INTRODUCTION

Jason Kensey 5/20/2005

Confidentiality

Because of the nature of appraisal information and the dangers of its misuse, this report must be kept confidential and its contents restricted to those who have direct responsibility for decision making. This Selection Report should not be shown to or discussed with the candidate. The ASSESS Development Report has been designed for this purpose.

How To Use This Report

The following ASSESS report contains information that can aid you in making selection, placement or promotion decisions.

Since everyone has strengths and weaknesses, special caution must be exercised to view this report as a whole. Be careful not to overemphasize specific statements, but rather consider this person's overall suitability for a particular position in your organizational environment.

To minimize chances of erroneous decisions, you should combine the contents of this report with information from other sources (for example; interview impressions, references, work experience, job competence, work habits, personal background, etc.). Occasionally, you may encounter a statement that surprises you. Information from these other sources should help to determine whether the statement is more reflective of important work behaviors or of attributes not important to, or readily observable on, the job.

Over time, people and organizations change. If several years have passed since the date of this report, its findings must be carefully weighed and modified by new information. Remember, this person was evaluated when he was at a particular age, stage of development, level of experience, etc. With the passage of time, the characteristics measured by ASSESS may have changed.

Interpretation Assistance

ASSESS is a computerized expert system that interprets test scores and writes reports for our clients in the same manner that Bigby, Havis & Associates psychologists would. The reports are designed to be read by managers without regular assistance from a professional. Occasionally, however, you may need additional interpretation assistance. See the ASSESS coordinator for your organization to make arrangements.

Feedback to the Individual

The Development Report is designed to be given directly to the individual and provides constructive feedback on test results, specific developmental suggestions, and a guide for constructing a personalized developmental plan.

READING THE ASSESS REPORT

Jason Kensey 5/20/2005

The Report

In reviewing the ASSESS report, keep the following in mind:

• The results are based on the candidate's self-perceptions and may be influenced by his favorable or unfavorable self-image. Others may see him differently than he sees himself.

• We have compared his raw scores on the ability tests and the personality profiles to a professional norm group (people who work in jobs which, for the most part, require education or training beyond the high school level) to make the statements and suggestions you will find in this report. It may be useful to think "Compared to most professionals" as you read each.

• The report does not consider his background, training, technical skills or experience. Therefore, the results do not measure his personal effectiveness nor the quality of his performance; rather, they describe abilities and characteristics that (along with these other factors) may influence his job performance.

• Many of the characteristics described in this report could be assets in some circumstances and liabilities in others. For maximum benefit, his results should be considered in the context of a particular job or work environment.

The Graphic Profile

When reviewing the graphic profile, keep in mind that:

• The profile is a quick summary that will allow you to see large differences from one dimension to the next. Do not pay much attention to small differences.

• High scores are not necessarily good; low scores are not necessarily bad. Read the entire report for an in-depth interpretation.

• The small, darkened circles indicate the candidate's percentile scores compared to professional norms. A percentile score of 60, for example, indicates he scored higher than 60% of the people in the professional norm group and lower than 40% of the people in the norm group.

• The shaded bars indicate the 25th to 75th percentile range of another comparison group. This "template" is an indication of how most people in the comparison group scored. The comparison group used for this report is listed at the top of the ASSESS graphic profile.

• ASSESS can provide templates for many specific professional positions (e.g., accountant, sales, etc.) as well as many managerial templates.

• To be successful in a job does not require that the scores fall within the shaded bars (typical range); however, on those characteristics where the score falls outside the bar, you may want to consider whether this is a strength or a potential weakness in this particular position.

SUMMARY

Jason Kensey 5/20/2005

This section of the ASSESS report provides a quick summary of those areas in which the candidate is notably different from the professional norm group. In general, many of these characteristics have been classified as potential strengths or potential weaknesses. However the importance of these characteristics may vary considerably from job to job and, for some jobs, a characteristic that has been classified a weakness by ASSESS may be a strength or vice versa.

Potential Strengths

• He has strong skills for analyzing written information quickly and drawing accurate conclusions.

• He has a strong ability to quickly solve most verbal and quantitative problems.

• He has a strong ability to reason through abstract, nonverbal information and to solve problems in new situations.

• His observations are likely to be objective and factual.

• His outlook is likely to be practical and he is apt to be realistic when solving problems.

• He is apt to show maturity in his judgment.

• He is self-reliant and is probably comfortable using his own judgment and assuming responsibility for his actions.

• He is likely to complete what he starts.

• He should be able to interpret criticism objectively.

• He is apt to be consistent and positive in his outlook.

