Admin Pro™

Potential for fit as

Agent
Associate Agent
Office Manager
Marketing Assistant
Administrative Assistant
Agency Staff Support

ContentsPage
Overall Admin Suitability1
Match to Position2
Match to Mentor/Environment9
Summary of Scores10
The Uncertainty Coefficient10
 
Candidate Feedback Report
     Your Personal Strengths1
     Career Planning2



ASP# 000000 for Sample Person on January 2, 2004

©1998-2002




 
 Admin Pro™ (ASP# 000000 for Sample Person on January 2, 2004) Page 1 

Overall Admin Suitability

 
 High Ok Low 
Agent
 
 High Ok Low 
Associate Agent
 
 High Ok Low 
Office Manager
 
 High Ok Low 
Marketing Assistant
 
 High Ok Low 
Administrative Assistant
 
 High Ok Low 
Agency Staff Support

 
 Admin Pro™ (ASP# 000000 for Sample Person on January 2, 2004) Page 2 

Match to Position

Enterprising Potential (EP) =+39



OVERVIEW

His score on the EP scale would indicate a natural inclination toward being comfortable in most competitive career environments. Given formal learning opportunities to direct and fulfil his natural self-manager inclinations, he can become very capable at personal planning and personal time management. He is strongly oriented to investing a great amount of effort in daily career activities. He would be potentially suited for a sales position that requires the initiation of new client contact with some client maintenance.

STRUCTURED INTERVIEW QUESTIONS

  • Ask him to outline a situation in which he has developed a specific goal, converted it into a plan for action and how he managed his time and focused his effort each day to get the job done.

  • Verify the examples by checking references.

    DEVELOPMENTAL SUGGESTIONS

    Help build on this potential strength by offering instruction and coaching on personal planning and time management skills. Show him how to plan effectively and observe him until he performs consistently. Develop and use a Management By Effort approach with him.


    Notes

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     Admin Pro™ (ASP# 000000 for Sample Person on January 2, 2004) Page 3 

    Match to Position

    Achievement Potential (AP) =+2



    OVERVIEW

    This result on the AP scale indicates that he has a very balanced motivational structure that includes challenge and/or money as well as an equally strong service and/or recognition component. He would enjoy a position that focused on building good client relationships and was complemented by an opportunity for achievement. The blend of these two motivators indicates a comfort with servicing the needs of clients and being involved in a product or service that has some personal significance or meaning. As a sales professional, he would be very aware of the needs of his clients and attempt to integrate company requirements to create a 'win-win' outcome.

    STRUCTURED INTERVIEW QUESTIONS

  • Ask him to describe some situations from his previous work experiences that were particularly demanding and challenging. How did he create a 'win-win' situation for the individuals that were involved.

  • Ask him to describe a situation in which he had to take an unpopular position on a specific issue.

  • Cover the details provided with his references.

    DEVELOPMENTAL SUGGESTIONS

    It is recommended that his coach provide positive feedback by assisting with the self management of both results and activities. Training in managing effort would help him feel "successful" everyday. he will learn best from a coach or mentor who has a style or approach that is well matched to his own personality.


    Notes

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     Admin Pro™ (ASP# 000000 for Sample Person on January 2, 2004) Page 4 

    Match to Position

    Independence Potential (IP) =-16



    OVERVIEW

    His score on the IP scale indicates that he would be very comfortable with a successful organization that has proven, well-established structure and systems. He would be very coachable and would display a strong commitment to existing structure after the initial training. He would be considered a good team player and could be relied on to follow mutually agreed to team strategies and procedures. He will be very attentive during the initial training and try to integrate all suggested ideas and approaches.

    STRUCTURED INTERVIEW QUESTIONS

  • Ask him to highlight examples from his previous work situations in which he has operated essentially on a strong teamwork basis.

  • In his previous position, what new systems did he integrate into his daily activities? What were the important things he learned from his previous manager or coach?

  • You should expect good feedback from his references.

