Identity Self-Perception Business Personality Questionnaire Comprehensive Report

Comprehensive Report

Strictly Confidential

Test2 Test2

Thursday, September 16, 2010

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-Profile-Respondent Name: Test2 Test2

Less outgoing in groups, reserved,prefers to avoid the centre of attention

Gregarious and extravert in groups,enjoys the limelight, outgoing

More likely to avoid confrontation orspeaking mind - accommodating

Expresses self directly, outspoken, lessself-censoring

Less need to impress views on others,low interest in influencing others

Persistently impresses views on others,likes to convince others of own views

Less open with feelings, morecontrolling of emotions, harder to read

Shares feelings openly, unguarded withothers, prefers to let emotions show

More conforming, prefers to followmajority, dislikes standing out as

different

Likes to be different, prefers ownapproach, stronger views of own

Prepared to sell self & achievements,makes own success known to others

Avoids talking about achievements,less comfortable discussing self and

success

Prefers working independently, dislikesrestraints of teamworking

Prefers to work with others, valuesbeing part of a team, likes to share

responsibility

Prefers to make decisions alone, lessconsulting with others on views

Values views and opinions of others,gathers different contributions

Less interest in thinking aboutbehaviour of others, or understanding

people

More interested in reasons for others'behaviour, seeks to understand people

Less interested in dealing withemotional or personal issues, less

sympathetic

More focused on emotional issues,concerned about feelings, supportive

Less likely to change or adaptbehaviour to situations, consistent in

approach

More likely to change behaviour to suitdifferent situations, adaptive style

Prefers practical application overtheory, less interested in the abstract or

conceptual

Interested in theories and hypothetical,enjoys conceptual or abstract issues

Values subjective insights, less likely toneed proof or data, more 'intuitive'

Values logic and objectivity, higherneed for hard evidence or data to make

decisions

More likely to build on ideas of others,less interest in being original or

inventive

Values originality, likes to play withideas, imaginative

Less likely to look for problems ordrawbacks, takes things at face value

Focused on spotting errors andunderlying issues in matters, evaluative

& critical

Focuses more on the present, lessfuture-orientated, prefers to react than

plan ahead

Looks to the longer-term, moreplanning, invests more in the future

Less structured approach, prefersflexibility, less focused on details

Organised approach to work, focus onthe detail, more structure to activities

More likely to lose interest in tasks,prefers starting things to finishing them

More likely to complete work to a highstandard of quality, seeks closure,

finisher

Prefers to concentrate on one thing at atime, likely to be less flexible with

conflicting tasks

Enjoys dealing with several things atonce, divides attention between

competing demands

Less comfortable with change, prefersroutine and familiar work

Enjoys doing different things, morelikely to tire of routine, more

comfortable with change

Dislikes rules and regulations, prefersnot to follow instructions given by

others

Likes to follow instructions, will adhereto the rules and regulations, avoids

breaking the rules

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Low need for control over situations,little interest in leading others

Higher need for control, likes to takecharge, takes responsibility, leads

Values participative over winning, haslittle need to excel over others

High need to win at activities, desires toexcel over others in chosen fields

More willing to compromise goals ortargets, less driving for ambitions

More persistent in realising ambitions,less likely to sacrifice or compromise

goals

Preference for taking time overdecisions, stready approach to problem

solving

Makes fast decisions, makes mind upquickly, less deliberation

Values caution over risk, less likely toact if outcomes are uncertain

More willing to take risks to achieveobjectives, takes chances to gain higher

rewards

Stronger belief in effects of chance orluck in life, less likely to see potential

influence

Sees self in control, less belief in luck,more likely to see potential influence

over events

More able to relax, can switch off frompressure, less tense

Feels more anxiety, higher generalstate of tension, less able to switch off

Lower tendency to worry beforeimportant events, less anxious in key

situations

Higher worry before important events,concerned that things may go wrong

Less confident in abilities, conscious ofareas for development, self-critical

More confident in own abilities, seesless scope for self-improvement

More likely to be affected by setbacks,more likely to ruminate and focus on

failures

Less likely to be affected by setbacks,will seek to move on quickly from

failures

More likely to view things sceptically,less positive about matters

More positive about things, less likelyto be sceptical, focuses on the positive

More likely to admit personalweaknesses, higher tendency toacknowledge emotional issues