Potential Weaknesses

• His thinking style may tend to emphasize surface issues or may sometimes miss underlying problems or subtleties.

• He may tend to be black-or-white in his thinking.

• He may be stubborn.

• His drive and work pace appear to be lower than average.

• He may be more "talk" than "do."

• He tends to be careful and cautious. He probably works methodically.

Other

• He does not seem to be concerned about recognition.

• He appears to be traditional and controlled.

• He appears to be detail-oriented.

• He seems to value and believe in conforming to those around him.

• He appears to have low social interests and may be uncomfortable in some social situations.

ABILITY RESULTS

Jason Kensey 5/20/2005

The following results are based on the candidate's performance on standardized ability tests. They are presented as percentile comparisons to professional norms (people who, for the most part, have an education at or beyond the college undergraduate level) and to general population norms (people who, for the most part, have a high school education). Test scores have been plotted on the profile chart using professional norms. However, since people in the professional group tend to score much higher on the ability tests than the average person in the general population, it is often beneficial to also see the candidate's scores compared to general population norms.

With few exceptions, if this person is being considered for a position requiring a college degree, you should pay most attention to the professional norm group comparisons. However, if he has limited formal education or if a college degree is not required, the general population comparisons may be more appropriate.

Regardless, his results on the intellectual ability tests are only a partial indication of his ability to be successful at a job. Other factors such as education, technical training, job-related experience, personal accomplishments and character are different, but equally important, indicators of potential future success.

Scores were available for the following ability tests:

He should be able to analyze and reason through verbal information quickly and without difficulty.

He should have no difficulty reasoning through most verbal and quantitative information to quickly solve problems.

He should have no difficulty solving problems that involve complex, abstract information. He should also be quick to grasp new ideas and solve problems that are outside his usual experience.

The combination of his good scores on the tests of reasoning ability suggests that he is a bright person who will be able to easily learn new concepts and apply them to solve job related problems. He should have no difficulty with the intellectual demands of any position for which he has the proper background and training.

PERSONALITY DETAIL

Jason Kensey 5/20/2005

Thinking

Within the range of his intellectual skills, he appears to have a low natural tendency to look below the surface of situations or probe into problems. In many situations, he may fail to see subtlety or nuance. His serious-mindedness should not be mistaken for insight.

Careful and cautious by nature, he is likely to be serious-minded and responsible when evaluating information and making decisions. He is not likely to jump to conclusions or to make decisions quickly. This will be a strength when he is faced with important decisions that have serious consequences. However, he may be so cautious or so careful to collect all the information before he commits himself that his decisions are not timely. He may be risk averse.

He appears to be a very objective thinker who focuses primarily on the facts when making a decision. On the positive side, he is unlikely to let his feelings influence his judgment. However, he may miss the subtle implications or more human elements of a problem or situation.

In addition to being highly objective, he is very task-oriented. He is likely to approach problems in a pragmatic, no-nonsense manner, and emphasize practical solutions. However, he may tend to be so task-focused that he does not consider alternative methods or points of view. Consequently, he may not always be open to new possibilities and may tend to be stubborn or inflexible once he has made up his mind on a topic.

His results suggest that he is about as systematic and organized in his thinking as the typical professional.

Since the practical, objective side of his nature far outweighs what tendency he might have to be thoughtful and reflective in his thinking, his approach to decision making will emphasize the immediate usefulness of the end product over thoughtful consideration of the issues. He may be best suited for situations that call for a direct, operational or tactical approach rather than situations in which careful consideration of subtlety or broader consequences is important.

PERSONALITY DETAIL

Jason Kensey 5/20/2005

Working

He appears to have a low energy level, which may be made more noticeable by his careful and methodical work style. He is unlikely to hurry things and is apt to emphasize precision and thoroughness over speed in his work. He may need some external pacing to be maximally effective.

He appears to be strongly self-reliant and to have an average need to be free of control. He is probably the type of person who assumes responsibility, takes initiative and handles things on his own, yet he does not mind working within the rules and policies of the organization.

A review of his results suggests he is similar to most professionals in his willingness to handle multiple demands and tasks at the same time. However, he also appears to be less organized than most and may tend to scatter his efforts or lose focus on important tasks when there are many things to do. He may need help to prioritize and complete important tasks.

His results suggest that he will place a strong emphasis on completing the tasks he starts and will be dependable. Others should be able to rely on him to take initiative and be responsible.

He shows a high tolerance for pressure and frustration. When things go wrong, he probably can remain composed and continue to work effectively.

