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Assessment and Development Report for:
Sam Salesman
Demonstration: Corporate
June 1, 1999
A seminar on interviewing and professional development (which highlights
the most informed usage of The Computer Psychologist) is recommended
and can be arranged by contacting us at (770) 455-4510. This assessment
and development report is a component of a broader array of products
published by The Computer Psychologist, Inc. Responsibility for proper
use and interpretation rests with the user. All assessment-related
statements should be thoroughly probed (and confirmed or denied) by
interview responses and behaviors, background data and references,
and behavioral performance. Only then can a clear path of professional
development be created.
Comments or questions about The Computer Psychologist may be addressed
to:
The Computer
Psychologist, Inc.
3355 Northeast Expressway
Atlanta, GA 30341
(770) 455-4510
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THE
COMPUTER PSYCHOLOGIST
Narrative Description
NAME:
Salesman, Sam
Candidate: Sales Representative
Company: Demonstration: Corporate
It has been our experience that a person is most effective and
content in work that plays to the largest number of his strengths,
to the fewest number of his weaknesses, that involves the largest
number of his interests and that satisfies the largest number
of his needs. Based upon the psychological assessment instruments,
we have identified the following assets, limitations, needs and
interests.
PROBLEM SOLVING SKILLS: He possesses above average problem-solving
skills and general intelligence. His intellectual effectiveness
is increased by his energy and activity levels. He evaluates problems
in a logical and analytical manner, and his conclusions are typically
objective. He lacks the self-discipline to fully utilize his capabilities
and talents. He reacts quickly on his feet to situations demanding
change and flexibility.
EMOTIONAL AND MOTIVATIONAL PATTERNS: He is an active and
energetic person. His outward behaviors do not always mirror his
inward feelings. He is strongly confident, yet not overly so.
His self-esteem is naturally strong regardless of specific feedback.
When things are not going according to plan, he becomes increasingly
decisive and action-oriented. He "keeps his eyes wide open" with
new acquaintances and develops trust slowly. He prefers action
over reflection. He is emotionally even-keeled and consistent.
He allows his feelings to show to others in an appropriate manner.
His patience is moderate. He possesses a moderate level of insight
into the behaviors of others. His concern for others is consistently
evident, but not extreme.
INTERPERSONAL SKILLS: He is able to flexibly adapt the
impression he conveys to match the demands of the social setting.
He can project a polished and sophisticated image when he must.
He has developed an impressive degree of social savvy. He is socially
bold and moves in quickly to establish relationships. He uses
his social skill to network relationships. He relates effectively
to a wide range of behavioral styles and personalities. He can
meet his needs by dealing with others in a shrewd and political
fashion. He achieves his aims and asserts his needs in subtle
and indirect ways. His listening skills are adequate. He will
respond to other people in a service-oriented manner if he is
required to do so. He judges his own behavior in conjunction with
the practical requirements of the task. He balances his competitiveness
with a willingness to work with other people.
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Specific
Personality Factors
with Target Profile for Sales Representative
Similarity
Index = 84.79
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10 |
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| Solitary
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People-oriented
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| Cool,
detached |
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Connecting,
comforting |
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Lower General Ability
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Higher General Ability
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Lower scholastic aptitude |
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Higher
scholastic aptitude |
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| Emotional
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Even-keeled
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Uneven, varying mood |
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Predictable,
resilient |
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| Passive
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Controlling
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Submissive, conciliatory |
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Opinionated,
in charge |
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Subdued |
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Gregarious |
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Reserved, solemn |
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Enthusiastic,
exuberant |
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Unconventional
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Conscientious
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Ignores rules, resists authority |
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Follows
rules, respects authority |
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| Cautious
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Fearless
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Quiet, socially uncomfortable |
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Friendly,
talkative, outgoing |
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Thinking-oriented
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Feeling-oriented
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Logical, solution-focused |
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Empathic,
intuitive, artistic |
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Accepting |
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Distrustful
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Positive view of others |
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Negative
view of others |
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Pragmatic |
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Conceptual |
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Bottom-line, fact-oriented |
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Theoretical,
internal focus |
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Self-disclosing
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Unrevealing
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Open, easy to read |
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Hard
to get to know |
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| Self-confident
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Unsure
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Self-secure, comfortable |
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Prone
to worry, insecure |
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Conservative
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Change-oriented
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Prefers established patterns |
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Open
to new ideas |
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Team-oriented
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Independent
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Enjoys being part of a group |
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Prefers
to work alone |
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Unorganized
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Detail-oriented
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Procrastinates, cuts corners |
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Planful,
exacting, precise |
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Easy-going |
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Restless |
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Forgiving, tolerant of others |
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Easily
irritated, quick to judge |
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Low |
Average |
High |
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Highlights
Potential Assets
Based upon the assessment, the following list prioritizes his greatest
potential assets. These potential assets should be confirmed through
interview responses and behaviors, background data and references,
and behavioral performance. They include:
- He has a
strong level of self-esteem.
