Results of The Achiever

The Achiever

Assessment For: John Henderson
Phone:
Email:

Position: Field Supervisor

Company:
Report Type: Field Supervisor

Assessment Date: 8/18/2006

For More Information
Please Contact:

Milt Cotter
Candidate Resources
2100 Highway 360, Suite 400-B
Grand Prairie, TX 75050
972-641-5494 x 199
mcotter@criw.com

*The Achiever*
Name: John Henderson	Date: 8/18/2006
Company:	Page: 1

----- Mental Aptitudes ----- Mental Acuity

‚ ƒ „ † ‡ ˆ ‰Mr. Henderson is average in Mental Acuity, indicating he has average thinking, problem-solving and reasoning ability. With average comprehension, he should be capable of solving less complex problems quickly, but will still require some time in order to make good decisions on more complex issues.

Business Terms

‚ ƒ „ † ‡ ˆ ‰John has an average understanding of the specialized language of business.He appears to have had some exposure to business, perhaps through his job or in a business class.

Memory Recall

‚ ƒ „ … † ‡ ˆ ”Mr. Henderson has a superior knowledge of events happening in the world around him and should be strongly aware of competitive trends, as well as the economy's affect on business.

Vocabulary

‚ ƒ „ … ‘ ‡ ˆ ‰Mr. Henderson's language skills are good and should enable him to communicate effectively with others.

Name: John Henderson	Date: 8/18/2006
Company:	Page: 2

Numerical Perception

‚ ƒ „ … ‘ ‡ ˆ ‰John's average Numerical Perception score indicates that he can handle moderate amounts of detail work, but his work should be monitored for accuracy. A vision problem, tension, or carelessness may affect the Perception score. Generally, he will pay close attention to his work and follow directions carefully.

Mechanical Interest

‚ ƒ „ † ‡ ˆ ‰John is interested in machines and probably willing to devote extra time to learn the technology used at work. Please note that this aptitude measures interest, not mechanical ability.

----- Personality Structure -----
Energy

‚ ƒ „ … ‘ ‡ ˆ ‰Mr. Henderson has a balanced energy and drive level. He can energetically tackle an assignment or project without becoming tense or losing his power of concentration.

Flexibility

‚ ƒ „ … † ‡ “ ‰John is a very quality-minded, reliable individual with a high degree of integrity and strong ethics. He has a strong interest in providing quality service and products to customers, but is not very flexible or adaptable to change. This could cause him to experience difficulty handling multiple job demands and assignments. He tends not to be an innovative, free-thinking person who creates new ways of doing things or new uses for existing applications of products or services, but rather will be one who sticks with proven applications as much as possible. He is likely to agree to change only when he is convinced the change is necessary. Even though the company can trust him and know he will be concerned that customers' needs are being met, they cannot expect frequent, imaginative or fresh ideas from him.

Name: John Henderson	Date: 8/18/2006
Company:	Page: 3

Organization

‚ ƒ „ † ‡ ˆ ‰Mr. Henderson understands the importance of organizing his time and activities, and is usually aware of his priorities. Without being overly rigid in planning, he makes the best use possible of the time and resources available to him to reach organizational goals and priorities.

Communication

‚ ƒ „ † ‡ ˆ ‰John has an interactive, sharing style of communicating and will be a good collaborator who will share his own thoughts and knowledge with others. Even though he is open and interactive and feels comfortable articulating his thoughts to people, he does not require constant contact with people to be content.

Emotional Dev

‚ ƒ „ … † ’ ˆ ‰Mr. Henderson is a self-assured individual with a healthy self-esteem. He believes in himself and is not easily frustrated when things do not happen as quickly as he desires. He is self-reliant, but may at times be overly tolerant of himself and others.

Assertiveness

Œ ‚ ƒ „ … † ‡ ˆ ‰John dislikes confrontation and will avoid speaking up or expressing his opinions if he disagrees with someone else. He prefers following orders, rather than giving them, and may exert little influence or direction over the activities of others.