He expressed a low need for personal attention. He may be more internally motivated than concerned about impressing others and probably does not go out of his way to seek positive feedback.

He seems to enjoy personal involvement in activities calling for a detail orientation but does not seem to enjoy the planning and organizing aspects of work. While he should be attentive to the details of project and tasks, he may sometimes overemphasis the details at the expense of broader planning activities.

PERSONALITY DETAIL

Jason Kensey 5/20/2005

Relating

He does not seem to find much enjoyment in socializing and meeting new people. Consequently, he may prefer to work alone or in a job where he has established relationships with people. He may be somewhat shy or he may be an independent person who values his time alone.

He appears to be as assertive as the typical professional, despite his low level of social comfort. He may be somewhat uncomfortable dealing with people in purely social situations but should be able to control or influence others when necessary. He will probably tend to exert control more through strength of will than through social finesse.

He appears to have a balanced view of other people's assets and liabilities, but he may not place much emphasis on analyzing their motivations. While his assessments should not be destructive, they may not always be accurate.

He describes himself as being average in friendliness and agreeableness. He should be as capable of pleasing others and avoiding conflict as the typical professional.

He presents himself as a very optimistic but highly reserved person. He appears to be even-tempered and positive in his outlook. However, he may be so controlled that others find him exceedingly serious or intense.

He should be able to accept personal criticism better than most professionals. His objective view of people and situations should carry over to his evaluations of himself. In this regard, he should be thick-skinned and likely to accept most negative feedback constructively rather than taking it personally.

He shows a high acceptance of conventional behavior codes and a desire to see them observed. He probably believes in doing "the right thing" and may sometimes be excessively concerned with the appropriateness of his and other people's behaviors. His values are likely to be traditional.

PERSONALITY DETAIL

Jason Kensey 5/20/2005

Influencing

He appears to have as much desire as the typical professional to direct or control people. Generally, he should be comfortable in roles which require that he direct, persuade or influence others.

In his dealings with others, he should be able to use the following tools, techniques and styles:

• Intelligence

• Moderate personal power

• Self-discipline and control

• Impartiality

• Remaining calm and composed

• Optimism

His dealings with people could be adversely affected by the following:

• Shyness or low social interests

• Inflexibility

• Low interpersonal insight

PROBE SUGGESTIONS

Jason Kensey 5/20/2005

This section provides interview and reference probes for following up and obtaining more information regarding this candidate's potential problem characteristics. For each identified "Topic," ASSESS suggests several questions to assist you in interviewing the candidate. ASSESS also generates several questions to facilitate discussion of potential problem characteristics with the candidate's references.

Probes were generated for the following topics:

• Low Reflectiveness

• Inflexible Thinking

• Low Work Pace

• Low Work Organization

• Low Sociability

• High Self-Control

For additional, more detailed information on conducting good behavior-based interviews, please visit the ASSESS manager's resource website at http://www.bigby.com/systems/ASSESSv2/resources/welcome.asp.

PROBE SUGGESTIONS

Jason Kensey 5/20/2005

Low Reflectiveness

This person scores somewhat low on the measure of thoughtfulness or reflectiveness in thinking. People who score low on this measure may see little value in reflecting on the past, pondering the future, or analyzing things in much depth. They may sometimes deal with problems or other people superficially, seeing only the obvious rather than recognizing the broader issues involved. Also, they may be short sighted and prone to jumping to conclusions. However, some people who score low on this measure, especially if they are intellectually capable, can learn to think in a more strategic or big-picture manner, even if they do not have much natural tendency to do so.

Interview Probes:

• During the interview, attempt to assess this person's style in dealing with problems -- does he tend to view things in a superficial manner or does he tend to probe deeply into issues and try to understand them?

• Ask him to describe a particularly difficult problem he has faced recently and what he did to deal with it. Listen for responses that suggest a desire to understand underlying causes or a tendency to step back from a problem and look at it within a larger context (from a big-picture perspective), versus a tendency to simply take facts at face value and make a decision.

• Attempt to assess this person's ability to pay attention to the interpersonal issues when solving problems. Ask him to describe a recent problem he dealt with in his work. Listen for responses that suggest he was aware of the interplay of the needs and personal agenda of the people involved as well as the substantive issues. Does he show interpersonal wisdom or political savvy?

• Attempt to assess his sensitivity or empathy by asking questions such as: "How do you react when you and a co-worker have a difference of opinion?" Listen for responses that suggest a willingness, or an unwillingness, to listen and hear the other person's perspective.

Reference Probe Questions:

When talking with his references ask the following types of questions.

