The Psychometric Portal Quest Profiler® Standard Report

Questionnaire to Establish Styles and TraitsA Sample

STANDARDOCCUPATIONALPERSONALITYREPORT

COMPARISONGROUP:MANAGERIAL&PROFESSIONAL

eras ltd 28/01/2014 The Quest Profiler® Page 2

INTRODUCTION

The Quest Profiler® has been designed to measure a number of behavioural preferences related to the world of work. It isimportant to note that the results are based upon behavioural preferences and not ability. As with any assessment ordevelopment tool these results should not be used in isolation. A person's potential depends on many factors including ability,motivation, organisational culture and experience. The results in this report should therefore be used as an additional tool tounderstand how a person is likely to behave within an organisational setting.

This profile is separated into five main areas:Accuracy Score and Biographical Information (Page 2)This section outlines how consistent the participant has been with their responses to the questionnaire.

Full Profile (Page 3)Provides the complete listing of all behavioural preferences measured by the questionnaire.

Leadership Styles (Page 4)Provides an insight into the preferred style of working when managing other people.

Team Styles (Page 5)Provides an insight into the preferred style of working when part of a team.

Participant Report (Page 6)Narrative text for feedback, designed to be given to the participant.

Culture Match and Competency ProfileThese are only available in a full or premium report.

Emotional Intelligence, Leadership Approach, Jungian Type Profiler and Conflict HandlingThese are only available in a premium report.

The degree to which a participant has been open and consistent with their responses will have a bearing on the results.Mechanisms are in place to check the degree of openness or consistency and these should be used to get a feel for the reliabilityof the results. The score for this can be found below.

Accuracy Score The questionnaire has been completed in a consistent manner. Responses to questions belonging to the same personality scaleshave, more often than not, been answered in the same way. The result is likely to be a fair representation of the participant.8

All the scores in this report have been benchmarked against an appropriate comparison group. In the profile the sten scores giveyou an indication of how the participant's responses compare to other people. For example, if they scored around 5 or 6 then theyare broadly typical of most people, whilst scores above or below these values indicate a more extreme preference on thatparticular scale.

Biographical Information

Name A Sample

Job Title Manager

Experience Managerial

Age N/A

e-mail [email protected]

Gender Male

Profile Type

Company eras ltd

Function Sales/Marketing

Qualification Degree

Industry Sector Service

Ethnic Origin N/A

DateCompleted

03/06/2011

Version Ipsative

Report Type Standard


SUMMARY REPORT FOR A SAMPLEThe Quest Profiler® has been designed to measure a number of behavioural preferences related to the world of work. It isimportant to note that the results are based upon behavioural preferences and not ability. As with any assessment ordevelopment tool these results should not be used in isolation. 03/06/2011 (13mins) - Ipsative - Accuracy Score: 8

People

Assertiveness Highly likely to play a central role in discussions and be convincing and compelling, often strongly swaying the final outcome. Mayalso be seen as argumentative and too committed to own point of view at times.9

Taking Charge Enjoys having responsibility for managing and directing people and is normally prepared to be straight with them about what isrequired.7

Social Ease Feels comfortable in unfamiliar company. Copes quite well with most formal occasions and will come across as being relaxedabout dealing with and relating to strangers or people/situations outside their own sphere.6

Outgoingness Dislikes being drawn into social conversations with others. Is quiet and avoids discussing things if at all possible. Not much givento chatting. May well be seen as introverted by those around them.2

Team Working Needs to do own thing and operate more individually at times. May find working committee fashion irksome occasionally. Is notnaturally given to making decisions by consensus, preferring to be able to make decisions alone if possible. Is likely to work moreproductively alone.3

Empowerment Maintains a balance between supervising and checking up on the work of others sufficiently whilst allowing them some freedomto think and decide things for themselves. Encourages their learning and development to some degree and generally trustsothers to fulfil their responsibilities.5

Supportiveness Very much dislikes and seeks to avoid, getting involved in other people's problems. Strongly believes that other people shouldsort themselves out when they have difficulties. Is extremely likely to avoid getting involved in people's problems, particularly ifthey are not work related.1

