Trotman.Gareth.20160822.Evalex35 Selection Report v2

Merchant Capital

→

Gareth Trotman

Evalex35 Assessment Report

Evalex Intellectual Capital Management CC - Copyright © 2000 - 2016

Assessment Details

Last Name Trotman

First Names Gareth

Gender Male

Age 38

Home Language English

English 1st language

Highest Qualification Certificate

Company Assessed For Merchant Capital

Position Assessed For Sales Operations

Current Company Merchant Capital

Current Position Head Of Sales KZN

Position Level Supervisory Management

Position Type Sales

SST Level Middle Management (30)

Date Assessed 20 August 2016

Age at time of assessment 38

Histogram Global

Evalex Intellectual Capital Management CC - Copyright © 2000 - 2016 Page 2 of 39

Gareth Trotman EvLeadership2

IntroductionGareth completed the Evalex Managerial Assessment process on 20 August 2016.

The Evalex Leadership Framework maintains that high impact corporate leaders need to deal with a defined range of critical situations on a daily basis. In dealing with these they manifest a style of behaviour and thought process, that provides leadership to others.

During the assessment, Gareth was required to deal with these simulated management situations and case studies, carefully developed to emulate the real critical situations we all as managers need to deal with on a daily basis.

In this way, under controlled conditions, Gareth had to deal with the situations presented and Gareth's responses were analysed according to defined interpretation guidelines and then compared with a data base of managers across all levels of management and across most industries.

The report will firstly provide an overview of performance in each management situation, followed by a drill down into each situation showing performance per competence.

The performance score is expressed as a "Percentile rank", thus indicating this candidate's response in relation to the others in the database. For instance, a score of 67 indicates that this candidate performed better in this dimension than 67% of the more than 9,000 managers presently in the database.

When interpreting the data, bear in mind that the performance score per competence indicates performance against all managers in the database, BUT must now be moderated given the level of the position under discussion. As an example, CEO's would achieve percentile ranks of approximately 80, whilst supervisors would achieve percentile ranks of approximately 25.

Our research indicates a very strong relationship between the scores achieved in the Evalex Managerial Assessment and successful performance at a given position level.

The best predictor of future performance is probably past performance. The problem however, is that past performance is not always available to the decision-maker mainly due to two reasons. The first, is that in the employment decision-making process, the decision maker does not know the candidate and references are notoriously un-reliable. Secondly, where the candidate is known to the decision-maker, performance management systems do not always provide reliable and valid information about performance. The performance statement about an individual may be vague, not regularly monitored and certainly not to the level of detail the Evalex Managerial Assessment can provide.

The contribution that the Evalex Managerial Assessment makes to your organisation is providing objective, comparative and benchmarked data about a manager's performance.

• Comparative, because each manager performs exactly the same tasks, deals with the same situations, has to solve the same problems, and make the same decisions. So managers can be compared to each other within one organisation and across multiple organisations and countries.

• Objective, because in the observation of the manager's behaviour, all bias created by internal corporate politics, gender, race, and age have been eliminated. The manager either did or did not exhibit the behaviour/competence against a defined template, irrespective of their mentioned factors.

• Benchmarked in terms of comparing the manager's performance with other managers at the same work level across all the companies in the database internationally. The EvaleX Managerial Assessment in this way provides a statement about a manager's competencies in relation to managers in other companies, industries and countries.



The EvaleX Business Simulation (EBS) is an on-line Assessment Centre consisting of between 2 and 6 management simulations.

During the simulation, the candidate had to deal with a number of key events typical of what a business leader needs to deal with on an everyday basis.

These key events or situations are illustrated in the graphic below.

EvaleX research has indicated that truly effective managers distinguish themselves in dealing with these management situations in a more competent manner. In dealing with these, they exhibit a higher manifestation of Leadership Competence, Thought Leadership and Emotional Maturity.

In a way, the EBS is a performance test or a taster of what you can expect a particular manager to do in a given situation and enables you as the decision maker to decide to what extent the competencies exhibited would meet the job requirements.

