THE COMPETENCY MAP

Name of candidate

ROBERT WINTERS
Date of assessment

02 July 2003

Published by ASE, Chiswick Centre, 414 Chiswick High Road, London W4 5TF, UK; a division of nferNelson. All rights reserved. nferNelson is part of Granada Learning Group Granada Learning Ltd is a Granada company PeopleMapper copyright 1995, 2003, Rob Feltham and Julie Woods Competency Map 2003, nferNelson Publishing Company Ltd

PeopleMapper
The Workplace Personality Questionnaire

THE COMPETENCY MAP

INTRODUCTION
On 02 July 2003, Robert Winters completed PeopleMapper: The Workplace Personality Questionnaire. This report describes various aspects of Robert's personality and his likely approach to work-related situations. Assessing Personality Personality assessment is a process that can be approached in many different ways. It is most effective, however, when different sources of information are combined to build up a picture of an individual's characteristics and typical behaviours. PeopleMapper is a personality measure that assesses a number of Robert Winters's typical characteristics and preferences. However, PeopleMapper does not take into account how behaviour can be influenced in different situations or how an individual might change in the future. Because of this the information derived from PeopleMapper should always be used in conjunction with other sources of information if any personal or work-related decisions about Robert are to be made.

HOW PEOPLEMAPPER WORKS

PeopleMapper is a rigorously-researched psychometric assessment, developed in the UK and specifically designed to be used in the workplace. It has been constructed to assess some of the specific aspects of personal style at work that psychologists, HR professionals and managers typically wish to explore. PeopleMapper measures 11 fundamental dimensions of personality, known as the primary dimensions, which can be usefully grouped into five secondary dimensions. Results Over Time Because individuals change over time, the PeopleMapper results given in this report represent only a snapshot of various specific aspects of Robert's current behaviour. If necessary, it is recommended that Robert is reassessed after approximately one year or sooner if he has experienced major life events or a change in circumstances.

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The Workplace Personality Questionnaire

Accuracy Every effort has been made to ensure that this report accurately reflects Robert's responses to PeopleMapper. However, it is recommended that a full feedback session is always given, during which the accuracy of the information derived from PeopleMapper can be thoroughly explored. Comparison Group PeopleMapper has been extensively researched and trialled on large groups of people. Robert Winters's responses were compared to those given by the comparison group Both Sexes: Non-manual occupations - aged 16 to 64. If Robert's responses were compared to those of another group, his results may have been different.

CONFIDENTIALITY
This report is designed for psychologists or other qualified human resource professionals who understand the scope of psychometric assessments. Because the report contains sensitive and personal information, its contents should be kept confidential and not disclosed to anyone without Robert Winters's permission. The data and report should be used only for those purposes to which Robert has given his consent.

IMPORTANT NOTE
The software that produces this report applies sophisticated rules to Robert Winters's PeopleMapper scores. If the scores fall within certain parameters, the program produces narrative and other text, which has been carefully prepared to reflect the qualities measured by PeopleMapper. No liability whatsoever for any use of this information can be accepted by ASE.

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The Workplace Personality Questionnaire

STRUCTURE OF THE COMPETENCY MAP REPORT

The Competency Map report contains information on Robert Winters's results on a range of 15 different competencies. These 15 competencies are grouped in the following three sections: 1. 2. 3. Interaction with Others Approach to Work Personal Qualities

The sections begin with a general description of the competencies being assessed, together with a chart showing Robert Winters's results for each competency. Each individual competency is then defined, followed by Robert's result and more detailed comments. Robert's results are derived preferences at work. Finally, several interview questions are suggested that can be used as a starting point to help explore Robert's results with him in more detail. solely from his responses to PeopleMapper, and reflect his own views and opinions about his personal style and

PeopleMapper
The Workplace Personality Questionnaire

1. INTERACTION WITH OTHERS

This section contains information about five key competencies that relate to Robert Winters's interpersonal style in the work environment. These are: Impact Self Confidence Oral Presentation Teamwork Interpersonal Sensitivity

The first three competencies are primarily about the impression that Robert is likely to make on others, and the final two are concerned with the style of interaction that he is most likely to adopt with colleagues and other work contacts. Overall, the comments made in the report can be used, in conjunction with other sources of information, to give an insight into Robert's likely approach to meeting and dealing with other people.