Name: John Henderson	Date: 8/18/2006
Company:	Page: 4

Competitiveness

‚ Ž „ … † ‡ ˆ ‰Mr. Henderson is a team player who does not have a strong sense of competitiveness. He believes that competition is good, but, when over-emphasized, can harm relationships and ruin harmony in the office or work environment. Job satisfaction is measured, in part, by the good relationships he has built.

Mental Toughness

‚ ƒ „ † ‡ ˆ ‰John can empathize with co-workers, team members, customers and others, but has enough mental toughness to deal with negative aspects of the job. He can work long hours meeting critical deadlines and other organizational objectives, without becoming unduly discouraged, and only occasionally will need reinforcement and support.

Questioning /Probing

Œ ‚ ƒ „ … † ‡ ˆ ‰John tends to accept most instructions, directives and information at face value, seldom questioning or probing to better understand the situation. He appears to have a very positive, enthusiastic working attitude and is trusting of others. If problem-solving or troubleshooting complex issues, his effectiveness could be reduced by his limited probing skills.

Motivation

‚ ƒ „ … ‘ ‡ ˆ ‰John needs some job security, but can be motivated by recognition for his achievements when the rewards are sufficient. Even though he will be willing to put in occasional extra hours and effort to complete a project, job security is still the primary incentive. He will, however, usually respond to the promise of a raise, bonus, incentive or reward for improved performance.

Name: John Henderson	Date: 8/18/2006
Company:	Page: 5

----- Validity Scales -----
Distortion

‚ Ž „ … † ‡ ˆ ‰Mr. Henderson is a secure person who is not afraid to admit his weaknesses. He is also good at assessing his strengths. He tends to be open and frank.

Equivocation

‚ ƒ „ † ‡ ˆ ‰He has scored within our acceptable equivocation range.

This report is confidential and is an opinion based on test results and other available data. In the selection process it may count up to one third (1/3) of the decision process along with the interview, reference check, education and experience.

Name: John Henderson	Date: 8/18/2006
Company:	Page: 6

Score Sheet
Field Supervisor

Mental Aptitudes
		1 2 3 4 5 6 7 8 9
MENTAL ACUITY	Slow Learn	[X......]	Fast Learn
BUSINESS TERMS	Uninformed	X	Knowledgeable
MEMORY RECALL	Unaware	X	Aware
VOCABULARY	Limited	X	Strong
NUMERICAL PERCEPTION	Imprecise	[X.........]	Accurate
MECHANICAL INTEREST	Indifferent	X	Interested
Personality Dimensions
		1 2 3 4 5 6 7 8 9
ENERGY	Restless	[.........X]	Calm
FLEXIBILITY	Flexible	[.......] X	Rigid
ORGANIZATION	Disorganized	[X......]	Planful
COMMUNICATION	Reserved	X	Interactive
EMOTIONAL DEV	Impatient	[.......] X	Tolerant
ASSERTIVENESS	Cooperative	X [..........]	Authoritative
COMPETITIVENESS	Team Player	X	Individualist
MENTAL TOUGHNESS	Sensitive	[X......]	Tough
QUESTIONING /PROBING	Trusting	X [.......]	Skeptical
MOTIVATION	Security	X	Recognition
Validity Scales
		1 2 3 4 5 6 7 8 9
DISTORTION	Frank Answer	[......X.........]	Exaggerates
EQUIVOCATION	Choose Alter.	[............X...]	Choose Middle

STANINE: The STANINE is a system of measurements which divides the population into nine parts.

NOTE: Areas with dots and brackets ([........]) are of primary importance with the dots and brackets reflecting the most desirable range for an individual to score in to have those characteristics. Areas without dots and brackets are secondary areas that provide additional information regarding the individual.

AREAS OF CONCERN -

Scores of 1 or 2 in any of the following dimensions: Energy, Flexibility,
Emotional Development or Mental Toughness are areas of concern.