    DEVELOPMENTAL SUGGESTIONS

    He will expect his coach or manager to offer direction and guidance on the systems that he would be required to follow. Regular feedback sessions would help him evaluate how effectively he is integrating into the new structure. Training and development of self management skills, including both self evaluation and self reinforcement strategies, would help maintain good habits after the initial intensive training. He will also be receptive to the influence and advice of associates and peers, therefore it will be important to match him to team members who are similar in terms of team orientation.


    Notes

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     Admin Pro™ (ASP# 000000 for Sample Person on January 2, 2004) Page 5 

    Match to Position

    Career Fit (CF) =+74



    OVERVIEW

    He is best matched to the Associate Agent or Office Manager role within competitive work environments. He is well suited to a performance based culture that combines goal orientation with a sense of urgency. He is capable of producing very good to excellent performance if he has the proper skill set to work towards his goals. This type of profile shows that he can work with minimal supervision and can be an asset when focused on organizational goals.


    Notes

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     Admin Pro™ (ASP# 000000 for Sample Person on January 2, 2004) Page 6 

    Match to Position

    People Orientation (PO) =+12



    OVERVIEW

    He is very comfortable meeting new people and would enjoy interaction with others as an important component of his career environment.

    STRUCTURED INTERVIEW QUESTIONS

  • Ask him to describe a situation where he was required to work productively with a wide variety of personalities.

    DEVELOPMENTAL SUGGESTIONS

    He will derive a great of satisfaction from working with a coach and fellow employees who are similarly people oriented.


    Notes

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     Admin Pro™ (ASP# 000000 for Sample Person on January 2, 2004) Page 7 

    Match to Position

    Analytical Orientation (AO) =+2



    OVERVIEW

    He would learn what is necessary for effective on-the-job performance. Ideally, technical and product knowledge would have a practical application. He would tend to focus his learning in areas of high interest and aptitude.

    STRUCTURED INTERVIEW QUESTIONS

  • Ask him what he has done in the last two years to upgrade at a technical or professional level. Did he invest his own time and money?

    DEVELOPMENTAL SUGGESTIONS

    If structured self study is important to his development, develop a mutually agreeable training program to ensure that he learns the necessary material. Regular coaching as a reward for time spent learning is important.


    Notes

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     Admin Pro™ (ASP# 000000 for Sample Person on January 2, 2004) Page 8 

    Match to Position

    Self-Determination (SD) =+22


          22    		 He express a belief that he has only limited control over his future and that chance, luck, fate and other people hold a greater degree of control over his future than he does. His indicated level of self confidence is somewhat below average at this time, but this can change to a more positive level over time with successes in college, work and personal life.

    Notes

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    Call Reluctance (CR) =+42


          42    		 One of the main reasons that people have difficulties is the fear of rejection. Fortunately, learning how to manage rejection is a trainable skill. His score indicates that he probably does not fear these rejections. It would be important to continually improve his responses in situations where rejection occurs. Have him work with a mentor to find different methods to turn these rejections into opportunities.

    Notes

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     Admin Pro™ (ASP# 000000 for Sample Person on January 2, 2004) Page 9 

    Match to Mentor/Environment

    The Ideal Mentor/Subordinate Environment Should Include:

    MENTORING by a trainer/boss skilled at teaching people of a wide range of potential how to become as 'self-managing' as possible + SUBORDINATES with assessed high s/m potential - they are an easier match to him.

    MENTORING by a manager whose applied business philosophy is that having provided good service, one should be very strongly compensated + SUBORDINATES who recognize the same pathway to success, i.e. outstanding service : big $$$.

    MENTORING by a person who, while being an obviously caring individual, consciously teaches subordinates to become as independent and self-sufficient as they can be + SUBORDINATES who are team players but who want the team support to help achieve performance goals not for emotional, personal support.

    MENTORING by a successful person who has shown that he or she, while not the most gregarious person, can build good supportive relationships among subordinates + SUBORDINATES likely to build good relationships with or without the boss.

    MENTORING by a person who finds part of his or her satisfaction in work in learning new things and then training others to use it + SUBORDINATES who will also find some daily satisfactions in the required new learning or technology.

