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______________________________________ Career Management & Transition Specialists. Candidate Assessment Review Position Presented to: Company Date Please Note: Any references to any individual have been reda cted throughout this sample. . Each candidate has completed:

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career management transition specialists

______________________________________Career Management & Transition Specialists

Candidate Assessment Review


Presented to:



Please Note: Any references to any individual have been redacted throughout this sample.

process overview

Each candidate has completed:

Profiler for the Workplace Personality Assessment

Entrepreneurial Perspective Assessment (EP)

Interview with Next-Act Principal

Process Overview
conclusions continued

Each candidate was evaluated on core personality preferences and identified traits as follows:

Candidate One Candidate Two

Personality Type ENFJ ENFJ

Reliability of Assessment 92% 100%

Conclusions, continued

Each candidate was evaluated on core personality preferences and identified traits as follows:

Desired strengths: Candidate One Candidate Two

Leadership > 60 … < 70 72% 75% *Previously known as Power Index

Power index represents the level of resourcefulness and dominance. The stronger resourcefulness and dominance in an individual, the more often such individuals are found in leadership roles.

Communication >55 86% 86%

Communication index reflects the ability to communicate effectively, i.e. the ability to bring your point across to others as well as the ability to listen and apprehend other people's opinions.

Self-Control > 70 86% 90%

Self-Control index reflects the ability to control own actions, desires, or emotions.

Conscientiousness > 75 86% 86%

Conscientiousness index refers to work ethics and commitment.

Sociability >55 72% 75%

Sociability index reflects your expectation of engagement with others: need and eagerness to seek company, engage in and be open to direct interaction with many people.

Assurance >50 71% 71%

Assurance index refers to the ability to defend your point of view, ability to accept criticism as well as the ability to take responsibility for an action.

Visionary >70 69% 69%

Visionary index reflects the ability to establish and understand strategic vision and goals and the ability to understand how things and events may develop.

Resourcefulness > 75 76% 84%

The Resourcefulness index reflects the ability to deal creatively and effectively with difficult or unanticipated situations and/or find unconventional solutions.

conclusions continued1

Definition of Personality Types:

ENFJ Note: Both candidates are the same personality type of the 16-personality types evaluated.


Genuinely and warmly interested in people

Value people's feelings

Value structure and organization

Value harmony, and good at creating it

Exceptionally good people skills

Dislike impersonal logic and analysis

Strong organizational capabilities

Loyal and honest

Creative and imaginative

Enjoy variety and new challenges

Get personal satisfaction from helping others

Extremely sensitive to criticism and discord

Need approval from others to feel good about themselves

Conclusions, continued
conclusions continued2

Definition of Personality Types:


NOTE: This is generally noted as a “universal” personality type – highly adaptable and able to change roles as required. It is a very unique type as well.


You are good at identifying existing opportunities and their possible future development

You are good at initiating and implementing projects and activities, generally those involving human relations

You can see the big picture as well as the ways of practical implementation of a project.

You are able to find multiple alternative solutions or methods to achieve goals.

As well, you can easily change your methods and tactics to achieve goals.

You are a transformational leader. You are able to motivate others and encourage initiative. You are enthusiastic and are able to spread this enthusiasm to the team members. This leadership style is particularly helpful for change leadership, implementing strategic initiatives and supporting growth.

In communication with other people you are able to get your point across or obtain the required information. You are also pleasant and easy to communicate with. People find communication with you valuable.

You are able to gain other people’s favorable disposition, trust and support and establish productive collaboration.

You are very industrious and conscientious. You try to fulfill your responsibilities in the best possible way. For you, integrity and ethics are the first priority.

As a rule, you are able to reach win-win solutions to a conflict. You tend to avoid using force to achieve a desirable outcome. Instead, you will try to find other ways to resolve the conflict.

Conclusions, continued
conclusions potential pitfalls

Both Candidates exhibited the same personality pitfalls or otherwise known weaknesses.

You are not comfortable being in a position of little or no authority, or being micro-managed.

Look for an opportunity that gives you more authority, latitude and influence and/or frees

you from being micro-managed.

Continuous routine at work will be stressful to you and will cause disappointment.

If you are constantly caught in a routine and it makes you feel frustrated, perhaps it is time for a change. See if there is a way to diversify your routine, establish some room for creativity and make a use of your natural gifts.

