Assessment 2016-1

Report designed for
Teri Ford
ProfileXr
Performance Model Comparison
Performance Model: Sales Coordinator Role
Performance Model Date: 06/15/2016
Assessment Taken: 07/12/2016 Printed: 07/11/2016
Axiall
Suite 460
115 Perimeter Center Place
Atlanta, GA 30346
5205 Lake Shore Drive • Waco,TX 76710 • wilcy.com
© 2010 John Wiley & Sons, Inc. All rights reserved.
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Wiley

ProlileXT Teri Ford
Performance Model Comparison Sales Coordinator Role
Introduction
Everyemployable person will match some positionsbetter than other positions.This report provides
information about Teri Ford presented in a manner to help you understand how she matches with this
selected position within your organization.
This report reflects the responses provided by Teri Ford when she completed the ProflleXT assessment.
The result for each characteristic is illustrated on a scale from 1 to 10. The darker area on each scale
represents the best Performance Model for the position. The enlarged segment ofthe scale shows where
Teri scored. If the enlarged segment is dark, Teri is in the Performance model. If it is lighter, she is not.
Information about Teri is reported in these four categories:
• Profile for Thinking Style - Learning Index, Verbal Skill, Verbal Reasoning, Numerical Ability,
and Numeric Reasoning.
Profile for Behavioral Traits - Energy Level, Assertiveness, Sociability, Manageability, Attitude,
Decisiveness, Accommodating, Independence, and Objective Judgment.
Profile for Interests - Enterprising, Financial/Administrative, People Service, Technical,
Mechanical, and Creative.
• The Total Person & Management Considerations - Descriptionof Teri as a person and how to
most effectively maximize her potential.
Note: Additional considerations are displayed when Teri falls outside your Performance Model.
If Teri is beingconsideredfor this position and her results fall outside the Performance Model,you should
printthe companion InterviewGuide for Teri.This Guide providesappropriate interviewquestionsfor
each instance where Teri is outside the model. These interview questions will guide the interviewer in
exploring importantareas where information from the interview will effectively assist the interviewer in
making an informed decision about her placement.
Please consultthe User'sGuide for additional information on usingthese resultswhen working withTeri.
As discussed in the User's Guide for this product, the results from this or any assessment should never
make up more than a third of the final decision in placements.
© 2010 John Wiley& Sons. Inc. All rights reserved | Page I

ProfileXT Teri Ford
Profile for Thinking Style
When viewing the scales on this page and the next, the darker shading represents the Job Performance
Model for the role ofSales Coordinator Role. The larger box indicates the individual's score.
Learning Index _____
" U^^ [4I5 [6[ 7 I8 9 to
An index ofexpected learning, reasoning, and problem solving potential
Verbal Skill
Verbal Reasoning
6
Using words as a basis in reasoning and problem solving.
Numerical Ability
A measure of numeric calculation ability.
Numeric Reasoning
Ameasure ofverbal skill through vocabulary.
9 10
la oo 7 8
Q •<&•i 2|»BBET7
Using numbers as abasis in reasoning and problem solving.
©2010 John Wiley &Sons. inc. All rights reserved | Page 2

• I
ProfileXT
Teri Ford
Sales Coordinator Role
Profile for Behavioral Traits
Energy Level
u a 3 4 f 5 6I7I8] 9 10
Tendency to display endurance and capacity fora fastpace.
Assertiveness
.i * a
Tendency to take charge of people and situations. Leads more than follows
Sociability
3 4 O } 10 t:> 9 10
Tendency to be outgoing, people-oriented, and participate withothers.
Manageability
1 2 3 4{6HGj8]9 10
Tendency to follow policies, accept external controls and supervision, and work within therules.
Attitude
Tendency to havea positive attitude regarding people andoutcomes
Decisiveness
Uses available information to makedecisions quickly.
Accommodating
Tendency to befriendly, cooperative, agreeable. To be a team person.
Independence* ftem TATSJejij s 9
Tendency to be self-reliant, self-directed, to take independent action, andmake own decisions.
iJLlJUUL 8
Objective Judgment
1
2 3 4 [5 16 I 7 18
The ability tothink clearly and beobjective indecision-making.
Distortion forthisassessment is within the acceptable range.
9 Q
'<': 2010John Wiley & Sons. Inc All rights reserved | Page 3