    The Ideal Mentor/Subordinate Environment Should Avoid:

    A MENTOR who has a reputation of having to have things done more or less in his or her own way and/or SUBORDINATES who need or expect this person to impose any significant degree of structure on them.

    A MENTOR who sees being a manager as either a way to make really big $$$ on the backs of others or, by contrast, who sees what he or she does as a way to fulfill his or her 'obligations' to society and/or SUBORDINATES who want either too much $$$ or very little out of their work.

    A MENTOR who sets the standard, the pace and the expectation that his or her subordinates are essentially independent and generally on their own and/or SUBORDINATES who have no need or desire to be part of any kind of 'team'.

    A MENTOR who is so public relations oriented that one wonders about his or her sincerity and/or SUBORDINATES who are too close to clients to be objective.

    A MENTOR who is hostile to technology and does not keep up with developments and/or SUBORDINATES who constantly complain about new learning requirements.


     
     Admin Pro™ (ASP# 000000 for Sample Person on January 2, 2004) Page 10 

    Summary of Scores & Cautions

    EPENTERPRISING POTENTIAL (EP)
    39
    INITIATES RESPONDS
    APACHIEVEMENT POTENTIAL (AP)
    2
    $ AND/OR CHALLENGE PEOPLE AND SERVICE SAFETY AND SECURITY
    IPINDEPENDENCE POTENTIAL (IP)
    -16
    DEVELOPS OWN STRUCTURE INTEGRATES EXISTING STRUCTURE PREFERS STRUCTURE
    CF(PS)CAREER FIT (CF/PS)
    74
    COMPETITIVE ENVIRONMENTS SERVICE ENVIRONMENTS
    PEOPLE ORIENTATION
    12
    ANALYTICAL ORIENTATION
    2
          SD

          22    		       CR

          42    		       UC

          30
    PAGE 3 SCORES
     
    Enterprising People Oriented Achievement Oriented Independent
    Power Scores 101 12 73 65
    Neutr Scores 62 2 75 81
    Acquiescent Investigative Relaxed Team Oriented
     
    39 77 2 -16
    EP BL AP IP

     
     
     Admin Pro™ (ASP# 000000 for Sample Person on January 2, 2004) Page 11 

    The Uncertainty Coefficient

    The Uncertainty Coefficient (UC) provides an insight into whether or not the test results are reliable. High scores (above 45) indicate that the candidate may either misunderstand the profile or may be presenting him/herself in a socially desirable manner. The character traits measured by the Admin Pro™ tend to have low face validity meaning it is difficult to fake unless one is an expert in test construction. A high UC score can indicate the need to check the SD and CR scores carefully when following up with the candidate.

    The following provides detailed information on how to explore high UC scores.


    GUIDELINES FOR EXPLORING
    A HIGH UNCERTAINTY COEFFICIENT (UC) SCORE

    This brief outline will highlight the items associated with the UC score, the major reasons for a high UC score and a set of guidelines for exploring the UC score with a specific candidate. It is recommended that if a recruiter or manager has specific questions, they are encouraged to set up a consultation with a consultant from the Self Management Group.

    THE UC ITEMS

    The UC items come from the attitude page of the Admin Pro™ . They include:

  • My opinion is always the correct one.
  • I have never told a lie.
  • No one is ever rude to me.
  • All my habits are good and desirable ones.
  • I never envy another person's good luck.
  • I have never been late for work or for an appointment.
  • I have never said anything unkind about anyone else.
  • I have never boasted or bragged.

    As evident from the items, they include statements that typically require an absolute or yes/no response. They are very extreme types of questions. For example, "I have never told a lie" can realistically only be answered 1 or 5. Most people mark 1 or 2 for the item.

    A high UC score becomes a caution when it is greater than 45. To create a score of 45 or greater, a candidate would have to answer the majority of the items as either 4 or 5. Therefore, it is quite unlikely that a candidate reading the questions and answering honestly will have a high UC score. However, it can and does happen. The following section outlines the major reasons for a high UC score.