EVALEX LEADERSHIP FRAMEWORK INTRODUCTION

Page 4 of 39


Top Management (4,5)

Senior Management (4)

Middle to Senior Management (3,5)

Middle Management (3)

Supervisor (2)

Junior Management (2,5)

Team Leader (1,5)

MANAGEMENT OVERVIEW OF COMPETENCIES

This page serves as a high level summary of the key management situations (the first set of bars) and averages (the second set of bars).

The candidate’s performance in the management situations is shown first, followed by a weighted average of the Competencies, Strategic Capacity and Emotional Maturity. The value for each indicates this candidates performance benchmarked against an international population of 9,000 managers.

Strategic Capacity and Emotional Maturity are both averages of sub-dimension performance across all the management situations. For each of these a drill down is provided on the following pages.

The interpretation of these performance scores must be moderated by the candidates Personality, preferred Management Style, Values and Interest (presented later on in this report).

Research has indicated benchmarks, as set out in the adjacent chart, for the interpretation of Average Competence, Strategic Capacity and Emotional Maturity (Stratified Systems or Levels of Work in brackets):

Evalex Intellectual Capital Management CC - Copyright © 2000 - 2016Evalex Intellectual Capital Management CC - Copyright © 2000 - 2016 Page 5 of 39


COMPETENCIES PER EXERCISE

Decision Effectiveness

Decision Effectiveness is one of the most critical situations in the EvaleX Leadership Framework that leaders need to deal with. Decision-effectiveness is the bedrock in moving an organisation to a High Performance organisation, a manager to a High Impact Corporate Leader a businessperson to a High Impact Entrepreneurial Leader. In corporate life as in individual careers, there are a number of strategic decisions that materially effect the direction and determine the prosperity of a company or individual. Decision effectiveness is a complex concept where multiple cognitive processes need to synchronize in a harmonious orchestration to produce decisions that will stand the test of time. Four dimensions are critical: Investigation and Analysis (developing an understanding of the problem / issue), Reasoning ability (reducing data to logical conclusions), Judgement (fashioning solutions in line with the reality of the problem), Energy and concentration (ability to apply concentrated mental energy). The leader needs to exhibit an effective style in gathering information, needs to reduce the data to a logical and factually anchored conclusion, to fashion a solution that will anticipate multiple eventualities and in so doing exhibit a level of concentration and energy. The candidate was presented with a problem and had to progress through a “four phase” process to solve it. The candidate’s behaviour was observed and translated into a “Competence” score and benchmarked against 7,000 other leaders. The scores achieved will indicate the level of work that the candidate will be able to function at. A direct correlation exists between performance in this exercise and the level of position that somebody can function at.

Those achieving high scores in this simulation have manifested the analytical skills required at senior management levels.

Those achieving lower scores have manifested the level of competence normally associated with junior management positions.

43%

▪ ▪ ▪ ▪ ▪

General Management

General Management is one of the key situations in the EvaleX Leadership Framework that leaders need to deal with. Every day we spend hours in our e-mail system responding to incoming mails. This is the epicentre from where the leader manages the total function or process s/he is responsible for. This is called General Management as it refers to dealing with all the general issues on a day-to-day basis, but also the vehicle for determining the strategic direction of the function. The simulation consists of 10 e-mails. In this situation, leaders are required to respond to the issues entering their space. They need to Understand, make Judgment calls, Initiate action, Delegate to staff, and in so doing demonstrate Business acumen, Emotional maturity, Creativity and innovation. The leader’s behaviour was observed and translated into a “Competence” score and benchmarked against 7,000 other leaders. The scores achieved will indicate the level of work that the candidate will be able to function at. A direct correlation exists between performance in this exercise and the level of position that somebody can function at.

Those achieving high scores in this simulation have manifested the level of competence in General Management normally associated with senior management positions.

Those achieving lower scores have manifested the level of competence normally associated I with junior management positions.

26%



▪ ▪ ▪ ▪ ▪

Project Management

Project Management is the next key situation in the EvaleX Leadership Framework that leaders need to deal with. Considering organisational performance, change to existing organisational behaviour in terms of client, staff and process behaviour is achieved through the implementation of new initiatives, strategies, products, and processes. The main vehicle that we channel and implement these new initiatives through is projects. Most companies have at any given point of time a plethora of projects. These need to be managed effectively for change to take place. The candidate had to develop a comprehensive project plan and his/her behaviour was observed and translated into a “Competence” score and benchmarked against 7,000 other leaders. The scores achieved will indicate the level of work that the candidate will be able to function at. A direct correlation exists between performance in this exercise and the level of position that somebody can function at.

