The Psychometric Portal - Quest Profiler® Full Report

Questionnaire to Establish Styles and TraitsA Sample

FULLOCCUPATIONALPERSONALITYREPORT

COMPARISONGROUP:MANAGERIAL&PROFESSIONAL

eras ltd 28/01/2014 The Quest Profiler®

INTRODUCTION

The Quest Profiler® has been designed to measure a number of behavioural preferences related to the world of work. It isimportant to note that the results are based upon behavioural preferences and not ability. As with any assessment ordevelopment tool these results should not be used in isolation. A person's potential depends on many factors including ability,motivation, organisational culture and experience. The results in this report should therefore be used as an additional tool tounderstand how a person is likely to behave within an organisational setting.

This profile is separated into seven main areas:Accuracy Score and Biographical Information (Page 2)This section outlines how consistent the participant has been with their responses to the questionnaire.

Full Profile (Page 3)Provides the complete listing of all behavioural preferences measured by the questionnaire.

Leadership Styles (Page 4)Provides an insight into the preferred style of working when managing other people.

Team Styles (Page 5)Provides an insight into the preferred style of working when part of a team.

Culture Match (Page 6)Provides an indication of the type of culture in which the person would prefer to work.

Competency Profile (Page 7)Provides estimates of potential with full narrative output.

Participant Report (Page 28)Narrative text for feedback, designed to be given to the participant.

Emotional Intelligence, Leadership Approach, Jungian Type Profiler and Conflict HandlingThese are only available in a premium report.

The degree to which a participant has been open and consistent with their responses will have a bearing on the results.Mechanisms are in place to check the degree of openness or consistency and these should be used to get a feel for the reliabilityof the results. The score for this can be found below.

Accuracy Score The questionnaire has been completed in a consistent manner. Responses to questions belonging to the same personality scaleshave, more often than not, been answered in the same way. The result is likely to be a fair representation of the participant.8

All the scores in this report have been benchmarked against an appropriate comparison group. In the profile the sten scores giveyou an indication of how the participant's responses compare to other people. For example, if they scored around 5 or 6 then theyare broadly typical of most people, whilst scores above or below these values indicate a more extreme preference on thatparticular scale.

Biographical Information

Name A Sample

Job Title Manager

Experience Managerial

Age N/A

e-mail [email protected]

Gender Male

Profile Type

Company eras ltd

Function Sales/Marketing

Qualification Degree

Industry Sector Service

Ethnic Origin N/A

DateCompleted

03/06/2011

Version Ipsative

Report Type Full


SUMMARY REPORT FOR A SAMPLEThe Quest Profiler® has been designed to measure a number of behavioural preferences related to the world of work. It isimportant to note that the results are based upon behavioural preferences and not ability. As with any assessment ordevelopment tool these results should not be used in isolation. 03/06/2011 (13mins) - Ipsative - Accuracy Score: 8

People

Assertiveness Highly likely to play a central role in discussions and be convincing and compelling, often strongly swaying the final outcome. Mayalso be seen as argumentative and too committed to own point of view at times.9

Taking Charge Enjoys having responsibility for managing and directing people and is normally prepared to be straight with them about what isrequired.7

Social Ease Feels comfortable in unfamiliar company. Copes quite well with most formal occasions and will come across as being relaxedabout dealing with and relating to strangers or people/situations outside their own sphere.6

Outgoingness Dislikes being drawn into social conversations with others. Is quiet and avoids discussing things if at all possible. Not much givento chatting. May well be seen as introverted by those around them.2

Team Working Needs to do own thing and operate more individually at times. May find working committee fashion irksome occasionally. Is notnaturally given to making decisions by consensus, preferring to be able to make decisions alone if possible. Is likely to work moreproductively alone.3

Empowerment Maintains a balance between supervising and checking up on the work of others sufficiently whilst allowing them some freedomto think and decide things for themselves. Encourages their learning and development to some degree and generally trustsothers to fulfil their responsibilities.5

Supportiveness Very much dislikes and seeks to avoid, getting involved in other people's problems. Strongly believes that other people shouldsort themselves out when they have difficulties. Is extremely likely to avoid getting involved in people's problems, particularly ifthey are not work related.1

Thinking

Curiosity Has a markedly enquiring, curious mind and much enjoys the processes of research and discovery. Likes to delve into quite awide range of ideas, concepts, options and possibilities and will voluntarily take time to research them. Enjoys complexity.8

Creativity Has an unusually fertile, productive imagination and consistently thinks in an original way. Injects many fresh ideas and newthinking and is strongly likely to be very catalytic when it comes to generating new direction and activity.10

Adjustability Reaction to change is likely to vary depending on the degree and the exact nature of that change. While not unduly rattled by it,the degree of enthusiasm is linked to the perceived benefits of that change.6

Strategy Prefers a role in which it is necessary to spend time thinking about and mapping out the way ahead for the long term. Sees thewider context of things and operates with future possibilities and ramifications firmly in mind.8

Analysis Uses facts and figures to some degree and likes to reach a reasonable understanding of the underlying issues. May not enjoyin-depth analysis into things that are deep or complex. Tends to place equal importance on both facts and feelings when trying toreach conclusions.5

Precision Operates in quite a well-ordered, precise, systematic way. Makes sure that most details are correct and that work is checkedbefore it goes out. Places importance on precision and thoroughness in the workplace.7

Feeling

Freedom From Stress Is likely to be reasonably calm and relaxed about things. May feel some tension under strong work pressures or if there are reallyserious work problems but is not likely to be bothered by the everyday cut and thrust.6

Sensitivity to Criticism Is quite deeply concerned about the opinion of others and feels hurt if this is negative or critical. Finds it hard to brush asidenegative attitudes from others and often feels vulnerable in the face of more rugged behaviour. Will be upset by criticism.9

Transparency Is unlikely to reveal true feelings and does not like having to talk about or share emotions. Is not very open about their views andmay cover their honest reactions at times. May be considered difficult to read.3

Optimism Very pessimistic. Finds it difficult to view the future hopefully and may not always be able to see a positive way forward. Tends tosee the limitations and the potential for failure in situations and may therefore often come over as negative.2

Buoyancy Is quickly dismayed when problems present themselves and becomes dispirited very readily. Is likely to give up much more easilythan most people do and remain disheartened for a long time if things do not go well.1

Drive

Reliability Places some importance on being reliable and trying not to let other people down. Likes to keep their word and deliver the mainthrust of what has been agreed. Is likely to be seen as someone who can normally be counted on.7

Need for Challenge Is comfortable with a moderate degree of challenge as long as the objectives can be achieved with a bit of extra effort. Isoccasionally willing to tackle something more stretching.5

Energy Only occasionally feels strongly motivated or driven about things. May not be thought of as a particularly energetic person and isprobably most comfortable when things can be dealt with at a steady pace.4

Cautiousness Makes decisions quite readily and is fairly happy to move forward in uncertain circumstances, even though there may be someelements of risk. May be seen as a little on the bold side, not having to wait for the perfect moment in order to makecommitments.4


LEADERSHIP STYLE MODEL FOR A SAMPLEThe chart below outlines the behavioural styles A is likely to adopt when managing other people. An indication is provided of howstrongly A matches each of six different styles, accompanied by a tailored description. For more subtlety, the style is alsopresented as a trait, indicating A's degree of match on a standard 1 - 10 (Sten) scale.

