sriharsha hoysala report peak performer

IMPORTANT: The 2020 Skills (TM) test is designed to be a guide to assist in the HR screening, selection and training process. All 2020 Skills (TM) reports should not be used in isolation, but

always in conjunction with both an interview and a process whereby a person’s experience, education, qualifications, competence and trainability can accurately be assessed in a larger context.

Task Orientation Social Maintenance Cognitive Ability

Novice Low Low Low

Thinker Low Low High

Facilitator Low High Low

Soldier High Low Low

Motivator High High Low

Researcher High Low High

Visionary Low High High

Peak Performer High High High

Summary for Sriharsha Hoysala

• The responses indicate that this person was motivated and attentive while taking the assessment, aswell as being interested in making a favorable impression.

• Sriharsha Hoysala's overall pattern reveals higher levels of task orientation, higher levels of socialmaintenance and higher levels of cognitive ability. This profile is of a Peak Performer.

The Eight Possible "Worker Type" Profiles

• This profile suggests a strong capability to quickly learn and master the technical aspects of theposition. The respondent also appears well-suited to navigate varied social situations and environments.In addition to having a strong propensity to fulfill customers’ needs and expectations, the respondent isexpected to adjust well to your company culture and to foster collaborative relationships with peers andsupervisors. Individuals like this focus on team work, inspiring others when needed, and are strong onaccomplishing tasks associated with analysis, planning, organizing, and developing innovations andstrategies.

50

60

70

80

90

100

LD82

CR90

GP78

SE80

SD79

EA77

SH77

CL82

SO84

PS74

Subscales: Sriharsha Hoysala

LD = Leadership, CR = Creativity, GP = Group Process, SE = Self-Efficacy, SD = Sensitivity to DiversityEA = Ethical Awareness, SH = Sense of Humor, CL = Company Loyalty, SO = Service Orientation, PS = Problem Solving

Merits follow-up



Sriharsha Hoysala - 2

1. Leadership (Score = 82 out of 100, SE = 4.4)As the following Action-Map(TM) illustrates, Leadership refers to a set of attitudes andbehaviors that reflect a capacity to embrace company vision, formulate actions andgoals to further the vision, and an ability to articulate this vision so that others areinspired to follow. Relative to most test takers, Sriharsha Hoysala's score of 82 isconsidered to be MODERATELY HIGH.

Score

100

90

80

70

60

50

40

82

-- - BASE LINE + ++

Note 1: The symbols -- and ++ denote strong deviationsNote 2: The symbols - and + denote potential deviationsNote 3: Each item measures a range of about 20 points -- - BASE LINE + ++

Color legend: Mastered already Primary training goals Advanced training goals

Tracks and documents all mistakes

Has natural leadership abilities

Motivates others to exceed expectations

Inspires others to succeed

Communicates other's strengths

Fosters critical thinking in others

Establishes accountability in others

Identifies critical issues -

Thrives in leadership positions

Makes self accessible to the team

Moderately high scorers are generally good at thinking strategically and identifyinginterrelationships among areas so that they can predict what consequences one actionor decision might have on other dimensions of the situation. They have a clear vision ofwhere the team is headed and generally articulate their vision so others are inspired byit. Their effectiveness comes from action orientation, goal setting, task delegation andworking toward the achievement of their plans. They can make wise decisions, sincethey are open to input from experts in order to collect, analyze and interpretinformation. They move others to action through commitment, passion and theirprofessional manner and positive attitude.

1.

-

-

-




Leadership: Suggested Follow-up Issues for Interviewing, Training / Coaching

The respondent had a somewhat weaker than expected response to 'IDENTIFIES CRITICALISSUES.' This could reflect hidden weaknesses such as: poor critical thinker; poor attention todetail; poor sense of strategy; laziness; failure to take appropriate or necessary risks; poorknowledge of assumptions behind policies/procedures/practices. Or, it could indicate: concernfor careful planning and outcomes evaluation; respect and adherence to established bestpractices/policies/procedures. To help clarify these issues, consider posing the following questions to the respondent orhis/her professional references:

How can companies best stay innovative and 'ahead of the curve'?