Less likely to acknowledge or admit toemotional issues, more rejecting of

personal weakness

Has shown less need to follow what issocially valued in responses, more

self-critical

Has responded in a more sociallyvalued manner, less self-critical

Less reviewing and self-analysis of ownbehaviour, less focus on past

experience

Higher reviewing of past behaviours,focused on assessing self and

interactions

Values first impressions, tends to reflecton matters less, prefers clear, polar

opinions

Reflective when evaluating matters to amore complex level, more open to new

information

Self-Perception Information - Points to Bear in Mind:•

not a definitive statement about how you behave - just an indicator•

about style and preference, NOT about ability without support from further evidence•

a comparative measure of how you see yourself in relation to the rest of the professional workingpopulation

•

although broad patterns are likely to be consistent through time, your profile can change withexperience and role

•

this profile should not be interpreted by anyone who is not trained or professionally supported to doso

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Introduction

This report is based on Test2's responses to 'identity' - a fully validated psychometric instrument usedto gather information about how he sees himself. These self-perceptions are compared with aprofessional working population (sample size=1083) to provide a measure of personality in relation toothers. Please ensure that this report containing personal information is handled confidentially andprofessionally and in keeping with data protection legislation.

The profile is described in the following pages of this report. Firstly, Test2's response style to thequestionnaire is explored below. Following this, his profile is related to organisational competences. Inthe latter sections of the report, secondary psychological models may be presented which are derivedfrom the primary Identity profile by research.

Style Scales - How Objectively Has the Respondent Answered

Identity?

The Identity Questionnaire contains several measures of response style that indicate how objectivelyTest2 has responded to the items.

On the basis of these scales, he appears to have been reflective and self-critical when completing thequestionnaire. This indicates that reasonable confidence can be invested in the accuracy of this report.

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Identity - Competency Based Interpretation

The following is based on the eight competence areas below, identified from research as significant forsuccess in most key roles. Please note that some scales of Identity may be relevant to more than onecompetence.

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People and Communication

Influencing

Test2's responses to the questionnaire indicate that he tends to be typically outgoing and to be ascomfortable as most in the centre of attention. He will tend to be less outspoken with his views, maybemore conscious not to criticise others or to act without sensitivity. He may prefer to avoidconfrontation. Test2 is however, fairly ambivalent about challenging the consensus view, probablyseeking a balance between forwarding his own opinions and taking on-board those of the group. Hewill be typically independent-minded in this respect.

Less inclined than most to try and change the views of others, he may be less driven to press a point orseek to align others' views with his own.

Test2 reports to take the middle ground in terms of modesty or selling himself and his successes. Hewill probably be seen as no more or less self-promoting than the next person.

Leadership

Reporting to be less interested in taking control of the work of others he may prefer not to assume themanagement of a team, being more self-contained, rather than needing to get people together whenmaking any decisions. Therefore, he may have a preference for more autonomous working rather thanproviding management to others.

Test2 is more likely to hold back from saying what he really thinks, maybe less focused on tacklingdisagreements or conflict. He may also be less focused on the feelings of others around him, perhapstaking a more objective, dispassionate approach at work. Tending to be less interested inunderstanding others' motivations or behaviours, he may at times miss opportunities to motivatepeople by appealing to their individual interests more specifically. Despite reporting to focus on theless positive aspects of situations at times, elsewhere in the profile suggests that he may actually beless inclined to evaluate the performance of staff more critically, perhaps more accepting of others'abilities or shortfalls.

Team Working

Less affiliative than most, he is likely to prefer some degree of professional distance from colleaguesand contacts. He may be more comfortable operating in roles affording him a degree ofself-determined working. Test2 will probably be as open as the next person with his own feelings, butis perhaps less aware of others' feelings at times. He will probably be more selective with sympathytowards his team members, and may take a more objective view of their problems, believing these tobe their responsibility.

Perhaps more happy to act on his own accord, without needing to refer to others, and more likely tomake a decision himself, Test2 may be less consultative in this respect particularly if making moreeveryday decisions. In determining direction, he is as likely to challenge the majority as actively as thenext person, probably seeking to achieve a balance between his own views and those of hiscolleagues.