Leadership Traits Assessment Introduction

This report section evaluates John's traits in five key areas of leadership:

Planning
Organizing
Staffing
Coaching
Facilitating

Areas with good leadership traits are identified on the following pages as well as those where training or development would be beneficial.

John may or may not be one of the better people employed in a specific organization. If John is a top performer in your organization, when compared to top performing leaders across America and Canada, this report segment may still highlight areas where development could make the individual a still better leader. Therefore, this Leadership Traits assessment should be reviewed in light of "what could make a good leader even better," with understanding that within human beings, there is always room for improvement.

Leadership Potential Summary Report for: John Henderson

John has good leadership potential in the following area(s):

Planning
Organizing
Staffing

John's Training & Development Needs are:

Coaching - learn how to better lead others to achieve what they are capable of as well as fulfilling the requirements of the job or job functions.
Facilitating - learn how to better monitor the achievements of others versus the plan, job description and/or job functions and requirements.

Name: John Henderson	Date: 8/18/2006
Company:	Page: 9

Sales Traits Assessments Introduction

This report section evaluates John's traits in key areas of sales:

Persistence and consistency
Ability to meet and communicate effectively with people
Ability to command respect
Setting goals to win, excel and achieve
Developing rapport
Identifying need or desire
Presenting product/service to fill prospect's needs
Dealing with objections
Closing the sale
Learning speed & efficiency
Changing, growing and learning new concepts and ideas

Areas with good sales traits are highlighted with traits identified in which training or development would be beneficial.

John may or may not be one of the better people employed in a specific organization. If John is a top performer in your organization, when compared to top performing salespeople across America and Canada, this report segment may still highlight areas where development could make the individual a still better salesperson. Therefore, this Sales Traits Assessment should be reviewed in light of "what could make a good salesperson even better," with understanding that within human beings, there is always room for improvement.

Name: John Henderson	Date: 8/18/2006
Company:	Page: 10

Sales Potential Summary Report for: John Henderson

John's sales potential includes the following strength(s):

Persistence and Consistency

Changing, growing and learning new concepts and ideas

Developing Rapport

Identifying need or desire

Presenting Product/Service to fill prospect's needs

Dealing with objections

Closing the sale

Yet, further development in the following critical area(s) will be beneficial:

Learning speed and Efficiency

Ability to meet and communicate effectively with people

Ability to command respect

Setting goals to win, excel and achieve

Name: John Henderson	Date: 8/18/2006
Company:	Page: 11

Interview Questions Introduction

Following are the interview questions which an interviewer may choose to use in the candidate interview process.

These interview questions are generated to establish basic traits critical for all employees.

The interview questions that follow are for a candidate who has prior work experience. In the event the candidate does not have prior work experience, the questions may need to be modified by the interviewer to fit the situation.

Name: John Henderson	Date: 9/1/2006
Company:	Page: 12

Interview Questions for Flexibility Flexibility - Measurement of the individual's level of flexibility, creativity, integrity and adaptability to change. -----x-------------x------------x---------------x--------------x------- Very strong Strong Some Strong Very strong evidence evidence evidence evidence evidence skill is skill is skill is skill is skill is not present not present present present present
Probes	Interpretive Guides
Tell me about a time you found yourself in a set of circumstances in which you had to make a decision on a matter with no guidelines or precedents to follow. Describe the circumstances and how you dealt with them.	Did the candidate exhibit good judgment in his or her decision-making? Was the decision based on facts or emotions? Did the final decision exhibit good leadership skills?
Tell me about a time in a previous job when your employer or supervisor asked you to do something unethical. How did you handle the matter?	Did the candidate take a firm stand on personal values and principles? Did the candidate take appropriate, mature action? Did the candidate exhibit good judgment in the method in which he or she handled the situation? Was there any indecision on the part of the candidate?
Describe how you handled an assignment which you were expected to complete on an expedient basis with little or no direction.	Did the candidate become anxious without specific guidelines to follow? Does the candidate exhibit the ability to make decisions independently? Did the candidate show indecisiveness or was the candidate hesitant to act on his or her own?
Give me an example of a time you were given an impossible deadline to meet on a project. What steps did you take to resolve the problem?	Did the candidate meet the deadline in an appropriate manner? If the candidate cut corners to achieve the deadline, did the actions he or she took show sound, good judgment? Does it appear the candidate can make decisions or take quick action in crisis situations?