Who should develop the policies, procedures, and best practices at an organization?

Explain

Are you better at generating ideas or finding the flaws and limitations in the ideas of

others?




2. Creativity (Score = 90 out of 100, SE = 6.0)As the following Action-Map(TM) illustrates, Creativity refers to mental processes thatinvolve the generation of new and appropriate ideas or concepts, or innovativeassociations or integrations between existing ideas or concepts. Relative to most testtakers, Sriharsha Hoysala's score of 90 is considered to be VERY HIGH.

Score

100

90

80

70

60

50

40

90

-- - BASE LINE + ++



Strives for innovation

Initiates new perspectives -

Independent, innovative problem solving

*Effective at multi-tasking

Asserts knowledge and own status

Perceives innovative patterns

Contemplates bigger picture

Deals effectively with change

Tackles difficult challenges

Improves established policies and procedures

High scorers are effective synthesizers, integrators and analyzers of information.Drawing on a high level of energy and fluency of ideas, these individuals are effectiveand efficient at problem-finding and problem-solving. They exploit new frames ofreference and generate unique but useful ideas. Thus, these individuals often make awide range of contributions to the organization by constantly seeking and developinginnovative solutions to improve situations. A major advantage of creatives is theirpropensity to embrace change and take risks. They search out opportunities and areplayful with ideas. High scorers also value and inspire creativity in others. Theyencourage free expression of ideas and are willing to take the time necessary to pursuecreative efforts.

1.

-

-

-




Creativity: Suggested Follow-up Issues for Interviewing, Training / Coaching

The respondent had a somewhat weaker than expected response to 'INITIATES NEWPERSPECTIVES.' This could reflect hidden weaknesses such as: easily intimidated; does notchampion causes or new ideas; does not defend workers; afraid to offend higher authority withnew ideas or practices; fear of failure; not risk taking. Or, it could indicate: respect forestablished policies/procedures/practices; care and thought in word and deed; contemplative;realistic outlook. To help clarify these issues, consider posing the following questions to the respondent orhis/her professional references:

Describe the relationship you have with coworkers vs. higher authorities?

Which do you like more at work – seeing the results of your efforts or receiving the

credit?

How often should policies and procedures be evaluated and revised?




3. Group Process (Score = 78 out of 100, SE = 4.5)As the following Action-Map(TM) illustrates, Group Process refers to a set of attitudesand behaviors that foster a collaborative work environment characterized by highmorale and employee commitment to tasks and goals. Relative to most test takers,Sriharsha Hoysala's score of 78 is considered to be MODERATELY HIGH.

Score

100

90

80

70

60

50

40

78

-- - BASE LINE + ++



Promotes professional growth in others

Encourages group development

Confronts conflict effectively

Effectively communicates company mission

Values insights from coworkers

Keeps others focused on goals

Encourages group participation

Sets realistic goals and timelines

Sets clear roles and responsibilities -

Fosters effective group communication

Moderately high scorers generally possess a collaborative, win-win orientation thatincorporates openness, honesty, assertiveness and cooperation among groupmembers and their management teams. Energized by teamwork, a clear direction andinteraction with others, these individuals strive to create a structure in which groupmembers feel part of open and productive, decision making processes. They enjoysharing ideas as well as value training and coaching resources. Moreover, they expectthat others will find these activities beneficial as well. High scorers are also likely to beinterpersonally skilled and good self-monitors and encourage these behaviors in others.They are socially sensitive individuals who tend toward extroversion and goodEmotional IQ.

1.

-

-

-




Group Process: Suggested Follow-up Issues for Interviewing, Training / Coaching

The respondent had a somewhat weaker than expected response to 'SETS CLEAR ROLESAND RESPONSIBILITIES.' This could reflect hidden weaknesses such as: poor prioritizer;poor communicator; poor evaluator of others’ abilities and interests; poor evaluator of projectneeds. Or, it could indicate: tolerance of ambiguity; concern for cross-training among workers;concern for workers to police and organize themselves; concern for collaboration,communication, and innovation; concern for personal and professional growth. To help clarify these issues, consider posing the following questions to the respondent orhis/her professional references:

What is the value of job descriptions? Do you agree/disagree that job descriptions are

purposeful and specific?

