Profilematch 360coachingsupplement simon sample 987

Profile:Match2™

P:M360™ Coaching Supplement

by Psychological Consultancy Ltd. SAMPLE REPORT

Simon Sample [987-1685][20140313133742LJ4246dn][13/03/2014 13:44:28]

To be used alongside Simon Sample's P:M360™ Feedback Report

© Psychological Consultancy Limited 8 Mount Ephraim, Tunbridge Wells, TN4 8AS Telephone: 01892 559 540

Profile:Match2™

Introduction

Contents Introduction P:M360™ Coaching Supplement

2

How to use this supplement

3

Personality Summary Report Personality profile

4

Performance vs Potential Performance vs Potential

5

Accounting for performance/potential differences

6

Competency Analysis Persuasive Communication

7

Project Management

10

Results Orientation

13

Problem Solving

16

People Management

19

Analytic

22

Attention to Detail

25

Delegating

28

Flexibility

31

Resilience

34

Development Resources Checklist Development resources checklist

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37

PAGE 1

Profile:Match2™

Introduction

P:M360™ Coaching Supplement

This P:M360™ Coaching Supplement provides an additional resource for the personal development of the assessee, offering deeper insights into the extensive pool of information generated by the P:M360™ system. It should be used by the coach or manager alongside the corresponding P:M360™ Feedback Report.

Although the conceptual framework for P:M360™ is broadly similar to other 360° instruments, it has unique features derived from the nature of the PROFILE:MATCH™ system. This uses competency metric principles to translate personality data into competency ratings; so, although everything is framed in the everyday language of competencies, the measurement is rigorous.

The estimate of 'potential' for each competency derives directly from high quality Five Factor Model (FFM) personality assessment.

Both the potential and the performance ratings provide standardised, norm-referenced comparisons. This adds strength and objectivity to the ratings and scores reported and to their distributions and comparability.

PERSONALITY AND PERFORMANCE The relationship between personality and job performance is fundamental to the rationale of PROFILE:MATCH™. Personality influences career success because different roles make different personality-based demands on their incumbents. While some jobs emphasise sociability, in others success relies on being able to work in isolation; some emphasise detail and accurancy while others require a 'big picture' approach; and so on. Over time, the pervasive influence of any deeply rooted aspects of an individual's temperament will influence their enthusiasm, commitment and consistency of performance; their effectiveness and their continuing success.

Within P:M360™, the assessee's PROFILE:MATCH™ results provide a measure of potential for each competence being examined. This reflects the extent to which their personality will either contribute to performance or interfere with it. These personality-based estimates of potential provide the backdrop for the 360° ratings of performance completed by the various groups of assessors: the managers, peers, clients and direct reports, and by the assessees themselves.

PERSONAILTY AND COMPETENCE Personality assessments have been demonstrated by extensive research to reflect five key underlying factors; the Five Factor Model (FFM). These provide a simplified structure that underpins personality as we actually experience it in our daily lives.

Analagous to the primary colours that underpin all the tones and hues that enhance our visual world, the 'primary colours' of personality can be grouped in an infinite number of combinations to recreate the actual diversity and complexity of personality.

Within PROFILE:MATCH™, mathematical algorithms are used to reconstruct the complexities of personality from the primary factors. Personality scale scores are transformed according to the requirements for each competency, and re-combined in proportion to their importance.

THE PERSONALITY PROFILE For the coach, the starting point will be the complete personality profile that will provide a comprehensive overview of the assessee's pattern of characteristics. Then, at a more detailed level throughout this Coaching Supplement, clear illustrations describe the particular contribution of personality scale to that competency rating. This offers a coach or manager a clear insight into the relationship between personality and competence, facilitating their effective exploration with the assessee.

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PAGE 2

Profile:Match2™

Introduction

How to use this supplement

This supplement is used alongside the corresponding P:M360™ Feedback Report and the sequence is the same for both documents. Part numbers used in both sections below all relate to those in the assessee's Feedback Report.

PLEASE BE AWARE THAT COACHING SUPPLEMENT CONTENT IS PROVIDED IN CONFIDENCE TO PROTECT THE ANONIMITY OF RATERS AND THE CONFIDENTIAL NATURE OF THE COACHING PROCESS.

FEEDBACK REPORT CONTENT Part 1 - Comparing assessor ratings Performance ratings from each group of assessors are graphically presented along with an aggregate of all assessor ratings.

Any significant differences are highlighted.

Part 2 - Performance vs potential This section considers differences between the various ratings of performance and the potential for each competency as estimated by self-report assessment.

Part 3 - Competency analysis This is the heart of the report; for each competency in turn, it shows the assessee's results from the PROFILE:MATCH™ assessment and the P:M360™ rating process. Details of the most and least endorsed items for each rater group are provided.

Part 4 - Planning development This section guides decisions about personal development and giving advice about setting realistic and practical development objectives.

COACHING SUPPLEMENT CONTENT Personality profile (additional) An overview of the assessee's personality (not included in the Feedback Report).

Part 2 - Performance vs potential This page summarises all the assessors performance ratings against the backdrop of potential.

Part 3 - Competency analysis (additional) These pages describe the individuals position on each competency, as well as their score on each contributing personality scale.

Item level responses (additional) Individual rater responses are provided for each performance rating item.

Responses to open ended questions (optional and additional) If completed, verbatim responses from each rater are presented in full in this document only.

Rater comments (additional) A summary of all open ended question responses for each competency plus any final extra questions on overall performance.