12345678910

The Visionary

The Democrat

The Driver

The Pragmatist

The Commander

The Motivator

Leadership Disposition7

STRONG MATCHHas a preference for roles where they aregiven the opportunity to direct theactivities of other people

The Motivator1

WEAK MATCHIs unlikely to consider it of primaryimportance to be well liked by the team,perhaps wanting to be independent of theothers. Coming across as universallypopular is not important to them. Healingthe rifts in the team during difficult timesis unlikely to provide much appeal, unlessthese problems are getting in the way ofresults.

The Commander7

STRONG MATCHIs likely to lead by mobilising others tofollow a definite vision. When difficultdecisions are needed, this leader is likelyto act as the channel for that change andhold the line to achieve it: 'cometh thehour, cometh the man' (or woman).

The Pragmatist5

MODERATE MATCHIs likely at times to bring a practical andrealistic analysis of what is achievable tobear as a component of leading a team.This person may occasionally takecalculated risks but is probably morecomfortable if the evidence has beengathered and researched.

The Driver6

MODERATE MATCHIs likely, on occasion, to lead by 'rollingtheir sleeves up and getting on with it'.Having a certain amount of time for the'just do it' school of thought, this personwill sometimes be the one who gets thingsmoving and may dislike excessiveprocrastination.

The Democrat3

WEAK MATCHIs unlikely to lead by getting everyone'sopinion before making an importantdecision. They are less focused onpeople's feelings within an organisation.This leader is likely to believe that theyhave the responsibility to make decisionsand to do so without involving as manypeople as possible.

The Visionary8

STRONG MATCHIs likely to lead in the sense that theirideas are seen as so challenging andpotentially so radical that people aresimply swept along; a visionary of realintellectual insight.


TEAM STYLE MODEL FOR A SAMPLEThe chart below outlines the behavioural styles A is likely to adopt in a team setting. There are nine disinct styles described and anindication is provided of how strongly A's personality should match each type. For more subtlety, the style is also presented as atrait, indicating A's degree of match on a standard 1 - 10 (Sten) scale.

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The Coach

The Perfectionist

The Creative

The Networker

The Doer

The Critic

The Facilitator

The Catalyst

The Expert

The Expert7

STRONG MATCHIs likely to provide the in-depth knowledgeand expertise that the team may need andtheir contribution is usually reliable andwell founded. Prefers to work alone,remote from the rest of the team.

The Catalyst8

STRONG MATCHIs likely to have a forceful, directive,vociferous approach. This team memberoften causes - and does not mind - conflictwithin the group but makes the teammake progress and achieve results.

The Facilitator1

WEAK MATCHIs unlikely to act as the 'glue' that holdsthe team together, preferring to leave allthe 'softly-softly stuff' to others. May beseen as assertive or simply preoccupiedwith other concerns.

The Critic9

STRONG MATCHLikely to be impartial and objective. Likesto drill down into detail and is good atstopping the team from running away withfanciful ideas. In checking misplacedenthusiasm can seem negative and overlycareful.

The Doer5

MODERATE MATCHWill sometimes volunteer to bring thegroup's thinking to fruition by carrying itout in practice. May implement policy ifrequired. Reliable when they have to be,they are capable of getting themselves towork within the agreed parameters, evenif it doesn't always come naturally.

The Networker2

WEAK MATCHIs less inclined to stay in touch with a widevariety of people who may be useful to theteam. They are unlikely to see life as a'contacts game' and the pool of peoplethey trust may be a small and specific one.

The Creative10

STRONG MATCHIs likely to generate ideas for the team toconsider. May be seen as radical andoriginal and is often thought-provoking.Their enthusiasm and energy can open themind of the team to other possibilities.

The Perfectionist6

MODERATE MATCHLikes to be reasonably well informed andprobably won't want to move forward tooquickly unless most of the facts are knownto be correct. Is a little concerned aboutrisk and will put some effort into makingsure that the issues have been consideredfully.

The Coach7

STRONG MATCHAlthough a democrat, the teamacknowledges that this person is in chargeof the group, confidently directing andfacilitating activity and effort without beinga 'soft touch' or overly controlling.


CULTURE MATCH MODEL FOR A SAMPLEThis chart outlines the type of organisational/departmental culture A is likely to prefer. Please note that, in some cases, a match toa 'sub-culture' (such as a particular department or team) may be more relevant than to the degree of match to an organisation.There are eight distinct cultures described and an indication is provided of how strongly A's personality should match eachculture.

Achievement8

STRONG MATCHThis person has a primary need toset their own agenda and workunder their own rules. They wantcontrol over their own work and liketo be recognised for personalachievements. They can find it hardto tolerate other people's rules orprocedures and are prone to doingthings their own way, notnecessarily feeling the need tocontribute to team activity orperformance. Cultures where rulesor taking the needs and views ofothers into account are moreimportant than results can act as ademotivator.

Security4

WEAK MATCHThis person is not particularlyworried about stability and it is not amajor factor in their job satisfaction.They like risks and may not stay inone job for a long time if it is notdynamic enough. They are nottypically motivated by consistency intheir work pattern. They like to takechances and are natural risk-takers,not striving for predictability. Theywill enjoy organisations that are veryradical or prone to change, in whichpeople are encouraged to take risksto further their careers.