PeopleMapper
The Workplace Personality Questionnaire

COMPETENCY CHART

INTERACTION WITH OTHERS

Competency

Below average

Average

Above average

Impact Self Confidence Oral Presentation Teamwork Interpersonal Sensitivity

There are five competencies that, when considered together, provide a good indication of the way in which Robert will interact with others at work. The chart above outlines Robert's position on each of these competencies in relation to the comparison group. The below average, average and above average bands have been further divided to give added differentiation. This was achieved by combining the sten scores from the relevant PeopleMapper dimensions.

PeopleMapper
The Workplace Personality Questionnaire

IMPACT
Definition An individual's tendency to make a strong, positive impression in the workplace. Result Relative to the comparison group, Robert's results on this competency fall into the above average band. Detailed Comments It appears that Robert is likely to be open to change and interested in new ways of working. This implies that Robert may be seen as a fairly independent-minded person, and this in turn may mean that his approach in this respect may possibly add to the impact he makes on others at work. Robert indicates a preference for taking risks, either of a business nature or in terms of his career. It is possible that this willingness to take risks may mean that Robert's tendency to make a strong impression at work could be increased. From Robert's responses, it is likely that he thinks it important to be recognised for his achievements at work. This may possibly accentuate the definite impact that Robert has on his work colleagues. Robert's PeopleMapper profile indicates that on occasions he will seek attention at work, while at other times he will prefer to stay in the background. These characteristics suggest that there may be times when Robert will perhaps look for opportunities to impress and influence other people, but that he will not always seek to do so. Interview Prompts Your PeopleMapper results indicate that you have a tendency to make a strong impact in your work environment: Can you give an example of when you have made a significant impact at work? How did you achieve this? Can you describe an occasion when you have actively influenced events, perhaps by going beyond the scope of your role? What was the outcome?

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The Workplace Personality Questionnaire

What kind of first impression do you think you make on people? How does this change once the relationship is more established? Why do you think this is the case?

Describe a time recently when you have not been able to influence events around you. Why was this? How did you feel about it?

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The Workplace Personality Questionnaire

SELF CONFIDENCE
Definition The extent to which an individual is willing to speak out and express his or her opinions in group situations. Result Relative to the comparison group, Robert's results on this competency fall into the average band. Detailed Comments A review of Robert's results for this competency reveals that he is as likely as most people to enjoy situations where other people's attention is focused on him, though at other times he may prefer not to take centre stage. This suggests that Robert tends to be reasonably confident in group situations and formal settings, and that he is willing to speak out when he feels it is necessary. Interview Prompts It appears that you are likely to feel moderately comfortable in speaking out in group situations: How much does your willingness to express your opinions to others depend on the situation? Can you give some examples of your different reactions in different situations? In what situations are you most likely to want to speak out? Can you describe a recent situation when this occurred? In what situations do you prefer to keep your opinions to yourself? Why do you think this is?

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The Workplace Personality Questionnaire

ORAL PRESENTATION
Definition Being comfortable when presenting information to others and relating to an audience, as well as having an organised approach to planning and preparing the presentation. Results Relative to the comparison group, Robert's results on this competency fall into the average band. Detailed Comments It is likely that Robert at times enjoys being the focus of attention, while at other times he prefers others to be in the spotlight. In view of this, it is possible that Robert may sometimes feel fairly comfortable presenting information to others and may appear reasonably confident when called upon to do so. In addition, Robert is likely to relate quite well to his audience when he is presenting information - for example by using appropriate language and responding to people's feedback. It is also worth noting that Robert does not seem to place particular importance on planning and scheduling his work. If he is required to make a presentation, Robert may find that he has to make a point of organising and planning it in advance. Interview Prompts Your results from PeopleMapper suggest that you are likely to be fairly comfortable if required to present information to others: Can you describe a recent presentation you have made? What was it about? How did you feel about making the presentation? Who were the audience? How did you prepare for the presentation? What did you learn from the experience? How comfortable do you feel about making presentations? Can you describe when you feel comfortable and when you feel less comfortable when making presentations? What made you feel this way?

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The Workplace Personality Questionnaire

TEAMWORK
Definition An individual's willingness to work with others as part of a team, and how easily he or she relates to them. Result Relative to the comparison group, Robert's results on this competency fall into the average band. Detailed Comments However, Robert may tend to seek out others' company and so is likely to prefer working with others. This suggests that he may be inclined to look for opportunities to work with his colleagues as part of a team. In general, Robert's results imply that he may prefer to maintain a balance regarding how far he shares his thoughts and feelings with others or keeps them to himself. This suggests that Robert is likely to relate fairly well to others when he is in a team situation. Interview Prompts Your results indicate that you are as likely as most people to want to work with others in a team: Can you give me some examples of situations where you have worked with other people in a team? How did you feel in these situations? What kind of role do you tend to play in a team or group situation? Why do you take this role? What impact do you have on others? For you, what is the best thing about working with others? What, if any, are the disadvantages of working with others? What kind of work do you tend to do on your own? How do you feel when doing this sort of work? What happens when you are required to work on your own for a sustained period of time?