Part 4 - Planning development An extended version of the Development Resources Checklist is provided for the coach. ©PSYCHOLOGICAL CONSULTANCY LIMITED, 8 MOUNT EPHRAIM, TUNBRIDGE WELLS, TN4 8AS, TELEPHONE: 01892 559540

PAGE 3

Profile:Match2™

Simon Sample

PROFILE 1: Simon Sample's personality profile Your temperament

CONSCIENTIOUSNESS

AGREEABILITY

EXTRAVERSION

ADJUSTMENT

SCALE

SELF-ESTEEM

COMPOSURE

SOCIABILITY

ASSERTIVENESS

SENSITIVITY

ACCOMMODATION

COMPLIANCE

PERFECTIONISM

OPENNESS

IMAGINATION

STUDIOUSNESS

T SCORE

LOW MEANING

34

Apprehensive Self-doubting Self-conscious Self-critical Worrying Anxious

39

Intense Irritable Moody Passionate Emotional Turbulent

45

Inhibited Reserved Reticent Solitary Socially anxious Uncommunicative

37

Reserved Leisurely Uncompetetive Not goal focused Relaxed about status Unassuming

30

Exacting Aloof Task focused Tough minded Unsentimental Critical

43

Independent Self-sufficient Forthright Uncomprimising Impartial Individualistic

41

Unpredictable Challenging Impulsive Capricious Spontaneous Risk taking

37

Casual Unsystematic Impatient with detail Flexible Proportionate Undisciplined

41

Realistic Practical Unquestioning Down-to-earth Not easily bored Pragmatic

27

Experimental Resists being taught Learns by doing Approximate Learns the necessities Faith in experience

STENS 1

2

3

4

5

6

7

8

9

10

HIGH MEANING Confident Self-assured Upbeat Trusting Optimistic Bold

2

Composed Serene Stress-tolerant Steady Unemotional Imperturbable

3

4

Demonstrative Outgoing Talkative Gregarious Socially confident Seeks the limelight Determined Driven Eager to take charge Keen to impress Energetic Ambitious

3

Caring Convivial People focused Sympathetic Warm Friendly

2

4

Communal Needy Averse to conflict Eager to fit in Uncritical Inter-dependent

4

Conforming Rule abiding Dutiful Tractable Cooperative Risk-averse Systematic Organised Detail conscious Inflexible Fussy Compulsive

3

4

1

Conceptual Curious Innovative Big picture orientated Analytical Distractible Factual Learning for pleasure Knowledgeable Widely informed Well prepared Faith in information

Validity of these results Simon Sample's pattern of item responses is particularly unusual and may be due to careless or inattentive responding. You should bear this in mind when interpreting this report.

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PAGE 4

Performance vs Potential

Profile:Match2™

Performance vs Potential

10 9 8

8

7

8 7

6

7

8

7

6

6

5

5

4

4

3 2 1 PERSUASIVE COMMUNICATION

PROJECT MANAGEMENT

RESULTS ORIENTATION

PROBLEM SOLVING

PEOPLE MANAGEMENT

ANALYTIC

ATTENTION TO DETAIL

DELEGATING

FLEXIBILITY

Assessees make two contributions to this assessment. Firstly, they completed the self-report PROFILE:MATCH™ questionnaire which produced estimates of potential for each competency. These show the extent to which personality is likely to facilitate or interfere with that competency and are represented by the background 'blocks' in the diagram. Secondly, they completed the questions rating their own performance on each competency

RESILIENCE

Self Manager Peer Direct Report

A lot of information is packed into the graphic above. All the ratings and responses of the various participants are summarised here, giving the coach a graphic overview of the assessee's position with regard to each competency; their personality characteristics and their significance in terms of potential benefit or detrimental effect on performance. The average performance rating for each competency by each group of assessors, and the extent to which these various metrics agree or disagree with each other and with self-ratings of performance are also provided.

How to use this information Compare the estimates of potential (background blocks) with the various ratings of performance for each competency (graph lines).

To what extent are the variations in potential paralleled by the patterns of performance ratings?

Identify under-performance and unexpectedly high performances. The framework on the next page is designed to consider possible explanations for any of these discrepancies between performance vs potential Consider the different assessor group ratings. Where are there discrepancies? Where is there consensus and convergence of view? Are there some discrepancies that particularly stand out?

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PAGE 5

Profile:Match2™

Performance vs Potential

Accounting for performance/potential differences

Differences between performance and potential are fruitful areas for development. Whether your assessee has higher ratings for one or the other is likely to reflect the balance between natural talent and experiences, contexts or situations that enhance performance.