Those achieving high scores in this simulation have manifested the level of competence in Project Management normally associated with senior management positions.


49%



▪ ▪ ▪ ▪ ▪

Staff Management

Staff Management is the next key situations in the EvaleX Leadership Framework that leaders need to deal with. Managing “Human Capital” is a key ingredient to building a “high performance” organisation. During this simulation, the candidate had to respond to a number of Human Resource and Staff issues and his/her performance measured and compared to 7,000 other leaders. The scores achieved will indicate the level of work that the candidate will be able to function at. A direct correlation exists between performance in this exercise and the level of position that somebody can function at.

Those achieving high scores in this simulation have manifested the level of competence with dealing with people issues normally associated with senior management positions.


58%

▪ ▪ ▪ ▪ ▪



Client Relationship Management

Client Management is the next key situations in the EvaleX Leadership Framework that leaders need to deal with. Managing “Client Capital” is another key ingredient to building a “high performance” organisation. During this simulation, the candidate had to respond to a number of Client issues and his/her performance was measured and compared to 7,000 other leaders. The scores achieved will indicate the level of work that the candidate will be able to function at. A direct correlation exists between performance in this exercise and the level of position that somebody can function at.

Those achieving high scores in this simulation have manifested the level of competence in General Management normally associated with senior management positions.


36%

▪ ▪ ▪ ▪ ▪



COMPETENCIES PER CONSTRUCT

Organisation Planning & Management

This construct was measured across a number of management simulations. Although the dimensions shown here have been reported on earlier in the case-study context, they are put into a sharper focus when combined with similar dimensions from the other case-studies to culminate in this construct called Organisation planning and management. This construct refers to competencies related to organising and planning activities and projects. The abbreviation in brackets denotes which exercise / simulation the dimension was assessed in, for example GM refers to General Management, CRM to Client Relationship Management, PM to project Management and so forth.

Those achieving high scores in this construct have proved their ability in dealing with the work represented by this construct and the higher the performance score the more senior the management positions they can cope with.


40%

▪ ▪ ▪ ▪ ▪

Productivity & Output

This construct was measured across a number of management simulations. Although the dimensions shown here have been reported on earlier in the case study context, they are put into a sharper focus when combined with similar dimensions from the other case studies to culminate in this construct called Productivity and output. Indeed the only thing these three dimensions have in common is that in all three work output and productivity could be measured.

Those achieving high scores in this construct have exhibited a level of productivity and output in line with the volume and demands of work required in more senior positions.

Those achieving lower scores have manifested the work output and productivity normally associated with more junior management positions.

29%



▪ ▪ ▪ ▪ ▪

AVERAGE THOUGHT LEADERSHIP

This construct was measured across a number of management simulations. For each response made during the EvaleX Business Simulation, in most assessments well over 100, the underlying thought process was measured. When averaged across all responses within a simulation and then averaged across all simulations, an average level of functioning can be derived. This level is then compared with the other 7,000 leaders in the database to derive the “percentile-rank” shown. The score indicates the level at which a manger can comfortably and reasonably function effectively at: Team leader / Supervisor (work level 15) ranges between 20-30; Junior Management (work level 20/25) ranges between 30-45; Middle Management (work level 30) ranges between 45-60; Middle to Senior Management (work level 35) ranges between 55-65; Senior Management (work level 40) ranges between 65-75; Top Management (work levels 45-60) ranges between 75-100.

Those achieving high scores in this construct have proved their ability in dealing with the work at higher levels of complexity normally associated with increasingly senior management levels.


17%

▪ ▪ ▪ ▪ ▪



AVERAGE EMOTIONAL MATURITY

A leader’s response to all the simulation and case studies is influenced by his/her level of Emotional Maturity. Although the dimensions shown here have been reported on earlier in the case-study context, they are put into a sharper focus when combined with similar dimensions from the other case studies to culminate in this construct called Emotional maturity. Research indicates that those functioning at more senior levels of management exhibit higher levels of Emotional Maturity than those at the lower levels.