Generally you are a good communicator but it is possible that sometimes you are being too pushy when trying to promote your ideas and achieve your goals.

Remember, establishing an effective, long-lasting relationship is only possible when the involved parties feel comfortable with it.

Conclusions, Potential Pitfalls
dominant personality traits continued

Personality Type Descriptions

The Effect of Extraversion-Introversion Preferences:

People who score high on extraversion derive the energy for their undertakings from the outside world. The outside world is the main driver of their actions and the main motivational factor. The more often and more intensive this individual interacts with the outside world, the more fulfilling is his or her life and productive he or she is. Therefore, people of this type, as a rule, need numerous contacts with others, prefer to work in a group, and are often bold in expressing their feelings and thoughts.

People who score high on introversion derive the energy for their undertakings mainly from their inner world. The inner world is a very significant stimulus for their actions and a very important motivational factor. The more often this individual can turn to his or her inner world, the more complete is his or her perception of the world. Therefore, they often need solitude to think their ideas through and reflect on the current situation. They also consider the impacts of the outside world, evaluating their effect on them and the extent of their acceptability and accordance with their values and views. People of this type prefer working alone or in a small group, and are somewhat reserved in expressing their feelings and thoughts. As a rule, they are introspectively focused and tend to avoid social events.

In people who score low or medium on extraversion or introversion preference, the described characteristics may be just slightly expressed.

Dominant personality traits (continued)
dominant personality traits continued1

Personality Type Descriptions

The Effect of Sensing-Intuition Preferences:

As a rule, people who score high on sensing are most effective in solving concrete and practical problems. They establish clearly achievable goals. The decisions they make are often based on the sense of the moment and what can be done now. They prefer to be concerned with day-to-day matters. They prefer pragmatic ways to solve the problems and are able to find simple and easy to use methods to reach their objective.

People with a high score on intuition, on the other hand, are most effective in solving theoretical and global problems, or where general and fundamental understanding is needed. Generally, such people tend to establish visions which would require great commitment and effort to make them come true. As a rule, they are trying to find optimal as well as new solutions. Sometimes they think so much about their projects that in their imagination they already have been implemented. This is the reason why some of their projects only exist in their mind.

In people who score low or medium on sensing or intuition the described characteristics may be just slightly expressed and they can have a mix of pragmatism and visionary traits.

Dominant personality traits (continued)
dominant personality traits continued2

Personality Type Descriptions

The Effect of Thinking-Feeling Preferences:

As a rule, people who score high on thinking are most effective in solving problems that require logic, clear understanding of the structure, and the ability of unbiased analysis of the situation. In solving problems, they set a clearly defined goal, consider various ways to achieve it, and can assess the consequences. As a rule, they are objective in their relationship to others, sometimes distancing themselves from the emotions of others.

People who score high on feeling are generally most effective in tackling problems and managing projects which are directed to help people, and also where warm and friendly relationship or interactions are required. Their decisions are mainly based on emotional reasoning rather than the logical analysis of the situation. Sometimes they define their goals based on moral considerations of what is good and what is evil. They are friendly with others and are ready to help. Sometimes they are subjected to emotional outbursts.

In people who score low or medium score on thinking and feeling the described characteristics may be just slightly expressed and they may have a mix of objectivity and emotionality.

Dominant personality traits (continued)
dominant personality traits continued3

Personality Type Descriptions

The Effect of Judging-Perceiving Preferences:

As a rule, people who score high on being judging prefer to act according to established rules and want to clearly understand and accurately perform their tasks or fulfill their duties. They want to have full responsibility for the task in hand, even if it is a small job. They expect from others to carry out their duties precisely.

People who score high on perceiving tend to rely upon their own perceptions and not the instructions. Generally, they search for the area of business that fascinates them, and they commit to it until they lost interest in it. As a rule, they do not like to be responsible for tasks requiring following the instructions.

In people with a low to medium score on being Judging or Perceiving, the described characteristics may be only slightly expressed and they may reveal a mix of features typical for both preferences.

Dominant personality traits (continued)
recommendations interview

The process of assessment should be utilized as one-third of the hiring decision. In depth interviewing and reference checking should be weighed equally in the final decision.

