveness (5)þ Learning (7) Intensity (3)þ Mobility (8) þ Listening (4)þ Planning (7) Negotiating (4)þ Presentation Style (6) Schedule Orientation (4) þþ Response to Change (6) þ Sociability (5)þ Self Responsibility (8) þ Structure (4)þ Time Competency (6) Task Completion (3)þ Vitality (8) þ = is a match with Success ProfilePa ge 7 of 11 Printed augustus 14, 2011Copyright © 2011 The Devine Group. All rights reserved. powered by The Devine Inventory®
  8. 8. HiringPlus Report™ Maurits Horbach Horbach Reinforcement Executive Leadership Devine Inventory® Profile Low Needs High TOP 11 BEHAVIORS (10 of 11 are matches) Marginal Developed Satisfactory Strengths Marginal 0 1 2 3 4 5 6 7 8 9þ GOAL ORIENTATION (7) Periodically evaluates and upgrades his or her abilities and skills to reach higher goals. self-satisfied/ complacent ▬▬▬▬ never satisfied lþ PLANNING (7) Emphasizes problem prevention and establishing strategies that get results. reactionary ▬▬▬▬ dwells on future lþ ASSERTIVENESS (7) Accepts others as equals; respectfully considers others opinions and ideas; strives to create dominated ▬▬▬▬ aggressive productive relationships. lþ SELF RESPONSIBILITY (8) Almost always agrees to help and actively looks for ways to demonstrate his/her Affiliation. dodges blame ▬▬▬▬ burdened lþ COMPETITIVE STYLE (5) Selectively volunteers to compete, thereby drawing in others who lack confidence. group dependent ▬▬▬ relentless push to win lþ INITIATIVE (5) Will gladly accept new tasks after thoroughly evaluating them. direction required ▬▬▬ oversteps boundaries lþ TIME COMPETENCY (6) Optimizes his or her time to complete tasks effectively, even if unanticipated problems wasteful ▬▬▬ rigidly manages time arise. lþ RESPONSE TO CHANGE (6) Values the opportunity to develop capability of handling different roles and justifies status quo ▬▬▬ enamored with change responsibilities. lþ EGO (6) Has confidence coping with adversity; quickly puts things in a positive perspective. self- deprecating ▬▬▬ engineers recognition lþ CONFLICT MANAGEMENT (6) Conveys a desire to win, but not at the expense of honesty and fairness. retreats ▬▬▬ orchestrates advantage l EMOTIONAL COMPOSURE (3) Dramatically expresses feelings and opinions, but not as a tool of persuasion. volatile ▬▬▬ controlled/ un- demonstrative l þ is a match with Success Profile n ▬ l participants score participants self score desired range based on Success ProfilePa ge 8 of 11 Printed augustus 14, 2011Copyright © 2011 The Devine Group. All rights reserved. powered by The Devine Inventory®
  9. 9. HiringPlus Report™ Maurits Horbach Horbach Reinforcement Executive Leadership Devine Inventory® Profile Low Needs High MIDDLE 11 BEHAVIORS (9 of 11 are matches) Marginal Developed Satisfactory Strengths Marginal 0 1 2 3 4 5 6 7 8 9þ INFLUENCE (8) Believes that ideas expressed convincingly, openly and honestly have a good chance of materializing. passive ▬▬▬▬ forces ideas l CLOSURE (3) Works with some degree of determination in pursuit of an objective articulated by higher authority. false start/ vacillates ▬▬▬ non-productive push on others lþ CREATIVENESS (6) Generates new ideas and has a positive attitude toward alternative approaches. unimaginative ▬▬▬ inventive/ impractical lþ DECISIVENESS (6) Strives to make timely decisions without sacrificing standards of evaluation. agonizes ▬▬▬▬ risky/ impulsive l NEGOTIATING (4) Is confident and fair-minded when considering others views in bargaining situations. avoids/ retreats ▬▬▬▬ win at any cost lþ SCHEDULE ORIENTATION (4) Balances various activities well and is able to accommodate last-minute schedule wont commit ▬▬▬ over commits changes. lþ VITALITY (8) Is able to remain alert and full of energy for periods beyond the norm. fatigued ▬▬▬▬ compulsive energy lþ LEARNING (7) Shares information with others and admits when he or she lacks knowledge. resists ▬▬▬ relentless pursuit lþ CONCENTRATION (4) Prepares well for a meaningful examination of the facts while staying focused on objectives. unfocused/ distracted ▬▬▬ tunnel vision/ over focused lþ COMMUNICATIONS (5) Cooperatively participates in discussions to develop needed information. restrictive ▬▬▬▬ talks randomly lþ PRESENTATION STYLE (6) Enjoys sparking the interest of listeners through use of dramatic techniques. stiff ▬▬▬▬ overly dramatic l þ is a match with Success Profile l participants score n participants self score ▬ desired range based on Success ProfilePa ge 9 of 11 Printed augustus 14, 2011Copyright © 2011 The Devine Group. All rights reserved. powered by The Devine Inventory®