Technical6

MODERATE MATCHThis person may enjoy using andextending their core skills to someextent. Learning new things couldon occasion motivate them. Theyquite like being good at somethingand wouldn't mind being seen as aguru or expert in a particular field.They don't mind sometimesaccepting a challenge and usingwhat knowledge and skills theypossess to meet the challenge. Theyare not fazed by environmentswhere they can use and developtheir skills and may feel reasonablycomfortable in situations in whichthey can directly apply their pastexperience or demonstrate their'expert' quality.

Management7

STRONG MATCHUnlike those with a more technical /functional leaning, this person wantsto be a manager. They like being aproblem solver and influencerwithin a group. Primarily, they wantto manage or supervise people,enjoying the responsibility involvedin motivating, training and directingthe work and thinking of others.When someone else takes control, itis demotivating. They will dislikeenvironments where they are not incharge of other people or projects,at least to some degree.

Work/Life Balance7

STRONG MATCHThis person focuses on their wholepattern of living and expresses astrong desire to lead a balanced life,in and out of the workingenvironment. They achieve theirbalance between work and life byintegrating the two. They do enjoywork, but realise that it is just one ofmany parts of life that areimportant, subscribing to thephilosophy of 'work to live', ratherthan 'live to work'. They will notenjoy pressurised, drivenenvironments where they areexpected to work long hours forlittle or no reward, or businesseswhere their values are not reflectedor shared by others.

Co-operation/Service3

WEAK MATCHThis person is driven by the desireto use their own talents to the full,rather than those of a team.Working in a competitive orchallenging environment is likely tohold no fear for them. They will feelcomfortable working in a companywhere a more self-seeking, 'survivalof the fittest' type of regime is inplace and where strong emphasis isplaced on individual performance.

Entrepreneurial Flair9

STRONG MATCHThis person likes to invent things, becreative and - most of all - to runtheir own business or discrete partof a business, ownership being veryimportant to them. They differ fromthose who simply seek a lot ofautonomy in that they will share theworkload with others. Liking thechallenge of starting new projects orbusinesses, they have lots ofinterests and energy and will oftenhave multiple projects going at thesame time, easily getting bored ifthis is not the case. They enjoycultures where they can implementnew ideas, where frequent change istaking place and where these newideas are embraced.

Challenge6

MODERATE MATCHThis person may seek thestimulation of having difficultproblems to tackle. Such peoplemay consider changing jobs whenthe current one gets boring, so theircareers may be quite varied. Thereis probably a degree of desire toovercome obstacles and solveproblems, suggesting occasionalself-testing and single-mindedness.Conquering and emerging aswinners has some appeal. Theycould enjoy a degree ofcompetitiveness in theirenvironments and would not beentirely out of their depth incultures where targets andobjectives are set and where thereare tough challenges.

MotivatorsIs Likely To Enjoy Is Unlikely To Enjoy

A lot of autonomy A largely rule-following environment

The occasional unexpected change at work A predictable environment

Others knowing they have certain technical skills Being considered completely devoid of technical expertise

Having a small team to manage Hardly any responsibility for managing others

Work that seldom impinges on leisure time Work where the time and effort required can put some pressure on thelife/work balance

Trying to meet own needs ahead of group ones A certain amount of sacrifice on other people's behalf

The 'buzz' that is attached to a competitive environment with ample opportunityfor new business

A dull, uncompetitive atmosphere

Any out-of-the-ordinary challenges at work Having 'a mountain to climb'


COMPETENCY REPORT FOR A SAMPLEThe profile below outlines a set of competency strengths and development needs against a generic framework. Please note thatthese are based on combinations of personality dimensions only that have been found to accurately predict both self-ratings andmanagers' ratings of competence. Ability, experience and motivation also play a part in competencies and these should also betaken into account.

Vision DomainCreativity

10

Entrepreneurial Instinct

9

Decision Making (Speed)

8

Drive And Determination

4

Flexibility

4

Commercial Orientation

7

Strategic Awareness

8

Resilience

1

Operations DomainAnalysing Information

5

Planning And Organising

7

Information Gathering

7

Meeting Objectives

7

Quality Orientation

6

Communication DomainOral Communication

5

Persuading Others

8

Leadership

8

Relationship DomainNetworking

3

Team Working

1

Supporting Others

1

Following Directions

3


COMPETENCY REPORT FOR A SAMPLE10Vision : Creativity

Definition of Competency (not participant) - Produces creative and original ideas and solutions. Likes to find and explore newways of doing things. Comes up with alternative possibilities and options.

Strong Indicators Moderate Indicators Negative Indicators

Is very prone to coming up with new ideas andsolutions and will usually be the person whogenerates and suggests fresh possibilities andoptions.

Is likely to be seen by others as beingexceptionally innovative

Likes to spend time exploring various alternativesand is fairly curious, feeling comfortable to studyand learn about what other people are doing andwhat the state-of-the-art developments are in thewider world

Shows a tendency to embrace what is seen assensible change and development in theworkplace whilst also being likely to reject thetruly radical initiative

None specified

Potential Interview Questions for A Sample

Given your creative approach, can you give an example of any ideas you have introduced todepartment/business sector?

Probe 1: How did you develop it?

Probe 2: What gave you that idea?

There may be plenty to choose from, but tell me about something that you have done at workthat you regard as being particularly creative or imaginative?

Probe 1: Talk me through your involvement in it?

Negative Behaviours Positive Behaviours1 2 3 4 5

Has very few ideas. Generates lots of ideas.

Is prone to predictable, commonplace ways of doingthings.

Comes up with unexpected approaches.

Thinks in cliches. Thinks laterally.

Generates very few possibilities. Produces plenty of options.

1 = Poor 2 = Marginal 3 = Acceptable 4 = Good 5 = Outstanding

Evidence:

Summary Rating (1-5):


COMPETENCY REPORT FOR A SAMPLE9Vision : Entrepreneurial Instinct

Definition of Competency (not participant) - Identifies new, sometimes radical, business and development opportunities anddrives them forward with enthusiasm and energy. Influences direction and outcomes and copes with an element of risk


Usually argues strongly for what they want to doand pushes to convince others to come round totheir way of thinking.

Will often make a strong impact on direction anddevelopments

Is extremely likely to be the person who spots orcomes up with original ideas

Enjoys quite a high level of personal responsibilityand needs some autonomy and influence,preferring to take charge and be in control ofwhat happens in events and initiatives.

