Candidate: Kevin Taylor. Date: 04/02/2012

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1 Systems Analyst / Network Administrator Assessment Report 04/02/ To Improve Prodctivity Throgh People.

2 04/02/2012 Prepared For: Resorce Associates Prepared by: John Lonsbry, Ph.D. & Lcy Gibson, Ph.D., Licensed Indstrial-Organizational Psychologists The following pages represent a report based on the reslts of a psychological assessment. The profile presented below smmarizes key reslts in each area compared against general poplation norms (indicated by the descriptors Low, Below Average, Average, Above Average, and High) and with norms for high performers in the type of job for which the candidate is applying (indicated by the shaded areas). The candidate's score is indicated by the diamond symbol : ALL RESULTS SHOULD REMAIN STRICTLY CONFIDENTIAL Agreeableness Low Below Average Average Above Average High Assertiveness Conscientiosness Cstomer Service / Responsiveness Detail Mindedness Emotional Stability / Resilience Extroversion Integrity Intrinsic Motivation Openness Orderliness Self-Confidence Teamwork Work Drive Overall Cognitive Aptitde copyright 2012 Resorce Associates Page 2 of 7

3 Cognitive Aptitde Assessment Compared to general adlt norms sing standardized tests which were validated for a wide range of positions, we estimate Kevin's overall level of general intellectal aptitde to be in the percentile range. His individal aptitde levels are: Abstract Reasoning Nmeric Reasoning Verbal Reasoning 80-89%ile 70-79%ile 80-89%ile Kevin has a high level of general cognitive aptitde. He can learn new information qickly, solve complex problems efficiently, and be able to handle a heavy information-processing load on this job. Explanation of Cognitive Aptitde Scores: The aptitde scores in this section reflect percentile rankings -- not percent correct on the test. With percentiles, the average is the 50%ile. Half of the people score below this score and half score above it. As another example, if a person scores 80-89%ile on a specific test in this report, it means that they scored as well as or better than 80-89% of the norm grop, bt not as high as 11-20% of the norm grop. The Overall Cognitive Aptitde is an average of the separate aptitde sections given to this candidate. The lower the Overall Cognitive Aptitde score, we predict that the candidate will have difficlty learning new information and making decisions. For example, if they are well experienced in their occpation, they may be able to contine to perform well practiced tasks adeqately, bt have difficlty learning new things. As sch, they will need additional training time and more spport from spervisors. People who prodce lower Overall Cognitive Aptitde scores generally prefer tasks that call for specific responses rather than ones reqiring insightfl soltions. They are also slower in processing information and are often easily overwhelmed by complex problems, especially ones they have not dealt with before. The higher the Overall Cognitive Aptitde score, the more we predict that the candidate will learn qickly, pick p a lot of new information on their own withot needing to be trained, handle a large information load easily, make decisions in an efficient manner, and show a great deal of insight abot how to solve new and complex problems. copyright 2012 Resorce Associates Page 3 of 7

4 Personality Assessment Strengths: He tends to have smooth working relationships with most people on the job. Kevin is sally viewed as being corteos and agreeable, nless he has to work with someone who is very difficlt and demanding. Kevin is assertive and inflential when he needs to be. He is not easily intimidated by other people, bt he also is not aggressive, pshy, or domineering. He is sally a person who keeps his word and does what he says he will do, when he says he will do it. However, Kevin also shows a fair amont of discretion in how he meets his commitments and when he does so. Kevin places sbstantial emphasis on cstomer satisfaction and retention in his work. He tries to anticipate and flfill cstomer needs and demands corteosly and withot delay. As a manager, Kevin sally encorages cstomer responsiveness by the people who report to him. He can handle most ordinary types of job stressors and hassles. Kevin is moderately well-adjsted and able to manage his emotions fairly well in demanding sitations. Kevin is sally introverted and able to work qietly on the tasks at hand. He has fairly well developed concentration and does not need extensive interaction with coworkers. Kevin strives for meaningflness and personal gratification in his work. Cash prizes and bonses have little or no motivational vale for him, while challenges and variety motivate him a great deal. He is moderately open to change and new learning on the job. Kevin is also fairly comfortable with tried-and-tre methods, bt he is not one to change things abot himself or his work jst for the sake of trying something new. Kevin is moderately organized and systematic, in the way he approaches and completes job tasks. He is typically self-confident. Kevin has a fair amont of assrance in his own abilities. He will approach most tasks with assrance that he can handle problems that arise on his job. Kevin has a sond commitment to teamwork. He is willing to work with others in a cooperative, mtally spportive manner. Kevin has an above-average work drive. He will pt considerable time and effort into meeting job demands, inclding working long hors as needed. copyright 2012 Resorce Associates Page 4 of 7