ProlileXT
Teri Ford
Profile for Interests
The Interests section assesses the relative interests between the six interest areas: Enterprising, Financial/
Administrative, People Service, Technical, Mechanical, and Creative. For the Job Match Performance
Model ofSales Coordinator Role, the top three interests, presented in order, are Enterprising, Financial/
Administrative, and People Service. The top three interests for Teri are Financial/Administrative,
Technical, and People Service. Ms. Ford shares two ofthese interest areas: Financial/Administrative and
People Service.
Top Interests for Teri Ford
Financial/Administrative
Indicates interest in activities
such as organizing information or
business procedures.
Technical
Indicates interest in scientific
activities, technical data, and
research.
People Service
Indicates interest in activities such
as helping people and promoting
the welfare of others.
%
Q= Match
*t
Top Interests for this
Performance Model
Enterprising
Indicates interest in activities
associated with persuading others,
sales, and presenting ideas.
Financial/Administrative
^fc PeopleService
© 201(1 JohnWiley & Sons.Inc Allrights reserved. | Page 4

ProfileXT Teri Ford
The Total Person
This part ofthe report discusses the results for Teri Ford on each ofthe scales in all three sections. The
Behavioral and Management Considerations for each scale relate to her scores without reference to the
SalesCoordinator Role model. If her score falls outside the model for a particularscale, Additional
Considerations will be listed as suggestions to helpTeri Ford adapt her behavior to betterfit thejob.
Learning Index
An index of expected learning, reasoning, and problem solving potential.
O. •*. - ft2 3 14 f 5 161718 9110
Behavioral Considerations
Ms. Ford is an effective learner in most situations.
Her assimilation of newinformation will bebetter than most individuals inthegeneral
population.
• Teri generally learns new information best by applyingit.
. Ms. Ford handles fairly complextasks with relative efficiency.
Management Considerations
Require consistent performance by Ms. Ford in order to avoid boredom onherpart. Teri will
respond bestto challenges in both thetraining anddailywork experiences.
While capable of meeting thechallenge ofadvanced training, Ms. Ford may become frustrated
during the more fundamental portions. Create enthusiasm during these phases by directing as
much responsibility to participate as is possible.
Ms. Ford acquires and understands general information, butmay find highly complex data or
instruction challenging. Her ability toconceptualize and utilize ideas put forth in training is
high average, but not significantly beyond the norm.
• During fundamental training, usecreativeparticipation to maintain her motivation, whichshe
may lose if not particularly challenged.
© 2010JohnWiley & Sons. Inc All rights reserved. | Page 5

ProfileXT
Verbal Reasoning
Using words as a basis in reasoning and problem solving.
I1 2 3 r4T5l 6 ]7] 8 9 10
Teri Ford
• Ms. Ford is proficient in the use of words and language.
• Teriwould not be expectedto have any difficulty in effectivelycommunicatingthoughtsand
ideas to others.
. Shedemonstratesadequate and, in some areas, good verbal reasoning ability; certain areas and
complexities will need training.
• Ms. Ford willtypically assimilate information as wellas mostpeople inthe general population.
. Proficient inverbal reasoning, Ms. Ford willwork bestwhen herverbal acumen is putto use.
Depending on the audience, Ms. Ford may become frustrated bythe attempts of others
to understand her somewhatcomplex verbal information. Provide your advice in how to
communicate ideas in a manner consistent with the verbal level of others with whom she
interacts.
. Whilecapable of processingverbal information and makingdecisions based on that
information, beaware of anyfrustration Teri may experience when communicating with others
ofdifferent ability levels. Coach heronappropriate techniques thatcanfacilitate understanding
by others.
• If sheexperiences frustration in expressing ideas to others, suggest that she say it in
plain English or make hermeaning more clear. Provide training as needed inadaptive
communication.
© 2010 John Wiley& Sons. Inc. All rights reserved. | Page 7

