Sriharsha Hoysala Report Peak Performer

Summary for Sriharsha Hoysala

• The responses indicate that this person was motivated and attentive while taking the assessment, as
well as being interested in making a favorable impression.

• Sriharsha Hoysala's overall pattern reveals higher levels of task orientation, higher levels of social
maintenance and higher levels of cognitive ability. This profile is of a Peak Performer.

The Eight Possible "Worker Type" Profiles

Task Orientation Social Maintenance Cognitive Ability
Novice Low Low Low
Thinker Low Low High
Facilitator Low High Low
Soldier High Low Low
Motivator High High Low
Researcher High Low High
Visionary Low High High
Peak Performer High High High

• This profile suggests a strong capability to quickly learn and master the technical aspects of the
position. The respondent also appears well-suited to navigate varied social situations and environments.
In addition to having a strong propensity to fulfill customers’ needs and expectations, the respondent is
expected to adjust well to your company culture and to foster collaborative relationships with peers and
supervisors. Individuals like this focus on team work, inspiring others when needed, and are strong on
accomplishing tasks associated with analysis, planning, organizing, and developing innovations and
strategies.

Merits follow-up
Subscales: Sriharsha Hoysala

100

90

80

70

60

50
LD CR GP SE SD EA SH CL SO PS
82 90 78 80 79 77 77 82 84 74

LD = Leadership, CR = Creativity, GP = Group Process, SE = Self-Efficacy, SD = Sensitivity to Diversity
EA = Ethical Awareness, SH = Sense of Humor, CL = Company Loyalty, SO = Service Orientation, PS = Problem Solving

IMPORTANT: The 2020 Skills (TM) test is designed to be a guide to assist in the HR screening, selection and training process. All 2020 Skills (TM) reports should not be used in isolation, but
always in conjunction with both an interview and a process whereby a person’s experience, education, qualifications, competence and trainability can accurately be assessed in a larger context.

Sriharsha Hoysala - 2

1. Leadership (Score = 82 out of 100, SE = 4.4)
As the following Action-Map(TM) illustrates, Leadership refers to a set of attitudes and
behaviors that reflect a capacity to embrace company vision, formulate actions and
goals to further the vision, and an ability to articulate this vision so that others are
inspired to follow. Relative to most test takers, Sriharsha Hoysala's score of 82 is
considered to be MODERATELY HIGH.
100
-- - BASE LINE + ++

Score
Tracks and documents all mistakes

90
Has natural leadership abilities

82
Motivates others to exceed expectations
80

Inspires others to succeed

Communicates other's strengths
70

Fosters critical thinking in others

Establishes accountability in others
60
- Identifies critical issues

Thrives in leadership positions

50

Makes self accessible to the team

40

Note 1: The symbols -- and ++ denote strong deviations
Note 2: The symbols - and + denote potential deviations
Note 3: Each item measures a range of about 20 points
-- - BASE LINE + ++

Color legend: Mastered already Primary training goals Advanced training goals

Moderately high scorers are generally good at thinking strategically and identifying
interrelationships among areas so that they can predict what consequences one action
or decision might have on other dimensions of the situation. They have a clear vision of
where the team is headed and generally articulate their vision so others are inspired by
it. Their effectiveness comes from action orientation, goal setting, task delegation and
working toward the achievement of their plans. They can make wise decisions, since
they are open to input from experts in order to collect, analyze and interpret
information. They move others to action through commitment, passion and their
professional manner and positive attitude.



Leadership: Suggested Follow-up Issues for Interviewing, Training / Coaching

1. The respondent had a somewhat weaker than expected response to 'IDENTIFIES CRITICAL
ISSUES.' This could reflect hidden weaknesses such as: poor critical thinker; poor attention to
detail; poor sense of strategy; laziness; failure to take appropriate or necessary risks; poor
knowledge of assumptions behind policies/procedures/practices. Or, it could indicate: concern
for careful planning and outcomes evaluation; respect and adherence to established best
practices/policies/procedures.