5 Developmental Concerns: He can occasionally come across to others as stbborn and argmentative. Kevin cold be more consistently agreeable and amiable when interacting with other people on his job. Kevin cold be more assertive and inflential in some settings. He cold be more willing to take charge of sitations and confront problems head-on. Kevin may occasionally be nreliable in the way he performs his job. He may sometimes need to be reminded abot the need to be more conscientios abot doing things as expected. He is not as carefl and thorogh in checking his work as is needed for any job where details and accracy are important. Kevin shold be conseled on how to do proper qality checks to assre an acceptable otcome. He may lose his composre when confronted with heavy work pressre. Kevin may need to find ways to bffer sch stress and increase his emotional resilience. He cold commnicate more freqently and effectively with other people. Kevin may need to be more otgoing, expressive, and ready to share information with other employees. Kevin s integrity is average. This is not an nacceptable score, bt his spervisor will want to reinforce the importance of company rles, policies, and gidelines and to provide examples of how to handle ethically ambigos sitations along with conseqences for improper behavior on the job. Kevin cold be more willing to innovate and learn new approaches to his work. He cold also be more open to improving his job-related knowledge, skills, and abilities. copyright 2012 Resorce Associates Page 5 of 7

6 INTERVIEW QUESTIONS After reviewing the assessment reslts for this candidate, yo may want to condct a strctred interview to frther explore and clarify some specific concerns. The interview qestions listed below reflect areas of concern raised by the assessment reslts. Yo shold keep asking qestions ntil yo have gained confidence in yor assessment of the candidate. Yo can se some or all of these qestions when interviewing the candidate. Yo will probably want to cstomize these qestions to best fit yor style and what yo already know abot the candidate as well as the job for which s/he is being considered. Most of these are behavioral description items which ask the candidate to describe specific behavior on the job. Some additional probes which yo might want to se with individal qestions are: * When did this take place? * What factors led p to it? * What were the otcomes? * What did others in the organization say abot this? * How often has this type of sitation arisen? EMOTIONAL STABILITY/RESILIENCE Tell me abot a time when yo had to keep on working despite having some problem or concern weighing on yor mind. [Probes: How long did it go on? How was it resolved? How often has this kind of thing happened in the last six months?] Stress is a natral part of most work environments these days. Describe a sitation where some significant form of stress has impacted yo on yor job and how yo dealt with it. Describe a sitation where yo learned to live with something stressfl at work. EXTROVERSION Describe a sitation when yor ability to commnicate made a difference in the otcome of a project, assignment, or task at work. Tell me how mch time yo wold ideally like to spend each day in meetings and discssion grops on the type of job for which yo are applying. All of s have different styles of interacting and commnicating with other people. Describe a sitation where yor style did not mesh well with that of another employee. [Probe: How did yor styles differ? What problems did this lead to? What adjstments did yo make?] Give me an example of a presentation that yo have made where the adience was not particlarly interested in the topic. What did yo do? What were the reslts? INTEGRITY What wold yo do if yo discovered that a coworker had been taking home office spplies withot permission and withot telling anyone? Under what conditions wold it be acceptable to ignore or bend a company rle or policy? copyright 2012 Resorce Associates Page 6 of 7

7 Describe what yo wold do if yor boss asked yo to keep qiet abot some data he or she was falsifying for the annal company report. Under what circmstances wold it be OK to claim a sick day (even thogh yo were not sick) to deal with a personal problem at home? INTRINSIC MOTIVATION Tell me which factors define sccess for yo in a job. Describe how yor feelings of job satisfaction are affected by how mch challenge and variety yo have at work. Tell me what yo wold do if yor job became repetitive and rotine. Describe the kind of work that really motivates yo. ORDERLINESS All of s learn from or errors and mistakes. Tell me abot the most recent error or mistake yo learned from. [Probes: What was the error or mistake? What did yo learn from it? What did yo do to prevent it from happening again?] Tell me abot a time when yor organizational skills paid off and helped solve or prevent a problem at work. Sooner or later all employees have to make some trade-offs between working qickly and doing a sfficient qantity of work verss working precisely and doing work of the highest qality. Tell me abot an occasion at work when yo traded off qality for qantity or when time constraints forced yo to compromise on thoroghness or attention to detail. [Probe: How did yo feel abot having to make sch a trade-off?] Describe the most significant thing yo have done to help yorself become better organized on yor job. The information contained in this report is Resorce Associates, Inc. bsiness information intended only for the se of the individal or entities named above. If the reader of this report is not the intended recipient yo are hereby notified that any dissemination, distribtion or copying of this report is strictly prohibited. If yo have received this report in error, please notify s immediately at (800) or by sending to copyright 2012 Resorce Associates Page 7 of 7

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