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Intellectual & Judgement

Decision Making

Test2 may be less interested in the process of evaluating and assessing information and may beinclined to take things at face value. He will probably be more accepting and less critical in his outlook.He may just want to run with ideas and proposals. He will also prefer not to get too engrossed in detailand structure in his approach to decisions. His approach to risk taking is typical of most people.Without wishing to be exposed to high risks, he will appreciate the need to balance taking a chanceand the likelihood of gaining significant returns.

Having a moderately balanced perspective on requiring both objective and more intuitive information,he will seek to use a mix of both 'hard' facts and also feelings or opinions in formulating hisjudgements. Test2 has less interest in applying theories or concepts, and will be engaged on morepractical applications to solve more direct problems.

Generally when moving from deliberation to action, he takes the middle ground preferring not to berushed into decisions nor wishing to hold things up by taking too long to act. He is likely to be asdecisive as most in this respect. Despite a typical level of decisivenessTest2 has a more reactive stanceon current issues, tending to respond to matters as they arise, rather than placing a great deal ofattention towards thinking ahead.

Change

In terms of a focus on change, Test2 sees himself as less personally creative than most, and also to beless interested in the more hypothetical or abstract possibilities of change. He will probably be moreeffective at building on others' ideas, if they have a practical application. He may also want to use morefamiliar methods, tending to be less experimental or interested in novel methods or variety.

As a person who may not focus strongly on criticising matters, Test2 may see fewer opportunities tochange existing processes, as he tends not to look for the problems or drawbacks in things. Moderatelyfocused on taking risks, Test2 will tend to believe more in the effects of luck or other factors outside ofhis control, suggesting that he will see less scope to influence or change things in his environment.This may mean that he could develop a more proactive approach to change at times.

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Task Orientation and Drive

Organisation

Requiring less well-thought out plans, Test2 also reports to be less focused on completion todeadlines, perhaps preferring looser milestones for delivery and remaining open to changes. He isprobably less likely to take a disciplined and systematic approach to managing the structure ofactivities, preferring to jump into things. Test2 is more likely to react to current demands and prefer aresponsive rather than planful approach. He is less likely to enjoy tackling methodical work, preferringto be loose and open. Also less evaluative in outlook, his lower level of rigor with detail may mean he ismore likely to miss the potential flaws or problems with proposals.

When dealing with workloads, he will prefer to concentrate on one thing at at time, and may be lesscomfortable juggling different demands, or having to switch attention between different types of task.As such, he will want to ensure quality through adopting a more focused, serial fashion.

Dealing with Pressure

Test2's responses to the anxiety scales suggest that he may tend to experience a higher degree oftension in his everyday work, perhaps because he expends a good deal of personal energy in his job.Although he is likely to be as confident and free from worry as most, there may be scope for him toimprove his well-being by relaxing more and taking a calmer approach. Test2 may however be lesspositive in outlook generally, tending to take a more sceptical approach to viewing potential issues.Whilst being potentially realistic and objective in some sense, he may be prone to a degree ofpessimism at times. He may tend to be less surprised when problems arise, and will have a moderatelevel of resilience in overcoming such barriers. Likely to be more aware of areas that he needs toimprove, Test2 may be a little less self-assured in his abilities to take on challenging roles at this time.This could lead to him experiencing more pressure as he seeks to progress into new roles.Nevertheless, he is probably open to learning and aware of a need to develop in order to perform moreeffectively.

Motivation

Demonstrating a lower determination than most at this time, he is possibly at a comfortable level withhis current level of personal challenge and goal-setting. He may be less proactive in finding newpersonal work challenges currently. Related perhaps to his lower interest in career advancement, hemay tend to be more believing in luck and chance determining success in life and therefore much isoutside his control. He may therefore see less scope to act and influence events. Reporting a highergeneral tension, this suggests that he will spend a lot of his personal time thinking about work, whichmay take its toll on his stress levels.

In terms of positivity, Test2 may tend to be less optimistic than most, and perhaps at times, a littlemore negative or stoic about matters. Sometimes, he may need to be careful not to convey a degree ofpessimism to others.

The variety seeking area in the profile suggests that he is less likely to be motivated towards change inhis day-to-day activities or exploring different roles.