To help clarify these issues, consider posing the following questions to the respondent or
his/her professional references:
- How can companies best stay innovative and 'ahead of the curve'?
- Who should develop the policies, procedures, and best practices at an organization?
Explain
- Are you better at generating ideas or finding the flaws and limitations in the ideas of
others?



2. Creativity (Score = 90 out of 100, SE = 6.0)
As the following Action-Map(TM) illustrates, Creativity refers to mental processes that
involve the generation of new and appropriate ideas or concepts, or innovative
associations or integrations between existing ideas or concepts. Relative to most test
takers, Sriharsha Hoysala's score of 90 is considered to be VERY HIGH.

100
-- - BASE LINE + ++

Score
Strives for innovation

90 - 90 Initiates new perspectives

Independent, innovative problem solving

*Effective at multi-tasking
80

Asserts knowledge and own status

Perceives innovative patterns

70
Contemplates bigger picture

Deals effectively with change

60

Tackles difficult challenges

50

Improves established policies and procedures

40

-- - BASE LINE + ++


High scorers are effective synthesizers, integrators and analyzers of information.
Drawing on a high level of energy and fluency of ideas, these individuals are effective
and efficient at problem-finding and problem-solving. They exploit new frames of
reference and generate unique but useful ideas. Thus, these individuals often make a
wide range of contributions to the organization by constantly seeking and developing
innovative solutions to improve situations. A major advantage of creatives is their
propensity to embrace change and take risks. They search out opportunities and are
playful with ideas. High scorers also value and inspire creativity in others. They
encourage free expression of ideas and are willing to take the time necessary to pursue
creative efforts.



Creativity: Suggested Follow-up Issues for Interviewing, Training / Coaching

1. The respondent had a somewhat weaker than expected response to 'INITIATES NEW
PERSPECTIVES.' This could reflect hidden weaknesses such as: easily intimidated; does not
champion causes or new ideas; does not defend workers; afraid to offend higher authority with
new ideas or practices; fear of failure; not risk taking. Or, it could indicate: respect for
established policies/procedures/practices; care and thought in word and deed; contemplative;
realistic outlook.

- Describe the relationship you have with coworkers vs. higher authorities?
- Which do you like more at work – seeing the results of your efforts or receiving the
credit?
- How often should policies and procedures be evaluated and revised?



3. Group Process (Score = 78 out of 100, SE = 4.5)
As the following Action-Map(TM) illustrates, Group Process refers to a set of attitudes
and behaviors that foster a collaborative work environment characterized by high
morale and employee commitment to tasks and goals. Relative to most test takers,
Sriharsha Hoysala's score of 78 is considered to be MODERATELY HIGH.

100
-- - BASE LINE + ++

Score
Promotes professional growth in others

90
Encourages group development

Confronts conflict effectively

80
78 Effectively communicates company mission

Values insights from coworkers

70
Keeps others focused on goals

Encourages group participation

60
Sets realistic goals and timelines

- Sets clear roles and responsibilities

50

Fosters effective group communication

40

-- - BASE LINE + ++


Moderately high scorers generally possess a collaborative, win-win orientation that
incorporates openness, honesty, assertiveness and cooperation among group
members and their management teams. Energized by teamwork, a clear direction and
interaction with others, these individuals strive to create a structure in which group
members feel part of open and productive, decision making processes. They enjoy
sharing ideas as well as value training and coaching resources. Moreover, they expect
that others will find these activities beneficial as well. High scorers are also likely to be
interpersonally skilled and good self-monitors and encourage these behaviors in others.
They are socially sensitive individuals who tend toward extroversion and good
Emotional IQ.