Those achieving higher scores have manifested the level of Emotional Maturity normally associated with senior management positions.

Those achieving lower scores have manifested the level of Emotional Maturity normally associated with junior management positions.

54%

▪ ▪ ▪ ▪ ▪



Business Acumen

This construct was measured across a number of management simulations. Although the dimensions shown here have been reported on earlier in the case-study context, they are put into a sharper focus when combined with similar dimensions from the other case studies to culminate in this construct called Business acumen.

Those achieving high scores in this construct have manifested a stronger Business Acumen than others. They exhibited a better understanding of business dynamics and an intuitive feel of how to deal with business issues.

Those achieving very low scores demonstrated an insufficient intuitive understanding of the real business issues.

15%

▪ ▪ ▪ ▪ ▪

Creativity and Innovation

This construct was measured across a number of management simulations. Although the dimensions shown here have been reported on earlier in the case-study context, they are put into a sharper focus when combined with similar dimensions from the other case studies to culminate in this construct called Creativity and innovation.

Those achieving high scores in this construct have manifested a stronger level of Creativity and Innovation than others. They exhibited an ability to add original ideas to the solution development process.

Those achieving very low scores demonstrated a very bland, re-active response to the issues they had to deal with.

59%

▪ ▪ ▪ ▪ ▪



Managerial Understanding & Insight

This construct is one of the most critical determinants of potential, talent and career velocity. It was measured across a number of management simulations. Although the dimensions shown here have been reported on earlier in the case-study context, they are put into a sharper focus when combined with similar dimensions from the other case studies to culminate in this construct called Managerial Understanding and Insight. Research has shown a very strong correlation between this construct and the ability to function at ever increasing levels of complexity.

Those achieving high scores in this construct show a level of insight into and understanding of a range of business and management issues normally found in those at more senior levels of management. The score must be seen in relation to the level of position being considered for.

Those achieving very low scores will find it difficult to deal with higher levels of complexity normally found in senior management roles.

40%

▪ ▪ ▪ ▪ ▪



Gareth completed the EvaleX Psychometric assessment on 20 August 2016

EvaleX Psychometrics have been designed to present the Psychology of High Performance.

The EvaleX theory of high performance is based on extensive and ongoing research into the phenomenon of high impact corporate leadership, high performance teams and individuals.

EvaleX Psychometrics assessed 5 critical human constructs, leading to 5 Competence domains and 15 Behavioural competencies.

EvaleX Psychometrics consists of a number of carefully chosen assessment instruments based on our research into the drivers of performance in the world of work. These assessment instruments have been around for approximately 25 years and have been well researched, all with best in class validity coefficients. All these instruments have also been registered with the Professional Board for Psychology at the Health Professions Council of South Africa.

This candidate completed 7 psychometric tests in one assessment session:

• Cognition: Business Comprehension Scale.• Business Acumen: Organisation Insight Scale.• Personality: Organisation Personality Construct Scale.• Work Style: Organisation Personality Construct Scale.• Values: Organisation Personality Construct Scale.• Strategic Interests: Work Type Orientation Scale.• Operational Interests: Work Orientation Scale.

In total 68 behavioural dimensions were assessed. The results of the EvaleX Psychometric assessment will be reported on in three distinctly different ways.

1. Summary:

A high level view of the constructs such as Cognition, Inhibitors, Styles and Interests.

2. EvaleX Behavioural Competence Framework:

This section of the report provides feedback on the outcome of the assessment according to the EvaleX Competency Framework.

Based on the assessment of the 5 critical human constructs (through the 7 psychometric tests) 5 competency domains are assessed.

EVALEX PSYCHOMETRICS INTRODUCTION

Page 15 of 39


The EvaleX High Performance Competence Framework has evolved through years of research into the factors that drive high performance in a company. In order for a person to perform effectively in a given position, the person needs to exhibit competencies in the following domains:

1. COGNITION: 2 competence sets consisting of 13 dimensions.

2. THINKING: 3 competence sets consisting of 11 dimensions.

3. ENGAGING: 3 competence sets consisting of 9 dimensions.

4. DELIVERING: 3 competency sets consisting of 12 dimensions.

5. PERSONAL: 3 competency sets consisting of 6 dimensions.

3. Archetypes:

In this section of the report, the 68 dimensions are analysed in terms of how they support a range of defined position types. In order for the positions to be applicable to all business types and industries, a set of arche-typical roles, present in almost all organisations were researched. Often a position in your organisation will consist of two to three arche-typical roles.