ProfileXT Teri Ford
Performance Model Comparison SalesCoordinator Role
Numerical Ability
A measure of numeric calculation ability.
1 2 3
&.Q.&. 8 9 1°
• Ms. Ford hasa sound understanding of basic mathematical processes and is ableto mentally
figure some numeric combinations.
Ms. Fordcan generally be expectedto accurately perform job-related numerical calculations.
. Teri shows strong potential for developing existing skills with numbers.
• She should be competent working with numerical data.
• Highly proficient in numerical calculation, Ms. Ford should haveno difficulty in herduties; but
observe the potential for downward trends in motivation, if she requiresa challenge in this area.
• When Ms. Ford is under stress it may benecessary to observe herpatience with peers who have
a lower numerical ability level.
• Shemay express frustration with those who arenotas proficient with numerical data. Pay
attention to herfeelings, butrelate thenecessity of being diligent andunderstanding of others.
• Sheis proficient incalculating complex figures. However, Teri mayrequire instruction
on efficiently communicating clearmeaning to thosewith less of a graspof thiskindof
information.
Additional Considerations
On the Numerical Ability scale Ms. Ford isabove thedesignated Performance Model for this position.
This suggests that hercomputation ofdata ismore proficient than the position typically requires and
that she may not be sufficiently challenged to maintain her interest and/or level of motivation.
© 2010 John Wiley& Sons. Ine All rights reserved | Page8

ProfileXT Teri Ford
Verbal Skill
A measure of verbal skill through vocabulary.
• Herunderstanding of verbal communication shouldbe sharpand on target.
Ms. Ford excels in a job that requiresstrong vocabulary skills in order to make correct
decisions.
• Ms. Ford is able to use a diverse vocabulary.
• Teri iscapable of precise vocabulary usage evenunder the pressure of stricttimeconstraints.
• While capable of assimilating most verbal information well, provide Teri with feedback
concerning her ability to make that infonnation understandable to workers of all verbal skill
levels.
Although capable ofexpressing herselfwith an advanced vocabulary, suggest actively listening
to othersso that she maycommunicate at the appropriate level.
Ifshe appears frustrated with the level ofverbal ability ofthe majority ofher peers, encourage
a more facilitative attitude that adapts to the needs of others.
. Ms. Ford has a high level ofverbal skills. Monitor her performance in this area, giving
feedback and examples of adaptive communication styles thatspeak to the level of others.
On the Verbal Skill scale Ms. Ford isabove the designated Performance Model for this position.
This suggests that her command ofvocabulary is greater than the position typically requires and that
shemay experience frustration when communicating withco-workers. Discussions with her should
explore the possibility the position may notbesufficiently challenging to maintain her interest and/or
level of performance.
© 2010John Wiley& Sons. Inc. All rightsreserved. | Paye6

ProfileXT Teri Ford
Numeric Reasoning
Using numbers as a basis in reasoning and problem solving.
3L"I5I6I71» 9;io
• Teri grasps numerical concepts readily.
. She completes numerical problems with greater success than thegeneral population.
Ms. Ford works well withnumbers and numerical concepts.
Ms. Forddemonstrates a relatively strongabilityto solve problems of a numerical nature.
Teri isadept atseeing the relationship between numerical data and decision making. She may
however, require extra challenges if not provided by thejob to avoid a lossof motivation.
. Toavoid miscommunications whenTeri is expressing numerical information, coachher on
proper communication techniques thatemphasize a common level of expression as needed.
• Ms. Ford ismore proficient inprocessing numerical information than most people. She may
experience frustration if notsufficiently challenged, and maybe willing to takeon extra duties
that allow her to practice this skill.
Ms. Ford is capable ofassimilating data to make decisions, butmay occasionally befrustrated
by a lack ofchallenge inthis area. Address frustrations and provide ways to challenge her
abilities.
'< 2010 John Wiley & Sons. Ine. All rights reserved | Page <J