Performance rated lower than potential Where estimates of potential are higher than ratings for performance it seems that the assessee's personality characteristics are not providing the advantage expected in relation to that competence. There are many possible explanations for this and the assessee may be in a position to consider why this may be happening. The following questions can be used to explore four different scenarios as a springboard for wider discussions. (a) Is it situational? Are opportunities to shine in this area blocked by other more pressing priorities (the assessee's or the company's), or by others who control that territory due to talent or seniority? [ YES ] [ NO ] [ MAYBE ] (b) Is it motivational? Are there other factors operating to suppress their motivation or desire to succeed in these areas (low employee engagement, lack of ambition, work tensions or other worries)? [ YES ] [ NO ] [ MAYBE ] (c) Although their temperament may be ideal, do their skills and knowledge compare unfavourably with other colleagues or with the norm for the organisation? Could it be that they need to work to improve performance and to make themselves a viable player in this area? [ YES ] [ NO ] [ MAYBE ] (d) Are they simply unaware of their talents and their potential to enhance their performance? Perhaps, like many other people, they are taking their exceptional qualities for granted, viewing them as ordinary or of no particular interest because they are so familiar? [ YES ] [ NO ] [ MAYBE ] Performance rated higher than potential In this scenario, it may appear that the assessee is out-performing their abilities and while this may seem paradoxical it is perfectly possible. Within a coaching or feedback situation, the following questions can be used to explore four possible explanations for this. (a) Might they be delivering on that competency, but only as it applies to a specific situation? Is this situation particularly supportive to them in this respect and therefore flatters their performance? Have they built up their effectiveness bit by bit over a period of time? [ YES ] [ NO ] [ MAYBE ] (b) Are they very self-aware, alert to their shortcomings and able to manage them well? Does their self-knowledge help to restrain less productive behaviours or alert them to the need to find alternative strategies in order to be more effective than they would otherwise be? [ YES ] [ NO ] [ MAYBE ] (c) Is their performance flattered by the relatively poor performance of others? In 360° assessments, they are viewed in the context of local culture and expectations. Ratings will reflect this and, to an extent, they are more relative than absolute. [ YES ] [ NO ] [ MAYBE ] (d) Are they highly ambitious and determined to make the best of every opportunity? Are they so competetive that they work hard to raise their game? May their performance ratings be influenced by the fact that they are energetic, hard working or high profile? [ YES ] [ NO ] [ MAYBE ]

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PAGE 6

Profile:Match2™

Competency Analysis

Persuasive Communication - personality components

This competency is concerned with the ability to express oneself well, to influence others and to negotiate effectively. Such people should be articulate and express ideas with clarity as well as having the insight to appreciate the likely impact of different presentation styles on others. High scorers on this competency will be determined to persuade and be able to articulate their viewpoint coherently and convincingly. They will also be attuned to the reactions of an audience and be flexible in adapting to the needs of the moment.

8

POTENTIAL

COMPETENCY METRICS - UNPACKING THE COMPETENCY STEN SCORE Personality assessments focus on underlying structure; the 'primary colours' of personality. These are the factors that underpin personality as we actually experience it in our daily lives. These 'primary colours' can be recombined in an infinite number of combinations to recreate the diversity and complexity of personality as we know it.

PROFILE:MATCH™ uses mathematical algorithms to transform personality scale scores according to the requirements for each competency. It then combines each of these contributions in proportion to their importance.

The table below explains how PROFILE:MATCH™ has transformed the candidate's scores on each personality scale (T1) into a rating for this specific competency (T2). The final column shows the weighting then given to each of these personality scales in calculating the final sten score for this competency.

Contributing Scale

T1

The Impact

T2

Weight

Assertiveness

47

Being goal focused, persistent and keen to impress but appreciating when to hold back and rein it in.

16

30%

Sociability

57

Being socially skilled comfortable talking to people or groups and being in the lime-light.

16

25%

Imaginative

56

Having the agility to deal with unexpected arguments 'on the fly', but not so imaginative as to seem 17 implausible.

25%

Sensitivity

50

Being sufficiently receptive and attuned to others to appreciate their situation and to 'read' their reactions.

15

20%

64

8

WEIGHTED T2 - STEN

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PAGE 7

Profile:Match2™

Competency Analysis

Persuasive Communication - item responses

The table below provides a breakdown of Simon Sample's P:M360™ rater responses for each question on the survey. Within each competency performance statements have been rank ordered from the highest to the lowest score. Higher scores in the Mean column suggest that the statement is more descriptive of the assessee than a lower score.

Content

Response Frequencies 0

1

2

3

4

5

Mean

Communicates openly and easily with people at all levels and from any background

1

0

1

2

3

2

3.33

Makes an audience feel that they are appreciated and understood

0

0

1

5

3

0

3.22

Takes every opportunity to promote the company, its products and services

0

0

2

5

2

0

3.00

Comfortable to deliver presentations with minimal preparation

0

0

4

4

1

0

2.67

Very effective in getting others to accept proposals, ideas and points of view 0

1

2

5

1

0

2.67

Uncomfortable about seeming too pushy

1

0

2

4

2

0

2.67

Needs to prepare carefully and in detail in order to communicate effectively

0

1

4

2

2

0

2.56

Accommodates other people rather than pushing for own preferred outcomes

0

1

3

4

1

0

2.56

Reluctant to take on client facing roles other than on an occasional basis

1

1

4

1

1

1

2.33

Seems tough minded and oblivious to the frailties of human nature

0

2

5

2

0

0

2.00

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PAGE 8

Profile:Match2™

Competency Analysis

Project Management - personality components

This competency is concerned with taking responsibility and doing whatever it takes to achieve project objectives; being driven, energetic and keen to test one's skills. People who fit this profile will be calm, reliable and able to work under pressure. They should achieve a balance between being organised and attentive to detail and being flexible enough to cope with snags and complications. Finally they need to be able to complement their focus on task completion with the interpersonal skills required to get the best from a project team.

7

POTENTIAL

COMPETENCY METRICS - UNPACKING THE COMPETENCY STEN SCORE Personality assessments focus on underlying structure; the 'primary colours' of personality. These are the factors that underpin personality as we actually experience it in our daily lives. These 'primary colours' can be recombined in an infinite number of combinations to recreate the diversity and complexity of personality as we know it.

PROFILE:MATCH™ uses mathematical algorithms to transform personality scale scores according to the requirements for each competency. It then combines each of these contributions in proportion to their importance.