Is likely to seek to direct and confront others inorder to get results

Does not tend to allow the idea of risk to preventor seriously impede progress at the outset of newinitiatives

Generally thinks and plans well ahead, workingout some future moves and taking strategicaspects of an opportunity into account withoutfeeling more than moderately perturbed aboutthe more negative possibilities

Is comfortable to pursue work that is likely tobring fresh challenges, as long as there are nottoo many obstacles or difficulties along the way

Enjoys exploring and looking at the possibility ofexploiting 'cutting edge' developments, as long asthese are not overly radical

Does not often come across to others as havingthe energy to seize on or exploit opportunities

Seldom comes across to others as seeing the lightat the end of the tunnel


How do you stay 'one step ahead' of the competition?Probe 1: How do you know you are succeeding?

Some people have the 'vital spark' quality in them that enables them to see and capitalise onsomething new or radical - and you seem to be one of them. How much of this quality do youthink you possess?

Probe 1: Why do you say that?


Does not generate new commercial ideas. Comes up with lots of new ideas for businessdevelopment.

Avoids making commercial decisions. Is willing to take calculated commercial risks.

Misses opportunities for generating revenue. Identifies opportunities for generating revenue.

Gives up easily. Keeps trying despite setbacks.


Evidence:



COMPETENCY REPORT FOR A SAMPLE8Vision : Decision Making (Speed)

Definition of Competency (not participant) - Generates and promotes solutions. Sees clearly which is the best way forward andmakes decisions and commitments within appropriate time frames. Influences others to reach conclusions and gain agreements.

Indicators of Speed Indicators of Moderation Indicators of Caution

Will often make a big impact on shapingdiscussion and getting the agreement of others towhat they want to do and so influence the futureto quite an exceptional degree

Can be prone to accepting risk, possibly evenunnecessarily so on occasions.

Is likely to get frustrated in a role in which thedecision-making processes are very slow anddeliberative or in a highly risk-averse arena.

Incisive thinking is something of a strength butthis will be less obvious in a situation wherecaution is appropriate

None specified None specified


Tell me about a time when you took a calculated risk - probably one of many.Probe 1: How else could you have approached it?

Probe 2: Why did you have to take this risk?

Probe 3: What was the outcome?

Sometimes decisions need to be made without all the data you might ideally require, but this willprobably not worry you too much. What decisions have you taken in these circumstances?

Probe 1: With whom did you consult?


Probe 3: What attempts did you make to get additional information?


Wavers and procrastinates. Is decisive and resolute.

Keeps changing their mind. Knows what to do next.

Has courage of own convictions. Doesn't need to have decisions ratified by everyone else.

Cannot act without endless deliberation. Makes appropriate use of instinct.


Evidence:



COMPETENCY REPORT FOR A SAMPLE4Vision : Drive And Determination

Definition of Competency (not participant) - Is ambitious and determined to succeed. Readily accepts and very much enjoys achallenge and is motivated by having stretching targets and objectives to meet. Is energetic and works hard in order to achieveresults.


None specified Normally enjoys the thought of pitching themselfagainst moderate odds to meet challenges.

Is willing to accept some fresh and widerresponsibilities that may be quite stretching, aslong as there is a realistic chance of success

May get tired and lose motivation in a verydemanding brief that requires sustained energyand effort.

May be seen as someone with a low level of drive


What have been some of the most demanding challenges, perhaps stressful ones, that you havefaced in the past two years?

Probe 1: How did you keep yourself motivated to meet these challenges?

What kind of hours do you work in a typical week?Probe 1: How do you feel about that kind of schedule?


Tries to get by with minimum effort. Shows high levels of motivation.

Needs to be constantly cajoled into action. Looks to stretch themself.

Gives in too easily when facing challenge. Rises to a challenge.

Has little commitment to self-development. Gives their best most of the time.


Evidence:



COMPETENCY REPORT FOR A SAMPLE4Vision : Flexibility

Definition of Competency (not participant) - Is open-minded to, and enthusiastic about, new experiences and challenges. Isamenable to the demands made by others and usually tries to accommodate their agenda.


Feels a desire to explore and research a variety ofpossible alternatives

Shows a tendency to give others some freedomto have their own way and to follow their owninclinations and learn new things

Tends to set and accept reasonably ambitiousnew objectives and doesn't mind adapting tomeet fresh challenges, as long as these are felt tobe reasonable demands

Is quite open-minded to new experiences.

Values some conventional or long establishedways of doing things but also embraces and canbe enthused by the advent of fresh options

Doesn't always feel especially energetic ormotivated about having to tackle freshresponsibilities or different avenues of work,especially if these are likely to be very stretching

May at times come across as insensitive to othersexperiencing difficulties

Doesn't always go along with the consensus ofthe team around them


Describe one of the occasions when you found it hard to adapt to changing situations at work.Probe 1: What would you do differently?

Probe 2: How did this affect your performance?

Probe 3: Why did you find the change difficult?

It may occur quite regularly, but tell me about a time when you experienced serious difficulty inadapting effectively to change.


Probe 2: What made it so difficult?

Probe 3: How did you respond?


Resists change. Copes easily with change.

Complains about having to adapt. Adapts without complaining.

Is reluctant to try out new methods. Is willing to try out new approaches.

Typically only changes when forced to do so. Is flexible amid changing demands.


Evidence:



COMPETENCY REPORT FOR A SAMPLE7Vision : Commercial Orientation

Definition of Competency (not participant) - Likes to work with facts and figures to evaluate things properly. Looks at the widerimplications and is likely to try to assess the long-term impact. Influences others and intervenes to get appropriate results


Urges and assertively defends their ideas andbeliefs, making a definite impact on the directionthat thinking and events take

Enjoys being the key person to take charge of anddrive initiatives.

Readily takes to a role that involves directing theactivity of other people

In taking the bigger picture into account beforemaking decisions about things, will usually havequite a good degree of foresight as to theirpotential

Has a reasonable degree of interest in using factsand figures when trying to analyse outcomes ormake plans, usually acting on a mixture of harddata and intuition.

Appreciates that issues should be looked atobjectively and rationally before commitments aremade

None specified


The commercial side of work is clearly of interest to you, so who would you say are our maincompetitors?

Probe 1: What do you think are their main market strengths?

Probe 2: How could you compete with them?

Given what you know about our organisation, and your tendency to look at commercial aspects,where do you feel our business opportunities lie?

Probe 1: What do you perceive to be the threats?

Probe 2: How can these threats be overcome?

Probe 3: How do you feel we may maximise these opportunities?


Does not demonstrate an awareness of competitors. Knows who the competitors are.

Is unaware of issues related to profit/loss. Strives to maximise profits.