ProfileXT Teri Ford
Energy Level
Tendency to display endurance and capacity fora fast pace.
1 2 3 4f5 ,6I7T8] 9 10
Ms. Fordtypicallyacts with a senseof urgency under routineconditions.
She ismoderately energetic; herwork pace will show few peaks and valleys.
. Ms. Ford is capableof takingaction in a timely manner.
• Ms. Ford generally focuses on timely results.
When the workload reaches extremes, you may notice an increase in her stress.Coachher on
effective stress management techniques and provide occasional rewards for efficient and timely
results.
• Teri demonstrates somewhat low motivational intensity. Provide a structured environment in
which towork and maintain short-term goals. Help her monitor her effectiveness during long-
term projects.
Ms. Ford may occasionally appear less motivated when the hours of work increase due to
deadlines and thedemands of production. Keep open communication and listen to herneeds,
providing opportunities, when possible, for her togather herreserves. Congratulate her efforts
to stay focused.
Reward her extra efforts often atfirst, eventually increasing the time between pats on the back.
If her motivationor productivitydrops, maintainrewardsat a constant rate until she is back on
track.
C2010 JohnWiley &Sons, Inc. All rights reserved | Page 10

ProfileXT
Assertiveness
Tendency to take charge of people and situations. Leads more than follows.
1 2 3 4
looo 9 10
Teri Ford
• She typically uses direct statementsand seems to enjoy the opportunity to lead others.
. Teri can be a moderately assertive leader who gets results.
> Ms. Ford is willing to be assertive, to be more of a leader than a follower.
. Ms. Ford is motivated by situations in which she is held accountable for results.
• When she feels stronglyaboutan issue, Ms. Fordmay attemptto persuade others in an
authoritarian manner. When engaging incooperative team efforts, lay out the appropriate
ground rules and state clearly how each member may contribute to the team without undue
challenge.
. In most cases, she will contribute well in team discussions, but identify occasions in which
she may dominatethe group. Providea modelof appropriategroup dynamics and guide her
through effective interpersonal communications.
• If necessary, a training course that focuses on managingher assertiveness may provideTeri
withthe skills neededto negotiate moreeasily in high stresssituations. Continuing feedback on
her levelof performance will guideher through the trainingprocess.
• Give Ms. Ford the opportunity to participate in open discussions with the team. Provide
positivefeedback concerning her ability to engage in active listeningwhile providingdirection
that eliminates confrontational attitudes. Encourage language that focuses on the ideas of the
discussion, not the people who provide those ideas.
g 2010 John Wiley& Sons, Inc. All rights reserved. | Page 11

ProfileXT Teri Ford
Sociability
Tendency to be outgoing, people-oriented, and participate with others.
1 2 34 I5T6T7X8 J 9 10
Ms. Ford isonlymoderately motivated byassignments that require interpersonal contact with
people.
Shemay not alwaysenjoy workthat requires contactwiththe public.
Hersociability is only moderately compatible with establishing a networkof contacts.
Ms. Ford prefers directandto the pointcommunication and mayavoid spending timeon small
talk and social amenities.
. Asa wayto develop her interpersonal skills, invite Teri to as many group discussions as
possible. Maintain a casual demeanor with her, asappropriate, to model theculture ofyour
organization.
In her interactions withteam members, Teri may be hesitanton occasionto communicate her
perspective. If needed, encourage participation and make a point of initiating herinvolvement if
necessary. Astime passes, sheshould become more comfortable with the group and provide her
fair share of input.
Ifyou need to develop herability to interact with the group, engage Teri incasual conversation.
Breaking down walls of interpersonal distance between her and others may encourage better
participation.
On occasion, Ms. Ford may appear distant with thegroup. Ifnecessary, support herefforts to
interact with others and maintain consistency withyourrewards.
Ms. Ford achieved a Sociability scorethat isoutsidethe designated profilefor this Performance
Model. This suggests that herorientation for working within a team isdifferent than theposition
typically requires butthat shemay beable to perform well with adequate training. Discussions with
hershould determine herpotential fortraining and willingness to adapt to thework environment of
this position.
C 2010John Wile & Sons, Inc.All rightsreserved | Page 12