The table below explains how PROFILE:MATCH™ has transformed the candidate's scores on each personality scale (T1) into a rating for this specific competency (T2). The final column shows the weighting then given to each of these personality scales in calculating the final sten score for this competency.

Contributing Scale

T1

The Impact

T2

Weight

Assertiveness

47

Having the desire to succeed, to take responsibility and to take charge of events.

14

30%

Perfectionism

48

Well organised and realistic, but concerned about detail, quality of work and following accepted procedures.

18

25%

Composure

46

Being calm, resilient and able to cope with disappointments and set-backs.

13

25%

Sensitivity

50

Balancing concerns for employee issues with the need to progress the project objectives.

13

20%

WEIGHTED T2 - STEN

58

7

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PAGE 9

Profile:Match2™

Competency Analysis

Project Management - item responses

The table below provides a breakdown of Simon Sample's P:M360™ rater responses for each question on the survey. Within each competency performance statements have been rank ordered from the highest to the lowest score. Higher scores in the Mean column suggest that the statement is more descriptive of the assessee than a lower score.

Content

Response Frequencies 0

1

2

3

4

5

Mean

Overcomes obstacles to meet project objectives

0

0

0

3

5

1

3.78

Shows tension and anxiety when projects don't proceed according to plan

0

0

3

2

1

3

3.44

Sets high standards for the project team and leads by example

0

0

1

6

2

0

3.11

Takes the lead within work groups

0

0

2

4

3

0

3.11

Is thorough, organised and attentive to detail

1

0

0

6

1

1

3.00

Manages project teams to elicit the best contribution from each member

0

1

2

5

1

0

2.67

Pushes for project outcomes but neglects people issues and team relationships

0

2

3

2

2

0

2.44

Micro manages team members and is reluctant to delegate

1

0

3

4

1

0

2.44

Remains calm and consistent, even when a project hits a crisis

2

1

1

5

0

0

2.00

Sets targets that are too modest for the team

0

3

5

0

1

0

1.89

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PAGE 10

Profile:Match2™

Competency Analysis

Results Orientation - personality components

This competency is concerned with performance targets and efficiency and highlights four contributing characteristics. Firstly, the ideal candidates should be task oriented and single minded in their focus on getting the job done. Secondly, they should be independently minded and able to make unpopular decisions when necessary. Thirdly, they need to be assertive, competitive, and persistent in their drive to deliver whatever is required for the business to succeed. And finally, they should be self-confident and have a positive and optimistic 'can do' disposition.

6

POTENTIAL

COMPETENCY METRICS - UNPACKING THE COMPETENCY STEN SCORE Personality assessments focus on underlying structure; the 'primary colours' of personality. These are the factors that underpin personality as we actually experience it in our daily lives. These 'primary colours' can be recombined in an infinite number of combinations to recreate the diversity and complexity of personality as we know it.

PROFILE:MATCH™ uses mathematical algorithms to transform personality scale scores according to the requirements for each competency. It then combines each of these contributions in proportion to their importance.

The table below explains how PROFILE:MATCH™ has transformed the candidate's scores on each personality scale (T1) into a rating for this specific competency (T2). The final column shows the weighting then given to each of these personality scales in calculating the final sten score for this competency.

Contributing Scale

T1

The Impact

T2

Weight

Assertiveness

47

Being competitive, purposeful and goal-focused - ready to take charge and take responsibility.

19

40%

Self-esteem

41

Being confident and optimistic and with strong self-belief, but without seeming arrogant.

13

30%

Accommodation

56

Engaging with others in ways that are neither too amenable (high scores) or too outspoken (low scores).

11

15%

Sensitivity

50

Striking a balance between being focused on work outcomes and being receptive to staff concerns.

11

15%

WEIGHTED T2 - STEN

54

6

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PAGE 11

Profile:Match2™

Competency Analysis

Results Orientation - item responses

The table below provides a breakdown of Simon Sample's P:M360™ rater responses for each question on the survey. Within each competency performance statements have been rank ordered from the highest to the lowest score. Higher scores in the Mean column suggest that the statement is more descriptive of the assessee than a lower score.

Content

Response Frequencies 0

1

2

3

4

5

Mean

Wins the confidence of staff and raises cooperation and performance

0

0

0

7

2

0

3.22

Is upbeat and not easily discouraged by set-backs

0

1

1

4

2

1

3.11

Gets jobs done on time and consistently meets performance targets

0

0

2

5

2

0

3.00

Prepared to accept the consequences of taking unpopular decisions

0

0

4

2

3

0

2.89

Tries to please everybody all of the time

0

0

5

2

1

1

2.78

Remains single-minded in pursuit of goals despite obstacles or opposition

0

1

3

3

1

1

2.78

Tends to emphasise the difficulties rather than the opportunities

1

0

4

2

2

0

2.44

Dislikes working in a competitive environment

0

2

3

3

1

0

2.33

Follows rather than leads; allows others to take the initiative

1

1

5

1

1

0

2.00

Preoccupation with staff concerns overrides concerns about poor productivity

0

3

6

0

0

0

1.67

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PAGE 12

Profile:Match2™

Competency Analysis

Problem Solving - personality components

This competency is concerned with delivering effective solutions and having a good practical understanding of issues. High scorers will be imaginative and open to a wide range of ideas and influences and will consider both traditional and innovative options before committing to a solution. They should also be driven and concerned to quickly and successfully resolve any problems for which they have taken responsibility. Finally, high scorers should also have the confidence and self-belief to implement their ideas or put them forward for others to do so.

