THE COMPETENCY MAP Name of candidate THE COMPETENCY MAP INTRODUCTION

THE COMPETENCY MAP

Name of candidate

ROBERT WINTERS

Date of assessment

02 July 2003

Published by ASE, Chiswick Centre, 414 Chiswick High Road, London W4 5TF, UK;a division of nferNelson. All rights reserved.

nferNelson is part of Granada Learning GroupGranada Learning Ltd is a Granada company

PeopleMapper copyright © 1995, 2003, Rob Feltham and Julie Woods

Competency Map © 2003, nferNelson Publishing Company Ltd

PeopleMapperThe Workplace Personality Questionnaire

1

THE COMPETENCY MAP

INTRODUCTION

On 02 July 2003, Robert Winters completed PeopleMapper: The Workplace Personality

Questionnaire. This report describes various aspects of Robert's personality and his likely

approach to work-related situations.

Assessing Personality

Personality assessment is a process that can be approached in many different ways. It is

most effective, however, when different sources of information are combined to build up

a picture of an individual's characteristics and typical behaviours.

PeopleMapper is a personality measure that assesses a number of Robert Winters's

typical characteristics and preferences. However, PeopleMapper does not take into

account how behaviour can be influenced in different situations or how an individual

might change in the future. Because of this the information derived from PeopleMapper

should always be used in conjunction with other sources of information if any personal or

work-related decisions about Robert are to be made.

HOW PEOPLEMAPPER WORKS

PeopleMapper is a rigorously-researched psychometric assessment, developed in the UK

and specifically designed to be used in the workplace. It has been constructed to assess

some of the specific aspects of personal style at work that psychologists, HR

professionals and managers typically wish to explore. PeopleMapper measures 11

fundamental dimensions of personality, known as the primary dimensions, which can be

usefully grouped into five secondary dimensions.

Results Over Time

Because individuals change over time, the PeopleMapper results given in this report

represent only a snapshot of various specific aspects of Robert's current behaviour. If

necessary, it is recommended that Robert is reassessed after approximately one year -

or sooner if he has experienced major life events or a change in circumstances.


2

Accuracy

Every effort has been made to ensure that this report accurately reflects Robert's

responses to PeopleMapper. However, it is recommended that a full feedback session is

always given, during which the accuracy of the information derived from PeopleMapper

can be thoroughly explored.

Comparison Group

PeopleMapper has been extensively researched and trialled on large groups of people.

Robert Winters's responses were compared to those given by the comparison group Both

Sexes: Non-manual occupations - aged 16 to 64. If Robert's responses were compared

to those of another group, his results may have been different.

CONFIDENTIALITY

This report is designed for psychologists or other qualified human resource professionals

who understand the scope of psychometric assessments. Because the report contains

sensitive and personal information, its contents should be kept confidential and not

disclosed to anyone without Robert Winters's permission. The data and report should be

used only for those purposes to which Robert has given his consent.

IMPORTANT NOTE

The software that produces this report applies sophisticated rules to Robert Winters's

PeopleMapper scores. If the scores fall within certain parameters, the program produces

narrative and other text, which has been carefully prepared to reflect the qualities

measured by PeopleMapper. No liability whatsoever for any use of this information can

be accepted by ASE.


3

STRUCTURE OF THE COMPETENCY MAP REPORT

The Competency Map report contains information on Robert Winters's results on a range

of 15 different competencies. These 15 competencies are grouped in the following three

sections:

1. Interaction with Others

2. Approach to Work

3. Personal Qualities

The sections begin with a general description of the competencies being assessed,

together with a chart showing Robert Winters's results for each competency.

Each individual competency is then defined, followed by Robert's result and more

detailed comments. Robert's results are derived solely from his responses to

PeopleMapper, and reflect his own views and opinions about his personal style and

preferences at work.

Finally, several interview questions are suggested that can be used as a starting point to

help explore Robert's results with him in more detail.


4

1. INTERACTION WITH OTHERS

This section contains information about five key competencies that relate to Robert

Winters's interpersonal style in the work environment. These are:

• Impact

• Self Confidence

• Oral Presentation

• Teamwork

• Interpersonal Sensitivity

The first three competencies are primarily about the impression that Robert is likely to

make on others, and the final two are concerned with the style of interaction that he is

most likely to adopt with colleagues and other work contacts. Overall, the comments

made in the report can be used, in conjunction with other sources of information, to give

an insight into Robert's likely approach to meeting and dealing with other people.