Leaves commercial decision making to others. Makes good commercial decisions.

Does not adapt when presented with competitorinformation.

Adapts when presented with competitor information.


Evidence:



COMPETENCY REPORT FOR A SAMPLE8Vision : Strategic Awareness

Definition of Competency (not participant) - Maintains a strong awareness of long-term goals and plans, keeping the futureeventualities and possibilities in mind. Thinks in a global way and sees the bigger picture. Is likely to make impact on futuredirection and outcomes.


Has a strong tendency to communicate ownvision to others assertively and determinedlyargue for their point of view in the face ofscepticism or opposition

Is likely to want to make quite a significantcontribution to the shaping of new direction andpolicy

Often tends to think about and view issues withthe long term future in mind and usually seeks tounderstand the wider impact and implications oftoday's actions in relation to tomorrow.

Will often come over to others as someone with aclear understanding of what lies ahead, who canregularly stand back from the day-to-dayexigencies and visualise the broader context inwhich decisions about the future are being taken

Will generally utilise facts and figures to decidefuture direction and policy, normally liking to baseactivity on hard data whilst also taking strongfeelings and intuition into account

None specified


What do you believe will be the major developments in your area over the next few years?Probe 1: How will you react to these?

Given that your outlook is a strategic one, how much does what you do impact on the longerterm?

Probe 1: Specifically, what have you done which has impacted on the longer term?


Shows narrow or short-term focus. Creates integrated plans with longer-term objectives.

Focuses on simple issues, ignoring long-term effects andimplications.

Provides broader solutions to solve issues or problems.

Does not present a coherent strategy, lacks depth andbreadth.

Presents a coherent strategy for the organisation ordepartment.

Is unclear as to the end result. Implements strategy within a business.


Evidence:



COMPETENCY REPORT FOR A SAMPLE1Vision : Resilience

Definition of Competency (not participant) - Easily bounces back from setbacks and is seldom discouraged for long. Doesn'teasily get hurt or upset and is generally free from anxiety. Is able to accept criticism and doesn't tend to dwell on what others maythink of them.


Is unlikely to be rendered anxious by the idea ofrisk or allow the potential for it to preventcommitment and progress, unless the issues arevery major or serious

Is not normally deeply troubled or stressed by thenegative elements occurring within the workarena

Soon feels very discouraged in the face ofadversity and is slow to shed the effects of itwhen the problems are over

Often remains downbeat and pessimistic aboutthe potential for future success

Is much more prone than most people are totaking criticism personally or getting offended andupset by it.

Regularly worries, or dwells on, what others maybe thinking about them


How easily can others tell when you are demotivated?Probe 1: How do you feel it impacts on them?

Probe 2: What is their usual reaction?

To what extent do you feel stressed at work?Probe 1: Give me an example?

Probe 2: How long did it take to get over it?

Probe 3: How long did it last?


Reacts emotionally to events. Stays calm under pressure.

Gets gloomy and depressed easily. Maintains a positive attitude.

Takes things very personally. Maintains objectivity when criticised.

Stops functioning when under pressure. Bounces back from setbacks.


Evidence:



COMPETENCY REPORT FOR A SAMPLE5Operations : Analysing Information

Definition of Competency (not participant) - Enjoys analysing numerical data and seeks to identify and explore the key elementsin information before making commitments. Tends to like to use facts and figures when planning and reporting and is concernedabout accuracy and detail.


Is not prone to accepting things at face value.

Feels a marked desire to delve further to discoverand explore new information.

Is interested in things that are complex and haveto be researched

Is noticeably thorough about getting the detailsright.

Is prone to checking for errors and making surethat work is accurate

Typically tends to think in the long term and takethe broader context of things into account.

Enjoys involvement in strategic thinking

Feels reasonably comfortable when dealing withfacts and figures and will usually be happy with adegree of involvement in analysis and evaluation.

Usually manages to find the balance betweenfeelings and hard data when making decisionsbut will not feel entirely comfortable to makecommitments without an understanding of themain fact

Is often impulsive and spontaneous.

Is quite willing to take risks and make decisionsquickly


Before reaching a conclusion, how important do you feel it is to measure and evaluate a range ofoptions and possibilities?

Probe 1: Would you ever fly in the face of hard fact and if so why?

How can you tell what are the most relevant things on which to focus?Probe 1: How do you avoid getting distracted?

Probe 2: How easily do you get confused?


Is unable to draw conclusions. Draws appropriate conclusions from data.

Does not balance costs and benefits. Effectively balances costs and benefits.

Does not take into account financial data. Shows an awareness of financial data and its impact.

Is swayed by unproven 'gut instinct'. Maintains objectivity appropriately.


Evidence:



COMPETENCY REPORT FOR A SAMPLE7Operations : Planning And Organising

Definition of Competency (not participant) - Thinks things through well in advance and maps out future activities, taking the keystages and requirements into account. Likes to monitor to ensure that things are implemented and delivered effectively.


Pays close attention to checking to make surethat important details and "small print" issues arecorrect.

Works in a focused and methodical way to ensurethat things are right

Has a tendency to monitor things carefully tomake sure they are on track.

Possesses quite a strong conscience aboutdelivering what was planned/scheduled on timeand within the agreed parameters.

Is likely to be seen as being reliable anddependable about fulfilling responsibilities.

Is noticeably task-focused

Places high importance on mapping things out inadvance so as to influence the route that eventsand activities will take in order for them to beorganised and rolled-out effectively.

Is willing to expend quite significant amounts oftime and effort in order to make sure that thebroader issues and wider implications have beenconsidered and properly accommodated inadvance.

Does like to spend some time in sifting throughthe facts to identify and analyse the underlyingkey issues.

Is quite prone to using detailed data to aidefficiency when planning and organising for thefuture, feeling reasonably at home when it comesto using numbers.

Tends to like to move forward on the basis ofsolid fact, whilst not dismissing intuitive insights

Is not very likely to bring a strong degree of driveor energy when it comes to planning andorganisation.

May show a tendency to create plans that are notoverly ambitious

Accepts elements of risk without feeling undulyanxious.

Quite adventurous and bold and willing to takechances to ensure that objectives are met


What kind of data do you have to analyse in your work?Probe 1: Give me some specific examples?

How do you decide, as all good planners must, on priorities when there is more work coming inthan you have resources to deliver?

Probe 1: Can you give a specific example?


Is disorganised. Is organised and efficient.

Never leaves enough time, is frequently late. Leaves appropriate time to do things.