Would your references or coworkers say that you tend to give job feedback frequently

and informally or more formally on a periodic basis?

In your experience, are rewards best given to employees who take reasonable risks to

make improvements or to employees who fit in and maintain the status quo?




4. Self Efficacy (Score = 80 out of 100, SE = 4.3)As the following Action-Map(TM) illustrates, Self-efficacy refers to attitudes andbehaviors that form the foundation of self-motivation, self-esteem and emotionalintelligence which lead to personal confidence and competence across interpersonaland business situations. Relative to most test takers, Sriharsha Hoysala's score of 80 isconsidered to be MODERATELY HIGH.

Score

100

90

80

70

60

50

40

80

-- - BASE LINE + ++



Values friendships and associations

*Healthy self-esteem -

Values role models +

*Influences others effectively

Optimistic view of own competence +

Finds personal growth in work

Feels motivated at work

Tolerates changes in business conditions -

Adapts to new circumstances

Empathizes with coworkers --

Team members and customers experience moderately high scorers as generallyempowered – the combination of good self esteem and personal competence, ampleEmotional IQ, appropriate decisiveness and a realistic view of self and a good idea ofwhat is expected in their position. These individuals are primarily self-directed, andappreciate independence and workplace autonomy. They do not depend upon constantrecognition from others in order to feel good about their job performance. Instead, theybelieve in their overall ability to handle their job requirements under a wide range ofconditions and accept new and challenging tasks. These individuals often make goodmentors.

1.

-

-

-

2.

-

-

-3.

-

-

-




Self Efficacy: Suggested Follow-up Issues for Interviewing, Training / Coaching

The respondent had a weaker than expected response to 'EMPATHIZES WITHCOWORKERS.' This could reflect hidden weaknesses such as: low EIQ; task oriented to theexclusion of group maintenance; does not take time to get to know workers; socially detached.Or, it could indicate: emphasis on task orientation; belief in healthy personal boundaries atwork; concern with perceived and actual fairness and equity. To help clarify these issues, consider posing the following questions to the respondent orhis/her professional references:

For you, are things black or white or do you feel there are shades of gray?

Would you say that work productivity and quality suffers when coworkers interact with

each at work?

If you are sure you are right about something, do you waste time listening to other

people’s arguments?The respondent had a somewhat stronger than expected response to 'VALUES ROLEMODELS.' This could reflect hidden weaknesses such as: weak concern for individuality;unrealistic or unbalanced view of others. Or, it could indicate: openness to experience andself-growth; a striving for excellence; recognizes value in role models or mentors; feels deepattachment to important others. To help clarify these issues, consider posing the following questions to the respondent orhis/her professional references:

Do you currently have at least one professional mentor or role model? Why or why

not?

Why or why not is it a good idea for workers to study the behaviors of those they

consider successful in the business world?

Is it more typical of you to have many acquaintances or only a few close friends?The respondent had a somewhat weaker than expected response to '*HEALTHY SELF-ESTEEM.' This could reflect hidden weaknesses such as: unconfident; poor self-esteem; notstriving for peak performance; negative thinker; perfectionist. Or, it could indicate: realistic viewof self; urge for self improvement; openness to criticism and self reflection. To help clarify these issues, consider posing the following questions to the respondent orhis/her professional references:

Do your positive qualities outweigh your faults? Why or why not?

How do you personally define success?

Do you ever feel guilty when you do not meet the expectations of your family, friends

or coworkers? Explain




5. Sensitivity to Diversity (Score = 79 out of 100, SE = 7.1)As the following Action-Map(TM) illustrates, Sensitivity to Diversity refers to a set ofattitudes and behaviors that showcase an understanding, acceptance and ability tothrive in the culturally diverse nature of today’s workforces and business environments.Relative to most test takers, Sriharsha Hoysala's score of 79 is considered to beMODERATELY HIGH.

