EMP_Assessment Report ABDELAZEZ TAGAWY

© Detecon International GmbH • 29.05.2015

Talent Assessment Report Candidate: ABDULLAZIZ ALMABROK TAGAWY

Date of Assessment: 25. February 2015 Assessors: Jörg Fischer, Amel Muftah

Recommended Position: NOC Engineer

© Detecon International GmbH • 29.05.2015 /16

Contents

1 Preliminary Information ...................................................................... 3

1.1 Initial Situation / Preliminary Remarks ................................................... 3

1.2 Rating .................................................................................................... 3

2 Overview Rating .................................................................................. 4

2.1 Success Profile ...................................................................................... 4

2.2 Strengths and weaknesses at a glance ................................................. 5

2.3 Detailed Assessment – Core and Leadership Competencies ............... 6

2.4 Function Expertise ................................................................................. 6

3 Additional Information ........................................................................ 8

3.1 Personality Profile – Online Questionnaire ............................................ 8

3.2 Personality Profile - Working Type ........................................................ 9

3.3 Personality Profile - Jung’s Typology .................................................. 10

3.3.1 Relationship with external world .......................................................... 10

3.3.2 Perception ........................................................................................... 10

3.3.3 Evaluation ............................................................................................ 11

3.3.4 Attitude ................................................................................................ 11

3.4 Personality Profile - Person in Every Day Life ..................................... 12

3.5 Personality Profile – at a Glance ......................................................... 13

4 Development Measures .................................................................... 14


1 Preliminary Information 1.1 Initial Situation / Preliminary Remarks

This assessment-report evaluates the potential (core and leadership competencies) of the candidate with respect to his capabilities for the role NOC Engineer.

The validity of the following evaluation and the limited probability for error is due to Detecon’s: • profound knowledge of state-of-the-art psychology

(well educated and experienced psychologists) • scientifically acknowledged tests (with high reliability and validity) • use of the synergetic mosaic method

1.2 Rating

Each chapter is subdivided in several personality dimensions. The qualitative performance within each individual dimension is first described in text and then at the end of each chapter there is an overall evaluation on a scale from 1 to 5. Please interpret this overall numeric result with care. It only serves as a judgment of the person when considered in the context of the report

Rating 1 2 3 4 5

5 = significantly exceeds expectations, 4 = exceeds expectations, 3 = meets expectations 2 = meets some expectations, 1 = does not meet expectations


2 Overview Rating

1 2 3 4 5

Core Competencies

Effective Communicationv •

Goal & Performance Focus •

Teamwork & Collaboration •

Functional Expertise •

Overall Rating: •

5 = significantly exceeds expectations, 4 = exceeds expectations, 3 = meets expectations 2 = meets some expectations, 1 = does not meet expectations

• Low Ranking

• Solid Ranking

• High Ranking

2.1 Success Profile

Goal & Performance

Focus

Effective Communication

Teamwork & Collaboration

Business Orientation

Customer Centricity

Service Excellence

1 2 1 1 2 2

Core Competencies Business Competencies


2.2 Strengths and weaknesses at a glance

Personality Trait

Strengths / resources / opportunities

Weaknesses / development opportunities / risks

COMPOSED

• Invests energy in an economical and focussed way

• Emotions (enthusiasm/passion) are controlled

• Concentrated and focussed when dedicated to resolving a single problem

• Confident, trusts in his own ability yet has a healthy satisfaction and moderate self criticism

• Communicates vividly and in a clear way

• Needs regular pauses to stock up on energy

• Believes things are pre-destined to happen or happen by chance.

• Independent, autonomous, not always willing/ready to integrate in a team setting

• Avoids pressure and stress, feels insecure with difficulties

• Balanced, high frustration tolerance

RATIONAL • Logic an objectivity determine actions • Decides on the basis of rational view points

and clear reasoning • Procedural approach, sticks firmly to

principles • Recognizes the needs of others and is

ready to help and stand up for others • Reliable, fulfils obligations, conscientious • Builds on lasting success

• Takes some time processing information

• Sometimes over-caring, too devoted and can be self sacrificing

• Selective in providing information, puts own point of view

ABSTRACT THINKER • Copes well with theories • Shows an interest for theoretical knowledge • Capable of abstracting from concrete

situations as a way of forming general theories and recognizing overriding structures

• Achievement oriented, ambitious • Creative, original, unconventional

• Focussed on isolated problems (misses the holistic interconnectedness of an issue)

• Does not immediately give trust and tolerance when dealing with strangers

• Can’t always collaborate with others

ANALYTICAL • Invests effort when it makes sense, reflects

on commitment • Questions causes and contexts • Breaks facts and problems down to their

components • Critical approach • Precise, accurate, detail oriented, values

efficiency • Well organized, structured- tidy

• Waits for directions, takes little initiative

• Unprepared, without a concept when approaching obstacles

• Satisfied with established practices and achievements


2.3 Detailed Assessment – Core and Leadership Competencies

Abddulaziz is composed and serious. He is calm and focused and communicates using clear examples. He details the reasons behind why he would take particular steps in an effort to resolve a problem. He seems underutilized in his current role, yet has managed to make up for this by taking the initiative to do something more rewarding. Due to lack of professional challenge; he has pursued a graduate degree to increase his knowledge base and professional awareness.