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The Workplace Personality Questionnaire

INTERPERSONAL SENSITIVITY
Definition Being aware of the needs and feelings of staff, colleagues and customers, and responding accordingly. Result Relative to the comparison group, Robert's results on this competency fall into the average band. Detailed Comments Robert's profile results suggest that he is likely to be reasonably aware of the needs and feelings of others, and will usually identify with people's feelings to some extent and respond accordingly. When interacting and dealing with others, Robert may tend to be reasonably open and personal in his approach, although at times he may prefer to be more self-contained. Interview Prompts Your responses to the questionnaire suggest that you are reasonably aware of others' needs and feelings at work, and respond to them: How typical is this of you? Can you outline some examples of when you have responded to others' feelings? When do you think you are likely to respond to others' feelings? When are you less likely to show concern? Why do you think this is? Tell me about a recent decision you have made that impacted on others. What was the situation? What was the outcome? What did you learn from the situation?

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The Workplace Personality Questionnaire

2. APPROACH TO WORK
This section focuses on Robert Winters's preferred approach to tackling tasks and projects, and on the type of work he is most likely to enjoy. The section therefore provides information on seven important competencies: Flexibility Change Orientation Planning Implementation and Structure Detail Consciousness Decisiveness Risk Taking

Robert's attitude towards change is explored in the first two competencies, and the next three are concerned with his attitude towards the structure of his work. The remaining two competencies cover Robert's likely approach to decision-making. The narrative under each competency can be used to support other information about Robert's likely attitudes and approach to work in general.

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PeopleMapper
The Workplace Personality Questionnaire

COMPETENCY CHART

APPROACH TO WORK

Competency

Below average

Average

Above average

Flexibility Change Orientation Planning Implementation & Structure Detail Consciousness Decisiveness Risk Taking

There are seven competencies that, when considered together, provide a good indication of the way in which Robert generally approaches his work. The chart above outlines Robert's position on each of these competencies in relation to the comparison group. The below average, average and above average bands have been further divided to give added differentiation. This was achieved by combining the sten scores from the relevant PeopleMapper dimensions.

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The Workplace Personality Questionnaire

FLEXIBILITY
Definition Adopting a flexible approach to work, being willing to change when necessary, and to improvise and react spontaneously. Result Relative to the comparison group, Robert's results on this competency fall into the above average band. Detailed Comments It appears that Robert is likely to feel comfortable with change and new ways of doing things, and this suggests that he is likely to be flexible and adaptable in his attitude and approach to work. Furthermore, it seems that Robert prefers to improvise and work in a spontaneous way, adapting to circumstances rather than planning and structuring his work. This suggests that he is also likely to have a flexible and responsive approach to time management. Interview Prompts Your PeopleMapper results indicate that you are likely to take a flexible approach to work: How true do you think this is of you? Can you give some examples of when you have behaved flexibly recently? What do you see as the benefits of this approach? What difficulties, if any, have you experienced by being flexible in your approach at work? What did you learn from this situation? In what situations are you less likely to take a flexible approach? Why is this?

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The Workplace Personality Questionnaire

CHANGE ORIENTATION
Definition Actively seeking to change the job and work environment whenever appropriate, being seen as proactive, and encouraging the introduction of new structures, methods and procedures. Result Relative to the comparison group, Robert's results on this competency fall into the above average band. Detailed Comments Robert's PeopleMapper profile reveals that he is likely to be open to change, generally enjoying varied and unpredictable work. This suggests that Robert may be interested in seeking to change aspects of his job or the work environment or coming up with new ways of working, and so may be seen as proactive in this respect. He is likely to prefer working in an environment where change is a possibility. Interview Prompts From your questionnaire responses, it appears that you are likely to welcome change in your job or workplace: Can you give examples of when you have introduced changes at work? What has been the outcome of this? How did you feel about making the changes? How do you respond to work that is very familiar and predictable to you? What are your views about this type of work? What is good about the current methods or systems within your organisation or department? Why? What would you seek to change, if you had the opportunity, and why?