Group Process: Suggested Follow-up Issues for Interviewing, Training / Coaching

1. The respondent had a somewhat weaker than expected response to 'SETS CLEAR ROLES
AND RESPONSIBILITIES.' This could reflect hidden weaknesses such as: poor prioritizer;
poor communicator; poor evaluator of others’ abilities and interests; poor evaluator of project
needs. Or, it could indicate: tolerance of ambiguity; concern for cross-training among workers;
concern for workers to police and organize themselves; concern for collaboration,
communication, and innovation; concern for personal and professional growth.

- What is the value of job descriptions? Do you agree/disagree that job descriptions are
purposeful and specific?
- Would your references or coworkers say that you tend to give job feedback frequently
and informally or more formally on a periodic basis?
- In your experience, are rewards best given to employees who take reasonable risks to
make improvements or to employees who fit in and maintain the status quo?



4. Self Efficacy (Score = 80 out of 100, SE = 4.3)
As the following Action-Map(TM) illustrates, Self-efficacy refers to attitudes and
behaviors that form the foundation of self-motivation, self-esteem and emotional
intelligence which lead to personal confidence and competence across interpersonal
and business situations. Relative to most test takers, Sriharsha Hoysala's score of 80 is
considered to be MODERATELY HIGH.
100
-- - BASE LINE + ++

Score
Values friendships and associations

90
- *Healthy self-esteem

+ Values role models
80 80

*Influences others effectively

+ Optimistic view of own competence
70

Finds personal growth in work

Feels motivated at work
60

- Tolerates changes in business conditions

Adapts to new circumstances
50

-- Empathizes with coworkers

40

-- - BASE LINE + ++


Team members and customers experience moderately high scorers as generally
empowered – the combination of good self esteem and personal competence, ample
Emotional IQ, appropriate decisiveness and a realistic view of self and a good idea of
what is expected in their position. These individuals are primarily self-directed, and
appreciate independence and workplace autonomy. They do not depend upon constant
recognition from others in order to feel good about their job performance. Instead, they
believe in their overall ability to handle their job requirements under a wide range of
conditions and accept new and challenging tasks. These individuals often make good
mentors.



Self Efficacy: Suggested Follow-up Issues for Interviewing, Training / Coaching

1. The respondent had a weaker than expected response to 'EMPATHIZES WITH
COWORKERS.' This could reflect hidden weaknesses such as: low EIQ; task oriented to the
exclusion of group maintenance; does not take time to get to know workers; socially detached.
Or, it could indicate: emphasis on task orientation; belief in healthy personal boundaries at
work; concern with perceived and actual fairness and equity.

- For you, are things black or white or do you feel there are shades of gray?
- Would you say that work productivity and quality suffers when coworkers interact with
each at work?
- If you are sure you are right about something, do you waste time listening to other
people’s arguments?
2. The respondent had a somewhat stronger than expected response to 'VALUES ROLE
MODELS.' This could reflect hidden weaknesses such as: weak concern for individuality;
unrealistic or unbalanced view of others. Or, it could indicate: openness to experience and
self-growth; a striving for excellence; recognizes value in role models or mentors; feels deep
attachment to important others.

- Do you currently have at least one professional mentor or role model? Why or why
not?
- Why or why not is it a good idea for workers to study the behaviors of those they
consider successful in the business world?
- Is it more typical of you to have many acquaintances or only a few close friends?
3. The respondent had a somewhat weaker than expected response to '*HEALTHY SELF-
ESTEEM.' This could reflect hidden weaknesses such as: unconfident; poor self-esteem; not
striving for peak performance; negative thinker; perfectionist. Or, it could indicate: realistic view
of self; urge for self improvement; openness to criticism and self reflection.