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Leadership Preference

Test2 Test2

Less focus towards change. More likelyto run with existing processes as they

are, rather than challenge

More orientated towards change.Preference for thinking about 'what

might be' and taking risks

Preference for forwarding own ideasand expressing self. Less likely to be

seen to listen to others

Encourages others and absorb differentviewpoints. Less need to express own

ideas or forward opinion

Less desire to retain personal controlover matters, prefers involvement over

making independent decisions

Preference for overseeing matterspersonally. Greater desire to make

decisions independently, lessempowering of others

Less interested in devoting time tobuilding wider relationships. Stronger

focus on meeting demands of localwork area

Focus on building relationships beyondimmediate workarea, less inclined toget absorbed in the immediate work

demands.

The following section describes Test2's preference in relation to the leadership model above:

Higher Participative

Participative leaders are more inclined to encourage others and listen to their contributions. They haveless need to lead with their own views, or express a strong presence / influence over others. Duringgroup situations they are likely to be less domineering and more involving of others, keen to ensureeveryone has their say. Indeed, participative leaders will have a preference for cooperation and may beless task-focused than other managers. At times they may miss out on opportunities to providestronger direction due to their preference for ensuring team member involvement.

Lower Change

Those who score at the lower end of this scale are likely to focus more on immediate task preferencesrather than spend much of their time considering 'what could be'. They should have a preference forstructure and should be more tenacious in tackling routine or protracted tasks than most. They are alsolikely to be respectful of protocol and work well within given parameters. At times their focus onstructure may mean they are less flexible in adapting to new demands. Often less risk-taking inbehaviour, they can prefer a more careful approach, to avoid upsetting the smooth running of work.

Lower Networking

Low scorers on this scale are likely to prefer to focus on the task at hand rather than spend their timesocialising or dealing with less relevant distractions. They may be more able to work alone and haveless need for interaction with others, preferring to keep a lower social profile than most. Organised andmethodical, they should tenaciously approach tasks even if repetitive and are likely to have a higherneed for structure in their work. As such they are less likely to become bored with the finer points ofimplementation although they may need to take care that they do not become immersed in detail orimmediate task demands at times.

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Team Role Profile

Test2 Test2

More relaxed, less focused on end goal,more interested in the process

Dynamic, action-focused, can be tense,challenges, pushes to deliver,

determined

Not interested in assumingchair-person or leader role, focused

elsewhere

Preference for co-ordination role, likelyto be effective chairman, promotes

team decision making

More practical, more focused onconcrete matters than internal ideas or

possibilities

Creative, imaginative, 'goes inside' togenerate patterns and possibiities,

unorthodox

More introvert and focused on practicaldemands, less likely to explore new

avenues

Extravert, outgoing, enthusiastic aboutnew ideas, explores opportunities and

develops contacts

Focuses on less structured activities,more unconventional, less practical and

organised

Takes a structured approach to makingthings happen, conservative, efficient

and practical

Less critical, takes things at face value,focuses less on analysis and evaluation

Discerning, critically-minded, can besceptical, judges matters, values

accuracy

More inclined to focus in areas beyondthe immediate team dynamic

Social, accommodating, listens andfocuses on the needs of other team

members, averts conflict

Unworried about completion, lessanxious to ensure quality, more

comfortable with omissions

Methodical and conscientious, anxiousto ensure high level of quality, will meet

deadlines

Preference for predominant teamrole/s. Likely to be less flexible

Higher flexibility in using the range ofteam profiles

Responses suggest that Test2 does not have a strong preference for adopting any particular teamprofile when working in groups.

Less Preferred Team Profile:

Co-ordinating

Individuals scoring low on the Co-ordinating scale are likely to have less need to act as the chair-personor coordinate the group's activities. As such, they may prefer to leave this role to others, andconcentrate on their individual tasks within the team.

Flexibility Measure

The Flexibility scale looks at how likely an individual is to review their approach when team workingand adopt different team behaviours to suit the needs of the situation. On the basis of your responsesyou are as likely as most people to use a range of team profiles when working in groups.

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Emotional Focus

Test2 Test2

Less interested in understanding ownemotions and behaviours. Less awareof how their behaviours affects others

Reviews own emotions and behavioursand impact on others. More aware of

own strengths and limitations

More prone to anxiety in unfamiliar orchallenging situations. Less adaptable

or controlling with emotions.