    MAJOR REASONS FOR A HIGH UC SCORE

    1. SOCIAL DESIRABILITY: This is by far the most common reason for a high UC score. The candidate in an effort to impress the recruiter attempts to present an inflated positive self-image. As a result, they mark the UC items higher. When exploring a high UC score for this reason, it is important to determine whether or not the candidate inflated just the UC items or all the items. This is usually very easy to determine by asking interview questions to justify the other elements of the report. The sample questions in the report are excellent for this purpose.

    2. LANGUAGE DIFFICULTIES: If the candidate is struggling with the language, they do NOT understand the subtleties of the words 'never' or 'always' and as a result trigger the high UC score.

    3. RANDOM RESPONDING: On rare occasions, a candidate will not be reading the questions and simply respond in a random manner. For example, mark all 5's or alternate between 1 and 5. This type of responding will generally be reflected by the UC score.

    4. SPECIFIC RELIGIOUS GROUPS: This is the least common reason for a high UC score. Our research has found that some very religious groups tend to trigger a high UC score. For example, they are being honest when they circle 5 (definitely agree) on the item "I have never told a lie". Again, this is very easy to determine in a subsequent discussion of the report.

    • ©1998-2004 Selection Testing Consultants Intl Ltd
     
     Admin Pro™ (ASP# 000000 for Sample Person on January 2, 2004) Page 12 

    The Uncertainty Coefficient (cont'd)

    POSSIBLE STEPS FOR EXPLORING A HIGH UC SCORE

    To explore the reasons for a high UC score and determine whether or not the report is reliable, the following steps are recommended.

    STEP #1: Investigate the UC items with the candidate. Go to the items on page 3 (attitude items) and ask the candidate to explain their responses to the UC items that they marked 4 or 5. An honest candidate will explain their response quite comfortably. For example, I don't usually tell lies so I marked a 4. A candidate who was distorting or inflating their self image, will become quite defensive or be unable to explain their response. A lack of explanation will also be evident with Language Difficulties or Random Responding.

    STEP #2: Look at the Self Directed (SD), Stress Coping (SC) and Call Reluctance (CR) scores. If any of these scores are greater than 60, it indicates that the candidate was also potentially inflating all the attitude scores.

    STEP #3: Investigate the power scores (Enterprising, Achievement and Independent) and the neutralizing scores (Acquiescent, Relaxed and Team Oriented) on the summary page of the report. If any of the power scores are greater than 140 or neutralizing scores less than 40, they are very unusual scores and indicate that the Admin Pro™ might be inflated.

    STEP #4: Candidate Feedback. Give the candidate the candidate feedback from the report and ask if the pages describe him or her accurately. If the answer is YES ask for examples from the persons background that would justify the Admin Pro™. If the answer is NO ask for examples from the persons background that would justify their challenges to the information.

    STEP #5: Interviewing Questions. The interview questions included in the report are designed to help the recruiter validate the Admin Pro™ from the experiences of the candidate. The Admin Pro™ is assessing potential and the answers to the interview questions should substantiate or challenge the Admin Pro™ predictions.

    SUMMARY

    In summary, the most effective strategy for minimizing high UC scores is to be proactive by selecting the appropriate language for each candidate and following the simple administration instructions. This will eliminate all the major reasons for high UC scores.

    A high UC score does NOT automatically indicate that the Admin Pro™ results are invalid but rather indicates that a recruiter or manager should be cautious about accepting the results as reliable. Reliability indicates consistency, validity is a measure of the accuracy of the results. Validity requires reliability. Therefore, by following the recommended steps to explore a high UC score will determine whether or not the Admin Pro™ results are reliable and valid.

    ©1998-2004 Selection Testing Consultants Intl Ltd
     












    CANDIDATE FEEDBACK ON THE RESULTS OF THE


    Admin Pro™



    An Overview of Your Personal Characteristics & Career Strengths


    Thank you for taking the time to complete the Admin Pro™. The following information identifies several of your personal strengths that are important to your career planning. The objective of the Admin Pro™ is to match you to the "best fit" career position that will capitalize on your strengths and maximize your chances for a successful, rewarding career.
    John C. Marshall, Ph.D.