- Do your positive qualities outweigh your faults? Why or why not?
- How do you personally define success?
- Do you ever feel guilty when you do not meet the expectations of your family, friends
or coworkers? Explain



5. Sensitivity to Diversity (Score = 79 out of 100, SE = 7.1)
As the following Action-Map(TM) illustrates, Sensitivity to Diversity refers to a set of
attitudes and behaviors that showcase an understanding, acceptance and ability to
thrive in the culturally diverse nature of today’s workforces and business environments.
Relative to most test takers, Sriharsha Hoysala's score of 79 is considered to be
MODERATELY HIGH.
100
-- - BASE LINE + ++

Score
- *Recognizes important differences among people
- *Accepts others expression of individuality
90

80 79

+ Does not judge other cultures

70
Expects cultural differences at work
+ Rejects stereotypes
Takes time to get to know others
+ Considerate of others' comfort levels

60

-- Easily sympathizes with others

Comfortable working with disabled individuals
50

40 Interested in other cultures and ethnicities

-- - BASE LINE + ++


Moderately high scorers are generally sensitive to individual differences. They tend
neither to be overly judgmental, nor to make gross generalizations about others’
motives and behavior. Rather, they are typically open to new experiences and are able
to view situations from multiple perspectives. These individuals can recognize and
value different cultural and individual perspectives. These tendencies enable them to
work well with diverse teams and bring the resources of the company to bear on
important organizational issues. They may not always be perceived as having empathy
in all situations, as they balance the need to recognize and respond to individual
differences with other organizational concerns. But, they exhibit empathy with
coworkers and customers when needed.



Sensitivity to Diversity: Suggested Follow-up Issues for Interviewing, Training / Coaching

1. The respondent had a weaker than expected response to 'EASILY SYMPATHIZES WITH
OTHERS.' This could reflect hidden weaknesses such as: rudeness, unfeeling and uncaring;
closed to experience; detached due to poor degree of experience with others; low EIQ; self-
absorbed and selfish. Or, it could indicate: emphasis on efficiency and objectivity over
sentiment; striving for fairness; concern for legalities and protecting the company; ability to set
limits and say 'no' to others.

- In most situations, is it not fair to say that a company should do what is in the best
business interests of that company?
- What goes through your mind when you have to set limits or tell workers or customers
'no'?
- From your experience, is it possible to over-sympathize with a worker or customer?
Explain
2. The respondent had a somewhat stronger than expected response to 'DOES NOT JUDGE
OTHER CULTURES.' This could reflect hidden weaknesses such as: ignorance of world
cultures and politics; focus on superficialities of world cultures and politics; political posturing;
being perceived as disingenuous. Or, it could indicate: concern for being educated about
details using diverse sources; maintains broad perspectives; not prone to stereotyping; 'big
picture' thinker; modesty.

- Is it appropriate that service industry professionals should be knowledgeable about
events happening outside their country? Why or why not?
- Would your references say that you almost always respect sincere points of view that
are different from your own?
- How do you learn about current events in your own country and abroad?
3. The respondent had a somewhat stronger than expected response to 'REJECTS
STEREOTYPES.' This could reflect hidden weaknesses such as: ignorance of common
knowledge or beliefs; unrealistic idealism; preoccupation with political correctness; fear of
expressing minority opinions. Or, it could indicate: non-judgmental attitude; tendency to act
only on good evidence; not influenced by common beliefs; does not risk offending others; not
presumptuous; concern for company legalities; openness to experience.

- Would your references say that you have the courage to defend your beliefs, even
unpopular beliefs, regardless of your critics and detractors? Provide an example
- Assume that you are confronted with a complex problem at work. Describe any
strategies you use for collecting information that will help you redefine the nature of the



problem?
- What types of questions are not permissible to ask a candidate during an interview?
Where did you learn about these?



6. Ethical Awareness (Score = 77 out of 100, SE = 5.0)
As the following Action-Map(TM) illustrates, Ethical Awareness refers to a set of
attitudes and behaviors that reflect a public expression of integrity and a consistently
held set of guiding principles. Relative to most test takers, Sriharsha Hoysala's score of
77 is considered to be MODERATELY HIGH.