4. Snapshot

This section provides a snapshot of all 68 dimensions, organised per assessment instrument. This view is handy where the performance within each test needs to be considered.

Guidelines to Interpretation:

In considering the suitability of an individual for a defined role or position, a number of factors need to be considered. EvaleX Intellectual Capital Management (EICM) research into the drivers of job performance informed constructs that were used to assess applicants during the EvaleX Psychometric assessment process.

1. First consider the level of the position in terms of Stratified Systems Theory. This will determine the level of Cognitive functioning required by the candidate to deal with the complexity of the position.

2. Secondly consider the balance of the Competencies in terms of the position requirements.

Key Point: As most of the EvaleX questionnaires (save the Cognitive Test) are of an Ipsative nature, it is impossible for a candidate to score high on all dimensions. The tests rather rank order the person's preferences and competencies rather than indicating absolute levels.

Page 16 of 39


Overall Cognitive Capacity

91%In line with Executive roles.

Overall Business Knowledge

66%In line with Middle Management roles.

Archetype Score Description

Coach 64 Involves mentoring and coaching of others, shifting and developing attitudes, mind-sets and behaviour.

Operations Executive 61Involves performance managing an operational process at an executive level to deliver defined outputs; taking control of an operation, managing a large staff compliment, integration of multiple resources.

Operations Supervisor 60Involves managing a small team of process transactors, ensuring productivity and performance of a key operational process at a transactional level.

Ideal Position types:.

Inhibitor Description

FocusOften success is created by pure dogged determination. Individuals who are not focused tend to be less persistent, resilient or tenacious. They easily deviate from plans and are generally unfocused. They often start things but seldom have the discipline to follow through and complete. If this Inhibitor goes un-managed then it could lead to non-performance.

ResilienceIn the modern world one is faced with countless struggles, barriers and set-backs. One needs to be resilient in over-coming these. This individual may not have the necessary emotional energy and tenacity to bounce back after set-backs, re-strive and take on new challenges.

Cruising

Generally Initiators, such as this individual, are very good at shaping and transforming their environment. They are good at getting things going and are often quite successful. While this individual is an Initiator, they also have the tendency to take their foot off the pedal once they believe a comfortable pace has been set. They will carefully measure their pace and often do just enough to make sure that performance does not drop. They will still perform, but can do more. They often require an external injection to jolt them back into a more ferocious pace.

Performance inhibitors:

Assessment Summary

Gareth is best suited to the following types of roles. Please note that this profile does not take into account any prior experience or technical competencies. As an example, it is possible that the profile may show a good fit to a senior position, but the candidate does not have the experience or managerial competence for this role. This indicates only possible future development into these types of roles.

Gareth's performance can be inhibited by the following key behavioural inhibitors, which may lead to failure in a role.



Style Score Description

Training & Educating 98Is interested in activities such as: Running a training program; Showing someone how to do something; Considering what training a person needs; Analysing a job to determine the required competencies; Thinking about how to teach something.

Counselling & Advising 94Is interested in: Talking/counselling/helping people with their problems, giving advice, changing attitudes, deciding on a course of action.

Organising & Planning 89Is interested in activities such as: Developing a project plan, Breaking a big job or project down into all the tasks to be performed; Discussing with staff what they have to do; Monitoring what staff are doing; Organising a group of people to get a project underway; Evaluating the progress of a work-team's activities.

Designing Workflows 89

Is interested in activities such as: Establishing the steps in which a task needs to be performed; Developing a process flow; Tracking the flow of a product or process; Improving the workflow of a process; Measuring the efficiency of a process.

Communicating 86Is interested in activities such as: Responding to e-mails and messages; Returning phone calls; Writing weekly reports; Visiting someone to have a discussion, Giving feedback to others about a meeting.

Gareth is interested in the following activities. These should be aligned to the role.