Misses crucial points. Doesn't overlook things.

Makes things up 'on the hoof'. Uses systems and methods where appropriate.


Evidence:



COMPETENCY REPORT FOR A SAMPLE7Operations : Information Gathering

Definition of Competency (not participant) - Enjoys dealing with and refers to factual data. Likes to be well informed and drillsdown into details. Prefers to access a wide range of information and opinion before making decisions and when solving problems.


Is particularly curious about the unknown andenjoys taking time to acquire new or greaterknowledge through researching information.

Study and learning are likely to be favouredpastimes.

Seldom accepts things as they are and has adesire to increase the range of options andpossibilities open to them

Seldom accepts or deals with data withoutchecking to make sure that it is accurate andprecise.

When issuing information, neither thepresentation nor the content are likely to containerrors or flaws because of a strong degree ofattention to detail

Quite enjoys dealing with and producinginformation in the form of facts and figures andfeels a marked need to delve into and analysesuch data.

Will generally enjoy numbers and apply them to arange of work situations.

Often strikes a good balance between taking hardfacts and feelings into account when makingdecisions, usually basing actions on some rationalmeasures

None specified


Given their crucial impact, how do you ensure that sufficient resources, human and financial, areavailable for projects or plans?

Probe 1: What contingencies do you make when resources are not available?

How do you first set about collecting information for a project?Probe 1: What do you need to know before you can start?


Dislikes investigating anything. Is a diligent researcher.

Is unclear about where useful things can be found. Knows where to look for things.

Devotes no time to discovering facts. Dedicates time to finding things out.

Usually only has one point of view - a preconceived one. Compares information from different sources.


Evidence:



COMPETENCY REPORT FOR A SAMPLE7Operations : Meeting Objectives

Definition of Competency (not participant) - Strives to deliver what is expected or required of them and avoids letting otherpeople down. Is dependable and persevering. Work is often conducted in a thorough and methodical manner.


Is concerned about being thorough and precise

Is strongly committed to meeting agreedparameters as well as not letting other peopledown.

Will be seen as more than typically conscientiousand endeavours to deliver what has beenpromised.

Feels an urge to complete things on target

None specified Is likely to be most comfortable in a job that isonly moderately demanding and mostly withinthe realms of their experience and energy levels.

May not be seen as being particularly energetic orstrongly driven


Tell me about something with which you seem very comfortable: having to work to an importantgoal or target.

Probe 1: How did you react when you were initially given this target?

Probe 2: How did you go about meeting the target/goal?

Probe 3: How successful were you?

Even if it doesn't worry you, how do you deal with a very large workload?Probe 1: How do you ensure it all gets done?

Probe 2: Where do you start?


Prefers to leave other people to finish a task. Is highly conscientious.

Rarely does things as promised. Keeps promises and delivers as agreed.

Leaves lots of 'loose ends' undone. Ties up 'loose ends'.

Is not considered reliable by others. Is seen by others as someone they can rely on.


Evidence:



COMPETENCY REPORT FOR A SAMPLE6Operations : Quality Orientation

Definition of Competency (not participant) - Is precise. Pays attention to finer details, checks things and ties up 'loose ends'. Hasa strong conscience about getting things right and seeks to ensure that decisions and solutions do not involve undue risk. Adheresto policy and standards.


Is quite exacting about meeting and maintainingstandards and accuracy of work.

Is methodical and careful to ensure and checkthat outputs are precise and correct.

Is thorough and meticulous in approach andenjoys tasks that involve paying attention to detail

Regards it as being important to meet agreedparameters and fulfil what is expected orrequired.

Is usually reliable about sticking to policy andprocedure and making sure that the "loose ends"are tied.

Is likely to be seen as being dependable andconscientious about maintaining work standards

Is comfortable with a degree of in-depth analysisas part of a varied role and will generally seek toevaluate issues sufficiently to ensure thatactivities and results are soundly based.

Quite likes using numbers to measure andquantify things

Is able to accept an element of risk andinconsistency without feeling unduly anxious.

Is likely to be less happy in, or suited for, roles instrongly regulated environments wherecompliance with statutory regulations or themaintenance of standards to meet legislative orstringent customer requirements is of paramountimportance


Tell me about a situation when you did not meet quality standards at work.Probe 1: How did you realise that standards have not been met?

Probe 2: How did you eventually overcome the problems?

How important has quality been in the jobs you have done?Probe 1: Can you give me the details?


Operates in a disorganised way. Operates in a systematic way.

Leaves errors uncorrected. Corrects errors promptly.

Relies on others to check detail. Takes the time to check detail.

Fails to use any systems or methods. Uses appropriate systems and methods


Evidence:



COMPETENCY REPORT FOR A SAMPLE5Communication : Oral Communication

Definition of Competency (not participant) - Talks readily and confidently to people, expressing themselves with obvious ease.Speaks out and makes themselves heard, often playing a leading and influential role in debate and discussion.


Is willing to play a prominent role in argumentand debate in order to emphasise or defend apoint of view

Often likes to play quite a leading role whencommunicating with others

Does not normally feel tense or nervous abouthaving to present ideas and thoughts to otherpeople verbally, except on the most formal ofoccasions

Feels reasonably confident about speaking inpublic.

Usually manages to present ideas and talk toothers with a degree of ease and self-assurancein more formal work or social situations

Normally avoids being drawn into generalconversations and is highly likely to remain quietand not seek to contribute in social situations


What can you do to make a talk more interesting?Probe 1: How frequently do you adopt these techniques?

Probe 2: How well have they worked?

How do you start up conversations with strangers?Probe 1: How do you know that they are taking you seriously?


Hesitates, is unclear and not fluent, and speaks too quietlyto be heard.

Speaks clearly, fluently and articulately.

Does not maintain eye contact. Maintains eye contact.

Uses repetitive language with little variation in tone orexpression.

Uses varied, expressive and engaging language and tone.

Uses grammar and language inappropriately. Selects grammar and language skilfully.


Evidence:



COMPETENCY REPORT FOR A SAMPLE8Communication : Persuading Others

Definition of Competency (not participant) - Deals with others in a convincing way that leads to gaining agreement. Is preparedto make a push, and negotiate, to get what they want. Doesn't give up easily in the face of opinions that differ from their own.Upbeat and motivational in style.