ProfileXT
Teri Ford
Manageability
Tendency to follow policies, accept externalcontrols and supervision, and work within the rules.
1 2 3 4[sje 8 ]9 10
Her respect for authority typically drives her tofollow rules and abide by policies.
She is generally accepting of organizational constraints and restrictions.
• Teri readily accepts authority and rules with a cooperative and friendly interpersonal style.
Ms. Ford is highly cooperative, agreeable and quite willing toaccept supervision and external
controls.
Teri may experience frustration ifrequired to work in an unstructured environment. Encourage
her to maintain open communication withyou or other team membersin order to fosterher
flexibility.
Ifitbecomes necessary to encourage Teri todevelop creative ways tosolve problems and
complete tasks, assign projects that require her to work outside ofprocedural norms. She may
be uncomfortable in unstructured environments and you must foster a willingness towork
outside the box. Provide positive feedback for herefforts todevelop herconfidence in this area.
. Teri may expect her supervisors toprovide clearly stated guidelines for herbehavior and task
management. Ifnecessary, encourage creativity and flexibility, possibly assigning her toaco
worker who shows more self-reliance.
Ms. Ford demonstrates a preference for procedural methods and following strict policies.
Should amore flexible approach be required, encourage itby assigning projects that rely on
initiative and creativeproblem solving.
8 2010John Wiley & Sons,Inc. All lightsreserved. | Page 1-3

ProfileXT
Attitude
Tendency to have a positive attitude regarding people and outcomes.
l!l 7 8 10
Teri Ford
• Teri has positive expectations for the outcomeof problemsand difficult situations.
She is usually enthusiastic aboutrisk, changeand unexpected challenges.
« Ms. Ford demonstrates a positive attitude regarding changes in policies and guidelines.
Ms. Ford has a tendency to trust most people.
Teri appears to havea higher thanaverage optimism concerning the motivations of others.
Training inmore prudent estimations of themotivations of others may enhance herquality of
work if she becomes too trusting.
. Teri may exhibit anoverly optimistic expectation about the results of some projects. This can
allow unforeseen mistakes to occur. Training inevaluative reasoning mayprovide her with the
abilityto usejudgment to forecast potentialhazards appropriately.
. Having a generally optimistic regardfor the motivations of others,Ms. Ford may not accurately
appraise people's motives, especially if she is actively negotiating with someone. If this
becomes an issue, encourage discerning evaluative skills sothat she may approach dealings
with others with more prudence and confidence.
Ms. Ford may appear overly optimistic or naive about the motivations of others which may
be a liability in some situations. If it becomes necessary to developa more realistic attitude,
encourageher to observe her more successful co-workersand offer an opportunity to discuss
the differences with you.
C 2010John Wiley& Sons. Inc.All rights reserved. | Page14

ProfileXT Teri Ford
Performance Model Comparison Sales CoordinatorRole
Decisiveness
Uses available information to make decisions quickly.
OQu t* 8 9 10
L.,
• Ms. Ford iscapable of responding to critical situations and solving problems ina timely
manner.
• Teri stands firm on most decisions and is not inclined to back down once a decision is made.
• She is not inclined to delay important decisions.
Ms. Ford is typicallydecisive and inclined to act. Shecan be effective in positions which
require timely results.
If more timely decisions are required, build her willingness to take action by example of your
own capacity to act with a sense of urgency, even when under stress.
. Should herrelatively low decisiveness level become an issue, provide training inrisk
management as well as howto handle stress. This should help Ms. Ford make moretimely
decisions under pressure.
IfTeri needs to make quicker decisions, remind herthatwe have to take risks when timely
decisions arerequired. Build this riskacceptance by providing low risksituations, then building
the potential for risk as she adapts.
When under stress, Ms. Ford may tend to make decisions slowly. Ifthiscauses problems,
emphasize the importance of deadlines and making decisions without extended analysis.
C 2010 John Wiley & Sons, Inc. All rights reserved. | Page 15