Score

100

90

80

70

60

50

40

79

-- - BASE LINE + ++



*Recognizes important differences among people -*Accepts others expression of individuality -

Does not judge other cultures +

Expects cultural differences at workRejects stereotypes +Takes time to get to know othersConsiderate of others' comfort levels +

Easily sympathizes with others --

Comfortable working with disabled individuals

Interested in other cultures and ethnicities

Moderately high scorers are generally sensitive to individual differences. They tendneither to be overly judgmental, nor to make gross generalizations about others’motives and behavior. Rather, they are typically open to new experiences and are ableto view situations from multiple perspectives. These individuals can recognize andvalue different cultural and individual perspectives. These tendencies enable them towork well with diverse teams and bring the resources of the company to bear onimportant organizational issues. They may not always be perceived as having empathyin all situations, as they balance the need to recognize and respond to individualdifferences with other organizational concerns. But, they exhibit empathy withcoworkers and customers when needed.

1.

-

-

-

2.

-

-

-3.

-

-




Sensitivity to Diversity: Suggested Follow-up Issues for Interviewing, Training / Coaching

The respondent had a weaker than expected response to 'EASILY SYMPATHIZES WITHOTHERS.' This could reflect hidden weaknesses such as: rudeness, unfeeling and uncaring;closed to experience; detached due to poor degree of experience with others; low EIQ; self-absorbed and selfish. Or, it could indicate: emphasis on efficiency and objectivity oversentiment; striving for fairness; concern for legalities and protecting the company; ability to setlimits and say 'no' to others. To help clarify these issues, consider posing the following questions to the respondent orhis/her professional references:

In most situations, is it not fair to say that a company should do what is in the best

business interests of that company?

What goes through your mind when you have to set limits or tell workers or customers

'no'?

From your experience, is it possible to over-sympathize with a worker or customer?

ExplainThe respondent had a somewhat stronger than expected response to 'DOES NOT JUDGEOTHER CULTURES.' This could reflect hidden weaknesses such as: ignorance of worldcultures and politics; focus on superficialities of world cultures and politics; political posturing;being perceived as disingenuous. Or, it could indicate: concern for being educated aboutdetails using diverse sources; maintains broad perspectives; not prone to stereotyping; 'bigpicture' thinker; modesty. To help clarify these issues, consider posing the following questions to the respondent orhis/her professional references:

Is it appropriate that service industry professionals should be knowledgeable about

events happening outside their country? Why or why not?

Would your references say that you almost always respect sincere points of view that

are different from your own?

How do you learn about current events in your own country and abroad?The respondent had a somewhat stronger than expected response to 'REJECTSSTEREOTYPES.' This could reflect hidden weaknesses such as: ignorance of commonknowledge or beliefs; unrealistic idealism; preoccupation with political correctness; fear ofexpressing minority opinions. Or, it could indicate: non-judgmental attitude; tendency to actonly on good evidence; not influenced by common beliefs; does not risk offending others; notpresumptuous; concern for company legalities; openness to experience. To help clarify these issues, consider posing the following questions to the respondent orhis/her professional references:

Would your references say that you have the courage to defend your beliefs, even

unpopular beliefs, regardless of your critics and detractors? Provide an example

Assume that you are confronted with a complex problem at work. Describe any

strategies you use for collecting information that will help you redefine the nature of the

-




problem?

What types of questions are not permissible to ask a candidate during an interview?

Where did you learn about these?




6. Ethical Awareness (Score = 77 out of 100, SE = 5.0)As the following Action-Map(TM) illustrates, Ethical Awareness refers to a set ofattitudes and behaviors that reflect a public expression of integrity and a consistentlyheld set of guiding principles. Relative to most test takers, Sriharsha Hoysala's score of77 is considered to be MODERATELY HIGH.

Score

100

90

80

70

60

50

40

77

-- - BASE LINE + ++



*Consistently respects rules

*Has core set of morals -

*Believes ends do not justify the means

*Does not try to find exceptions to rules +

*Does not exploit others' mistakes

Admits own faults --Values ethics over favoritism

Acts according to conscience

Integrates personal and professional values

Keeps promises

Moderately high scorers consider the ethical dimensions of a situation, although issuesof equity or organizational justice may not always be their top priority. These individualshave consistent guiding principles for personal and professional behavior, and theirprevious work experience frequently has sensitized them to issues of fairness andequity. These individuals tend to focus on processes as well as outcomes. It can beexpected that they have reasonable experience with issues of maintaining morale incomplex organizations. Establishing and maintaining a reputation for dependability isimportant to these individuals. As a result, this group tends to be respected andinfluential.

