Results of The Achiever

The Achiever

Assessment For: John Henderson
Phone:
Email:

Position: VP of Manufacturing

Company:
Report Type: V.P. Of Manufacturing

Assessment Date: 1/29/2007

For More Information
Please Contact:

Milt Cotter
Candidate Resources, Inc
2100 N Hwy 360 Suite 400-B
Grand Prairie, TX 75050
972.641.5494 x 199
mcotter@criw.com

*The Achiever*
Name: John Henderson	Date: 1/29/2007
Company:	Page: 1

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

‚ ƒ „ † ‡ ˆ ‰John, you feel comfortable solving less complex problems quickly, but probably still prefer some time in order to make good decisions on more complex issues. From a training standpoint, you probably prefer hands-on training where you can actually perform the task in front of a more experienced person until you have learned the job, rather than reading and following written instructions.

Business Terms

‚ ƒ „ † ‡ ˆ ‰You have an average understanding of the specialized language of business. You appear to have had some exposure to business, perhaps through your job or in a business class.

Memory Recall

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

Vocabulary

‚ ƒ „ … ‘ ‡ ˆ ‰John, your language skills are good and should enable you to communicate effectively with others.

Name: John Henderson	Date: 1/29/2007
Company:	Page: 2

Numerical Perception

‚ ƒ „ … ‘ ‡ ˆ ‰Your average Numerical Perception score indicates that you can handle detail work, but your work should be checked for mistakes. A vision problem, tension, or carelessness may affect the Perception score. Generally, you will pay close attention to your work and follow directions carefully.

Mechanical Interest

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

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

‚ ƒ „ … ‘ ‡ ˆ ‰John, you have a balanced energy and drive level. You can energetically tackle an assignment or project without becoming tense or losing your power of concentration.

Flexibility

‚ ƒ „ … † ‡ “ ‰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, and will not be bothered by stringent rules and guidelines which are prevalent in many professions.

Name: John Henderson	Date: 1/29/2007
Company:	Page: 3

Organization

‚ ƒ „ † ‡ ˆ ‰You understand the importance of organizing your time and activities, and are usually aware of your priorities. Without being overly rigid in planning, you make the best use possible of the time and resources available to you to reach goals and priorities.

Communication

‚ ƒ „ † ‡ ˆ ‰You have an interactive, sharing style of communicating and will be a good collaborator who will share your own thoughts and knowledge with others. Even though you are open and interactive and feel comfortable expressing your thoughts to people, you do not require constant contact with people to be content.

Emotional Dev

‚ ƒ „ … † ’ ˆ ‰John, you are a self-assured individual with a 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.

Assertiveness

‚ ƒ … † ‡ ˆ ‰You are not highly assertive, but will usually express your opinions when asked. You will attempt to influence and direct others on issues which are important to you, but will just as easily give in and relinquish control to avoid a confrontation if the issue does not have any personal meaning to you.

Name: John Henderson	Date: 1/29/2007
Company:	Page: 4

Competitiveness

‚ Ž „ … † ‡ ˆ ‰You are a team player who does not have a strong sense of competitiveness. You believe 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 you have built.

Mental Toughness

‚ ƒ „ † ‡ ˆ ‰You can empathize with others, but have enough mental toughness to deal with negative aspects of a job. You 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 ‰You tend to accept most instructions, directives and information at face value, seldom questioning or probing to better understand the situation. You appear to have a very positive, enthusiastic attitude and are trusting of others. Because of your trust in people, others could take advantage of you. In addition, since you tend to take so much at face value, you may not enjoy complex problem-solving which requires strong probing skills.

Motivation

‚ ƒ „ … ‘ ‡ ˆ ‰John, you need some job security, but can be motivated by recognition for your achievements when the rewards are sufficient. You will usually respond to the promise of a raise, bonus, incentive or reward for improved performance.

Name: John Henderson	Date: 1/29/2007
Company:	Page: 5

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

‚ Ž „ … † ‡ ˆ ‰You are a secure person who is not afraid to admit your weaknesses. You are also good at assessing your strengths. You tend to be open and frank.

Equivocation

‚ ƒ „ † ‡ ˆ ‰You have 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: 1/29/2007
Company:	Page: 6

Score Sheet
V.P. Of Manufacturing

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.

Name: John Henderson	Date: 1/29/2007
Company:	Page: 7

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.

Name: John Henderson	Date: 1/29/2007
Company:	Page: 8

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: 1/29/2007
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: 1/29/2007
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: 1/29/2007
Company:	Page: 11

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: 1/29/2007
Company:	Page: 12

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: 1/29/2007

Company: Page: 13

Personal Development Suggestions
Competitiveness - reflects measurement of concern about making and keeping friendships as opposed to competing, winning and achieving individually.
You do not have a strong individualistically competitive nature, preferring to enjoy life, rather than view it as a struggle to win personally. You place a strong emphasis on maintaining friendships with co-workers, and job satisfaction is measured, in part, by developing and maintaining cordial relationships with others. You would not enjoy a position in which your effectiveness was compared to others in any type of competitive ranking.

Your self-affirmation sentence:
"I am a winner!"

Steps to Effect Change

Your first attempts to compete should be toward some easily reachable goal.

Although competition is a basic part of life, a competitive spirit is more important in some jobs than in others. If you are cast in a role calling for a strong competitive spirit, begin by competing against your own former best efforts. Competing against yourself and achieving will instill within you greater self-confidence.

It's great for you to engage in some type of competitive sport or activity and really strive to win. When you see that others won't hold it against you, even if you win, you will feel more comfortable in a competitive role the next time.

Set a desire for a particularly desirable object, goal or result in your mind and then work hard to achieve it by setting small goals which ultimately lead to your main objective.

Development Materials Recommended

Development Book Suggestions:
"Get Ahead! Stay Ahead!" by Dianna Booher
"Goal Management At Work" by R. Hans Hilgerman
Copyright 1999, 2000, 2001 Candidate Resources, Inc.

Name: John Henderson Date: 1/29/2007

Company: Page: 14

Personal Development Suggestions
Question/Probing - measures the tendency not to accept information at face value.
You have a very trusting nature and tend to accept most instructions, directives and information at face value. Even though you have a positive, enthusiastic attitude, you may be so trusting that you allow others to take advantage. When problem-solving or troubleshooting complex issues, you may not probe far enough to see the whole picture.

Your self-affirmation sentence:
"I ask questions."

Steps to Effect Change

Gullible people can be taken advantage of very easily; you need to develop the ability to question and develop probing skills.

Mental exercises, such as word games, mathematics and logic puzzles, even newspaper crossword puzzles, help to develop the "probing" process and are quite useful in developing your "brain power."

Cynicism is not attractive, but the trusting person can often be a detriment by disclosing private information much better kept confidential. Develop the ability to be a little more closed and therefore a little less open to exploitation.

Prior to making any type of commitment, signing any legal contracts, making any big purchases, etc., give yourself time to research and think about the situation, rather than entering into the matter too quickly.

Development Materials Recommended

Development Book Suggestions:
"Ask the Right Question!" by Rupert Eales-White
"Navigating the Future: A Professional Guide for the New Millennium" by Mikela Farlow
Copyright 1999, 2000, 2001 Candidate Resources, Inc.

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