100
-- - BASE LINE + ++

Score
*Consistently respects rules

90
- *Has core set of morals

*Believes ends do not justify the means

80

77
+ *Does not try to find exceptions to rules

70

*Does not exploit others' mistakes

-- Admits own faults
60 Values ethics over favoritism

Acts according to conscience

Integrates personal and professional values
50

Keeps promises
40

-- - BASE LINE + ++


Moderately high scorers consider the ethical dimensions of a situation, although issues
of equity or organizational justice may not always be their top priority. These individuals
have consistent guiding principles for personal and professional behavior, and their
previous work experience frequently has sensitized them to issues of fairness and
equity. These individuals tend to focus on processes as well as outcomes. It can be
expected that they have reasonable experience with issues of maintaining morale in
complex organizations. Establishing and maintaining a reputation for dependability is
important to these individuals. As a result, this group tends to be respected and
influential.



Ethical Awareness: Suggested Follow-up Issues for Interviewing, Training / Coaching

1. The respondent had a weaker than expected response to 'ADMITS OWN FAULTS.' This could
reflect hidden weaknesses such as: low self-esteem and personal competence; reserved;
overly private; socially isolated; untalented. Or, it could indicate: non self-serving; attempt to
maintain a positive image; concern with boundaries at work.

- How often do you have the experience of meeting someone and trusting them so
completely that you share just about everything about yourself at the first meeting?
- Are your professional relationships an important part of your self-image? Explain
- You notice that a coworker begins to confide in you regarding their personal problems.
They seem to need someone to talk to. Discuss how you would likely handle this
situation?
2. The respondent had a somewhat stronger than expected response to '*DOES NOT TRY TO
FIND EXCEPTIONS TO RULES.' This could reflect hidden weaknesses such as: failure to
identify and act on opportunities; poor knowledge of policies/procedures/practices. Or, it could
indicate: acts according to conscience; does not sacrifice ethics for loyalty; does not act
impetuously; patience; strong knowledge of policies/procedures/practices; concern for
company legalities; not prone to favoritism.

- Can you provide an example of when you took risks for something you believed in?
- A higher authority asks you to tell a harmless white lie to protect his/her job or the
company image. How would you handle this situation?
- Would your coworkers or references say that you can make up your mind without too
much trouble?
3. The respondent had a somewhat weaker than expected response to '*HAS CORE SET OF
MORALS.' This could reflect hidden weaknesses such as: inconsistent guiding principles;
propensity to be self serving and opportunistic; too lenient or permissive; too focused on
minutia. Or, it could indicate: understanding of nuances, not dogmatic; non-judgmental
attitude; reliance on broad criteria for evaluating situations.

- Would your references say that you have a tendency to over-analyze or over-think
things?
- Are you satisfied that you know how to do your job better than most others? Explain
- Do you think some gaps in knowledge cause small mistakes on the job? And, is
focusing on small mistakes not really seeing the 'big picture'?



7. Sense of Humor (Score = 77 out of 100, SE = 4.5)
As the following Action-Map(TM) illustrates, Sense of Humor refers to a set of attitudes
and behaviors that concern the ability to use a positive and appropriately playful mental
attitude to build interpersonal rapport and diffuse personal and interpersonal conflict.
Relative to most test takers, Sriharsha Hoysala's score of 77 is considered to be
MODERATELY HIGH.
100
-- - BASE LINE + ++

Score
- Makes funny or witty comments at work

90 + Has stronger sense of humor than others

Uses humor to reduce personal stress

Has healthy and constructive sense of humor

80

77

- Uses humor to reduce group tensions

70 + Has active imagination

Uses humor to cope with adversity

Uses humor to maintain positive mood

60
Uses humor to build rapport with others

50

- Recognizes appropriate and inappropriate humor
40

-- - BASE LINE + ++


Customers experience moderately high scorers primarily as personable, upbeat and
agreeable. Drawing on a good foundation of wit and Emotional IQ, these individuals
often know when humor is appropriate and can effectively utilize it in building rapport
with others and diffusing tension and conflicts. Moderate scorers frequently exhibit a
positive mood and maintain a positive outlook on problems and challenges. These
individuals generally become attention- or sensation- seeking only when feeding off the
energy of social situations. Their overall energy and charm can be contagious and often
inspires trust from others.