Controlling of emotions and adapt tochallenging situations. More internally

relaxed.

Less goal focused or driven to achievepersonal targets. Less self-assured in

current ability.

Motivated and resilient to set-backs.Self-assured and focused on achieving

personal targets.

Less aware and less interested inreviewing the behaviour of others or

understanding social interactions

Higher awareness of others' emotions,behaviours and intentions

Less inclined to address the emotionsof others. Less likely to change

behaviours to suit different people orsituations

More focused on appropriatelymanaging the feelings and behaviours

of others. Responds and adapts todifferent people

Prefers more independent working andless energy focused on motivating

others

More focused on working with othersand integrating with their needs,

motivations and perspectives

Emotional Focus refers to an individual's orientation towards the emotional factors underlying boththeir own behaviour (Internal measures), and also that of others (External measures).

Self Awareness

Lower responders on this scale are less concerned with analysing their past behaviours or interactions.Perhaps seeing their time better spent on more fruitful activities, they may see introspection as a wasteof energy. Less sensitive in this respect, they are unlikely to become self-absorbed, but may missopportunities to better understand potential areas for development.

Managing Own Emotions

Average responses on this scale indicate a balanced emotional response to events. The averagerespondent will be sensitive to significant failures or setbacks, but generally keep their feelings incheck when appropriate. They will be relatively effective in responding to their anxieties, or adaptingtheir approach to work in order to keep their stress contained.

Self Motivation

Low responses on this scale indicate that the individual is less driven towards goals or targets at thistime. This implies that they are probably content with their current level of responsibility andattainment. Often, they can be orientated towards co-operative or supporting roles, demonstratingless individual ambition.

Social Awareness

Lower responders devote less attention to analysing other people. Their focus at work will probably beon the task element, rather than towards the 'people processes'. They may prefer not to get tooinvolved with others' personal problems and probably have less interest in understanding others'motivations or emotions.

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-Emotional Focus cont...Managing Others' Emotions

Those who respond towards the lower end of this scale are probably less interested in trying tomanage the feelings, emotions and behaviours of others. There are two sides to this area. The first isbeing driven to actively engage with groups, and the other is taking the perspectives of others. Often,lower responders are quite happy without needing to impress themselves or their views on others.There can also be a focus on taking people as they are, rather than needing to second-guess what theymay be thinking or feeling.

Social Motivation

This scale concerns social orientation and a focus on integrating with others. The lower response onthis scale suggests an interest more towards autonomous working, free from the constraints ordistraction of team-based working. Often, lower responses can indicate a desire to retain responsibilityfor managing things alone, rather than devoting time to building relationships and achieving resultscollectively with others.

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Learning Orientation

Test2 Test2

The diagram below presents preferences in a different way. It is a simpler way of presenting wherepreferences are, and shows which side of the brain you prefer to use when processing information. Ingeneral the left and right sides of the brain process information in different ways. We tend to processinformation using our dominant side although some individuals are more balanced and adept atusing both sides.

The left side of the brain is associated with logical, sequential and linear (part to whole) processing ofinformation.

The right side of the brain is associated with intuitive, random and holistic (whole to part) processingof information.

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Exploring Your Reported Preferences

The model explores three key areas, highlighting how Test2 may prefer to go about learning things ordoing new things:

.. Approach to learning: To what extent does Test2 need structure and organisation during learning?

.. Focus on learning: How interested is Test2 in the underlying concepts and workings?

.. Transfer of learning: Does Test2 focus on a specific problem, or transfer learning across situations?

Approach: Spontaneous

Test2's response here indicates a preference for a more Spontaneous style. Spontaneous learners getthe best out of learning when they are allowed to get stuck in quickly and try things for themselves.They are liable to become impatient and bored if the learning environment is too structured or doesnot have sufficient 'hands-on activities'. Their attention may also tend to wander and they are likely toneed interesting things to keep them focused.

Spontaneous learners are more likely to:

• learn through trial-and-error.• be happy with less structured approaches to learning.• be content with 'loose' and brief guidelines and they will be happy to get on with their

assignments with minimal guidance.• need lots of variety in their day-to-day activities and may get bored with routine or repetitive

tasks.• be comfortable to get started on a task without needing to plan it out first; can be impatient

with instructions or briefings.• enjoy spontaneity and are not worried if they do not know what is coming up next.