Next-Act Interview Conclusions

As part of this process, a phone interview was conducted with each candidate on (Date). The purpose of the phone interview is to measure validation of assessments as well as to vet certain areas of potential concern. As discussed, both candidates were almost identical in personality type so the interview became of prime importance.

Candidate Oneappeared to be a very strong communicator and enjoys working with and meeting people. We discussed (redacted) current role and level of engagement with stakeholders. Candidate has (redacted) experience in (redacted) from a branding perspective. In addition, when discussing organization, candidate explained role in (redacted) . I posed behavioral questions relevant to the job to gauge one of the key differences between the candidates – resourcefulness and leadership. Candidate One, when presenting a situation, deferred to (redacted) When I pushed on this, (redacted). This is not surprising given (redacted) role.

Candidate Twowas very confident, poised and engaging in discussion. Answers to questions were direct – very direct in fact. I posed the same type of behavioral question to this candidate; response was (redacted) plan. Candidate appears to be a very (redacted) - consistent with her personality type. This candidate is (redacted) and enjoys this. Candidate would be best managed with (redacted) Candidate should not be (redacted).

Recommendations: Interview

was as very very confident in presentation. She had completed her “homework” and knew me through a few names

recommendations interview1

The process of assessment should be utilized as one-third of the hiring decision. In depth interviewing and reference checking should be weighed equally in the final decision.


Both candidates would be fits to this position. They are very similar – almost identical.

Candidate Oneappears to be significantly more (redacted). Candidate understands (redacted). In addition, while the difference was slight, this candidate exhibited (redacted) . As a management concern, candidate is (redacted) This may be an issue with culture initially

Candidate Twodoes not appear to have (redacted) Answers to questions did not indicate (redacted). Candidate is (redacted).

Candidate One is recommended. It is recommended that a background as well as reference check be conducted as part of any conditional offer of employment.

Recommendations: Interview
addendum leadership styles

Transactional Leadership

Transactional leaders achieve set goals by acting within established procedures and standards. This leader assigns specific, well-defined tasks to subordinates and requires that they fulfill their responsibilities and meet standards precisely as prescribed or agreed upon.

Transactional leadership emphasizes the exchange that occurs between the leader and the follower. This involves directives from the leader (or a mutual discussion between the leader and the subordinate) regarding the requirements and objectives (Bass, 2008).

As far as reward and correction methods are concerned, think of the “carrot and stick” approach. Rewards are contingent on successful completion of the “transaction”. Meeting the objectives typically leads to rewards and reinforcement of the successful performance. The transactional rewards are material (e.g. raise, award or “job security”). However, psychological rewards are also present in transactional leadership (explicit positive feedback, praise).

Corrective actions are typically more reactive than proactive - the leader monitors the deviations, mistakes and errors in the performance of the subordinates. Failure to reach the objectives will bring disappointment, dissatisfaction, and a psychological (e.g. negative feedback, disapproval, disciplinary actions) or material punishment (Bass, 2008).

When might such leadership be useful? The transactional leadership style may, for example, be useful in crisis management or in emergency response, and in situations when activities must be carried out efficiently and exactly as planned.

Transformational Leadership

Transformational leadership generally aims at higher goals than transactional does. Transformational leaders achieve the goals by inspiring and motivating followers and encouraging their initiative. Transformational leaders are able to create vision. They are able to establish a shared vision and sense of purpose among team members.

Transformational leaders motivate their followers by raising their concerns from basic needs (e.g. security) to achievement and self-fulfillment; by moving them beyond self-interest to concerns of the group, project or organization (Bass, 2008, Burns, 1978). They bring charisma, inspiration, intellectual stimulation, and individualized considerations (Bass, 2008). They address an individual’s self-worth and capitalize on an individual’s unique capabilities.

Like with transactional leadership, contingent rewards are present with transformational leadership and include both psychological and material ones (Bass, 2008). Transformational leadership however, puts a great emphasis on the psychological rewards. The follower’s self-actualization, rising above basic needs, positive feedback and praise from the leader are example of a psychological reward that transformational leadership brings.

Transformational leadership goes beyond just monitoring the performance of the followers and being reactive (providing negative feedback and corrective action when noticing an issue). It also puts a great emphasis on being proactive, establishing long term goals, facilitating change, seeking continuous improvement, and giving the followers an opportunity to learn from their mistakes.

Addendum: Leadership Styles