ProfileXT Teri Ford
Accommodating
Tendency to be friendly, cooperative, agreeable. To be a team person.
1 2 3 E4t5l6T7 R 9 10
Ms. Ford is quick to accommodate others to avoid interpersonal conflict.
She is highly motivated by an informal, positive and relaxed work environment.
• Teri tends to minimize serious problems and negative information. She will seek solutions
which are acceptable to everyone.
• Ms. Ford is committed to reducing conflict and establishing cooperation. She is comfortable
working as part of a team and sharing ideas and information.
. Teri wishes to please others and may be frustrated by a less accommodating environment.
Ifthis becomes an issue, demonstrate the advantages of individual thinking, to help her
understand that the willingness to challenge the ideas of others can be an important part of
reaching team goals.
. She may not respond well to an aggressive style of leadership. Training that educates her to
stand up for her ideas may enhance her motivation to achieve individual success.
Her cooperative style may result in poor output if she goes along just to get along. If this
becomes an issue, instill a competitive climate that rewards individual success, while remaining
sensitive to her needs for a sense of belonging in the department.
• If it becomes necessary to confront her apparent hesitance to challenge the ideas of coworkers,
reward her efforts to act aggressively. Publicly recognize her improvements when she stands up
for her unique ideas or solutions.
On the Accommodating scale Ms. Ford is above the designated Performance Model for this position.
This suggests that her willingness to productively challenge the opinions of others is less than the
position typically requires and that this could cause a problem. Discussions with her should explore
the possibility the position may require a more direct style than is usual for her.
: 20I0 John Wiley &. Sons, Inc. All lights reserved. | Page 16

ProfileXT
Teri Ford
Independence
Tendency to be self-reliant, self-directed, to take independent action, and make own decisions.
oaaa 8 9 10
• She generally prefers to follow established procedures.
Teriis usually satisfied with the status quo. She is comfortableworking within the system.
• Ms. Ford is willingto function in a coordinated,interrelated way, participating in group
decision making.
Ms. Ford is comfortable with the normal restraints of organizational life.
• If it becomesnecessaryto counter her tendency to follow predictable patterns, providea
less structuredwork environmentfollowed with support and feedback so as to foster greater
independence.
• Theremay be a tendency for Teri to hesitate whenmore resourceful action is required. Training
in creative problem solving will allow her to perform in a more productive manner.
Teri appreciatesthe structure of regular proceduresand close supervision. To improveself-
reliance, if desired, encourage her to create her own procedures for getting thejob done.
• Under the pressure of deadlines or other stresses, Ms. Ford may seek out your guidance.
Provide moderate supervision, but encourage self-reliance when appropriate. Possible
responses may include offering your attention only after some effort is made by her to make her
own decisions.
s: 2010 John Wiley & Sons, Inc. All rights reserved. | Page 17