Sense of Humor: Suggested Follow-up Issues for Interviewing, Training / Coaching

1. The respondent had a somewhat stronger than expected response to 'HAS ACTIVE
IMAGINATION.' This could reflect hidden weaknesses such as: being overly dreamy;
impractical; prone to suggestion; poor task orientation; uninhibited. Or, it could indicate:
creativity; talent for innovative and dynamic thinking; high energy; spontaneous nature.

- Do your thoughts ever come so quickly that you could not write them down fast
enough?
- What do usually daydream about at work?
- Do you believe that all important thoughts and ideas involved feelings as well? Explain
2. The respondent had a somewhat weaker than expected response to 'MAKES FUNNY OR
WITTY COMMENTS AT WORK.' This could reflect hidden weaknesses such as: disagreeable
or not sociable; lack of quick thinking; overly task oriented or introverted. Or, it could indicate:
non attention-seeking; high EIQ; concern for not offending others.

- How upset do you feel when you are not being singled out for praise or rewards?
- Are you usually the one to encourage worker morale? Explain
- Is it your responsibility to help keep group cynicism and sarcasm within bounds in the
workplace? Explain
3. The respondent had a somewhat weaker than expected response to 'RECOGNIZES
APPROPRIATE AND INAPPROPRIATE HUMOR.' This could reflect hidden weaknesses such
as: low EIQ; poor boundaries and knowledge of social etiquette; lack of knowledge of
policies/procedures/practices; presumptuous; poor set of professional experiences. Or, it could
indicate: focus on group maintenance and social interaction; concern for positive attitude and
mood.

- What types of humor do you imagine most everyone would agree are inappropriate in
the average work environment?
- Is it more accurate to say that you are a very open, sociable person or that you tend to
be extra careful about what you say to people until you get them really well?
- Provide some examples of when you have seen humor in the workplace get out of
hand



8. Company Loyalty (Score = 82 out of 100, SE = 5.3)
As the following Action-Map(TM) illustrates, Company Loyalty refers to a set of
attitudes and behaviors that reflect a positive identity and attachment with an
organization, while promoting a drive to excel at fiduciary duties. Relative to most test
takers, Sriharsha Hoysala's score of 82 is considered to be MODERATELY HIGH.

100
-- - BASE LINE + ++

Score
*Ventures beyond job description as needed

90 - Driven to impress coworkers

Promotes positive image of company

+ 82 Willingness to defend company publicly
80
+ Values social acceptance

*Maintains fiduciary responsibilities to company
70
*Loyal to company during difficult times

Dedicated to professional role

60

50 Consistently loyal to company

Interested in all aspects of company

40

-- - BASE LINE + ++


Moderately high scorers easily develop a positive attachment to an organization. They
derive satisfaction and a sense of identity and purpose from being a reliable and
productive employee. These individuals recognize the value of contributing to a positive
company image, vision and mission. Therefore, they believe in doing what it takes to
accomplish tasks and goals that benefit the company, even if this means occasional
personal sacrifices. They tend to be 'big picture' thinkers who place the good of the
team and company ahead of their own personal needs and loyalties.



Company Loyalty: Suggested Follow-up Issues for Interviewing, Training / Coaching

1. The respondent had a somewhat stronger than expected response to 'WILLINGNESS TO
DEFEND COMPANY PUBLICLY.' This could reflect hidden weaknesses such as: political
posturing; less concern with company legalities; lack of knowledge of
policies/procedures/practices; impetuous behavior. Or, it could indicate: willingness to defend
beliefs; enthusiasm; concern for correcting inaccurate information; strong sense of ownership
in company.