    ContentsPage
    Your Personal Strengths1
    Career Planning2



    ASP# 000000 for Sample Person on January 2, 2004

    ©1998-2002 Selection Testing Consultants Intl Ltd





     
     Admin Pro™ (ASP# 000000 for Sample Person on January 2, 2004) Page 1 

    Your Personal Strengths


    In Terms of Enterprising vs Support Role Possibilities

    People would describe you as very assertive, aggressive, competitive, enterprising, determined and goal oriented. From time to time you may display new and creative ways to achieve your objectives whether these relate to work or your personal needs. You tend to be self-evaluative and thus critical of any mediocre performance. Becoming a 'self manager', i.e. learning to plan your activities, to manage your time and to focus your effort on a daily basis to get today's objectives met, would come easily and naturally to you.


    In Terms of Your Style & Strength of Various Motivations

    People would see you as being motivated to a very great extent by your sincere concern for the well-being of others. In addition, they may see you as a person who has the potential to achieve some very meaningful objectives which have the creation of a good level of personal income as a major factor. To achieve at the level of which you are capable and to obtain both personal and financial satisfaction, you should set your career goals towards obtaining a position in an organization whose purpose has real human and/or social merit and where you can occasionally take on challenging special tasks which are very demanding and which will reward you for their successful completion.


    In Terms of Your Independence vs Your Need to Be in the 'Team'

    You would be described as cooperative, obliging, efficient, conscientious, painstaking and team oriented. You would be a good company person who would generally follow traditional company rules. A stable group environment would be the ideal occupational setting for you.


    In Terms of Your Orientation Towards the 'People' Side of Business

    You would be described as quite sociable, enthusiastic, cheerful, genial and outgoing. You would enjoy personal relationships and interactions, and would make a good company representative in terms of customer satisfaction and personal and company public image. You might be very sensitive to rejection in some circumstances.


    In Terms of Your Orientation Towards Technical & Practical Concerns

    You would be described as quite logical, reflective, analytical, factual and practical. A job requiring the solving of intellectual or conceptual problems would stimulate a person such as yourself. You would have a flair for technically oriented and detailed work. Taking on challenges to learn and use new information in a field that interests you would be rewarding in itself.



     
     Admin Pro™ (ASP# 000000 for Sample Person on January 2, 2004) Page 2 

    Career Planning


    What Should You Look for In a Career that Matches You Best?

    + In work or in your personal life, the opportunity to put forth substantial effort will be highly valued. To make your effort effective, take training in such self-management skills as activity planning and time management. Look for jobs where you can develop and use these important talents and skills.

    + Your best prospects for both personal satisfaction and personal productivity can be found in career directions which focus on challenging jobs in which you can see a real value in terms of rendering a valuable and valued service to people.

    + You would find it very satisfying to work within a group that has a real sense of 'team' and which delivers a needed and appreciated service.

    + You should look for employment that provides you with people contact or some public relations opportunities. You derive satisfaction from interaction with other people in both personal and career environments.

    + A job with some learning and technical requirements would be quite satisfying. The opportunity to be creative and to put your new found knowledge into action would also be appealing to you.



    What Should You Avoid in Careers that Don't Match You?

    - Avoid tightly and rigidly structured work situations. If there is no room to put your personal touch to work in organizing and managing yourself, the job may become too constricting for you by limiting both the development and use of your natural talents and the skills that come with these talents.

    - Avoid jobs which you evaluate as having little service orientation. If the company tends to reward everyone the same regardless of their effort and results you are unlikely to find any 'productivity' satisfaction with them.

    - Avoid working for any organization which you believe does not really appreciate its employees or provides incompetent or inadequate supervision.

    - You should avoid employment in jobs that have only limited feedback from others. You should also not be in situations that isolate you from others.

    - You should avoid jobs that are not intellectually challenging, creative and those that do not offer a chance for personal growth in a technical or practical sense.