Is likely to argue strongly in the face of oppositionand defend their opinions very assertively in aneffort to convince and compel

Is likely to attempt to play a role in managing ordirecting other people

Has a moderate degree of self-confidence when itcomes to promoting ideas and opinions to others

Is not at all talkative


Describe a time (probably one of many) when you have won an important argument or debate.Probe 1: How did you do it?

Probe 2: Why was this issue important?

Probe 3: What would you do differently next time?

Tell me about a rare time where you were unable to persuade someone to your point of view.Probe 1: What would you do differently?

Probe 2: How did you try to persuade them?

Probe 3: Why did you feel it did not work?


Doesn't convince people. Convinces other people.

Cannot make people change their mind about things. Can make others change their point of view.

Can't 'sell' to others. Is effective at 'selling' (actually or metaphorically).

Is inarticulate or unconvincing. Is articulate and convincing.


Evidence:



COMPETENCY REPORT FOR A SAMPLE8Communication : Leadership

Definition of Competency (not participant) - Likes to take charge of, control and direct the people and activities in their workarena. Clearly sees the way ahead and influences and encourages others to follow their lead in order to achieve goals.


Is nearly always the one to make their voiceheard above that of others when it comes todebating what is to be done in the future.

Tends to put forward a very strong case in orderto direct or encourage others to follow a courseof action and will not easily give up the argumentabout what they see as being the right way tomove forward

Wants management responsibility and is likely totake charge of people and situations.

Is not usually afraid to take control or addressissues with some authority in order to get results

Prefers to think well ahead and map out thefuture for others rather than dealing with issuessimply as they arise.

Thinks it is important to spend some timepondering on the wider options and possibilitiesin order to find the best long term solution,possibly being seen as quite visionary

Allows others some autonomy and encouragesthem to learn and develop whilst making surethat the content and quality of their work is inline with requirements

Is comfortable in a role that requires takingcharge of a medium sized team of people andcan relish the challenge arising within aleadership brief

Finds it very difficult to bounce back fromsetbacks and problems


How do you ensure, as a good leader, that your team/colleagues are involved in the achievementof team goals or objectives?

Probe 1: Can you give me an actual example?

Tell me about a time when you successfully took control of a group of people in order to achievean important outcome

Probe 1: How effective was your leadership style on this occasion?

Probe 2: How would other people describe your leadership style in this situation?


Is uninspiring. Inspires others to achieve.

Is unable to be a source of others' motivation. Motivates employees.

Is mistrusted or thought irrelevant. Is turned to by others for direction.

Inspires only apathy or hostility. Gets loyalty and dedication from team.


Evidence:



COMPETENCY REPORT FOR A SAMPLE3Relationship : Networking

Definition of Competency (not participant) - Feels relaxed about relating to people and soon forges and builds relationships.Likes talking things over with others and works well in an environment of mutual support and information sharing. Is not afraid todirect people or ask for their help.


Will often try to influence others to achieve adesired outcome.

Has little fear of telling others what they wantfrom them

Generally feels comfortable about letting a rangeof other people contribute their own ideas andviewpoints

Usually has the confidence to make and maintaincontact with people who could be useful to themfor work purposes, either internally or externally.

Is fairly capable of approaching and dealing withmost people, regardless of their status and feelsquite relaxed in formal situations

Is most unlikely to seek to start up generalconversations or get drawn into discussion withothers, normally preferring a role in which theyare not required to be "chatty"

Will usually try to avoid setting up mutuallysupportive working relationships with otherparties

Is more likely to thrive and be happy in quite anindividualistic brief requiring fairly regularremoteness or isolation from others.

May not feel so comfortable with the idea of jointendeavour


Give me an example of when, regardless of the difficulties, you have enhanced your workingrelationships with colleagues?

Probe 1: How did you ensure that this relationship was maintained?

Tell me about a situation when you had to build a relationship with a new customer, challengingthough this can be.

Probe 1: What feedback did you receive from the customer?

Probe 2: How did you develop the relationship?

Probe 3: Why was the relationship important?


Only mixes with familiar associates. Works hard to establish business relations outside of team.

Doesn't like to involve others in discussions. Brings in others who can provide fresh expertise.

Communicates with unfocused 'small talk'. Discusses with a clear sense of purpose.

Is shy and retiring. Is forthright and confident.


Evidence:



COMPETENCY REPORT FOR A SAMPLE1Relationship : Team Working

Definition of Competency (not participant) - Enjoys participating in group activities and likes to work in close proximity with otherpeople. Is ready to collaborate with and support others and is willing to co-operate and compromise for the overall good.


None specified Normally comes across as having an encouragingattitude that enables other people to work inharmony with them, share things with them andlearn about what they do

Strongly likely to be one of the quietest membersof the team, preferring to let others do the talking

Is very uncomfortable about acting in asupportive role that means regularly having to getinvolved in other people's problems anddifficulties

Is not particularly team-oriented, being moreprone to wanting to work alone some of the timeand not having to operate alongside, or in veryclose participation, with others.

Copes better with working alone than manypeople do and can enjoy a brief requiring largelyindependent thought and activity


How much do you feel that you are less productive when forced to work closely with otherpeople?

Probe 1: What are the advantages/disadvantages of working in a team?

To what extent do you prefer to work alone, rather than in close proximity to others?Probe 1: Which roles (in this context) have you preferred up until now?


Competes with others. Supports the team.

Works on their own. Shares the workload with others.

Is unco-operative with colleagues. Is concerned to build team spirit.

Prefers to work in isolation. Enjoys being with a team.


Evidence:



COMPETENCY REPORT FOR A SAMPLE1Relationship : Supporting Others

Definition of Competency (not participant) - Enjoys supporting other people and is prone to getting involved and trying to helpthem when they have problems. Is comfortable to contribute to joint endeavour and enjoys teamwork. Is willing to let otherpeople depend on them.


Is likely to feel positive about and appear to havean advantage in a role that requires regularfulfilment of other people's work relateddemands and needs

None specified Really dislikes having to get involved with thepersonal issues and difficulties facing colleaguesand is most unlikely to be the person chosen tohelp when others have problems - will almostcertainly not be seen as a good "shoulder to cryon"

Prefers not to have to work in very closeparticipation with others and does not tend torelish tasks that require joint endeavour


Can you give me an example of an occasion, perhaps one of several, when you chose not to givesomeone help?

Probe 1: Why was this?

Probe 2: What happened?

When have you had to be particularly supportive to another member of staff, even if this is notsomething you do instinctively?

Probe 1: What else could you have done?

Probe 2: What did you do to support them?