- Provide an example of when you did the right thing at work while knowing that you
would not get credit for it
- Have you ever openly disagreed with co-workers or supervisors when you felt their
plans or decisions were not in the best of the company? Explain
- Have your past job evaluations ever documented instances where your enthusiasm
has lead to overzealous actions on your part?
2. The respondent had a somewhat stronger than expected response to 'VALUES SOCIAL
ACCEPTANCE.' This could reflect hidden weaknesses such as: de-emphasis on tangible
outcomes; sensitivity to social milieu; susceptibility to peer pressure; inflexibility; difficulty
setting boundaries with customers and workers. Or, it could indicate: not materialistic;
motivated by company mission and vision; focus on group maintenance; concern for diversity.

- Do you tend to accept many assignments at work given to you by peers and
supervisors, or do you tend to seek out additional responsibilities on your own
initiative?
- What is more attractive to you – a pay raise or a promotion in title accompanied by
increased authority, visibility, and responsibility?
- What should be the criteria to qualify for a pay raise?
3. The respondent had a somewhat weaker than expected response to 'DRIVEN TO IMPRESS
COWORKERS.' This could reflect hidden weaknesses such as: no strong desire to maintain
respect among workers and higher authorities; lack of concern for high quality work; passive
aggressive; does not see self as role model for workers. Or, it could indicate: focus on task
orientation; not overly concerned with peer pressure; establishment of own standards of
quality.

- Do you think that one can succeed in the service industry without having to frequently
interact with one’s peers?
- Is it important for individuals in teams to keep each other motivated and focused on top
performance for the company? Why or why not?



- What would you do if you observed a coworker or team member giving out incorrect
information to a customer?



9. Service Orientation (Score = 84 out of 100, SE = 5.8)
As the following Action-Map(TM) illustrates, Service Orientation refers to a set of
attitudes and behaviors that affect the quality of the interaction between the staff of an
organization and its customers. Relative to most test takers, Sriharsha Hoysala's score
of 84 is considered to be MODERATELY HIGH.

100
-- - BASE LINE + ++

Score
Deals directly with customer conflicts

90 - *Always approachable by others at work

+ 84 Recognizes constructive criticism

80
*Attends promptly to customer complaints
Values competitive spirit

70
Loves being at work

Empathizes with unhappy customers

60

Has track record of excellent customer service

Recognizes role of patience and effort at work
50

Likes to exceed customer expectations
40

-- - BASE LINE + ++


Customers experience moderately high service-oriented employees as generally
cooperative, responsive, personable, and considerate. Moderate service-oriented
employees are often energetic, competitive, have a good Emotional IQ and interact well
with others. As a result, they are good ambassadors for representing their
organizations to customers, for fulfilling consumer needs and expectations and for
contributing to a positive tone and mood with clients and even coworkers.



Service Orientation: Suggested Follow-up Issues for Interviewing, Training / Coaching

1. The respondent had a somewhat stronger than expected response to 'RECOGNIZES
CONSTRUCTIVE CRITICISM.' This could reflect hidden weaknesses such as: being
unreceptive to feedback; arrogance; poor listening skills; undervalues criticism; distrustful; lack
of strong identity with personal role and responsibilities. Or, it could indicate: high self-esteem;
concern for personal growth; receptive to feedback; good listener; positive attitude.

- Do you believe that there is something to learn from everyone? Explain
- Describe something that you learned unexpectedly from an unlikely person
- Provide some recent examples of professional or constructive criticisms you have
received in your past job evaluations
2. The respondent had a somewhat weaker than expected response to '*ALWAYS
APPROACHABLE BY OTHERS AT WORK.' This could reflect hidden weaknesses such as:
overly task oriented; avoidant of other responsibilities; poor stress and time management
skills. Or, it could indicate: strong task orientation; concern for productivity and quality of work.