Name: John Henderson	Date: 9/1/2006
Company:	Page: 13

Interview Questions for Emotional Development Emotional Development - Measurement of the individual's level of patience, self-esteem and confidence. -----x-------------x------------x---------------x--------------x------- Very strong Strong Some Strong Very strong evidence evidence evidence evidence evidence skill is skill is skill is skill is skill is not present not present present present present
Probes	Interpretive Guides
Describe three of your greatest strengths in your previous position. Describe your three greatest weaknesses in that job.	Did the candidate experience difficulty thinking of his or her strengths? Weaknesses? Was the candidate quicker to relate strengths than weaknesses? Were the weaknesses the candidate stated actually traits which could be considered strengths, as well?
Tell me about a time, in your previous job, when you were too tolerant with yourself and failed to meet a deadline because of it.	Did the candidate deny ever having failed to reach a deadline? Does it appear the candidate understands the reasons behind his or her having failed to meet the deadline? Does it appear the candidate learned from the experience?
We all procrastinate from time to time. Tell me what steps you took, in your previous job, to avoid procrastinating. What specific types of tasks did you find yourself more likely to procrastinate on?	What type of tasks is the candidate the most likely to put off handling? Will it be important, in this position, that the candidate complete similar tasks in a timely manner? Does it appear the candidate has developed steps to take to help him or herself avoid procrastinating?
How would you rate yourself, in overall performance, compared to other people you worked with in your previous job who were in the same or similar type jobs?	Does the candidate have high self-esteem? Does the candidate rate him or herself to be considerably better than others? When discussing this particular question, did the candidate become more animated and boastful? Does the candidate come across overly confident or egotistical?

Name: John Henderson	Date: 9/1/2006
Company:	Page: 14

Interview Questions for Assertiveness Assertiveness - Measurement of the individual's cooperativeness versus the tendency to be opinionated. Also measures the person's ability to take charge, direct others or handle confrontations. -----x-------------x------------x---------------x--------------x------- Very strong Strong Some Strong Very strong evidence evidence evidence evidence evidence skill is skill is skill is skill is skill is not present not present present present present
Probes	Interpretive Guides
Describe a job circumstance in which a problem existed involving you, you gave your opinion of how the problem should be resolved, and your opinion was overridden. Do you feel the resolution to the problem was appropriate?	Did the candidate appear to have a clear understanding of the problem? Was the candidate open-minded enough to concede that the resolution might have been appropriate? Does the candidate become argumentative when others disagree with him or her?
Tell me about a time you were able to persuade someone to do something they really didn't want to do.	Did the candidate display leadership traits? Was the method used to persuade the other person appropriate and did it show good judgement? Does it appear the candidate "strong-armed" the other person to gain the person's agreement?
Tell me about a time you were taken advantage of by someone because you weren't comfortable saying "no."	Is the candidate willing to admit that he or she has, at least once, been taken advantage of? Does the candidate appear to have learned from the situation? How does the candidate feel about saying "no" now?
Describe the last time in a job you regretted not having asserted yourself more. Do you believe the outcome would have been different and if so, how?	Are the candidate's statements logical and mature? Does it appear the candidate learned from this situation? Does the candidate believe the outcome to the situation would have been different had he or she been more assertive? Does the candidate believe that low assertiveness is still a problem?

