Work Related Behavior And Attitudinal
Characteristics
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MTC MultiPanel Analysis: Work Related Behavior And Attitudinal Characteristics |
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All category responses require further exploration with the applicant to make an appropriate hire. This should not be the sole basis for a decision as to the suitability of the applicant for a position. Based on the answers from the applicant, he/she may reflect the following behaviors at work:
Action Orientation:
Influence: (Below Average) Having influence with others is below average in importance to this individual. Being well liked, sensitive, warm, caring, initiating conversations, receiving recognition and tolerance for others are not as important to this person. There may be a tendency to be less open or verbal in communications. Attention to Detail: (Average) (Gestalt) The applicant reports an average level of attention to detail on job-related tasks. Accuracy, being careful and making sure a task is done well is important to this person, but not as much a driving force as someone who is above average or exceptional. Work Pace: (Exceptional) (Kinesthetic) Concerning the speed with which this individual accomplishes tasks, the applicant reports exceptional work speed. Getting tasks done quickly is extremely important to this person. Dependability: (Average) The applicant places an average value on being dependable. This is a positive indicator. One example of dependability is the value placed on showing up to work on time. Other attitudes that contribute to dependability include working hard and with intensity, loyalty, service to others, and being results oriented. Customer Service Attitude: (Below Average) Some positions benefit from employees who believe in building strong relationships with customers and being helpful. This applicant reports that they are below average in this area. People who demonstrate a below average score in customer service attitude often feel it is not as important to go above and beyond for their customers, do extra things for them and may not be described by their customers as caring and warm. The lower the score, the fewer of these characteristics will be demonstrated. Attitude Toward Supervisor: (Above Average) Many positions require a worker to get along, cooperate and work successfully with a supervisor. This applicant reports that they are above average in this area. People who demonstrate an average or better attitude toward supervision may feel it is important to do extra things for their supervisor, work with them to solve problems and are warm and caring. Assertiveness: (Above Average) The applicant reports an above average level of assertiveness in a work environment. This indicates a value for a more direct approach with people. This applicant will find ways to meet their personal and business objectives. With an above average level of assertiveness, this individual will display a higher degree of confidence, intensity and determination in their work. Depending on how well they have developed their interpersonal skills, persons with this level of assertiveness can be seen by others as strong, confident, authoritative leadership figures who are decisive, idea oriented and who attack problems. With less developed relationship skills, they can be viewed as pushy, not willing to compromise, less sensitive to others' feelings and it may be difficult for them to admit making mistakes. Energy: (Above Average) Positions that require long hours and sustained levels of intensity benefit from high energy workers. Persons who score average, above average or exceptional in energy often work more than 50 hours per week, see themselves as more intense and may feel that they get the job done sooner and better than others. High energy people may need to move about during the day, and demonstrate greater stamina at work.
Coaching Ideas:
Influence: (Below Average) When coaching an individual with a below average desire to influence and persuade, it is helpful to realize that this person does not believe it is important for them to influence others or to seek recognition. This individual may not realize the value that some others place on social interaction before reaching a decision. If the position requires significant people contact, it would be good to explore the potential impact this would have on job satisfaction with the applicant. Attention to Detail: (Average) (Gestalt) Paying attention to detail can be a marvelous attribute. The applicant scores average in this area. Typically, this indicates that the applicant will take time to make sure things are done well and done right, though this is not as strong of a trait when compared to those who score above average or exceptional. Work Pace (Kinesthetic) may be sacrificed for accuracy. When placing on a team, remember this tendency. When assigning responsibilities and tasks, it is important to allow sufficient time for this individual to pay attention to detail. Doing so will make for a more pleasant work environment and lower frustration levels of both the manager and the individual. Be sure to compare this score with the Work Pace (Kinesthetic) score. The higher score is the dominant trait. Work Pace: (Exceptional) (Kinesthetic) Because this individual reports an exceptionally high speed with which tasks are accomplished at work, care should be exercised in setting work and production expectations. Team assignments should also reflect the fact that speed in accomplishing a task is a very high priority with this person. Always compare the applicant's score in "Attention to Detail" (Gestalt). When Gestalt is high, the applicant will demonstrate careful and exacting work behaviors, useful in making sure the work is done carefully and correctly. Individuals who are exceptional in Kinesthetic and low in Gestalt may not fit the profile of a position that demands careful attention to detail. Workers who emphasize speed over accuracy can demonstrate higher error rates due to their desire to get their work done quickly. However, an extremely fast-paced work environment will probably not generate as high of a level of stress in this individual, especially when compared to a candidate who is below average in Kinesthetic. Assertiveness: (Above Average) Individuals who are above average in assertiveness who are being integrated into teams can benefit from four key coaching elements, which are: 1. How well developed are their interpersonal skills? Is it also important for them to influence others to their point of view? If they also score average or better in influence, they will tend to be aggressive in their efforts to move others to their opinions and decisions -- but they will also place a value on the feelings of others in the process. If they score low in influence, they may tend to use facts, figures or be "pushy" to get others to agree. Persons who score high in assertiveness and low in influence may tend to have more problems when working with a team. 2. How important is it to them to have order and structure at work? Assertive people will tend to push to create what they believe is a suitable work environment -- typically structured and orderly, working on one task at a time (high dependability/high attention to detail - gestalt) or a more open, free wheeling environment or using policies as guidelines (low dependability/low attention to detail.) As an element of creating a suitable work environment, assertive people can also place a greater emphasis on solving the problem than preserving the status quo. How do they handle their desire for independence and results when faced with a policy, person or process that delays them getting the job done? Is the position for which this person is applying well suited for someone who places a high value on independent, action oriented, intense effort on the job? 3. How willing are they to take instruction from others on the job? People with high assertiveness have indicated a stronger sense of confidence in their work and their ability to get the job done. They see themselves as more forceful and are willing to tell others "no." If the position requires working in a team environment, probe more for examples of how they handle conflict when they disagree with coworkers or their boss. 4. Do they understand that others approach making decisions differently than themselves? Assertive people can tend to want others to respond and agree immediately to their ideas and proposals. Others want to weigh the pros and cons, hear discussion, value the building of relationships through socialization or want to understand the detail of the situation before reaching a decision. How do they see others who don't act immediately and decisively? This can be an area of growth opportunity in improving the effectiveness of an assertive person. Energy: (Above Average): If there is no work outlet for people with higher energy levels, they will tend to use their higher energy levels with after work projects or activities. In a team environment, there is potential for conflict with low energy people over the use of time. Low energy people may not see the same value in working overtime that higher energy people do, nor will they necessarily feel that they function well in a consistent overtime environment. (Individual caution statements are highlighted in red. If there are no caution statements, then none will print.)___________________________Reporting Scales: Green = Best/Exceptional, Blue = Above Average, Magenta = Average, Red = Caution/Below Average
| Below Average | Average | Above Average | Exceptional |
| Below Average | Average | Above Average | Exceptional |
| Below Average | Average | Above Average | Exceptional |
| Below Average | Average | Above Average | Exceptional |
| Below Average | Average | Above Average | Exceptional |
| Below Average | Average | Above Average | Exceptional |
| Below Average | Average | Above Average | Exceptional |
| Below Average | Average | Above Average | Exceptional |