1.

-

-

-

2.

-

-

-

3.

-

-

-




Ethical Awareness: Suggested Follow-up Issues for Interviewing, Training / Coaching

The respondent had a weaker than expected response to 'ADMITS OWN FAULTS.' This couldreflect hidden weaknesses such as: low self-esteem and personal competence; reserved;overly private; socially isolated; untalented. Or, it could indicate: non self-serving; attempt tomaintain a positive image; concern with boundaries at work. To help clarify these issues, consider posing the following questions to the respondent orhis/her professional references:

How often do you have the experience of meeting someone and trusting them so

completely that you share just about everything about yourself at the first meeting?

Are your professional relationships an important part of your self-image? Explain

You notice that a coworker begins to confide in you regarding their personal problems.

They seem to need someone to talk to. Discuss how you would likely handle this

situation?The respondent had a somewhat stronger than expected response to '*DOES NOT TRY TOFIND EXCEPTIONS TO RULES.' This could reflect hidden weaknesses such as: failure toidentify and act on opportunities; poor knowledge of policies/procedures/practices. Or, it couldindicate: acts according to conscience; does not sacrifice ethics for loyalty; does not actimpetuously; patience; strong knowledge of policies/procedures/practices; concern forcompany legalities; not prone to favoritism. To help clarify these issues, consider posing the following questions to the respondent orhis/her professional references:

Can you provide an example of when you took risks for something you believed in?

A higher authority asks you to tell a harmless white lie to protect his/her job or the

company image. How would you handle this situation?

Would your coworkers or references say that you can make up your mind without too

much trouble?The respondent had a somewhat weaker than expected response to '*HAS CORE SET OFMORALS.' This could reflect hidden weaknesses such as: inconsistent guiding principles;propensity to be self serving and opportunistic; too lenient or permissive; too focused onminutia. Or, it could indicate: understanding of nuances, not dogmatic; non-judgmentalattitude; reliance on broad criteria for evaluating situations. To help clarify these issues, consider posing the following questions to the respondent orhis/her professional references:

Would your references say that you have a tendency to over-analyze or over-think

things?

Are you satisfied that you know how to do your job better than most others? Explain

Do you think some gaps in knowledge cause small mistakes on the job? And, is

focusing on small mistakes not really seeing the 'big picture'?




7. Sense of Humor (Score = 77 out of 100, SE = 4.5)As the following Action-Map(TM) illustrates, Sense of Humor refers to a set of attitudesand behaviors that concern the ability to use a positive and appropriately playful mentalattitude to build interpersonal rapport and diffuse personal and interpersonal conflict.Relative to most test takers, Sriharsha Hoysala's score of 77 is considered to beMODERATELY HIGH.

Score

100

90

80

70

60

50

40

77

-- - BASE LINE + ++



Makes funny or witty comments at work -

Has stronger sense of humor than others +Uses humor to reduce personal stress

Has healthy and constructive sense of humor

Uses humor to reduce group tensions -Has active imagination +Uses humor to cope with adversity

Uses humor to maintain positive mood

Uses humor to build rapport with others

Recognizes appropriate and inappropriate humor -

Customers experience moderately high scorers primarily as personable, upbeat andagreeable. Drawing on a good foundation of wit and Emotional IQ, these individualsoften know when humor is appropriate and can effectively utilize it in building rapportwith others and diffusing tension and conflicts. Moderate scorers frequently exhibit apositive mood and maintain a positive outlook on problems and challenges. Theseindividuals generally become attention- or sensation- seeking only when feeding off theenergy of social situations. Their overall energy and charm can be contagious and ofteninspires trust from others.

1.

-

-

-2.

-

-

-

3.