Focus: Pragmatic

Test2's response here indicates a preference for a more Pragmatic style.

Pragmatic learners are focused on the practical, tangible and more immediate benefits of learningthings. 'What can I use this information for?' will be a question often in their mind. They are more'hands-on' and are likely to make their minds up about things quickly as they prefer to keep thingssimple and easy-to-understand. They may also get bored learning about theories or concepts that arecomplex or less relevant - as all they want to do is get on with things practically.

Pragmatic learners are more likely to:

• focus on practical aspects e.g. how can they apply the learnt skills to something useful?• be focused on concrete, more immediate benefits of learning.• not necessarily see the point of understanding the theory or spending time on conceptual

discussions.• believe in keeping things neat and simple.• make their minds up quickly and think on their feet.• prefer hands-on practical jobs.• be more focused with the task at hand and not likely to be side-tracked by conceptual details.• be seen as 'down-to-earth', having 'common-sense' and be good at getting things done.

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-Learning Orientation cont...

Transfer: Concrete

Test2's response here indicates a preference for a more Concrete style.

Concrete learners are good at applying their learning to clearly defined and specific situations. Theyare good at following a step-by-step approach to learn a well-defined task or a clear, straightforwardsubject area. Concrete learners will tend to tackle learning bit-by-bit, one thing at a time. They aregood with procedures - although may find unexpected changes unsettling, or become easilyoverwhelmed when trying to do several things at the same time. They will prefer to learn things in theway they are taught, rather than develop their own approach.

Concrete Learners may be more likely to:

• take their learning literally i.e. this learnt skill is used for this specific situation.• find it more difficult to adapt what they have learnt to other similar situations.• prefer following clear instructions and to be offered or given solutions.• need to concentrate on one thing at a time, working through information in a step-by-step

fashion.• have less need to review and explore what they can do with what they have learnt.

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Type Preferences

Test2 Test2

Extravert (E) is energised by the external world ofpeople, activity and things. They tend to besociable and communicative and might dislikeextended periods of isolated thinking activities.

Introvert (I) is energised by their own internalworld of thoughts, emotions and ideas. Can beself-absorbed in thought; can be more of aprivate person.

Sense (S) attends to information by relying onthe five senses. Therefore, focused on the real,tangible and practical issues.

Intuition (N) attends to information by seekingthe connections and interrelations betweenthings and exploring the possibilities. Appliesintuition, insight and will be good at spottingpatterns, trends.

Think (T) makes decisions based on rational andlogical thought processes. Applies analysis andobjective methods steering clear of subjectivityor being tainted by emotions.

Feel (F) makes decisions based on personalvalues, feelings and emotions and consideringthe likely impact on people concerned.

Judge (J) lives life in a planned and organisedway. They are highly methodical andwell-structured and might get irritated by latechanges to their plans.

Perceive (P) lives life in a more flexible,spontaneous way. Does not naturally like to plan,works best when decisions draw close andresponds well to unexpected pressures.

The four Psychological Preferences provides 16 Type Preferences. Test2's Type Preference is described as:

I S T J

ISTJs are normally characterised by their serious and sincere demeanour. Hardworking andconscientious, they can be depended upon to get the job done on time and to a high standard ofquality. Due to their preference for using Sensing, they should be orientated towards dealing with thepractical and realistic rather than conceptual matters or considering what could be, they are adept atkeeping track of the facts and details and should approach tasks in a systematic and methodical way.In terms of decision-making, ISTJs will employ their preference for Thinking, favouring logical andsound reasoning processes to those involving values and emotions.

ISTJs have a great capacity to organise their work and lives. Focused on their relationships at work andthe organisation, they should demonstrate their loyalty and commitment towards them at all times.Although preferring to work independently, ISTJs can function effectively within teams where the rolesand objectives are clearly defined. Preferring to maintain the status quo, ISTJs are likely to only supportchange processes where facts can convince them of the benefits. Others may perceive theseindividuals to be reserved, orderly and as possessing a strong respect for the traditional andconventional.

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Identity Self-Perception Business Personality Questionnaire Comprehensive Report

Business

Transcript of Identity Self-Perception Business Personality Questionnaire Comprehensive Report