Name: John Henderson	Date: 9/1/2006
Company:	Page: 15

Interview Questions for Competitiveness Competitiveness - Measurement of the individual's desire to compete against others and win, versus desire to work as part of a team. -----x-------------x------------x---------------x--------------x------- Very strong Strong Some Strong Very strong evidence evidence evidence evidence evidence skill is skill is skill is skill is skill is not present not present present present present
Probes	Interpretive Guides
Tell me about a time when you competed for a job, or entered into some other type of competitive endeavor, and lost. How did that make you feel?	Does the candidate get easily discouraged over failure? Does the candidate appear to take failure too personally? Does the candidate appear to have a realistic, mature outlook on trying and failing versus trying and succeeding?
In a prior job, give me an example of a sacrifice you have had to make in order to be successful. Do you believe the sacrifice was worth it? Would you make that sacrifice again?	Do the candidate's ideas of what it takes to be successful fit in with the company's corporate viewpoints? Does the candidate appear to be appropriately goal-oriented, yet also realistic and mature in his or her viewpoints?
Give me an example of a time when you had to ask for others' help in order to complete a difficult, challenging project. Did it bother you to have to ask for help? Why or why not?	Does it appear the candidate is team-spirited and willing to ask for others' help? Does it appear the candidate had rather fail to reach a goal than ask for someone elses' help in order to reach the goal?
What is the most competitive endeavor you have been part of in the last few years?	Has the candidate participated in any type of competitive endeavor recently? Was the competitive endeavor the candidate participated in a team endeavor, or one he or she worked towards and reached alone? Is the candidate goal-oriented to any degree?

Name: John Henderson	Date: 9/1/2006
Company:	Page: 16

Interview Questions for Questioning/Probing Questioning/Probing - Measurement of the individual's desire to question and probe, rather than accept instructions, directives and information at face value. -----x-------------x------------x---------------x--------------x------- Very strong Strong Some Strong Very strong evidence evidence evidence evidence evidence skill is skill is skill is skill is skill is not present not present present present present
Probes	Interpretive Guides
Tell me about the last time in a job situation you made the wrong decision. What prompted you to make this decision and what was the final outcome?	Did the candidate learn from his or her mistake? Does the candidate now understand what caused the mistake in order to avoid making the same error again? Was the candidate able to rectify the mistake in such a manner that the outcome was acceptable?
Tell me what steps you took to gather information needed to solve problems in your last job.	Does the candidate appear to understand how to gather information? Does the candidate have specific steps he or she takes in order to gather information, or is the process more haphazard?
Describe a time when you trusted someone in your last job and should not have. What were the circumstances and what was the outcome? Has that situation changed your outlook on life?	Did the candidate exhibit gullibility and too much trust in the other person? Does the candidate appear to understand the need to be cautiously trusting? Does it appear the situation has unnecessarily jaded the candidate's outlook and attitude about life?
We all assume more than we should, from time to time. Tell me about a time when you assumed too much and problems arose due to your not asking enough questions.	Does it appear the candidate is overly assuming? Since assuming people can sometimes tell more than they should, did the candidate talk extensively about personal matters which had little relevance to the interview or job?

Name: John Henderson	Date: 8/18/2006
Company:	Page: 17

Development Suggestions Introduction

The following Personal Development Suggestions have been developed to be given to an individual after hiring, should the appropriate supervisor and/or the individual orienting the individual choose to do so.

The development pages are directed specifically to the individual. The pages can be either removed from the report, or copied, and given to the individual.

The individual who is supervising, leading, directing or coaching new employees may want to review, as part of the employee's orientation process, the job description and the requirements of the job, and at that same time provide the individual this information to assist them in beginning the job on the most effective and efficient basis.

These development suggestions provide guidelines for the individual, recommending actions that can be taken on a daily and weekly basis to become more productive.

Name: John Henderson	Date: 9/1/2006
Company:	Page: 18

Personal Development Suggestions
Flexibility - measures the flexibility and integrity orientation of the person compared to rules,
laws, guidelines, etc.
You are a very quality-minded, reliable individual with a high degree of integrity and strong ethics. You have a strong interest in living up to your promises, and expect the same from others. Since you are, at times, a little inflexible, you could experience difficulty changing direction in your life, even if such a change appears necessary. You prefer to stick with the "tried and proven" ways of doing things, rather than attempting to handle tasks or resolve problems a new way. You are likely to agree to change only when you are convinced the change is necessary.