ProfileXT Teri Ford
Objective Judgment
The ability to think clearly and be objective indecision-making.
1234 i?JL6X7.M?i 9 10
•
•
Teri has a tendency totakean objective view and to adjust judgment as needed to reach
accurate conclusions.
Herjudgment anddecisions usually indicate consistent andthoughtful consideration of the
information available.
She ishighly inclined tomake considered judgments, applying experience tocurrent problems
and situations.
Ms.Ford typicallyshowssoundjudgment underpressure.
• Coach Ms. Ford ontechniques ofgathering useful information from others, assimilating this
information holistically and making a decision based onheroverall impressions.
Coach heron how to gather information of a subjective nature, like the opinions of team
members and subordinates, in order tomake decisions that require more intuition on her part.
Teri may benefit from opportunities tomake decisions based more on intuition. Begin with low
risk decisions and allow time for herto gain more confidence ina holistic approach todecision
making.
Ms. Ford hasa tendency to rely heavily onobjective data when making decisions. She needs
practice and guidance in using a more intuitive approach. Ifneeded, focus training on looking
at information ina holistic and general way, emphasizing a more personal approach to decision
making.
OntheJudgment scale Ms. Ford isabove the designated Performance Model forthis position. This
suggests thatherdecision-making process involves less of a perspective for the "bigpicture" thanthe
position typically requires. Discussions withhershould explore the possibility thatthe position could
be somewhat frustrating for her.
Q 20I0 John Wiley & Sons, Inc. All rightsreserved. | Page 18

ProfileXT Teri Ford
Interests
The Interests section assesses the relative interests between the six interest areas. The
top three interests for Teri and the Performance Model are presented below in ranked
order. The interests shared by both are circled.
*
Top Interests for Teri Ford Performance Model
Financial/Administrative %^ Enterprising
Indicates interest in activities such as Indicates interest in activities
organizing information or business associated withpersuading others,
procedures. sales, and presenting ideas.
Technical ^ Financial/Administrative
Indicates interest in scientific
activities, technical data, and
research.
($£) People Service
^*—^ Tnrlirat**c int^t-Act inIndicates interest in activities such
as helping people and promoting the
welfare of others.
^) People Service
0= Match
Her interests are focused in the administrative andtechnical aspectsof work. She demonstrates an interest
intheFinancial, People Service and Technical themes. Thispattern isconsistent withpeople who like to
work in a fairly structured setting, especially in which there is a definable chain of command and there
aretypical office practices to be dealt with. The preferred workenvironment is usuallydefinedby a focus
on interpersonal dynamics and helping clients, especially with technical information from a consultative/
expert point ofview.
With Financial/Administrative as her primary area of interest, Ms. Ford is likelyto seek out activities that
involve organizing or otherwise dealing withbudgets, information and/orsupplies. Herprimary focus and
source of motivation is in classifying and managing information.
Secondly, she is motivated by the Technical aspects of ajob. Working with data and drawingconclusions
from them helps her maintain a positive levelof motivation on thejob.
Finally, her interest in PeopleServiceactivities rounds out her profile. This may not be the central focus of
her interests, but these activities are likelyto enhancethe work experience nonetheless.
S 2010 John Wiley StSons, Inc. All rights reserved. | Page 19

ProfileXT
Summary Graph
Learning Index
Verbal Skill
Verbal Reasoning
Numerical Ability
Numeric Reasoning
Energy Level
Assertiveness
Sociability
Manageability
Attitude
Decisiveness
Accommodating
Independence
Objective Judgment
Overall Job Match - 82%
1 2 3[4Xl)E08 9 10
1 2 3 [4XFI6T7] 8 9 10
1 2 3 [4 £5 F6 J7j 8 9 10
' ^T5!6!7! 8 9 10
0 & $
3 4 rj>| 6 [718 j 9 10
1 234 3BEB*-
1 2 3 4EX6E08 10
1 2 3Ci[5}iIl] 8 9 10
2 3 lULLLJlL 8 9 10
2 3 4 fsTt^l
8 9 1
3
9J3
Top Interests
for Teri Ford
Performance Model
Financial/Administrative %^ Enterprising
^, Technical Ous) Financial/Administrative
*3>) PeoPle Service f$£ People Service
O" Match
Teri Ford
Thinking Style
80% Match
Behavioral Traits
89% Match
Distortion for this
assessment is within
the acceptable range.
Interests
72% Match
Printed: 07/11/2016 © 2010 John Wiley& Sons. Inc. All rights reserved. | Page 1

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