7

POTENTIAL

COMPETENCY METRICS - UNPACKING THE COMPETENCY STEN SCORE Personality assessments focus on underlying structure; the 'primary colours' of personality. These are the factors that underpin personality as we actually experience it in our daily lives. These 'primary colours' can be recombined in an infinite number of combinations to recreate the diversity and complexity of personality as we know it.

PROFILE:MATCH™ uses mathematical algorithms to transform personality scale scores according to the requirements for each competency. It then combines each of these contributions in proportion to their importance.

The table below explains how PROFILE:MATCH™ has transformed the candidate's scores on each personality scale (T1) into a rating for this specific competency (T2). The final column shows the weighting then given to each of these personality scales in calculating the final sten score for this competency.

Contributing Scale

T1

The Impact

T2

Weight

Imaginative

56

Being curious, having lots of ideas and being flexible - but not to the extent of seeming impractical or eccentric.

28

40%

Self-esteem

41

Having the confidence to approach problems with optimism and self-belief.

14

30%

Assertiveness

47

Being concerned to keep the problem solving process on track for a successful resolution.

16

30%

58

7

WEIGHTED T2 - STEN

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PAGE 13

Profile:Match2™

Competency Analysis

Problem Solving - item responses

The table below provides a breakdown of Simon Sample's P:M360™ rater responses for each question on the survey. Within each competency performance statements have been rank ordered from the highest to the lowest score. Higher scores in the Mean column suggest that the statement is more descriptive of the assessee than a lower score.

Content

Response Frequencies 0

1

2

3

4

5

Mean

Able to suggest original ideas and novel solutions

0

0

0

4

3

2

3.78

Perseveres until the root cause of a problem is identified and a solution found

0

1

1

2

2

3

3.56

Has an optimistic, ‘can do’ attitude to problem solving

0

0

1

3

4

1

3.56

Will consider a number of options before committing to a solution

0

0

2

3

4

0

3.22

Considers the wider situation beyond the specific problem presented

0

1

3

2

2

1

2.89

Has lots of ideas, but often they are eccentric and impractical

0

1

4

3

0

1

2.56

When faced with a problem will only consider conventional solutions

1

1

3

3

1

0

2.22

Easily discouraged when things go wrong

0

3

5

0

1

0

1.89

Overestimates their own contribution when dealing with problems

2

2

3

0

2

0

1.78

Doesn't take responsibility for problems arising on their patch

3

2

2

2

0

0

1.33

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PAGE 14

Profile:Match2™

Competency Analysis

People Management - personality components

This competency concerns the ability to manage others in an effective and motivating way. Such people are seen as having integrity and being fair-minded and consistent in their dealings with others. Their effectiveness depends on striking a balance between being task focused and being sufficiently people oriented to be aware of issues and sensitivities. They need to draw the line between formality and informality of approach so that they can deal with issues of performance and discipline, but still enlist the support required to get the job done.

7

POTENTIAL

COMPETENCY METRICS - UNPACKING THE COMPETENCY STEN SCORE Personality assessments focus on underlying structure; the 'primary colours' of personality. These are the factors that underpin personality as we actually experience it in our daily lives. These 'primary colours' can be recombined in an infinite number of combinations to recreate the diversity and complexity of personality as we know it.

PROFILE:MATCH™ uses mathematical algorithms to transform personality scale scores according to the requirements for each competency. It then combines each of these contributions in proportion to their importance.

The table below explains how PROFILE:MATCH™ has transformed the candidate's scores on each personality scale (T1) into a rating for this specific competency (T2). The final column shows the weighting then given to each of these personality scales in calculating the final sten score for this competency.

Contributing Scale

T1

The Impact

T2

Weight

Assertiveness

47

Purposeful persistent, goal focused and hard working - ambitious for the organisation rather than solely for themselves.

16

30%

Composure

46

Seeming calm, consistent and even-handed - not easily stressed yet able to recognise the apprehensions of others.

15

30%

Compliance

50

Ensuring that their management style sits comfortable with the values, objectives and culture of the organisation.

15

20%

Sensitivity

50

The capacity to balance approachability with the need to deal with performance issues.

10

20%

56

7

WEIGHTED T2 - STEN

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PAGE 15

Profile:Match2™

Competency Analysis

People Management - item responses

The table below provides a breakdown of Simon Sample's P:M360™ rater responses for each question on the survey. Within each competency performance statements have been rank ordered from the highest to the lowest score. Higher scores in the Mean column suggest that the statement is more descriptive of the assessee than a lower score.

Content

Response Frequencies 0

1

2

3

4

5

Mean

Approachable and interested in people and people issues

0

0

0

3

4

2

3.89

Seems to have modest aspirations for self and for others

0

0

0

5

3

1

3.56

Demonstrates consistency and fairness when dealing with staff

0

0

0

5

4

0

3.44

Shows irritation with the poor work performance of others

0

0

1

6

2

0

3.11

Ensures that team members adapt to organisational changes

0

0

2

6

1

0

2.89

Gives ongoing and constructive performance related feedback

0

1

3

4

0

1

2.67

Openly antagonistic towards organisational policies

1

2

3

2

0

1

2.11

Fails to tackle performance or discipline issues promptly

1

2

3

2

1

0

2.00

Has a calming effect on others

2

1

1

5

0

0

2.00

Misses opportunities to encourage and motivate staff

0

3

4

2

0

0

1.89

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Profile:Match2™

Competency Analysis

Analytic - personality components

Concerned with having a systematic and considered problem solving style, this competency requires a rational and logical approach to organisational issues. Such people will be wary of superficial conclusions and will want to base decisions on a thorough examination of all relevant information. The ideal candidate will be able to critically evaluate information from various sources and to question the efficacy of different proposals or solutions. They will have a critical and analytical approach coupled with a sound knowledge base and a big picture orientation.