He comes from a developer background and finds his current role as routine and limiting, although it took effort for him to make the disclosure because he understands that he joined the company within the role and he is responsible for maintaining it as such. He would do well in a systematic, structured work environment where there is little change or instability.

He is conservative and very composed. His communications is clear and succinct. His composed nature would be a positive asset for his current role because it would help keep people at ease in situations where they may otherwise be restless. When dedicated to solving a particular problem, he would be concentrated and focused on finding resolution.

Abdulaziz is someone that is sociable and enjoys being around people and cultivating relationships. He gets emotionally involved in other people’s problems and may even make them his own. He seems to be a team player that is devoted to his colleagues and enhancing their progression as well as his own.

2.4 Function Expertise

Abdulaziz has an IT engineering and software development background; he worked in Libya both for telco vendors as well as operators. He seems to like to elaborate a lot, giving both explanations and at times also justification about what he says. I.e. he does not seem to be somebody coming straight to the point, but rather likes detail. While his English is relatively fluent, he struggles at times when he is missing a specific word. This makes the way he talks sounding at times disruptive. At times he falls back to Arabic.

It seems that throughout his careers his focus was software configuration and programming type of work. Abdulaziz is aware and can describe basic support processes for IT and Telco. In his present role, he is not really happy. He sees the NoC work more as an opportunity to learn more about the network. He is in particular interested in the data link layer of the network, as this is similar to the OSI model he knows and is used working with. This suggests he can abstract.

Abdulaziz has been thinking about making user of his programming skills in the NoC, i.e. by doing some programming work on the OSS solutions; but he did not take this idea actively forward. Abdulaziz has been doing shift work and does not object doing this type of work.In terms of capacity, he indicates to be able following 5 to 7 tickets at the same time without running into challenges. He has a good understanding of how to organize NoC work and how to make use of the (basic) support systems as well as how to work with adjacent departments.


Based on his explanations, he seems to be able to judge based on the ticket description what the cause of the problem likely is and thus to route the ticket accordingly. This he is able to correlate events. The thought not being able to catch-up with new technology seems to scare him.


3 Additional Information

The following data is derived directly from the employee’s survey responses and is combined with the interview data, and other components in order to establish an overall assessment for each employee. This is not to be perceived as the final assessment of the employee, but merely additional data to assist the employee in gaining a further understanding of the overall assessment.

3.1 Personality Profile – Online Questionnaire

To understand one’s own personality better and to gain a deliberate "insight into one's self" is a task, which has been with us for a long time.

The Personality Profile was developed based on essential psychological concepts with high validity.

After all, each person is an individual with unique strengths and weaknesses. A lasting personal development is possible only over this insight. As a result of the findings of modern psychology, you are now receiving the results of your questionnaire in order to understand yourself better and take the first step of fully utilizing your own potential.

The four working types (see below) is the overview-result of the answers from the online questionnaire.

The working types indicate:

Personal preferences in terms of two underlying dimensions, reflecting the basic needs of human beings:

• Survival dimension (ensuring its survival by the use of control and overriding authority / adaption)

• Social dimension (with the practical expressions affiliation / autonomy).

Please take into account that each of us has those basic needs but to a different extent and in different practical expressions. That is why people act so differently.


3.2 Personality Profile - Working Type


3.3 Personality Profile - Jung’s Typology

Jung’s typology is based on the theory that a person’s personality type is characterized by four criteria. Within each criterion, a person is described by the extent to which they identify with the criterion – e.g extraversion compared with introversion.

The criteria are represented by letters E/I, S/N, T/F, J/P. which describe certain preferences; namely, extraversion/introversion, sensing/intuition, thinking/feeling and judging or perceiving. The short descriptions of the preferences are given below. A combination of the letters will describe a personality type. Each combination of the different preferences has its own characteristics, values and skills. Behavioral characteristics of the opposite type are naturally also present in addition to the preferences, but these are not expressed with the same inclination or proficiency.

Below, the type shown is the result of the answers from the online questionnaire. They indicate personal preferences: the preferred way of perceiving the environment and making decisions based on this perception.