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The Workplace Personality Questionnaire

PLANNING
Definition The process of planning in advance, including establishing future priorities and changes needed to meet future requirements. Result Relative to the comparison group, Robert's results on this competency fall into the below average band. Detailed Comments It appears that Robert generally prefers to work in a spontaneous and unplanned way. He does not seem to place a very high value on planning in advance, feeling rather that it is more important to organise tasks as he goes along and to react to circumstances as they occur. In view of this, Robert may tend not to be particularly interested in establishing future priorities - for example long-term business objectives - nor in envisaging what might be required to meet future demands - for example what resources will be needed for a particular project. Interview Prompts The way that you have answered the questionnaire suggests that you prefer to work in a spontaneous way, rather than planning things too much: When do you plan and when are you more spontaneous? Can you give examples of when you prefer to take things as they come and react to circumstances? What do you see as the benefits of this approach? What, if any, are the downsides? What do you do to plan for future priorities and requirements? Can you think of examples of specific projects where you have had to make long-term plans? What is the value to you of this approach? In what kind of situations do you enjoy working in a planned way? Why is this? What advantage can you gain by taking a planned approach?

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The Workplace Personality Questionnaire

IMPLEMENTATION AND STRUCTURE

Definition Showing a preference for working and carrying out tasks in an organised and structured way. Result Relative to the comparison group, Robert's results on this competency fall into the below average band. Detailed Comments Robert may prefer not to organise his work and his time, to allow him to be free to respond to the demands of the moment. This indicates that Robert may tend to feel uncomfortable with work requiring a very structured and organised approach. His responses also suggest that Robert may be a pragmatist rather than a perfectionist. For example, he may generally prefer to lower his standards in order to meet a deadline, rather than maintaining his standards and missing it. It is possible that this tendency may affect the way Robert executes any projects or tasks. Interview Prompts Your PeopleMapper responses suggest that you prefer to carry out tasks in an unstructured way: When do you adopt this approach? Can you give me examples of recent situations where you have tackled work in a fairly unstructured way, for example by responding to circumstances as they arise? When will this approach be productive? When might this approach not be so useful? Outline a situation in which you prefer to work in a more organised and structured way, perhaps by managing your time closely. How do you feel about this type of work?

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DETAIL CONSCIOUSNESS
Definition A preference for working precisely, accurately and methodically with detailed

information. Result Relative to the comparison group, Robert's results on this competency fall into the below average band. Detailed Comments A review of Robert's results for this competency reveals that he is unlikely to be concerned with the finer points of a project, and may therefore feel that it is more important to complete tasks to schedule than to ensure that all detail is correct. Because of this, Robert may be disinclined to work with detailed information, and he may not always enjoy working methodically. Interview Prompts According to your results, you are unlikely to prefer working precisely with detailed information, perhaps favouring the quick overview instead: How much emphasis do you place on the overview versus the detail? Can you give me some examples of situations where you take a broad approach rather than concerning yourself with the details of an issue? What do you see as the advantages and disadvantages of this approach? In what situations do you feel it important to be very thorough with all the details? Why is this? How do you feel about work that requires a high degree of accuracy? How does your current role fit into your organisation's overall mission or strategy? Taking the long-term view, which parts of your job are of most importance to the organisation?

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The Workplace Personality Questionnaire

DECISIVENESS
Definition Being prepared to make decisions or recommendations when information is limited or incomplete. Result Relative to the comparison group, Robert's results on this competency fall into the above average band. Detailed Comments Looking at Robert's results, it seems that he may be prepared to hazard a chance and decide on a course of action, or back a commitment, even though he might not feel that he is in possession of all the relevant facts. In addition, Robert appears to be open to new ways of working, so this may make him even more inclined to act decisively, especially if this would result in a change to his role or working methods. Interview Prompts You have described yourself as someone who is likely to be prepared to make a decision or take action based on limited or incomplete information: How quickly do you make your decisions? Can you give me examples of recent situations where you have taken action, perhaps when others weren't prepared to do so? What was the outcome? How do you feel about making a decision when you do not have all the available facts? When, if ever, have you made a decision which in retrospect turned out to be too hasty? What did you learn from the experience? In what circumstances are you likely to hold back from taking action or making a decision? Why is this?