6

POTENTIAL

COMPETENCY METRICS - UNPACKING THE COMPETENCY STEN SCORE Personality assessments focus on underlying structure; the 'primary colours' of personality. These are the factors that underpin personality as we actually experience it in our daily lives. These 'primary colours' can be recombined in an infinite number of combinations to recreate the diversity and complexity of personality as we know it.

PROFILE:MATCH™ uses mathematical algorithms to transform personality scale scores according to the requirements for each competency. It then combines each of these contributions in proportion to their importance.

The table below explains how PROFILE:MATCH™ has transformed the candidate's scores on each personality scale (T1) into a rating for this specific competency (T2). The final column shows the weighting then given to each of these personality scales in calculating the final sten score for this competency.

Contributing Scale

T1

The Impact

T2

Imaginative

56

Having the ability to think beyond the immediate issues, taking the bigger picture into account - but 18 not to the extent of seeming obscure or impractical.

30%

Rationality

53

Being logical and objective rather than relying too much on 'gut feeling' and intuition

21

40%

Studiousness

42

Having a preference for facts and information over opinions and a desire to get to the bottom of things, but without loosing sight of objectives.

13

30%

52

6

WEIGHTED T2 - STEN

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Weight

PAGE 17

Profile:Match2™

Competency Analysis

Analytic - item responses

The table below provides a breakdown of Simon Sample's P:M360™ rater responses for each question on the survey. Within each competency performance statements have been rank ordered from the highest to the lowest score. Higher scores in the Mean column suggest that the statement is more descriptive of the assessee than a lower score.

Content

Response Frequencies 0

1

2

3

4

5

Mean

Adopts an evidence based approach to issues

0

0

1

5

2

1

3.33

Easily generates and debates ‘what if’ scenarios

0

1

2

4

1

1

2.89

Accepts explanations without asking questions or probing in depth

0

1

1

5

2

0

2.89

Approaches things in a detached and logical way

0

0

2

6

1

0

2.89

Able to view the bigger picture, taking analysis beyond the immediate situation

1

0

3

3

1

1

2.67

Relies mostly on personal judgement rather than systematic analysis

0

0

5

2

2

0

2.67

Bases conclusions on opinion rather than logical evaluation of facts and data 0

3

3

1

2

0

2.22

Judgements can often be influenced non-rational considerations

0

2

6

0

1

0

2.00

Readily expresses opinions on subjects they know little about

0

2

5

2

0

0

2.00

Probes the proposals of others to find the weakness of their argument

1

2

4

2

0

0

1.78

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PAGE 18

Profile:Match2™

Competency Analysis

Attention to Detail - personality components

This competency is concerned with being attentive to detail in the planning and the execution of tasks. Individuals who are a good fit with this competency take great care with tasks and have a respect for craftsmanship, for doing things properly and for complying with policies and procedures. They have a single-minded focus on the task in hand and would be quick to spot errors and inconsistencies. Their high standards are rooted in a desire for order and for perfection, and a deep concern to avoid error.

5

POTENTIAL

COMPETENCY METRICS - UNPACKING THE COMPETENCY STEN SCORE Personality assessments focus on underlying structure; the 'primary colours' of personality. These are the factors that underpin personality as we actually experience it in our daily lives. These 'primary colours' can be recombined in an infinite number of combinations to recreate the diversity and complexity of personality as we know it.

PROFILE:MATCH™ uses mathematical algorithms to transform personality scale scores according to the requirements for each competency. It then combines each of these contributions in proportion to their importance.

The table below explains how PROFILE:MATCH™ has transformed the candidate's scores on each personality scale (T1) into a rating for this specific competency (T2). The final column shows the weighting then given to each of these personality scales in calculating the final sten score for this competency.

Contributing Scale

T1

The Impact

T2

Weight

Perfectionism

48

Thorough, conscientious and concerned about detail - anxious to follow procedures and to do things 'by the book'.

24

50%

Compliance

50

Anxious to meet expectations and to act in accordance with organisational objectives and values.

15

30%

Imaginative

56

Having a tendency to become bored by repetitive or routing tasks and to focus on the bigger picture rather than the detail

9

20%

48

5

WEIGHTED T2 - STEN

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PAGE 19

Profile:Match2™

Competency Analysis

Attention to Detail - item responses

The table below provides a breakdown of Simon Sample's P:M360™ rater responses for each question on the survey. Within each competency performance statements have been rank ordered from the highest to the lowest score. Higher scores in the Mean column suggest that the statement is more descriptive of the assessee than a lower score.