  10. 10. HiringPlus Report™ Maurits Horbach Horbach Reinforcement Executive Leadership Devine Inventory® Profile Low Needs HighBOTTOM 11 BEHAVIORS (6 of 11 are matches) Marginal Developed Satisfactory Strengths Marginal 0 1 2 3 4 5 6 7 8 9 AFFILIATION (1) Prefers the freedom to think independently rather than feign bureaucratic responses. entrepreneurial ▬▬▬ loyalty to org. at all cost lþ STRUCTURE (4) Responds positively to administrative/organizational changes and works with others to disorganized ▬▬▬ rigidly organized improve systems. l TASK COMPLETION (3) Understands the importance of follow through. Inclined to ask others to assist in follow-up activities. depends on others ▬▬▬ sets unrealistic standards lþ LISTENING (4) Seems to listen, but is occasionally distracted and misses parts of the message. selectively tunes out ▬▬▬ suspicious/ over attentive lþ MOBILITY (8) Is ready to travel at a moments notice; believes that travel broadens ones outlook on life. stationary ▬▬▬▬ wasted motion/ on-the-go l AUTHORITY RELATIONSHIPS (0) Desires freedom to differ with authority; may challenge direct orders. challenges/ resistant ▬▬▬ blind loyalty lþ EMPATHY (5) Projects sensitivity and a willingness to help others through actions. impersonal ▬ ▬▬ overly sensitive lþ SOCIABILITY (5) Engages in friendly exchanges with others on a recurring basis. choosy/ selective ▬▬▬ contrived friendliness l DETAIL ORIENTATION (1) Pays general attention to technical facts; can pinpoint and disregard unimportant details. disdains details ▬ ▬▬▬ trivial pursuit of details lþ INSTRUCTIVENESS (5) Initiates the transfer of information to others that will benefit from it. withholds/ self-protective ▬▬▬ over shares/ preaches l INTENSITY (3) Speaks deliberately and tries to avoid stressful methods of communicating. laid back ▬▬▬ over stressed lþ is a match with Success Profile l participants score n participants self score ▬ desired range based on Success ProfilePa ge 10 of 11 Printed augustus 14, 2011Copyright © 2011 The Devine Group. All rights reserved. powered by The Devine Inventory®
  11. 11. HiringPlus Report™ Maurits Horbach Horbach Reinforcement Executive Leadership Tailored Behavioral Interview QuestionsThe following are behavioral interview questions designed to further probe the applicants needs development (1,2) or marginal (0, 9) areas. Affiliation (1) Tell me about a time when your job, assignment or goals were changed mid -year. How did you feel about the change? How did you go about that transition? Were there ideas you did not agree with? On some jobs it is necessary to act strictly in accordance with policy. Give me an example when you were expected to act in accordance with policy even when you did not agree with the policy or it was not convenient for you. What did you do? Authority Relationships (0) Tell me about a time when you were given a directive with which you were not in total agreement or was otherwise difficult to implement. Did you say anything to your superiors? Describe times when you have had to differ with authority and directly challenge the orders of management. How did you do this? What happened? Would you describe yourself as more entrepreneurial and free with expression of your ideas? Give me an example. Detail Orientation (1) How do you go about learning what you need to know to get started on a new project or to make important decisions . How do you prioritize your work week? Describe a project where you had to gather and analyze details before moving forward on the assignment? How did you decide which facts and information were important and which were not? What did you do to stay on track?Pa ge 11 of 11 Printed augustus 14, 2011Copyright © 2011 The Devine Group. All rights reserved. powered by The Devine Inventory®

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