Thinking

Curiosity Has a markedly enquiring, curious mind and much enjoys the processes of research and discovery. Likes to delve into quite awide range of ideas, concepts, options and possibilities and will voluntarily take time to research them. Enjoys complexity.8

Creativity Has an unusually fertile, productive imagination and consistently thinks in an original way. Injects many fresh ideas and newthinking and is strongly likely to be very catalytic when it comes to generating new direction and activity.10

Adjustability Reaction to change is likely to vary depending on the degree and the exact nature of that change. While not unduly rattled by it,the degree of enthusiasm is linked to the perceived benefits of that change.6

Strategy Prefers a role in which it is necessary to spend time thinking about and mapping out the way ahead for the long term. Sees thewider context of things and operates with future possibilities and ramifications firmly in mind.8

Analysis Uses facts and figures to some degree and likes to reach a reasonable understanding of the underlying issues. May not enjoyin-depth analysis into things that are deep or complex. Tends to place equal importance on both facts and feelings when trying toreach conclusions.5

Precision Operates in quite a well-ordered, precise, systematic way. Makes sure that most details are correct and that work is checkedbefore it goes out. Places importance on precision and thoroughness in the workplace.7

Feeling

Freedom From Stress Is likely to be reasonably calm and relaxed about things. May feel some tension under strong work pressures or if there are reallyserious work problems but is not likely to be bothered by the everyday cut and thrust.6

Sensitivity to Criticism Is quite deeply concerned about the opinion of others and feels hurt if this is negative or critical. Finds it hard to brush asidenegative attitudes from others and often feels vulnerable in the face of more rugged behaviour. Will be upset by criticism.9

Transparency Is unlikely to reveal true feelings and does not like having to talk about or share emotions. Is not very open about their views andmay cover their honest reactions at times. May be considered difficult to read.3

Optimism Very pessimistic. Finds it difficult to view the future hopefully and may not always be able to see a positive way forward. Tends tosee the limitations and the potential for failure in situations and may therefore often come over as negative.2

Buoyancy Is quickly dismayed when problems present themselves and becomes dispirited very readily. Is likely to give up much more easilythan most people do and remain disheartened for a long time if things do not go well.1

Drive

Reliability Places some importance on being reliable and trying not to let other people down. Likes to keep their word and deliver the mainthrust of what has been agreed. Is likely to be seen as someone who can normally be counted on.7

Need for Challenge Is comfortable with a moderate degree of challenge as long as the objectives can be achieved with a bit of extra effort. Isoccasionally willing to tackle something more stretching.5

Energy Only occasionally feels strongly motivated or driven about things. May not be thought of as a particularly energetic person and isprobably most comfortable when things can be dealt with at a steady pace.4

Cautiousness Makes decisions quite readily and is fairly happy to move forward in uncertain circumstances, even though there may be someelements of risk. May be seen as a little on the bold side, not having to wait for the perfect moment in order to makecommitments.4


LEADERSHIP STYLE MODEL FOR A SAMPLEThe chart below outlines the behavioural styles A is likely to adopt when managing other people. An indication is provided of howstrongly A matches each of six different styles, accompanied by a tailored description. For more subtlety, the style is alsopresented as a trait, indicating A's degree of match on a standard 1 - 10 (Sten) scale.

12345678910

The Visionary

The Democrat

The Driver

The Pragmatist

The Commander

The Motivator

Leadership Disposition7

STRONG MATCHHas a preference for roles where they aregiven the opportunity to direct theactivities of other people

The Motivator1

WEAK MATCHIs unlikely to consider it of primaryimportance to be well liked by the team,perhaps wanting to be independent of theothers. Coming across as universallypopular is not important to them. Healingthe rifts in the team during difficult timesis unlikely to provide much appeal, unlessthese problems are getting in the way ofresults.

The Commander7

STRONG MATCHIs likely to lead by mobilising others tofollow a definite vision. When difficultdecisions are needed, this leader is likelyto act as the channel for that change andhold the line to achieve it: 'cometh thehour, cometh the man' (or woman).