Content

Response Frequencies 0

1

2

3

4

5

Mean

Perseveres with repetitive or routine elements of work

0

0

0

5

3

1

3.56

Deeply concerned about making mistakes

0

1

1

3

2

2

3.33

Shows a high degree of concern for accuracy

0

1

1

2

5

0

3.22

Attentive to detail in the planning and execution of tasks

1

0

1

3

3

1

3.11

Focuses on the bigger picture rather than on task details

0

1

2

3

2

1

3.00

Conforms with established procedures and does things by the book

1

0

3

2

3

0

2.67

Is impulsive, spontaneous and unpredictable

1

0

5

1

2

0

2.33

Is individualistic and seems unconcerned about disapproval

0

2

4

2

0

1

2.33

Is casual and unstructured in their approach

1

2

2

2

1

1

2.33

Sometimes seems careless and disorganised

1

1

4

1

2

0

2.22

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PAGE 20

Profile:Match2™

Competency Analysis

Delegating - personality components

Delegation is a key aspect of talent management, defining the working relationships that distribute responsibilities throughout the organisation. Effective delegation requires that tasks are dealt with by the most suitable individuals available. This may mean letting go of cherished responsibilities and appreciating the capabilities of others and their need to be set appropriate challenges.

At an organisational level, this competency recognises that success requires effective talent management and clarity about who is responsible to whom and for what.

8

POTENTIAL

COMPETENCY METRICS - UNPACKING THE COMPETENCY STEN SCORE Personality assessments focus on underlying structure; the 'primary colours' of personality. These are the factors that underpin personality as we actually experience it in our daily lives. These 'primary colours' can be recombined in an infinite number of combinations to recreate the diversity and complexity of personality as we know it.

PROFILE:MATCH™ uses mathematical algorithms to transform personality scale scores according to the requirements for each competency. It then combines each of these contributions in proportion to their importance.

The table below explains how PROFILE:MATCH™ has transformed the candidate's scores on each personality scale (T1) into a rating for this specific competency (T2). The final column shows the weighting then given to each of these personality scales in calculating the final sten score for this competency.

Contributing Scale

T1

The Impact

T2

Weight

Perfectionism

48

Setting high standards for themselves and others they are conscientious and organised.

28

40%

Compliance

50

Ensuring that their approach to delegation is aligned with the policies and structures of the organisation.

26

40%

Composure

46

Able to delegate in a calm and considered manner rather than being erratic or over reacting to unexpected events.

11

20%

65

8

WEIGHTED T2 - STEN

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PAGE 21

Profile:Match2™

Competency Analysis

Delegating - item responses

The table below provides a breakdown of Simon Sample's P:M360™ rater responses for each question on the survey. Within each competency performance statements have been rank ordered from the highest to the lowest score. Higher scores in the Mean column suggest that the statement is more descriptive of the assessee than a lower score.

Content

Response Frequencies 0

1

2

3

4

5

Mean

Retains work that could be done by less experienced staff

1

0

0

3

2

3

3.56

Concerned to oversee work in ways that support personal development

0

0

1

6

1

1

3.22

Very clear about who is responsible, to whom and for what

0

1

3

3

1

1

2.78

Delegates to develop the talent needed to achieve company objectives

0

1

1

7

0

0

2.67

Delegates dispassionately, and without favour or prejudice

0

1

3

3

2

0

2.67

Misses opportunities to stretch staff by giving them new responsibilities

1

2

1

2

3

0

2.44

Tends to make ‘knee jerk’ decisions about who does what

1

0

5

1

2

0

2.33

Is highly organised and thorough about work arrangements

1

1

2

4

1

0

2.33

Seems critical and mistrustful of others' ability to maintain standards

2

1

4

2

0

0

1.67

Delegates according to seniority and tradition rather than according to ability 2

2

3

2

0

0

1.56

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PAGE 22

Profile:Match2™

Competency Analysis

Flexibility - personality components

This competency is concerned with having the capacity to cope with the unexpected. Candidates receiving a high rating are likely to appreciate when established or traditional approaches no longer work and may be due for review. Such people will recognise the need for re-organisation, whether they are a proponent or are on the receiving end of change. They welcome the views of others and are receptive to learning and to new ideas from a wide range of sources. They have the ability to adapt and welcome variety in their work.

8

POTENTIAL

COMPETENCY METRICS - UNPACKING THE COMPETENCY STEN SCORE Personality assessments focus on underlying structure; the 'primary colours' of personality. These are the factors that underpin personality as we actually experience it in our daily lives. These 'primary colours' can be recombined in an infinite number of combinations to recreate the diversity and complexity of personality as we know it.

PROFILE:MATCH™ uses mathematical algorithms to transform personality scale scores according to the requirements for each competency. It then combines each of these contributions in proportion to their importance.

The table below explains how PROFILE:MATCH™ has transformed the candidate's scores on each personality scale (T1) into a rating for this specific competency (T2). The final column shows the weighting then given to each of these personality scales in calculating the final sten score for this competency.

Contributing Scale

T1

The Impact

T2

Weight

Imaginative

56

Having an open and enquiring mind and a preference for variety and change.

22

40%

Compliance

50

Appreciating the influence that the values, objectives and culture may have on organisational changes.

26

40%

Composure

46

Able to cope well with change, disappointment or unexpected turns of event; neither over reacting nor seeming oblivious to the concerns of others.

11

20%

59

8

WEIGHTED T2 - STEN

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PAGE 23

Profile:Match2™

Competency Analysis

Flexibility - item responses

The table below provides a breakdown of Simon Sample's P:M360™ rater responses for each question on the survey. Within each competency performance statements have been rank ordered from the highest to the lowest score. Higher scores in the Mean column suggest that the statement is more descriptive of the assessee than a lower score.