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The Workplace Personality Questionnaire

RISK TAKING
Definition Being willing to make a judgement that involves a business risk in order to achieve a recognised benefit or advantage. Result Relative to the comparison group, Robert's results on this competency fall into the above average band. Detailed Comments Robert's results on PeopleMapper suggest that he is likely to be willing to take a business risk, implying that he may be prepared to take a chance on an uncertain venture. Although it is possible that Robert may take a risk without a justified reason for doing so, it appears unlikely that he will fail to grasp an advantageous business opportunity through being overly cautious. Interview Prompts Your results indicate that you are likely to be willing to take a business risk: Can you tell me when you are prepared to take risks and why? Think of examples of situations in which you have taken a risk at work. What led you to take the risk? What was the outcome? Have you ever taken a risky decision in career terms? Can you describe the situation and its outcome? Which risks have you taken that have paid off? Can you describe one of these occasions to me? What did you learn from the experience? In which situations are you likely to show caution and avoid taking a risk? Why is this?

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3. PERSONAL QUALITIES
This final section explores Robert Winters's energy, motivation and his attitude towards dealing with pressure at work. The three key competencies covered are: Energy and Drive Tenacity Coping with Pressure

The first two competencies examine Robert's feelings and motivation, and his determination at work, while the third is specifically concerned with handling difficult situations. The comments made in this section can be used alongside other relevant sources of data to provide an insight into Robert's commitment and consistency in the work environment.

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The Workplace Personality Questionnaire

COMPETENCY CHART

PERSONAL QUALITIES

Competency

Below average

Average

Above average

Energy and Drive Tenacity Coping with Pressure

There are three competencies that, when considered together, provide a good indication of how Robert's personal qualities relate to the workplace. The chart above outlines Robert's position on each of these competencies in relation to the comparison group. The below average, average and above average bands have been further divided to give added differentiation. This was achieved by combining the sten scores from the relevant PeopleMapper dimensions.

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The Workplace Personality Questionnaire

ENERGY AND DRIVE

Definition Being ambitious and wanting to advance at work, showing an energetic approach and feeling motivated to achieve high levels of output. Result Relative to the comparison group, Robert's results on this competency fall into the average band. Detailed Comments Robert seems to see himself as being ambitious in his behaviour at work, enjoying the chance to achieve status and success in his career, and possibly placing less value on relationships with his colleagues than on achievement. Others may tend to see him as competitive and career minded. It is also worth considering Robert's likely energy levels, since he describes himself as someone who has a reasonable amount of energy. This suggests that Robert will tend to be fairly energetic and motivated at work, and may be able to cope reasonably well with long working hours. Interview Prompts According to your responses, you see yourself as someone whose combination of energy and drive at work is similar to that of most other people: When do you apply more energy to tasks and work outputs? How does your energy show itself in the work environment? In what kind of situations do you feel driven to succeed? What are the factors that drive your success? What aspects of your life particularly motivate you? Which aspects of work results in a loss of motivation for you? How do you react in these circumstances?

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TENACITY
Definition Showing determination to achieve objectives when faced with setbacks or obstacles. Result Relative to the comparison group, Robert's results on this competency fall into the average band. Detailed Comments It appears from Robert's results that he generally places an equal amount of importance on work activities and leisure activities. This suggests that there may be some occasions when Robert may go beyond the call of duty to meet work objectives. In addition, his reported reasonable level of energy in the workplace implies that Robert will tend to feel fairly comfortable in situations where he is called upon to show determination and perseverance in the face of work-related problems. Interview Prompts Your responses to PeopleMapper suggest that, when the going at work gets tough, you are reasonably determined to achieve your objectives: How true do you think this is of you? In what situations have you gone significantly beyond the call of duty to achieve work objectives? How did this affect other aspects of your life? Under what circumstances have you felt less committed to work, and less inclined to put in extra effort? How important is it for you to have time for leisure and relaxation? Can you give some examples of how you have achieved this balance?

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COPING WITH PRESSURE

Definition Feeling able to maintain performance levels when challenged or put under significant pressure, and not appearing too anxious or losing composure in difficult circumstances. Result Relative to the comparison group, Robert's results on this competency fall into the average band. Detailed Comments As discussed earlier in this section, Robert's relevant responses suggest that he feels he has a reasonable amount of energy. This implies that he may feel fairly confident about maintaining his performance level at work when put under long-term pressure - for example when working longer hours than usual. In addition, Robert reports that, although he is fairly likely to worry about work issues, he will probably feel reasonably composed rather than anxious under difficult circumstances. Interview Prompts You describe yourself in the questionnaire as someone who may possibly feel fairly comfortable when under pressure at work: How true do you think this is of you? Can you give some examples of occasions when you have worked under significant pressure recently? What do you do in these situations to try to maintain a consistent level of performance? How did you feel at these times? What did you learn from these situations? What kinds of situations make you feel most under pressure? How do you deal with these situations?

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