Shows unwillingness to help others. Is willing to help others.

Spends little time dealing with people issues. Is sensitive to people's concerns.

Doesn't make time to support others. Encourages people to talk to them.

Is crass and insensitive. Is gentle and tactful.


Evidence:



COMPETENCY REPORT FOR A SAMPLE3Relationship : Following Directions

Definition of Competency (not participant) - Is motivated to accept and comply with standards and instructions and has a strongconscience about delivering what is promised or expected. Doesn't like letting people down and works productively inco-operation with, and support of, others.


Will be thought of as being reliable and cannormally be left to get on with things, with theexpectation that they will largely be done asdirected.

Has a strong tendency to try to fulfil what isexpected or prescribed by other people or thesystem and really dislikes failing in this regard

None specified If they are uncomfortable about the ideas andguidelines that are laid down for them by others,they will have no issues with challenging andchanging them.

Very much enjoys presenting guidelines for othersto follow

Is prone to behaving more impulsively and isoften willing to take risks

Very much prefers to distance themself fromother people's problems.

Colleagues are unlikely to see them as particularlysympathetic

Often prefers to work on own account ratherthan promoting conference with and reference toothers or working within the guidelines thatothers are following


Can you give me an example of a time you chose not to follow an instruction? Howdid you justifythis in terms of the bigger picture?

Probe 1: Why did you choose not to do so?

Probe 2: What were the consequences?

How do you deal with obstacles that prevent you from carrying out a task successfully - do yousee them as 'par for the course'?

Probe 1: To what extent do they delay you?


Doesn't do what is required. Does as is told.

Ignores or misinterprets instructions. Listens carefully to instructions.

Wants to be in control. Prefers to let other people take control.

Is generally unreliable and unpredictable. Can be counted upon to deliver.


Evidence:



SUMMARY REPORT FOR A SAMPLEThe Quest Profiler® has been designed to measure a number of behavioural preferences related to the world of work. It isimportant to note that the results are based upon behavioural preferences and not ability. As with any assessment ordevelopment tool these results should not be used in isolation. 03/06/2011 (13mins) - Ipsative - Accuracy Score: 8

People

AssertivenessHighly likely to play a central role in discussions and be convincing and compelling, often strongly swaying the final outcome. Mayalso be seen as argumentative and too committed to own point of view at times.

Taking ChargeEnjoys having responsibility for managing and directing people and is normally prepared to be straight with them about what isrequired.

Social EaseFeels comfortable in unfamiliar company. Copes quite well with most formal occasions and will come across as being relaxedabout dealing with and relating to strangers or people/situations outside their own sphere.

OutgoingnessDislikes being drawn into social conversations with others. Is quiet and avoids discussing things if at all possible. Not much givento chatting. May well be seen as introverted by those around them.

Team WorkingNeeds to do own thing and operate more individually at times. May find working committee fashion irksome occasionally. Is notnaturally given to making decisions by consensus, preferring to be able to make decisions alone if possible. Is likely to work moreproductively alone.

EmpowermentMaintains a balance between supervising and checking up on the work of others sufficiently whilst allowing them some freedomto think and decide things for themselves. Encourages their learning and development to some degree and generally trustsothers to fulfil their responsibilities.

SupportivenessVery much dislikes and seeks to avoid, getting involved in other people's problems. Strongly believes that other people shouldsort themselves out when they have difficulties. Is extremely likely to avoid getting involved in people's problems, particularly ifthey are not work related.

Thinking

CuriosityHas a markedly enquiring, curious mind and much enjoys the processes of research and discovery. Likes to delve into quite awide range of ideas, concepts, options and possibilities and will voluntarily take time to research them. Enjoys complexity.

CreativityHas an unusually fertile, productive imagination and consistently thinks in an original way. Injects many fresh ideas and newthinking and is strongly likely to be very catalytic when it comes to generating new direction and activity.

AdjustabilityReaction to change is likely to vary depending on the degree and the exact nature of that change. While not unduly rattled by it,the degree of enthusiasm is linked to the perceived benefits of that change.

StrategyPrefers a role in which it is necessary to spend time thinking about and mapping out the way ahead for the long term. Sees thewider context of things and operates with future possibilities and ramifications firmly in mind.

AnalysisUses facts and figures to some degree and likes to reach a reasonable understanding of the underlying issues. May not enjoyin-depth analysis into things that are deep or complex. Tends to place equal importance on both facts and feelings when trying toreach conclusions.

PrecisionOperates in quite a well-ordered, precise, systematic way. Makes sure that most details are correct and that work is checkedbefore it goes out. Places importance on precision and thoroughness in the workplace.

Feeling

Freedom From StressIs likely to be reasonably calm and relaxed about things. May feel some tension under strong work pressures or if there are reallyserious work problems but is not likely to be bothered by the everyday cut and thrust.

Sensitivity to CriticismIs quite deeply concerned about the opinion of others and feels hurt if this is negative or critical. Finds it hard to brush asidenegative attitudes from others and often feels vulnerable in the face of more rugged behaviour. Will be upset by criticism.

TransparencyIs unlikely to reveal true feelings and does not like having to talk about or share emotions. Is not very open about their views andmay cover their honest reactions at times. May be considered difficult to read.

OptimismVery pessimistic. Finds it difficult to view the future hopefully and may not always be able to see a positive way forward. Tends tosee the limitations and the potential for failure in situations and may therefore often come over as negative.

BuoyancyIs quickly dismayed when problems present themselves and becomes dispirited very readily. Is likely to give up much more easilythan most people do and remain disheartened for a long time if things do not go well.

Drive

ReliabilityPlaces some importance on being reliable and trying not to let other people down. Likes to keep their word and deliver the mainthrust of what has been agreed. Is likely to be seen as someone who can normally be counted on.

Need for ChallengeIs comfortable with a moderate degree of challenge as long as the objectives can be achieved with a bit of extra effort. Isoccasionally willing to tackle something more stretching.

EnergyOnly occasionally feels strongly motivated or driven about things. May not be thought of as a particularly energetic person and isprobably most comfortable when things can be dealt with at a steady pace.

CautiousnessMakes decisions quite readily and is fairly happy to move forward in uncertain circumstances, even though there may be someelements of risk. May be seen as a little on the bold side, not having to wait for the perfect moment in order to makecommitments.

The Psychometric Portal - Quest Profiler® Full Report

Career

Transcript of The Psychometric Portal - Quest Profiler® Full Report