-

-

-




Sense of Humor: Suggested Follow-up Issues for Interviewing, Training / Coaching

The respondent had a somewhat stronger than expected response to 'HAS ACTIVEIMAGINATION.' This could reflect hidden weaknesses such as: being overly dreamy;impractical; prone to suggestion; poor task orientation; uninhibited. Or, it could indicate:creativity; talent for innovative and dynamic thinking; high energy; spontaneous nature. To help clarify these issues, consider posing the following questions to the respondent orhis/her professional references:

Do your thoughts ever come so quickly that you could not write them down fast

enough?

What do usually daydream about at work?

Do you believe that all important thoughts and ideas involved feelings as well? ExplainThe respondent had a somewhat weaker than expected response to 'MAKES FUNNY ORWITTY COMMENTS AT WORK.' This could reflect hidden weaknesses such as: disagreeableor not sociable; lack of quick thinking; overly task oriented or introverted. Or, it could indicate:non attention-seeking; high EIQ; concern for not offending others. To help clarify these issues, consider posing the following questions to the respondent orhis/her professional references:

How upset do you feel when you are not being singled out for praise or rewards?

Are you usually the one to encourage worker morale? Explain

Is it your responsibility to help keep group cynicism and sarcasm within bounds in the

workplace? ExplainThe respondent had a somewhat weaker than expected response to 'RECOGNIZESAPPROPRIATE AND INAPPROPRIATE HUMOR.' This could reflect hidden weaknesses suchas: low EIQ; poor boundaries and knowledge of social etiquette; lack of knowledge ofpolicies/procedures/practices; presumptuous; poor set of professional experiences. Or, it couldindicate: focus on group maintenance and social interaction; concern for positive attitude andmood. To help clarify these issues, consider posing the following questions to the respondent orhis/her professional references:

What types of humor do you imagine most everyone would agree are inappropriate in

the average work environment?

Is it more accurate to say that you are a very open, sociable person or that you tend to

be extra careful about what you say to people until you get them really well?

Provide some examples of when you have seen humor in the workplace get out of

hand




8. Company Loyalty (Score = 82 out of 100, SE = 5.3)As the following Action-Map(TM) illustrates, Company Loyalty refers to a set ofattitudes and behaviors that reflect a positive identity and attachment with anorganization, while promoting a drive to excel at fiduciary duties. Relative to most testtakers, Sriharsha Hoysala's score of 82 is considered to be MODERATELY HIGH.

Score

100

90

80

70

60

50

40

82

-- - BASE LINE + ++



*Ventures beyond job description as needed

Driven to impress coworkers -

Promotes positive image of company

Willingness to defend company publicly +Values social acceptance +

*Maintains fiduciary responsibilities to company

*Loyal to company during difficult times

Dedicated to professional role

Consistently loyal to company

Interested in all aspects of company

Moderately high scorers easily develop a positive attachment to an organization. Theyderive satisfaction and a sense of identity and purpose from being a reliable andproductive employee. These individuals recognize the value of contributing to a positivecompany image, vision and mission. Therefore, they believe in doing what it takes toaccomplish tasks and goals that benefit the company, even if this means occasionalpersonal sacrifices. They tend to be 'big picture' thinkers who place the good of theteam and company ahead of their own personal needs and loyalties.

1.

-

-

-

2.

-

-

-3.

-

-




Company Loyalty: Suggested Follow-up Issues for Interviewing, Training / Coaching

The respondent had a somewhat stronger than expected response to 'WILLINGNESS TODEFEND COMPANY PUBLICLY.' This could reflect hidden weaknesses such as: politicalposturing; less concern with company legalities; lack of knowledge ofpolicies/procedures/practices; impetuous behavior. Or, it could indicate: willingness to defendbeliefs; enthusiasm; concern for correcting inaccurate information; strong sense of ownershipin company. To help clarify these issues, consider posing the following questions to the respondent orhis/her professional references:

Provide an example of when you did the right thing at work while knowing that you

would not get credit for it

Have you ever openly disagreed with co-workers or supervisors when you felt their

plans or decisions were not in the best of the company? Explain

Have your past job evaluations ever documented instances where your enthusiasm

has lead to overzealous actions on your part?The respondent had a somewhat stronger than expected response to 'VALUES SOCIALACCEPTANCE.' This could reflect hidden weaknesses such as: de-emphasis on tangibleoutcomes; sensitivity to social milieu; susceptibility to peer pressure; inflexibility; difficultysetting boundaries with customers and workers. Or, it could indicate: not materialistic;motivated by company mission and vision; focus on group maintenance; concern for diversity. To help clarify these issues, consider posing the following questions to the respondent orhis/her professional references:

Do you tend to accept many assignments at work given to you by peers and

supervisors, or do you tend to seek out additional responsibilities on your own

initiative?

What is more attractive to you – a pay raise or a promotion in title accompanied by

increased authority, visibility, and responsibility?

What should be the criteria to qualify for a pay raise?The respondent had a somewhat weaker than expected response to 'DRIVEN TO IMPRESSCOWORKERS.' This could reflect hidden weaknesses such as: no strong desire to maintainrespect among workers and higher authorities; lack of concern for high quality work; passiveaggressive; does not see self as role model for workers. Or, it could indicate: focus on taskorientation; not overly concerned with peer pressure; establishment of own standards ofquality. To help clarify these issues, consider posing the following questions to the respondent orhis/her professional references:

Do you think that one can succeed in the service industry without having to frequently

interact with one’s peers?

Is it important for individuals in teams to keep each other motivated and focused on top

performance for the company? Why or why not?

-




What would you do if you observed a coworker or team member giving out incorrect

information to a customer?




9. Service Orientation (Score = 84 out of 100, SE = 5.8)As the following Action-Map(TM) illustrates, Service Orientation refers to a set ofattitudes and behaviors that affect the quality of the interaction between the staff of anorganization and its customers. Relative to most test takers, Sriharsha Hoysala's scoreof 84 is considered to be MODERATELY HIGH.

Score

100

90

80

70

60

50

40

84

-- - BASE LINE + ++



Deals directly with customer conflicts

*Always approachable by others at work -

Recognizes constructive criticism +

*Attends promptly to customer complaints

Values competitive spirit

Loves being at work

Empathizes with unhappy customers

Has track record of excellent customer service

Recognizes role of patience and effort at work

Likes to exceed customer expectations

Customers experience moderately high service-oriented employees as generallycooperative, responsive, personable, and considerate. Moderate service-orientedemployees are often energetic, competitive, have a good Emotional IQ and interact wellwith others. As a result, they are good ambassadors for representing theirorganizations to customers, for fulfilling consumer needs and expectations and forcontributing to a positive tone and mood with clients and even coworkers.

1.

-

-

-

2.

-

-

-




Service Orientation: Suggested Follow-up Issues for Interviewing, Training / Coaching

The respondent had a somewhat stronger than expected response to 'RECOGNIZESCONSTRUCTIVE CRITICISM.' This could reflect hidden weaknesses such as: beingunreceptive to feedback; arrogance; poor listening skills; undervalues criticism; distrustful; lackof strong identity with personal role and responsibilities. Or, it could indicate: high self-esteem;concern for personal growth; receptive to feedback; good listener; positive attitude. To help clarify these issues, consider posing the following questions to the respondent orhis/her professional references:

Do you believe that there is something to learn from everyone? Explain

Describe something that you learned unexpectedly from an unlikely person

Provide some recent examples of professional or constructive criticisms you have

received in your past job evaluationsThe respondent had a somewhat weaker than expected response to '*ALWAYSAPPROACHABLE BY OTHERS AT WORK.' This could reflect hidden weaknesses such as:overly task oriented; avoidant of other responsibilities; poor stress and time managementskills. Or, it could indicate: strong task orientation; concern for productivity and quality of work. To help clarify these issues, consider posing the following questions to the respondent orhis/her professional references:

When dealing with customers over the phone, is listening to all the little details of their

conversation usually less productive than hearing the overall tone and purpose of the

call? Explain

When you become frustrated at not finding a solution to a problem, is it more like you

to stop and take a break to gain perspective on it or to work even harder to solve it?