5

COMPETENCY CHART - INTERACTION WITH OTHERS

There are five competencies that, when considered together, provide a good indication of

the way in which Robert will interact with others at work. The chart above outlines

Robert's position on each of these competencies in relation to the comparison group.

The below average, average and above average bands have been further divided to give

added differentiation. This was achieved by combining the sten scores from the relevant

PeopleMapper dimensions.

Impact

Self Confidence

Oral Presentation

Teamwork

Interpersonal Sensitivity

Competency Below average Average Above average


6

IMPACT

Definition

An individual's tendency to make a strong, positive impression in the workplace.

Result

Relative to the comparison group, Robert's results on this competency fall into the above

average band.

Detailed Comments

It appears that Robert is likely to be open to change and interested in new ways of

working. This implies that Robert may be seen as a fairly independent-minded person,

and this in turn may mean that his approach in this respect may possibly add to the

impact he makes on others at work.

Robert indicates a preference for taking risks, either of a business nature or in terms of

his career. It is possible that this willingness to take risks may mean that Robert's

tendency to make a strong impression at work could be increased.

From Robert's responses, it is likely that he thinks it important to be recognised for his

achievements at work. This may possibly accentuate the definite impact that Robert has

on his work colleagues.

Robert's PeopleMapper profile indicates that on occasions he will seek attention at work,

while at other times he will prefer to stay in the background. These characteristics

suggest that there may be times when Robert will perhaps look for opportunities to

impress and influence other people, but that he will not always seek to do so.

Interview Prompts

Your PeopleMapper results indicate that you have a tendency to make a strong impact in

your work environment:

• Can you give an example of when you have made a significant impact at work? How

did you achieve this?

• Can you describe an occasion when you have actively influenced events, perhaps by

going beyond the scope of your role? What was the outcome?


7

• What kind of first impression do you think you make on people? How does this

change once the relationship is more established? Why do you think this is the case?

• Describe a time recently when you have not been able to influence events around

you. Why was this? How did you feel about it?


8

SELF CONFIDENCE

Definition

The extent to which an individual is willing to speak out and express his or her opinions

in group situations.

Result

Relative to the comparison group, Robert's results on this competency fall into the

average band.

Detailed Comments

A review of Robert's results for this competency reveals that he is as likely as most

people to enjoy situations where other people's attention is focused on him, though at

other times he may prefer not to take centre stage. This suggests that Robert tends to

be reasonably confident in group situations and formal settings, and that he is willing to

speak out when he feels it is necessary.

Interview Prompts

It appears that you are likely to feel moderately comfortable in speaking out in group

situations:

• How much does your willingness to express your opinions to others depend on the

situation? Can you give some examples of your different reactions in different

situations?

• In what situations are you most likely to want to speak out? Can you describe a

recent situation when this occurred?

• In what situations do you prefer to keep your opinions to yourself? Why do you think

this is?


9

ORAL PRESENTATION

Definition

Being comfortable when presenting information to others and relating to an audience, as

well as having an organised approach to planning and preparing the presentation.

Results


average band.

Detailed Comments

It is likely that Robert at times enjoys being the focus of attention, while at other times

he prefers others to be in the spotlight. In view of this, it is possible that Robert may

sometimes feel fairly comfortable presenting information to others and may appear

reasonably confident when called upon to do so.

In addition, Robert is likely to relate quite well to his audience when he is presenting

information - for example by using appropriate language and responding to people's

feedback.

It is also worth noting that Robert does not seem to place particular importance on

planning and scheduling his work. If he is required to make a presentation, Robert may

find that he has to make a point of organising and planning it in advance.

Interview Prompts

Your results from PeopleMapper suggest that you are likely to be fairly comfortable if

required to present information to others:

• Can you describe a recent presentation you have made? What was it about? How did

you feel about making the presentation? Who were the audience? How did you

prepare for the presentation? What did you learn from the experience?

• How comfortable do you feel about making presentations?

• Can you describe when you feel comfortable and when you feel less comfortable

when making presentations? What made you feel this way?


10

TEAMWORK

Definition

An individual's willingness to work with others as part of a team, and how easily he or

she relates to them.

Result


average band.

Detailed Comments

However, Robert may tend to seek out others' company and so is likely to prefer working

with others. This suggests that he may be inclined to look for opportunities to work with

his colleagues as part of a team.