The Pragmatist5

MODERATE MATCHIs likely at times to bring a practical andrealistic analysis of what is achievable tobear as a component of leading a team.This person may occasionally takecalculated risks but is probably morecomfortable if the evidence has beengathered and researched.

The Driver6

MODERATE MATCHIs likely, on occasion, to lead by 'rollingtheir sleeves up and getting on with it'.Having a certain amount of time for the'just do it' school of thought, this personwill sometimes be the one who gets thingsmoving and may dislike excessiveprocrastination.

The Democrat3

WEAK MATCHIs unlikely to lead by getting everyone'sopinion before making an importantdecision. They are less focused onpeople's feelings within an organisation.This leader is likely to believe that theyhave the responsibility to make decisionsand to do so without involving as manypeople as possible.

The Visionary8

STRONG MATCHIs likely to lead in the sense that theirideas are seen as so challenging andpotentially so radical that people aresimply swept along; a visionary of realintellectual insight.


TEAM STYLE MODEL FOR A SAMPLEThe chart below outlines the behavioural styles A is likely to adopt in a team setting. There are nine disinct styles described and anindication is provided of how strongly A's personality should match each type. For more subtlety, the style is also presented as atrait, indicating A's degree of match on a standard 1 - 10 (Sten) scale.

12345678910

The Coach

The Perfectionist

The Creative

The Networker

The Doer

The Critic

The Facilitator

The Catalyst

The Expert

The Expert7

STRONG MATCHIs likely to provide the in-depth knowledgeand expertise that the team may need andtheir contribution is usually reliable andwell founded. Prefers to work alone,remote from the rest of the team.

The Catalyst8

STRONG MATCHIs likely to have a forceful, directive,vociferous approach. This team memberoften causes - and does not mind - conflictwithin the group but makes the teammake progress and achieve results.

The Facilitator1

WEAK MATCHIs unlikely to act as the 'glue' that holdsthe team together, preferring to leave allthe 'softly-softly stuff' to others. May beseen as assertive or simply preoccupiedwith other concerns.

The Critic9

STRONG MATCHLikely to be impartial and objective. Likesto drill down into detail and is good atstopping the team from running away withfanciful ideas. In checking misplacedenthusiasm can seem negative and overlycareful.

The Doer5

MODERATE MATCHWill sometimes volunteer to bring thegroup's thinking to fruition by carrying itout in practice. May implement policy ifrequired. Reliable when they have to be,they are capable of getting themselves towork within the agreed parameters, evenif it doesn't always come naturally.

The Networker2

WEAK MATCHIs less inclined to stay in touch with a widevariety of people who may be useful to theteam. They are unlikely to see life as a'contacts game' and the pool of peoplethey trust may be a small and specific one.

The Creative10

STRONG MATCHIs likely to generate ideas for the team toconsider. May be seen as radical andoriginal and is often thought-provoking.Their enthusiasm and energy can open themind of the team to other possibilities.

The Perfectionist6

MODERATE MATCHLikes to be reasonably well informed andprobably won't want to move forward tooquickly unless most of the facts are knownto be correct. Is a little concerned aboutrisk and will put some effort into makingsure that the issues have been consideredfully.

The Coach7

STRONG MATCHAlthough a democrat, the teamacknowledges that this person is in chargeof the group, confidently directing andfacilitating activity and effort without beinga 'soft touch' or overly controlling.


SUMMARY REPORT FOR A SAMPLEThe Quest Profiler® has been designed to measure a number of behavioural preferences related to the world of work. It isimportant to note that the results are based upon behavioural preferences and not ability. As with any assessment ordevelopment tool these results should not be used in isolation. 03/06/2011 (13mins) - Ipsative - Accuracy Score: 8

People

AssertivenessHighly likely to play a central role in discussions and be convincing and compelling, often strongly swaying the final outcome. Mayalso be seen as argumentative and too committed to own point of view at times.