Your self-affirmation sentence:
"I am flexible and can adapt to change."

Steps to Effect Change

You need to learn that handling life's ever-changing demands requires that you become more flexible and expedient. This enables you to handle sudden, critical demands placed on you. Outlining "what if" emergency events and role-playing can start you thinking about alternative solutions to common problems or sudden changes in your personal environment.
You need reinforcement discussions when changes occur in your life. You should constantly remind yourself of the need to maintain a flexible, less rigid approach to life.
To develop the confidence to create and implement change, commit to making one minor change in your life each month. For instance, if you always follow a certain routine in the mornings when getting ready for work, reverse two activities. Once you see that minor changes do not cause major problems and may actually be beneficial, you will become more willing to make significant changes when necessary.

Development Materials Recommended

Development Book Suggestions:
"Negotiating for Business Results" by Judith Fisher
"Creativity At Work" by Dorothy S. M. Yep

Name: John Henderson Date: 9/1/2006

Company: Page: 19

Personal Development Suggestions
Emotional Development - measures ego, self-esteem and emotional maturity compared to chronological age (age from date of birth).
You are a self-assured individual with healthy self-esteem. You believe in yourself and are not easily frustrated when things do not happen as quickly as you desire. You are self-reliant, but may at times be overly tolerant and fail to take action as quickly as you should, believing everything will "work out okay."

Your self-affirmation sentence:
"I am an action-oriented person."

Steps to Effect Change

Your biggest problem lies in your tolerance level and possible procrastination when action is called for. You must learn what you can achieve if you try harder and reach for greater achievement through established goals and objectives.

You need to mentally stress the daily and weekly process of planning time and activities to make the right things take place for timely accomplishment. Avoid becoming complacent over any unmet goals.

You can seek regular counseling with others to make sure that you are not being slack about reaching your goals; ask "significant others" in your life to apply pressure, when necessary, to help you meet set goals.

Goal setting is highly important - write goals down and evaluate your progress daily. Tell someone close to you that you are working toward a goal; let that person urge you on!
Development Materials Recommended

Development Book Suggestions:
"Life By Design" by Dr. Rick Kirschner
"Get Ahead! Stay Ahead!" by Dianna Booher
Copyright 1999-2006 Candidate Resources, Inc.

Name: John Henderson Date: 9/1/2006

Company: Page: 20

Personal Development Suggestions
Assertiveness - measures an individual's desire to cooperate versus the desire to be in charge.
You will seldom challenge or outwardly disagree with others' feelings or opinions. If you feel strongly about an issue, you may defend your beliefs, but will not initiate a conflict. You will probably not attempt to exert influence or power over others, and may feel uncomfortable having to direct others' activities or deal with confrontation.

Your self-affirmation sentence:
"I am confident, decisive, and assertive."

Steps to Effect Change

Listen to tapes and read books on assertiveness development and you can learn to speak and act with more confidence, improve your dominance level, and learn to express your own opinions to others.

Assertiveness is a trait which can be learned. Seminars and workshops may be offered in your community on this subject and are worth researching.

A public speaking course or speech class at the local community or junior college will also benefit you.

Practice standing up for yourself by first role-playing the part of a more assertive person. Forcing yourself to do something as simple as asking for a glass of water, or returning overcooked food at a restaurant will slowly give you the confidence to move on to more important matters.

Others should push you to express your personal opinions, asserting yourself when appropriate, and this interactive flow can train you for more dominant, confident behavior.

Learn the difference between assertive and aggressive behavior. Learn to state how YOU feel, rather than demanding a behavior or action from someone else.

Development Materials Recommended

Development Book Suggestions:
"Assertiveness Skills" by Nelda Shelton & Sharon Burton
"Negotiating For Business Results" by Judith Fisher
Copyright 1999-2006 Candidate Resources, Inc.

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