| E-Net
Hire Work Related Behavior And Attitudinal Characteristics |
 |
|
| EMPLOYEE
SELECTION & DEVELOPMENT, INC. (800) 947-5678 or (941) 739-0400 E-Mail: president@employeeselect.com |
| |||||||||||||||||
| Please Note: All category responses require further exploration with the applicant to make an appropriate analysis. This assessment is not intended nor authorized for use as a "gatekeeper" assessment or for the purpose of being the sole reason for a person being hired or rejected. Companies using this assessment agree to be responsible for ensuring their hiring practices are in compliance with EEOC guidelines. |
 |
Overview and Explanation |  |
|
Coaching Ideas | |
|
Caution Statements | |
|
Interpretion Chart | |
|
View Responses | |
 |
Overview and Explanation | |
| With the Positive Indicators, the bar
chart represents a continuum. For example, those scoring on either extreme
(not a significant strength or exceptional) will either see
most people as having much more or much less of the characteristic
measured. Someone scoring average or significant strength
will recognize others who demonstrate more or less of the characteristic.
Generally they will not see most as having more or less. With the Risk Indicators, either the individual is flagged as "High Risk" or their score is acceptable. Those who are flagged as "High Risk" merit follow up questions in the area specified. |
| Chart Color Scales | |||||||
 |
- Not a Significant Strength |  |
- Average Strength |  |
- Significant Strength |  |
- Exceptional |
|
|
Positive Indicators |
|
| Not a Significant Strength | Average Strength | Significant Strength | Exceptional |
|
|
| Having influence with others is average in importance to this individual. With the desire to influence and persuade others comes the need for recognition from others. Those for whom persuasion and influence is important tend to be more open and verbal in communications. |
| More Private | More Open to Others |
| People Need to be Self Sufficient | Goes Above and Beyond for Customers |
| Others Need Controlling | Sensitivity Toward Others |
| Supervisory Recognition Less Important | Recognition From Supervisors is Important |
| Less Tolerant of Others | Tolerant Toward Others |
| Prefers Customers to Solve Own Problems | Helping Customers Solve Problems is Important |
| Rewards and Recognition Less Important | Rewards and Recognition Motivate |
| Waits for Others to Initiate | Prefers to Initiate Conversations |
| Approval Not a Motivator | Approval Motivates |
| Prefers Others to Make Up Their Own Minds | Influencing Others is Important |
| Approval from Others Less Important | Approval from Others Very Important |
| More Reserved | More Warm and Caring |
| Peer Recognition Less Important | Recognition From Peers Important |
| Not a Significant Strength | Average Strength | Significant Strength | Exceptional |
|
|
|
| The applicant reports an above average level of assertiveness in a work environment. This indicates a value for a more direct approach with people. This applicant will find ways to meet their personal and business objectives. With an above average level of assertiveness, this individual will display a higher degree of confidence, intensity and determination in their work. Depending on how well they have developed their interpersonal skills, persons with this level of assertiveness can be seen by others as strong, confident, authoritative leadership figures who are decisive, idea oriented and who attack problems. With less developed relationship skills, they can be viewed as pushy, not willing to compromise, less sensitive to others' feelings and it may be difficult for them to admit making mistakes. |
| Compliant - Management | Pushes - Management |
| More Easy Going | High Intensity at Work |
| Compliant - Peers | Pushes - Peers |
| Challenges Generate Stress | High Tolerance of Challenges |
| Compliant - General | Pushes - General |
| Prefers Others to Direct | High Personal Initiative |
| Deferential - Abilities | Self Assured - Abilities |
| Lower Confidence - Abilities | High Confidence - Abilities |
| Compliant, Not Forceful | Forceful |
| Less Competitive | More Competitive |
| Deferential to Others | High Self Regard |
| Not a Significant Strength | Average Strength | Significant Strength | Exceptional |
|
|
|
| The applicant places an above average value on being dependable. One example of dependability is the value placed on showing up to work on time. Other attitudes that contribute to dependability include working hard and with intensity, loyalty, service to others, and being results oriented. |
| Producing Results is Less Important | Producing Results is Important |
| Task Focus - Less Intensity | Strong Task Focus - Intensity |
| Working Hard is Less Important | Hard Work is Important |
| Challenges Generate Stress | High Tolerance of Challenges |
| Providing Service is Less Important | Providing Service is Important |
| Less Self Disciplined | Task-Oriented Discipline is Important |
| Loyalty is Less Important | Loyalty is Important |
| Deferential - Abilities | Self Assured - Abilities |
| Not a Significant Strength | Average Strength | Significant Strength | Exceptional |
|
|
|
|
| (Gestalt) The applicant reports an exceptional level of attention to detail on job-related tasks. Accuracy, being careful and making sure a task is done well is very important to this person. |
| Perfection is Less Important | Perfection is Preferred |
| Perfection is Less Important | Work Must be Perfect |
| Am Not Seen as a Perfectionist | Am Viewed as a Perfectionist |
| Unfinished Work Does Not Create Stress | Work Must be Finished |
| Not a Significant Strength | Average Strength | Significant Strength | Exceptional |
|
|