Taking ChargeEnjoys having responsibility for managing and directing people and is normally prepared to be straight with them about what isrequired.

Social EaseFeels comfortable in unfamiliar company. Copes quite well with most formal occasions and will come across as being relaxedabout dealing with and relating to strangers or people/situations outside their own sphere.

OutgoingnessDislikes being drawn into social conversations with others. Is quiet and avoids discussing things if at all possible. Not much givento chatting. May well be seen as introverted by those around them.

Team WorkingNeeds to do own thing and operate more individually at times. May find working committee fashion irksome occasionally. Is notnaturally given to making decisions by consensus, preferring to be able to make decisions alone if possible. Is likely to work moreproductively alone.

EmpowermentMaintains a balance between supervising and checking up on the work of others sufficiently whilst allowing them some freedomto think and decide things for themselves. Encourages their learning and development to some degree and generally trustsothers to fulfil their responsibilities.

SupportivenessVery much dislikes and seeks to avoid, getting involved in other people's problems. Strongly believes that other people shouldsort themselves out when they have difficulties. Is extremely likely to avoid getting involved in people's problems, particularly ifthey are not work related.

Thinking

CuriosityHas a markedly enquiring, curious mind and much enjoys the processes of research and discovery. Likes to delve into quite awide range of ideas, concepts, options and possibilities and will voluntarily take time to research them. Enjoys complexity.

CreativityHas an unusually fertile, productive imagination and consistently thinks in an original way. Injects many fresh ideas and newthinking and is strongly likely to be very catalytic when it comes to generating new direction and activity.

AdjustabilityReaction to change is likely to vary depending on the degree and the exact nature of that change. While not unduly rattled by it,the degree of enthusiasm is linked to the perceived benefits of that change.

StrategyPrefers a role in which it is necessary to spend time thinking about and mapping out the way ahead for the long term. Sees thewider context of things and operates with future possibilities and ramifications firmly in mind.

AnalysisUses facts and figures to some degree and likes to reach a reasonable understanding of the underlying issues. May not enjoyin-depth analysis into things that are deep or complex. Tends to place equal importance on both facts and feelings when trying toreach conclusions.

PrecisionOperates in quite a well-ordered, precise, systematic way. Makes sure that most details are correct and that work is checkedbefore it goes out. Places importance on precision and thoroughness in the workplace.

Feeling

Freedom From StressIs likely to be reasonably calm and relaxed about things. May feel some tension under strong work pressures or if there are reallyserious work problems but is not likely to be bothered by the everyday cut and thrust.

Sensitivity to CriticismIs quite deeply concerned about the opinion of others and feels hurt if this is negative or critical. Finds it hard to brush asidenegative attitudes from others and often feels vulnerable in the face of more rugged behaviour. Will be upset by criticism.

TransparencyIs unlikely to reveal true feelings and does not like having to talk about or share emotions. Is not very open about their views andmay cover their honest reactions at times. May be considered difficult to read.

OptimismVery pessimistic. Finds it difficult to view the future hopefully and may not always be able to see a positive way forward. Tends tosee the limitations and the potential for failure in situations and may therefore often come over as negative.

BuoyancyIs quickly dismayed when problems present themselves and becomes dispirited very readily. Is likely to give up much more easilythan most people do and remain disheartened for a long time if things do not go well.

Drive

ReliabilityPlaces some importance on being reliable and trying not to let other people down. Likes to keep their word and deliver the mainthrust of what has been agreed. Is likely to be seen as someone who can normally be counted on.

Need for ChallengeIs comfortable with a moderate degree of challenge as long as the objectives can be achieved with a bit of extra effort. Isoccasionally willing to tackle something more stretching.

EnergyOnly occasionally feels strongly motivated or driven about things. May not be thought of as a particularly energetic person and isprobably most comfortable when things can be dealt with at a steady pace.

CautiousnessMakes decisions quite readily and is fairly happy to move forward in uncertain circumstances, even though there may be someelements of risk. May be seen as a little on the bold side, not having to wait for the perfect moment in order to makecommitments.

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