- He possesses
problem-solving skills which rank in the above average range.
- He is socially
bold and he moves in quickly to make acquaintances.
- He is able
to network relationships and use them positively.
- He is socially
flexible and nonpretentious.
- He has a
high level of energy.
Potential Limitations
Based upon the assessment, the following list prioritizes his potential
limitations. These potential limitations should be confirmed through
interview responses and behaviors, background data and references,
and behavioral performance. They include:
- His self-discipline
and attention to follow through could use improvement.
- His nonverbal
expressions often do not reflect his genuine feelings.
- He tends
to assert his needs in subtle and indirect ways.
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INTERVIEW
GUIDE
Potential
Limitation: His self-discipline and attention to follow through
could use improvement.
Interview:
- Describe
your goal-setting process.
Listen for use of time markers, achievable goals and deadlines.
Does he use a daily planning calendar and a time management system?
- When working
on a project (at work or at home), are you more likely to conceptualize
the "big picture," or ensure that the details are all organized
and completed? How do you stay focused on the job and the details?
Does the candidate possess the self-discipline to follow-through
on details?
- When working
on a project, are you more likely to complete the project before
starting another?
Probe to determine if the candidate is more likely to jump
from project to project, never completing the one he started.
Juggling more than one project is not a negative, as long as the
self-discipline exists to complete started projects.
- How did you
get your last job?
Listening to the response to this question can help provide
insight concerning the applicant's determination, self-discipline,
follow-through and creativity.
Interview
Behaviors:
- If applicable,
was any follow-through in the interview process completed appropriately?
For example, did he promptly return phone calls, send required
information and complete all interview requirements as promised?
Background:
- Ask previous
employers if he was able to follow-through on assignments and
complete them appropriately.
- If applicable,
determine if an assistant was responsible for ensuring proper
completion of details, or if the candidate was responsible.
- Determine
if long-term projects were often left uncompleted.
- Look for
success in past jobs that required working toward goals that were
somewhat undefined until he made them concrete. In addition, determine
if results were delivered within the time frame in which they
were promised.
INTERVIEW
GUIDE
Potential Limitation: His nonverbal expressions often do not reflect
his genuine feelings.
Interview:
- Do you feel
that others are able to "read" you based upon your nonverbal expressions?
Please explain.
Feedback from others may be a good indicator of this issue.
- Describe
situations where it is always appropriate to cover-up your genuine
feelings. Describe situations where it is always appropriate to
let others know what you're thinking.
Listen for stated willingness to conceal emotions and judge
the situational appropriateness. Does the use of nonverbals seem
to be under his conscious control or is it more of an ingrained
style?
- Describe
a situation in which you were able to mask your true feelings
from showing in your facial expressions. Was this difficult for
you to do?
Is the candidate conscious of trying to mask his feelings?
Does he do it often? Does he recognize situations where it may
be appropriate and situations where it may be inappropriate?
Interview
Behaviors:
- Do you sense
that his facial expressions and nonverbals reflect his true feelings?
Do you think that this individual is being straightforward with
you, or trying to mask something? Do his nonverbals sometimes
seem to lack congruence to the content of his statements? For
example, does he smile when telling of a difficulty or mistake?
- Do nonverbal
reactions during the interview indicate a fake, nongenuine or
"canned" response?
Background:
- Does the
individual's background include any situations where he may have
had to mask his feelings? For example, was he ever in a sales
position in which he was responsible for "cold-calling" on individuals
in a "canned" presentation or selling products in a manipulative
manner? Was he ever in a position which rewarded the ability to
conceal feelings (such as negotiating)?
INTERVIEW
GUIDE
Potential Limitation: He tends to assert his needs in subtle and
indirect ways.
Interview:
- Tell me about
an occasion when there were objections to your ideas. What did
you do to convince others of your point of view?
Examine how the candidate asserts his needs. Is it effective?
- When you
need something or want to express an opinion, how do you assert
that need or opinion? Please give an example of when you have
had to express a certain need at work.
Listen to how the individual asserts his needs. Is he able
to directly express his needs or does he feel too intimidated?
Is his indirect method effective? Listen to the example to see
if it reflects an indirect style that may seem manipulative.
- Have others
sometimes overlooked your needs or ideas? Why? How did you respond?
Examine his communication style to see if others may overlook
his needs because of his indirectness. If so, does he become sequentially
more direct and assertive or does he fail to assert his needs
and feel neglected?
Interview
Behaviors:
- Does he ponder
questions before answering them, almost as though he is calculating
what he will say?
- When you
ask about his salary requirements or other specific questions,
is he forthright in telling you what he needs or wants?