• "Compared to his peers (other people in similar positions), how would you describe this person's ability to deal with problems in an in-depth manner? Would you say he is more or less perceptive than other people?"

• "How would you describe his ability to go beyond the obvious in dealing with problems?" (Probe regarding both operational issues and interpersonal issues.)

• "How accurate would you say this person is in evaluating people? Would you say he is generally on track or would you say he tends to ignore or misinterpret the more subtle interpersonal issues?"

• "How would you describe this person's ability to solve problems and make decisions which consider the big picture versus a more short-sighted view?"

PROBE SUGGESTIONS

Jason Kensey 5/20/2005

Inflexible Thinking

This person's results suggest that he may be somewhat inflexible or rigid in his thinking. This may reduce his effectiveness to think outside the box or recognize the subtleties of a problem.

Interview Probes:

• During the interview, attempt to assess this person's openness to new or different ideas.

• Ask him to tell you about his most creative solution for a problem. How did he come up with this idea?

• Ask him to describe his decision-making process. What steps does he take?

• Ask him to tell you about an idea that he initially resisted, but later found to be the best solution. What were the circumstances? How did he come to the realization to reconsider?

• Ask him to describe a time when someone suggested an idea that was out of the ordinary. What did he do?

Reference Probe Questions:

When talking with his references ask the following types of questions.

• "Compared to his peers (other people in similar positions), how would describe this person's ability to be creative or think outside the box?" Can you give an example?

• "How would you describe this person's openness to the ideas of others? Is he flexible or can he be stubborn?" Can you provide an example?

PROBE SUGGESTIONS

Jason Kensey 5/20/2005

Low Work Pace

This person appears to have a low work pace in comparison to the typical professional. This may mean that he has some difficulty keeping up with the work pace of others or that he must "work smart" and concentrate his efforts to be effective.

Interview Probes:

• During the interview, ask him to describe the type of pace that he prefers in his job and in his life in general. Probe for indications of effectiveness despite a lower than average energy level or work pace.

• Ask general interview questions about work such as: "In what types of situations are you at your best?" and "In what types of situations would you like to be more effective?" Listen for answers that suggest he does not do well when he must put in long hours, complete tasks quickly, handle multiple demands under time pressure, etc.

• Pay attention to his body language during the interview. Does he appear sluggish or lethargic, exceedingly relaxed, slow moving, -- or more energetic?

Reference Probe Questions:

When talking with his references ask the following types of questions.

• "How does this person compare with his peers (people in similar jobs) in his ability to complete tasks on time?"

• "How does he compare with others in similar jobs in his ability to maintain his effectiveness while working long hours?"

• "How does his overall productivity compare with that of his peers?"

PROBE SUGGESTIONS

Jason Kensey 5/20/2005

Very Low Work Organization

This person scored very low on a measure of work organization. People with low scores may have difficulty planning and organizing their own and others work activities.

Interview Probes:

• During the interview ask the candidate to describe his work organization techniques and strategies.

• Ask the candidate to describe a complex project or assignment he completed recently. Ask him to explain how he planned and organized the work and to describe the effectiveness and timeliness of the end result.

Reference Probe Questions:

When talking with his references ask the following types of questions.

• "How does this person compare with his peers in his ability to effectively plan and organize his work?"

• "In your experience working with him, would you consider him to be an organized person or an unorganized person?"

PROBE SUGGESTIONS

Jason Kensey 5/20/2005

Low Sociability

This person appears to have a somewhat low need for social contact and may be somewhat shy or uncomfortable with others. This may reduce his effectiveness in work roles that require the ability to engage in "small talk" or entertain strangers. Remember, however, some people who have low needs for social contact can still be good conversationalists and be effective in social situations where they do not have to deal with many new acquaintances.

Interview Probes:

• During the interview, attempt to assess this person's ability to be at ease with people and to handle the important social aspects of the job. Ask him to describe the social aspects of his job (for example, entertaining customers); listen for signs of discomfort or resentment. Ask him if he finds it enjoyable, or just part of the job.

• Ask him to describe the types of interpersonal contact he has on his job. Which of these social roles does he like the most, the least? How would his co-workers describe his interpersonal style?

• Make it a special point to observe this person's ease in meeting with you and other people who are part of the interview process. Was he able to relax during the interview? Was he able to put you at ease or was the conversation awkward?

Reference Probe Questions:

When talking with his references ask the following types of questions.

• "How does he compare with people in similar positions in his ability to initiate contact with others?"

• "Does this person eventually warm up to others and participate in important social functions or does he tend to be a loner?"