| (Kinesthetic) Concerning the speed with which this individual accomplishes tasks, the applicant reports their work speed is average. Getting tasks done quickly is important to this person. |
| Works Less Than 50 Hours/Week | Works More Than 50 Hours/Week |
| Not Bored Easily | Bored Easily |
| Working Harder Than Others Less Important | Important To Work Harder Than Others |
| Not a Strong Worker | Sees Self as a Strong Worker |
| Tolerates Slow Work Periods | Gets Restless When Work Slows |
| Time Passes Slowly | Gets Caught Up in Work |
| Not a Significant Strength | Average Strength | Significant Strength | Exceptional |
|
| Some positions benefit from employees who believe in building strong relationships with customers and being helpful. This applicant reports that they are below average in this area. People who demonstrate a below average score in customer service attitude often feel it is not as important to go above and beyond for their customers, do extra things for them and may not be described by their customers as caring and warm. The lower the score, the fewer of these characteristics will be demonstrated. |
| Emotional Support of Customers is Less Important | Emotional Support of Customers is Important |
| People Need to be Self Sufficient | Goes Above and Beyond for Customers |
| Less Important to Leave a Good Impression | Important to Leave a Good Impression |
| Prefers Customers to Solve Own Problems | Helping Customers Solve Problems is Important |
| Providing Service is Less Important | Providing Service is Important |
| More Reserved | More Warm and Caring |
| Not a Significant Strength | Average Strength | Significant Strength | Exceptional |
|
| The applicant reports they are below average in energy in a work environment. Positions that require long hours and sustained levels of intensity might be difficult for this applicant over time. Consideration for the lower energy levels of the applicant (when compared to high energy workers) should be considered if a high level of work intensity is required for the position. Persons who score below average in energy generally see themselves as working less than 50 hours per week, not intense as others and feel that others get the job done sooner or better than they do. |
| Averages Less Than 50 Hours/Week | Averages More Than 50 Hours Per Week |
| More Easy Going | High Intensity at Work |
| Task Focus - Less Intensity | Strong Task Focus - Intensity |
| Deferential - Abilities | Self Assured - Abilities |
| Deferential to Others | High Self Regard |
| Not a Significant Strength | Average Strength | Significant Strength | Exceptional |
|
|
|
| Many positions require a worker to get along, cooperate and work successfully with a supervisor. This applicant reports that they are above average in this area. People who demonstrate an average or better attitude toward supervision may feel it is important to do extra things for their supervisor, work with them to solve problems and are warm and caring. |
| Emotional Support of Supervisors is Less Important | Emotional Support of Supervisors is Important |
| Supervisors Should Do Their Own Work | Goes Above and Beyond for Supervisors |
| Supervisors Should Solve Own Problems | Enjoys Helping Supervisors Solve Problems |
| Less Important to Leave a Good Impression | Important to Leave a Good Impression |
| More Reserved | More Warm and Caring |
|
|
Risk Indicators |
|
| Low Risk | High Risk |
|
| The applicant believes that someone who is dishonest is not acceptable. |
| Low Risk | High Risk |
|
| Regarding drug usage, the applicant believes that workers who use drugs are not acceptable. |
| Low Risk | High Risk |
|
| Concerning violence and emotion, the applicant believes in good working relationships and does not become easily angered. |
| Low Risk | High Risk |
|
| In the area of diversity, the applicant believes in having patience with differences of co-workers as compared with himself/herself. |
| Low Risk | High Risk |
|
| The applicant believes that most injuries can be prevented and believes in using caution and concern in job duties. |
| Low Risk | High Risk |
|
| With regards to tenure or turnover, the applicant believes in loyalty and the value of staying permanent. |
| Low Risk | High Risk |
|
| The applicant is likely to take instructions willingly from authority. The applicant indicated a positive perspective toward customers. |
| Low Risk | High Risk |
|
| The applicant believes in dependability on the job. |
|
Caution Statements | |
|
| ||
| (Caution - Response Validity) The responses from the applicant may be overly optimistic. Please explore further with the applicant. |
|
Probing Questions | |
| 45. | Give me an example of when different ethnic groups did or did not work well together in the workplace. What happened? How did you handle the situation? |
| 55. | Tell me about a time when the opinion of others made you act differently than you thought you should. |
| 56. | Tell me about a time when you felt a lie, or even a "white lie" that wouldn't really hurt anyone, was necessary to tell somebody at work. Listen for whether they have a deep moral commitment to always telling the truth or if they feel some lies are OK. |
|
Interpretation Chart | |
| This report is designed to aid in the identification of attitudes, beliefs and values useful for understanding, coaching and developing employees. For example if someone should handle rush deadlines, it is prudent to factor in the scores for Energy and Work Pace. To better understand which characteristics reflects the corresponding behavior, click on the associated section on the wheel. For a printable version of the complete guide, Please Click Here |
|
Coaching Ideas | |
| |||