In general, Robert's results imply that he may prefer to maintain a balance regarding

how far he shares his thoughts and feelings with others or keeps them to himself. This

suggests that Robert is likely to relate fairly well to others when he is in a team

situation.

Interview Prompts

Your results indicate that you are as likely as most people to want to work with others in

a team:

• Can you give me some examples of situations where you have worked with other

people in a team? How did you feel in these situations?

• What kind of role do you tend to play in a team or group situation? Why do you take

this role? What impact do you have on others?

• For you, what is the best thing about working with others? What, if any, are the

disadvantages of working with others?

• What kind of work do you tend to do on your own? How do you feel when doing this

sort of work? What happens when you are required to work on your own for a

sustained period of time?


11

INTERPERSONAL SENSITIVITY

Definition

Being aware of the needs and feelings of staff, colleagues and customers, and

responding accordingly.

Result


average band.

Detailed Comments

Robert's profile results suggest that he is likely to be reasonably aware of the needs and

feelings of others, and will usually identify with people's feelings to some extent and

respond accordingly. When interacting and dealing with others, Robert may tend to be

reasonably open and personal in his approach, although at times he may prefer to be

more self-contained.

Interview Prompts

Your responses to the questionnaire suggest that you are reasonably aware of others'

needs and feelings at work, and respond to them:

• How typical is this of you? Can you outline some examples of when you have

responded to others' feelings?

• When do you think you are likely to respond to others' feelings? When are you less

likely to show concern? Why do you think this is?

• Tell me about a recent decision you have made that impacted on others. What was

the situation? What was the outcome? What did you learn from the situation?


12

2. APPROACH TO WORK

This section focuses on Robert Winters's preferred approach to tackling tasks and

projects, and on the type of work he is most likely to enjoy. The section therefore

provides information on seven important competencies:

• Flexibility

• Change Orientation

• Planning

• Implementation and Structure

• Detail Consciousness

• Decisiveness

• Risk Taking

Robert's attitude towards change is explored in the first two competencies, and the next

three are concerned with his attitude towards the structure of his work. The remaining

two competencies cover Robert's likely approach to decision-making. The narrative

under each competency can be used to support other information about Robert's likely

attitudes and approach to work in general.


13

COMPETENCY CHART - APPROACH TO WORK

There are seven competencies that, when considered together, provide a good indication

of the way in which Robert generally approaches his work. The chart above outlines





Flexibility

Change Orientation

Planning

Implementation & Structure

Detail Consciousness

Decisiveness

Risk Taking



14

FLEXIBILITY

Definition

Adopting a flexible approach to work, being willing to change when necessary, and to

improvise and react spontaneously.

Result


average band.

Detailed Comments

It appears that Robert is likely to feel comfortable with change and new ways of doing

things, and this suggests that he is likely to be flexible and adaptable in his attitude and

approach to work.

Furthermore, it seems that Robert prefers to improvise and work in a spontaneous way,

adapting to circumstances rather than planning and structuring his work. This suggests

that he is also likely to have a flexible and responsive approach to time management.

Interview Prompts

Your PeopleMapper results indicate that you are likely to take a flexible approach to

work:

• How true do you think this is of you? Can you give some examples of when you have

behaved flexibly recently? What do you see as the benefits of this approach?

• What difficulties, if any, have you experienced by being flexible in your approach at

work? What did you learn from this situation?

• In what situations are you less likely to take a flexible approach? Why is this?


15

CHANGE ORIENTATION

Definition

Actively seeking to change the job and work environment whenever appropriate, being

seen as proactive, and encouraging the introduction of new structures, methods and

procedures.

Result


average band.

Detailed Comments

Robert's PeopleMapper profile reveals that he is likely to be open to change, generally

enjoying varied and unpredictable work. This suggests that Robert may be interested in

seeking to change aspects of his job or the work environment or coming up with new

ways of working, and so may be seen as proactive in this respect. He is likely to prefer

working in an environment where change is a possibility.

Interview Prompts

From your questionnaire responses, it appears that you are likely to welcome change in

your job or workplace:

• Can you give examples of when you have introduced changes at work? What has

been the outcome of this? How did you feel about making the changes?

• How do you respond to work that is very familiar and predictable to you? What are

your views about this type of work?

• What is good about the current methods or systems within your organisation or

department? Why? What would you seek to change, if you had the opportunity, and

why?


16

PLANNING

Definition

The process of planning in advance, including establishing future priorities and changes

needed to meet future requirements.