• "How did (do) other employees (subordinates) perceive him? Aloof? Hard to get to know? Approachable?"

PROBE SUGGESTIONS

Jason Kensey 5/20/2005

High Self-Control

People who score high on this measure typically show good control over their feelings, and avoid saying or doing inappropriate or unproductive things. On the negative side, they may be so controlled and reserved that they are stiff or aloof in their interactions with others. Also, people who score high on this measure can be excessively cautious and methodical in their analysis of information and slow to make decisions. They may have difficulty balancing their needs to have all the data and to be thorough against the expediency of a prompt decision.

Interview Probes:

• Ask him to describe how he makes important decisions. Listen for indications of a tendency to be too methodical, too thorough, or to want to "dot all the i's and cross all the t's" at the expense of timeliness.

• During the interview, ask him to describe those types of situations in which he is most comfortable making decisions and those types of decisions where he is uncomfortable. Listen for indications of excessive cautiousness or a tendency to stall tough decisions.

Reference Probe Questions:

When talking with his references ask the following types of questions.

• "Compared to his peers, is he able to make decisions quickly when necessary? Is he willing?"

• "How do other people respond to him? Is it easy to read his feelings about things or is he hard to get to know? Does he eventually warm up?"

MANAGEMENT SUGGESTIONS

Jason Kensey 5/20/2005

This section suggests ways to effectively manage this person. Each management suggestion identifies a potential problem area for this candidate and recommends an approach to optimizing his effectiveness on the job. For some suggestions, reference books and other resources are listed for additional recommendations.

Becoming More Reflective And Insightful

He may need help in going beyond the obvious in understanding both information and people. Encourage him to: a) seek information to build a broader understanding of issues and problems, b) seek insight from those with perspectives different from his, c) develop his analysis skills through training, and d) challenge his assumptions (play "devil's advocate") before developing a course of action. Providing him a role model, someone who is adept at both problem analysis and understanding people, may be useful as well.

Becoming A Less Cautious Thinker

He may be so serious-minded and cautious in his style that he will be adverse to new, or what he perceives to be as "risky" situations. He may hesitate too long, for fear of making a mistake and miss opportunities rather than take a chance. When he is feeling uncomfortable, or unable to commit to a decision, suggest he ask himself "What is the worst thing that could happen if we try this? and What is the worst thing that could happen if we do not?" Help him to get in the habit of taking small risks, in less important areas, to increase his comfort level. Remind him that it is sometimes better to do something than not do anything at all.

Increasing Flexibility In Thinking

He may be stubborn or rigid once he has made up his mind on a topic. If so, encourage him to be more flexible and to be more responsive to others' ideas. Also, it may be useful to encourage him to improve his listening and observational skills.

Handling A Demanding Work Pace

His slow or methodical work pace may not be adequate in a fast-paced work environment. If this position demands high productivity in limited time frames, he is likely to need external pacing, time deadlines and specific work goals to be effective.

The following books may be helpful:

Motivation and Goal Setting: How to Set and Achieve Goals and Inspire Others (Motivation and Goal Setting) by Jim Cairo, Career Press, 1998.

Motivation in the Workplace: Inspiring Motivation in the Workplace by Lydia Banks, Amer Media Inc., 1997.

Becoming More of A Team Player

His combination of high self-reliance and low social interests may result in an excessively independent work style. Especially if the work environment requires close coordination among co-workers or a team-oriented approach, he may need to learn to work more collaboratively than is his nature. Encourage him to participate in team activities, to seek opinions from others, and to share his expertise and knowledge. Also, encourage him to attend team-building and interpersonal skill training classes. The following book may be helpful:

Teambuilding: The ASTD Trainer's Sourcebook by Cresencio Torres & Deborah Fairbanks.

General Coaching Resources

The following books are general resources that may be useful in coaching this person or other people in your organization.

Masterful Coaching: Extraordinary Results by Impacting People and the Way They Think and Work Together by Robert Hargrove, Pfeiffer & Company, 1995.

Leader As Coach: Strategies for Coaching & Developing Others by David B. Peterson & Mary Dee Hicks, Personnel Decisions International, 1996.

Action Coaching: How to Leverage Individual Performance for Company Success by David L. Dotlich & Peter C. Cairo, Jossey-Bass, 1999.

Results-Based Leadership by David Ulrich, Jack Zenger, & Norman Smallwood, Harvard Business School Press, 1999.

Leadership: The ASTD Trainer´s Sourcebook by Anne F. Coyle, McGraw-Hill, 1996.

Coaching for Improved Work Performance by Ferdinand Fournies, McGraw-Hill, 2000.