Explain

Are you able to imagine something so vividly that it is just as though it is happening

right in front of you?




10. Problem Solving (Score = 74 out of 100, SE = 4.5)As the following Action-Map(TM) illustrates, Problem Solving refers to a set of attitudesand skills that involve critical thinking and simplifying problems by breaking them downto concrete issues so they can be evaluated emotionally and logically. Relative to mosttest takers, Sriharsha Hoysala's score of 74 is considered to be SOMEWHAT LOW.

Score

100

90

80

70

60

50

40

74

-- - BASE LINE + ++



Solve: Geometry problem

Solve: Algebra problem

Solve: Scheduling problem++Solve: Probability problem +*Avoids making ineffective snap judgments -Solve: Analogy problem +Uses thought and feeling to assess problems -*Accepts decision making responsibility +Correctly anticipates solutions to problems

Solve: Critical thinking problem - 1 -Simplifies problems and issues

Solve: Percentages problem - 1

Solve: Critical thinking problem - 2 -

Solve: Percentages problem - 2

Solve: Ratio problem --

Lower scorers may not always be contemplative or exhibit strong critical thinking skills.They can have difficulty in simplifying problems by breaking them down to concreteissues. It can take time and patience for this group to assess problems and formulatesolutions or plans of action; other times they may make ineffective snap judgments.When addressing problems, these individuals tend to either draw on their ownexperience and knowledge, or they may rely on others to make decisions for them.They may have difficulty with oral and written communication skills, due to a poorerability to switch between 'big picture' thinking and attention to important details. As aresult, these individuals may not seem consistently confident in their ability to resolveeffectively and efficiently the challenges in their private life and in businessenvironments.

1.

-

-

-2.

-

-

-

-3.

-

-




Problem Solving: Suggested Follow-up Issues for Interviewing, Training / Coaching

The respondent had a somewhat stronger than expected response to '*ACCEPTS DECISIONMAKING RESPONSIBILITY.' This could reflect hidden weaknesses such as: isolating self indecision making process; arrogance and over confidence; over estimates own abilities. Or, itcould indicate: confidence; experienced background; strong knowledge of bestpractices/policies/procedures; readily accepts responsibility. To help clarify these issues, consider posing the following questions to the respondent orhis/her professional references:

In situations that need improvement, do assume responsibility for what is not working?

Explain

When confronted with a problem, is your typical first response to try to solve the

problem on your own or to consult those who are important to you? Explain

In your experience, what types of important decisions are acceptable to delegate?The respondent had a somewhat weaker than expected response to 'USES THOUGHT ANDFEELING TO ASSESS PROBLEMS.' This could reflect hidden weaknesses such as: too task-oriented; low self-esteem and personal competence; limited life and professional experience.Or, it could indicate: strong task orientation; focus on objectifying or simplifying problems;reliance on team consensus or wisdom. To help clarify these issues, consider posing the following questions to the respondent orhis/her professional references:

Would you say that sometimes knowing too much about a problem hinders rather than

helps?

Would your references say that even though you work hard on a problem it is a

challenge for you to get down to the real issue? Explain

How often do you become so emotionally charged that have difficulty seeing

alternatives for solving a particular problem?

Explain the Internet to your uninformed grandparentsThe respondent had a somewhat weaker than expected response to '*AVOIDS MAKINGINEFFECTIVE SNAP JUDGMENTS.' This could reflect hidden weaknesses such as: notcontemplative; careless; low EIQ; poor knowledge of best practices/policies/procedures;impatient; inexperienced; poor evaluation skills. Or, it could indicate: Decisiveness; confidence. To help clarify these issues, consider posing the following questions to the respondent orhis/her professional references:

In your previous position, what percentage of time would you say that you have not

accomplished your assignments because you underestimated the level of effort of

those assignments?

How many times does the number 9 occur between the numbers 1 and 100? [answer

is 20]

-




When confronted with a problem, would your references say you generally act on the

first idea that comes to mind in solving a problem?

sriharsha hoysala report peak performer

Documents

training process

leadership score

action orientation

company vision

sriharsha hoysalas score

skills tm test

leadership positions

skills tm reports