Result

Relative to the comparison group, Robert's results on this competency fall into the below

average band.

Detailed Comments

It appears that Robert generally prefers to work in a spontaneous and unplanned way.

He does not seem to place a very high value on planning in advance, feeling rather that

it is more important to organise tasks as he goes along and to react to circumstances as

they occur. In view of this, Robert may tend not to be particularly interested in

establishing future priorities - for example long-term business objectives - nor in

envisaging what might be required to meet future demands - for example what

resources will be needed for a particular project.

Interview Prompts

The way that you have answered the questionnaire suggests that you prefer to work in a

spontaneous way, rather than planning things too much:

• When do you plan and when are you more spontaneous?

• Can you give examples of when you prefer to take things as they come and react to

circumstances? What do you see as the benefits of this approach? What, if any, are

the downsides?

• What do you do to plan for future priorities and requirements? Can you think of

examples of specific projects where you have had to make long-term plans? What is

the value to you of this approach?

• In what kind of situations do you enjoy working in a planned way? Why is this? What

advantage can you gain by taking a planned approach?


17

IMPLEMENTATION AND STRUCTURE

Definition

Showing a preference for working and carrying out tasks in an organised and structured

way.

Result


average band.

Detailed Comments

Robert may prefer not to organise his work and his time, to allow him to be free to

respond to the demands of the moment. This indicates that Robert may tend to feel

uncomfortable with work requiring a very structured and organised approach.

His responses also suggest that Robert may be a pragmatist rather than a perfectionist.

For example, he may generally prefer to lower his standards in order to meet a deadline,

rather than maintaining his standards and missing it. It is possible that this tendency

may affect the way Robert executes any projects or tasks.

Interview Prompts

Your PeopleMapper responses suggest that you prefer to carry out tasks in an

unstructured way:

• When do you adopt this approach?

• Can you give me examples of recent situations where you have tackled work in a

fairly unstructured way, for example by responding to circumstances as they arise?

When will this approach be productive? When might this approach not be so useful?

• Outline a situation in which you prefer to work in a more organised and structured

way, perhaps by managing your time closely. How do you feel about this type of

work?


18

DETAIL CONSCIOUSNESS

Definition

A preference for working precisely, accurately and methodically with detailed

information.

Result


average band.

Detailed Comments

A review of Robert's results for this competency reveals that he is unlikely to be

concerned with the finer points of a project, and may therefore feel that it is more

important to complete tasks to schedule than to ensure that all detail is correct. Because

of this, Robert may be disinclined to work with detailed information, and he may not

always enjoy working methodically.

Interview Prompts

According to your results, you are unlikely to prefer working precisely with detailed

information, perhaps favouring the quick overview instead:

• How much emphasis do you place on the overview versus the detail?

• Can you give me some examples of situations where you take a broad approach

rather than concerning yourself with the details of an issue? What do you see as the

advantages and disadvantages of this approach?

• In what situations do you feel it important to be very thorough with all the details?

Why is this? How do you feel about work that requires a high degree of accuracy?

• How does your current role fit into your organisation's overall mission or strategy?

Taking the long-term view, which parts of your job are of most importance to the

organisation?


19

DECISIVENESS

Definition

Being prepared to make decisions or recommendations when information is limited or

incomplete.

Result


average band.

Detailed Comments

Looking at Robert's results, it seems that he may be prepared to hazard a chance and

decide on a course of action, or back a commitment, even though he might not feel that

he is in possession of all the relevant facts.

In addition, Robert appears to be open to new ways of working, so this may make him

even more inclined to act decisively, especially if this would result in a change to his role

or working methods.

Interview Prompts

You have described yourself as someone who is likely to be prepared to make a decision

or take action based on limited or incomplete information:

• How quickly do you make your decisions?

• Can you give me examples of recent situations where you have taken action, perhaps

when others weren't prepared to do so? What was the outcome?

• How do you feel about making a decision when you do not have all the available

facts? When, if ever, have you made a decision which in retrospect turned out to be

too hasty? What did you learn from the experience?

• In what circumstances are you likely to hold back from taking action or making a

decision? Why is this?


20

RISK TAKING

Definition

Being willing to make a judgement that involves a business risk in order to achieve a

recognised benefit or advantage.

Result


average band.

Detailed Comments

Robert's results on PeopleMapper suggest that he is likely to be willing to take a business

risk, implying that he may be prepared to take a chance on an uncertain venture.