- When dealing with customers over the phone, is listening to all the little details of their
conversation usually less productive than hearing the overall tone and purpose of the
call? Explain
- When you become frustrated at not finding a solution to a problem, is it more like you
to stop and take a break to gain perspective on it or to work even harder to solve it?
Explain
- Are you able to imagine something so vividly that it is just as though it is happening
right in front of you?



10. Problem Solving (Score = 74 out of 100, SE = 4.5)
As the following Action-Map(TM) illustrates, Problem Solving refers to a set of attitudes
and skills that involve critical thinking and simplifying problems by breaking them down
to concrete issues so they can be evaluated emotionally and logically. Relative to most
test takers, Sriharsha Hoysala's score of 74 is considered to be SOMEWHAT LOW.

100
-- - BASE LINE + ++

Score
Solve: Geometry problem

90

Solve: Algebra problem

80
++ Solve: Scheduling problem

+ Solve: Probability problem

- 74 *Avoids making ineffective snap judgments

+ Solve: Analogy problem
70
- Uses thought and feeling to assess problems

+ *Accepts decision making responsibility

Correctly anticipates solutions to problems
60 - Solve: Critical thinking problem - 1

Simplifies problems and issues

Solve: Percentages problem - 1

50 - Solve: Critical thinking problem - 2

Solve: Percentages problem - 2

-- Solve: Ratio problem

40

-- - BASE LINE + ++


Lower scorers may not always be contemplative or exhibit strong critical thinking skills.
They can have difficulty in simplifying problems by breaking them down to concrete
issues. It can take time and patience for this group to assess problems and formulate
solutions or plans of action; other times they may make ineffective snap judgments.
When addressing problems, these individuals tend to either draw on their own
experience and knowledge, or they may rely on others to make decisions for them.
They may have difficulty with oral and written communication skills, due to a poorer
ability to switch between 'big picture' thinking and attention to important details. As a
result, these individuals may not seem consistently confident in their ability to resolve
effectively and efficiently the challenges in their private life and in business
environments.


Problem Solving: Suggested Follow-up Issues for Interviewing, Training / Coaching

1. The respondent had a somewhat stronger than expected response to '*ACCEPTS DECISION
MAKING RESPONSIBILITY.' This could reflect hidden weaknesses such as: isolating self in
decision making process; arrogance and over confidence; over estimates own abilities. Or, it
could indicate: confidence; experienced background; strong knowledge of best
practices/policies/procedures; readily accepts responsibility.

- In situations that need improvement, do assume responsibility for what is not working?
Explain
- When confronted with a problem, is your typical first response to try to solve the
problem on your own or to consult those who are important to you? Explain
- In your experience, what types of important decisions are acceptable to delegate?
2. The respondent had a somewhat weaker than expected response to 'USES THOUGHT AND
FEELING TO ASSESS PROBLEMS.' This could reflect hidden weaknesses such as: too task-
oriented; low self-esteem and personal competence; limited life and professional experience.
Or, it could indicate: strong task orientation; focus on objectifying or simplifying problems;
reliance on team consensus or wisdom.

- Would you say that sometimes knowing too much about a problem hinders rather than
helps?
- Would your references say that even though you work hard on a problem it is a
challenge for you to get down to the real issue? Explain
- How often do you become so emotionally charged that have difficulty seeing
alternatives for solving a particular problem?
- Explain the Internet to your uninformed grandparents
3. The respondent had a somewhat weaker than expected response to '*AVOIDS MAKING
INEFFECTIVE SNAP JUDGMENTS.' This could reflect hidden weaknesses such as: not
contemplative; careless; low EIQ; poor knowledge of best practices/policies/procedures;
impatient; inexperienced; poor evaluation skills. Or, it could indicate: Decisiveness; confidence.

- In your previous position, what percentage of time would you say that you have not
accomplished your assignments because you underestimated the level of effort of
those assignments?
- How many times does the number 9 occur between the numbers 1 and 100? [answer
is 20]



- When confronted with a problem, would your references say you generally act on the
first idea that comes to mind in solving a problem?


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