| Individuals who are above average in assertiveness who are being integrated into teams can benefit from four key coaching elements, which are: 1. How well developed are their interpersonal skills? Is it also important for them to influence others to their point of view? If they also score average or better in influence, they will tend to be aggressive in their efforts to move others to their opinions and decisions -- but they will also place a value on the feelings of others in the process. If they score low in influence, they may tend to use facts, figures or be 'pushy' to get others to agree. Persons who score high in assertiveness and low in influence may tend to have more problems when working with a team. 2. How important is it to them to have order and structure at work? Assertive people will tend to push to create what they believe is a suitable work environment -- typically structured and orderly, working on one task at a time (high dependability/high attention to detail - gestalt) or a more open, free wheeling environment or using policies as guidelines (low dependability/low attention to detail.) As an element of creating a suitable work environment, assertive people can also place a greater emphasis on solving the problem than preserving the status quo. How do they handle their desire for independence and results when faced with a policy, person or process that delays them getting the job done? Is the position for which this person is applying well suited for someone who places a high value on independent, action oriented, intense effort on the job? 3. How willing are they to take instruction from others on the job? People with high assertiveness have indicated a stronger sense of confidence in their work and their ability to get the job done. They see themselves as more forceful and are willing to tell others 'no.' If the position requires working in a team environment, probe more for examples of how they handle conflict when they disagree with coworkers or their boss. 4. Do they understand that others approach making decisions differently than themselves? Assertive people can tend to want others to respond and agree immediately to their ideas and proposals. Others want to weigh the pros and cons, hear discussion, value the building of relationships through socialization or want to understand the detail of the situation before reaching a decision. How do they see others who don't act immediately and decisively? This can be an area of growth opportunity in improving the effectiveness of an assertive person. |
| |||
| (Kinesthetic) Average indicates that this individual emphasizes speed in getting work done, but not to the same degree as one who is above average or exceptional in Work Pace (Kinesthetic). Individuals who are average in Work Pace (Kinesthetic) and low in Attention to Detail (Gestalt) may also not fit the profile of a position that demands careful attention to detail. Workers who emphasize speed over accuracy can demonstrate higher error rates due to their desire to get their work done quickly. This individual may not experience as much stress due to a work environment which demands faster than normal pacing, compared to another who is below average in Work Pace (Kinesthetic). A difference in emphasis on speed might be noticed when compared to those who score much higher in this area. |
| |||
| When coaching an individual with an average desire to influence and persuade, it can be of help to them to remember that not everyone understands or accepts information in the same way. An organized and succinct summary of facts and figures works for some, while others prefer examples of pro's and con's of an idea. The drive to influence others and seek recognition for efforts is there in this individual -- but it is not nearly as strong as those who score in the above average or exceptional areas. People who score at least average in influence tend to enjoy working with people -- if the position does not have significant people contact, it would be good to explore the potential impact this would have on job satisfaction. Depending on prior experience and training, individuals with this profile may be prone to pushing their thoughts or ideas on others without adapting to a lower key, methodical or other approach best suited to successful persuasion of others who do not share the same profile. |
| |||
| (Gestalt) Paying attention to detail can be a marvelous attribute. The applicant scores exceptionally high in this area. Typically, this indicates that the applicant will take time to make sure things are done well and done right. Speed of accomplishing the task (Work Pace) may be sacrificed for accuracy. When placing on a team, remember this tendency. When assigning responsibilities and tasks, it is important to allow sufficient time for this individual to pay attention to detail. Doing so will make for a more pleasant work environment and lower frustration levels of both the manager and the individual. Be sure to compare this score with the Work Pace (Kinesthetic) score. The higher score is the dominant trait. |
| |||
| People with below average energy can be very successful employees. 'Below average in energy' is a comparison to high energy people -- not an indication that they do not have any energy at work. Specifically, it indicates such things as not seeing themselves as having worked overtime hours on a consistent basis or not being above average (compared to others) in intensity. Coaching managers on setting realistic expectations for work is a key. It may create conflict if the position or manager demands overtime or exceptional levels of intensity. In a team environment, there is potential for conflict with high energy people over the use of time. Low energy people may not see the same value in working overtime that high energy people do, nor will they necessarily feel that they function well in a consistent overtime environment. |