- Overall,
would you characterize him as a direct, straightforward and assertive
person?
Background:
- Ask a former
employer about his ability to communicate needs and his method
of doing so. This communication could occur with his manager,
co-workers, or employees reporting to him. Was he effective at
obtaining what he needed and/or wanted from others?
- Ask former
employer if he seemed to get his needs met without being directly
assertive. Could he navigate heavily political environments with
ease? Did some of his needs get overlooked because of his lack
of directness?
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DEVELOPMENTAL
RECOMMENDATION
Potential
Limitation: His self-discipline and attention to follow through
could use improvement.
BOOKS
Goals
and Goal Setting, by Larrie A. Rouillard, 1998.
The
Magic Lamp : Goal Setting for People Who Hate Setting Goals,
by Keith Ellis, 1998.
Getting
It Done: The Transforming Power of Self-Discipline, by Andrew
J. DuBrin.
Getting
Organized : The Easy Way to Put Your Life in Order, by Stephanie
Winston, 1991.
TRAINING SEMINARS
Fundamentals of Successful Project Management Skills (Two Day),
presented by SkillPath
Seminars., 1-800-873-7545.
Managing
Multiple Projects, Objectives & Deadlines, presented by SkillPath
Seminars., 1-800-873-7545.
VIDEOS
Project
Management/4 vols.(1997), Starring: Larry Johnson, et al..
Setting
and Achieving Goals, by AMA, 1997.
DEVELOPMENTAL
RECOMMENDATION
Potential
Limitation: His nonverbal expressions often do not reflect his genuine
feelings.
BOOKS
Communication:
Skills to Inspire Confidence, by Barrie Hopson, 1993.
Coaching
and Counseling : A Practical Guide for Managers and Team Leaders
(50-Minute Series), by Marianne Minor, 1996.
Coaching
for Development : Skills for Managers and Team Leaders (Fifty-Minute
Series), by Marianne Minor, 1996.
The
Art of Communicating : Achieving Interpersonal Impact in Business
(Fifty-Minute Series), by Bert Decker, 1997.
Training
Games for Assertiveness and Conflict Resolution: 50 Ready-To-Use
Activities, by Sue Bishop.
Fifty
Activities for Interpersonal Skills Training, by Sue Bishop.
Training
in Interpersonal Skills : Tips for Managing People at Work,
by Stephen P. Robbins, Phillip L. Hunsaker (Contributor), 1996.
Effective
Human Relations : A Guide to People at Work, by Paul B.
Paulus, Catherine E. Seta, Robert A Baron, 1995.
TRAINING SEMINARS
How to Become a Great Communicator, presented by CareerTrack.,
1-800-334-6780.
VIDEOS
Interpersonal
Communication Skills (1997), Starring: Debra Sutch, et al..
Successful
Negotiating, by AMA, 1996.
DEVELOPMENTAL
RECOMMENDATION
Potential
Limitation: He tends to assert his needs in subtle and indirect
ways.
BOOKS
Managing
Assertively: How to Improve Your People Skills: A Self-Teaching
Guide (Wiley Self-Teaching Guides), by Madelyn Burley-Allen.
Asserting
Yourself: A Practical Guide for Positive Change, by Sharon
A. Bower et al., 1991.
Assertiveness:
A Positive Process, by Dr. Hopson Barrie et al., 1993.
Communication:
Skills to Inspire Confidence, by Barrie Hopson, 1993.
The
Art of Communicating : Achieving Interpersonal Impact in Business
(Fifty-Minute Series), by Bert Decker, 1997.
Effective
Human Relations : A Guide to People at Work, by Paul B.
Paulus, Catherine E. Seta, Robert A Baron, 1995.
Training
in Interpersonal Skills : Tips for Managing People at Work,
by Stephen P. Robbins, Phillip L. Hunsaker (Contributor), 1996.
Be
Assertive : The Positive Way to Communicate Effectively,
by Beverley Hare, 1997.
Total
Confidence: A Complete Guide to Self Assurance and Personal Success,
by Phillippa Daviess.
Positive
Management : Assertiveness for Managers (People Skills for Professionals
Series), by Paddy O'Brien, 1997.
Training
Games for Assertiveness and Conflict Resolution: 50 Ready-To-Use
Activities, by Sue Bishop.
Fifty
Activities for Interpersonal Skills Training, by Sue Bishop.
TRAINING SEMINARS
Conflict Resolution and Confrontation Skills, presented by
CareerTrack.,
1-800-334-6780.
How to Become
a Better Communicator, presented by SkillPath
Seminars., 1-800-873-7545.
How to Become
a Great Communicator, presented by CareerTrack.,
1-800-334-6780.
VIDEOS
Successful
Negotiating, by AMA, 1996.
Interpersonal
Communication Skills (1997), Starring: Debra Sutch, et al..
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