3.3.1 Relationship with external world

3.3.2 Perception


3.3.3 Evaluation

3.3.4 Attitude


3.4 Personality Profile - Person in Every Day Life

A more detailed view derived from the online questionnaire.


3.5 Personality Profile – at a Glance

Derived from the online questionnaire.


4 Development Measures

Development Objective Development

Category Recommended Solution Perspective

OSS system / solution knowledge improvement Training

Participate in the vendor’s training and review existing manuals and online available resources

Mid-term

Coaching

Take part in the coaching session by experienced colleague, ensure regular meetings and creation of detailed development plan for knowledge improvement

Long-term

Taking initiative Project assignment

Initiate the project on by own, in the topic of the interest, gain buy-in from the superior and key stakeholders

Mid-term

Review studies, competencies improvement programs concerning taking initiatives and active role, read articles from HBR, watch TED’s talks etc.

Short-term

Improve Programming Skills

Coaching

Involve in the coaching with senior colleague that could help to improve programming skills and share knowledge

Mid-term

Job shadowing

Find out the counterpart who is good in the programming and be active for a 2-3 months in job shadowing, participating a day or two half days per week

Short-term

Development Category Definitions

# Development

Category Description Some examples…

1 Self development

Acquiring knowledge via e-learning, reading, self-

research, feedback, etc. and applying/practicing received

knowledge on the job.

Last year a manager attended “Managing & Leading”

program and this year she is practicing coaching

techniques with her direct reports.

Channel Manager in Commercial reads a book on

Channel Segmentation and practices gained


knowledge on-the-job implementing Channel

Management Segmentation project in his market.

2 Experience sharing

Learning best/good practices through knowledge/experience sharing, cross-border/function networking and visits within

company.

Key Accounts Manager from the market with

emerging Key Accounts (for ex. for a week) goes to a

market with a better developed/more advanced Key

Accounts to get familiar with best practices in KA

management.

Field Force Training Manager from a newly

established department goes to another market (e.g.

for 1 week a month during the period of 4 months)

with successfully operating Field Force Training

function to bring and adopt their experience in his own

market.

3 Job rotation

Rotating from one position to another in order to see different

aspects of a job/function/department.

FP&A Manager identified as a potential successor of

CFO needs to build wider understanding of finance

function. To achieve it she moves to the position of

Entity Control & Treasury Manager for 1-2 years.

Communication Manager is assigned to Government

Relations Manager position to acquire relevant skills

of this specific area.

4 Project assignment

Participating in a project to attain specific experience /knowledge/skills and/or

develop certain competencies.

Comp & Ben Manager is assigned to lead SAP HR

implementation (in addition to the current duties) to

get better understanding of other HR work streams

like personnel administration, talent management,

organizational management and acquire project

management experience.

Regional Sales Manager is assigned to national

Distributor Review project team (assessing potential

Distribution companies) to improve his knowledge of

distributor assessment and management aspects.

5 Coaching

Working on specific issues/competencies/skills with the help and advice from Line Manager or external coach.

To be able to properly support Key Accounts Manager

with financial/business analysis Financial Analyst is

coached by Key Accounts Manager on specifics of

dealing with key accounts, KPIs, decision making

process, etc.

Newly appointed Field Operations Manager is

coached by external coach on meeting

management/facilitation techniques in order to be

able to carry out efficient and motivating monthly

meetings with his team.


6 Professional qualifications

Acquiring specific knowledge and receiving

professional/managerial qualifications in a certain functional area. (Usually

involves intensive studies and exams, and may last for few

years)

MBA, Association of Chartered Certified Accountants

(ACCA), Chartered Institute of Management

Accountants (CIMA), Chartered Institute of Personnel

and Development (CIPD), Chartered Institute of

Marketing (CIM), etc.

7 Job-enrichment Involves deputizing, additional

task assignment, more autonomy for decision making.

HR Manager delegates recruitment projects to

Recruitment Associate so that she could

expand/improve her knowledge of functions/positions

in organization, and to practice more sophisticated

assessment tools and methods.

8 Job shadowing

Physically following a person in order to learn how to do a

specific job /acquire skills/competencies.

Confirmed successor for a certain position is

completely immersed in the key tasks of the

predecessor shortly (e.g. 3 months) before the

placement.

Field Operator follows an experienced peer in the field

for a certain time (2 weeks) to learn Company field

operations standards.

9

Training

Attending a training program/course in order to acquire new or enhance

existing knowledge in a specific area, functional/generic skills,

competencies.

10 Other Any other development

solutions used.

EMP_Assessment Report ABDELAZEZ TAGAWY

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