Content

Response Frequencies 0

1

2

3

4

5

Mean

Readily applies new ideas, drawing from a variety of sources

0

0

0

5

2

2

3.67

Welcomes change and variety at work

0

0

0

5

3

1

3.56

Recovers quickly from disappointment or the unexpected

0

0

1

5

3

0

3.22

Enthusiastic about reviewing work arrangements and procedures

0

0

2

4

3

0

3.11

Recognises when there is a need for change

0

1

1

3

4

0

3.11

Finds routine suffocating and readily embraces change

0

0

4

4

1

0

2.67

Unsettled by new approaches and by modernisation

0

3

3

1

1

1

2.33

Prefers to stick with conventional and established methods

0

1

6

2

0

0

2.11

Doesn’t accurately visualise how a proposal might affect things

0

3

4

1

1

0

2.00

Is wedded to procedures and becomes anxious about change

1

3

4

1

0

0

1.56

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PAGE 24

Competency Analysis

Profile:Match2™

Resilience - personality components

This competency is concerned with coping with stress and remaining calm under pressure. High scorers will be confident and sure of themselves, without seeming arrogant. They will be neither moody nor inclined to take things personally and will discuss contrary views without taking offence. Such people are calm, self-confident and optimistic and have the personal autonomy to deal with issues (including criticism, conflict or abuse) without over-reacting. Such people are appreciated for their stability and their consistency of mood.

4

POTENTIAL

COMPETENCY METRICS - UNPACKING THE COMPETENCY STEN SCORE Personality assessments focus on underlying structure; the 'primary colours' of personality. These are the factors that underpin personality as we actually experience it in our daily lives. These 'primary colours' can be recombined in an infinite number of combinations to recreate the diversity and complexity of personality as we know it.

PROFILE:MATCH™ uses mathematical algorithms to transform personality scale scores according to the requirements for each competency. It then combines each of these contributions in proportion to their importance.

The table below explains how PROFILE:MATCH™ has transformed the candidate's scores on each personality scale (T1) into a rating for this specific competency (T2). The final column shows the weighting then given to each of these personality scales in calculating the final sten score for this competency.

Contributing Scale

T1

The Impact

T2

Weight

Composure

46

Able to deal well with pressure and to handle disappointments or unexpected events well.

23

50%

Self-esteem

41

Being sure of one's self; trusting, confident, optimistic and untroubled by self-doubts.

20

50%

43

4

WEIGHTED T2 - STEN

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PAGE 25

Profile:Match2™

Competency Analysis

Resilience - item responses

The table below provides a breakdown of Simon Sample's P:M360™ rater responses for each question on the survey. Within each competency performance statements have been rank ordered from the highest to the lowest score. Higher scores in the Mean column suggest that the statement is more descriptive of the assessee than a lower score.

Content

Response Frequencies 0

1

2

3

4

5

Mean

Accepts challenges, expressing confidence in own ability to meet them

0

0

0

4

5

0

3.56

Has every expectation that others will respond to them in a positive way

0

0

2

5

2

0

3.00

Loses composure if disturbed by unexpected setbacks

0

1

3

2

1

2

3.00

Addresses difficult issues, such as conflict or personal attack, calmly

0

2

1

4

1

1

2.78

Their trust and optimism inspires self-belief in others

0

0

3

5

1

0

2.78

Able to debate their proposals without becoming defensive

0

1

2

5

1

0

2.67

Can be irritable, unpredictable and difficult for others to deal with

0

4

2

0

1

2

2.44

Maintains effectiveness during periods of high pressure

3

0

0

3

3

0

2.33

Is self critical and succumbs to their own doubts about a positive outcome

0

3

4

1

1

0

2.00

Allows events or the behaviour of others to undermine their confidence

0

3

4

2

0

0

1.89

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PAGE 26

Profile:Match2™

Development

Development resources checklist

This checklist summarises the resource material available from this P:M360™ assessment to inform coaching strategies and thoughts about future personal development. A version of this checklist is included in the assessee's P:M360™ Feedback Report.

PART 1 - variability amongst raters Self-ratings of performance and ratings by each rater group - where are the biggest discrepancies between the assessee's ratings of their own performance and the perceptions of others? Remember, these are averaged over the entire group of raters.

Discrepancies between performance ratings - do the groups rate the assessee differently? If they do, this is something you will want to explore in feedback or coaching.

Consistency of performance ratings - do people within the same rater group rate the assessee differently? The more consistent they are, the more likely it is that this represents their typical pattern of behaviour.

The range of performance ratings. How extreme are the variations of ratings within each group? Do raters use the full range of response options available?

PART 2 - potential vs performance Does the assessee perform best on the competencies where they have been assessed as having the greatest potential? Are there competencies on which they perform better than their rating of potential might lead one to expect? Are they exploiting their potential to full effect?

PART 3 - each competency in depth Full competency definitions. These remind you exactly what was assessed.

Competency ratings. These are indices of potential; to what extent does the assessee's temperament assist or hinder them with this competency.

Passages of descriptive text. Each passage looks at different aspects of temperament that contributes to that competency; which are their strongest/weakest points?

Points for assessees to reflect on. These points address issues raised by the assessee's most problematic responses. They will be more relevant to some people than others, but highlight something that does need to be addressed in feedback or coaching.

Discrepancy analyses. These highlight any significant differences between groups of raters. The assessee should consider why they might be viewed differently by different groups.

Most and least endorsed items. This analysis shows which items the raters felt were most and least descriptive of this assessee.

Do peers and direct reports agree?

Part 3+ (additional coaching material) Personality and competency potential. A breakdown of the personality elements contributing to each competency.

Performance Rating Responses. The fine detail of all rater responses relating to each competency.

Open ended questions (optional). The verbatim responses of all raters relating to each competency.

General extra questions (optional). The verbatim responses of all raters.

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PAGE 27