Although it is possible that Robert may take a risk without a justified reason for doing so,

it appears unlikely that he will fail to grasp an advantageous business opportunity

through being overly cautious.

Interview Prompts

Your results indicate that you are likely to be willing to take a business risk:

• Can you tell me when you are prepared to take risks and why?

• Think of examples of situations in which you have taken a risk at work. What led you

to take the risk? What was the outcome?

• Have you ever taken a risky decision in career terms? Can you describe the situation

and its outcome?

• Which risks have you taken that have paid off? Can you describe one of these

occasions to me? What did you learn from the experience?

• In which situations are you likely to show caution and avoid taking a risk? Why is

this?


21

3. PERSONAL QUALITIES

This final section explores Robert Winters's energy, motivation and his attitude towards

dealing with pressure at work. The three key competencies covered are:

• Energy and Drive

• Tenacity

• Coping with Pressure

The first two competencies examine Robert's feelings and motivation, and his

determination at work, while the third is specifically concerned with handling difficult

situations. The comments made in this section can be used alongside other relevant

sources of data to provide an insight into Robert's commitment and consistency in the

work environment.


22

COMPETENCY CHART - PERSONAL QUALITIES

There are three competencies that, when considered together, provide a good indication

of how Robert's personal qualities relate to the workplace. The chart above outlines





Energy and Drive

Tenacity

Coping with Pressure



23

ENERGY AND DRIVE

Definition

Being ambitious and wanting to advance at work, showing an energetic approach and

feeling motivated to achieve high levels of output.

Result


average band.

Detailed Comments

Robert seems to see himself as being ambitious in his behaviour at work, enjoying the

chance to achieve status and success in his career, and possibly placing less value on

relationships with his colleagues than on achievement. Others may tend to see him as

competitive and career minded.

It is also worth considering Robert's likely energy levels, since he describes himself as

someone who has a reasonable amount of energy. This suggests that Robert will tend to

be fairly energetic and motivated at work, and may be able to cope reasonably well with

long working hours.

Interview Prompts

According to your responses, you see yourself as someone whose combination of energy

and drive at work is similar to that of most other people:

• When do you apply more energy to tasks and work outputs?

• How does your energy show itself in the work environment? In what kind of

situations do you feel driven to succeed? What are the factors that drive your

success?

• What aspects of your life particularly motivate you?

• Which aspects of work results in a loss of motivation for you? How do you react in

these circumstances?


24

TENACITY

Definition

Showing determination to achieve objectives when faced with setbacks or obstacles.

Result


average band.

Detailed Comments

It appears from Robert's results that he generally places an equal amount of importance

on work activities and leisure activities. This suggests that there may be some occasions

when Robert may go beyond the call of duty to meet work objectives.

In addition, his reported reasonable level of energy in the workplace implies that Robert

will tend to feel fairly comfortable in situations where he is called upon to show

determination and perseverance in the face of work-related problems.

Interview Prompts

Your responses to PeopleMapper suggest that, when the going at work gets tough, you

are reasonably determined to achieve your objectives:

• How true do you think this is of you?

• In what situations have you gone significantly beyond the call of duty to achieve

work objectives? How did this affect other aspects of your life?

• Under what circumstances have you felt less committed to work, and less inclined to

put in extra effort?

• How important is it for you to have time for leisure and relaxation?

• Can you give some examples of how you have achieved this balance?


25

COPING WITH PRESSURE

Definition

Feeling able to maintain performance levels when challenged or put under significant

pressure, and not appearing too anxious or losing composure in difficult circumstances.

Result


average band.

Detailed Comments

As discussed earlier in this section, Robert's relevant responses suggest that he feels he

has a reasonable amount of energy. This implies that he may feel fairly confident about

maintaining his performance level at work when put under long-term pressure - for

example when working longer hours than usual.

In addition, Robert reports that, although he is fairly likely to worry about work issues,

he will probably feel reasonably composed rather than anxious under difficult

circumstances.

Interview Prompts

You describe yourself in the questionnaire as someone who may possibly feel fairly

comfortable when under pressure at work:

• How true do you think this is of you?

• Can you give some examples of occasions when you have worked under significant

pressure recently? What do you do in these situations to try to maintain a consistent

level of performance? How did you feel at these times? What did you learn from

these situations?

• What kinds of situations make you feel most under pressure? How do you deal with

these situations?

THE COMPETENCY MAP Name of candidate THE COMPETENCY MAP INTRODUCTION

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