Preferred work sets:



Style Score Description

Evaluating and Analysing 80

Team members scoring high on Evaluating and Analysing, have a strong preference for evaluating, analysing and judging. They are often consulted about matters because of their objective and analytical approach; they tend to weigh up the pro's and con's of issues factually and unemotionally. When solving problems they tend to ask probing questions and are rational, factual and logical. They critically evaluate ideas and arguments, are quick to see flaws and then counter them. Furthermore, they like to have a lot of information at their disposal before they will make decisions; this is mainly due to the fact that they are not rash but contemplative and like to think carefully about an issue. When the score is very high (>80) it is possible that they are sometimes too rational and analytical and others may perceive them to be over-critical. Furthermore, it is possible they sometimes over-analyse which may lead to procrastination.

Creating and Innovating 60

High scoring individuals prefer this Style of work. They are usually good at generating unique and imaginative solutions and ideas, especially if they also scored high on the Business Comprehension Test. They are quick to see alternative solutions to a problem and can be described as creative problem solvers who apply new ways of thinking to situations and usually design innovative and inventive solutions to problems. Where the score exceeds 80, be aware that this concern with different, new, alternative, can yield solutions that may be viewed by others as slightly impractical and difficult to implement. When their Approach to Method in Problem Solving is also high, this behaviour can be exacerbated. They may also tend to jump to conclusions and not sufficiently analyse the facts in order for their solution to fit their perception of the problem.

Sourcing and Investigating 59

High scoring individuals who prefer this Style of work are best deployed in roles where problem solving is important; where the current understanding and existing processes need to be refreshed with the latest information, ideas, techniques and approaches. They spend a lot of time gathering and sourcing information and rely on many different sources of information to reach a conclusion; they know where to find it and who can be consulted; they are often well connected. They enjoy listening to others' ideas and concepts as well as reading business books and articles. You will find that they tend to make use of ideas or concepts outside of their own work and then use these new and cutting edge ideas and solutions in their own environment. In solving problems, they would not necessarily rely on their creativity alone, they would source ideas and information from other areas, and then integrate these to construct a new solution or line of action. When this score is very high (>80), one may find that the Resourcer tends to become unfocussed and may find it difficult to complete.

Gareth prefers the following styles. These should be aligned to the job requirements.

Preferred work style:



The EvaleX Competence Framework has evolved through years of research into the factors that drive high performance in a company.

From the results of the 6 psychometric tests completed, 5 competence Domains have been defined culminating in 15 Behavioural Competencies.

.

EVALEX COMPETENCE FRAMEWORK INTRODUCTION

Page 20 of 39


Evalex Leadership Profile







EvaleX Competence Framework: Summary



EvaleX Competence Framework: Cognitive Ability

Cognitive competencies speaks to the level of complexity at which the candidate can function. According to Stratified Systems Thinking, an organisation can be stratified into levels of work, each denoting a commensurate level of complexity. As the range of complexity vary according to the level of work, so does the ability to deal with complexity vary amongst people.

Research conducted over the past 30 years across multiple economic blocks, countries, industries, companies and job types irrefutably prove the link between cognitive ability and the potential to function effectively in increasing complex environments/positions.

It is therefor critical to match the candidate's ability to deal with complexity to the level of complexity required by the position. During the Selection process it is important to ensure that a candidate exhibits the cognitive ability commensurate with the level of the position.

Dealing with Complexity

In order to understand whether a person can deal with the complexity of a position, the level of work inherent to the position first needs to be determined. There-after the cognitive ability of the individual shown in these graphs can be matched to this benchmark. The Cognitive processes most required in the organisational and business worlds, are Abstract reasoning, Deductive reasoning and Numerical reasoning. These form the cornerstone for dealing with the complexity of problem solving in all positions in the world of work.

Research has indicated the following benchmarks for Position Levels:• Entry level roles: 30%• Junior Management: 45%• Middle Management: 60%• Senior Management and Specialists: 75%• Executives: 90%

A high score indicates alignment with positions from work levels 3 upwards.

A low score indicates alignment with positions at work levels 1 to 2

93%

▪ ▪ ▪ ▪ ▪



Business Acumen

Business acumen refers to a person's understanding of the world of work and insight into the core knowledge sets required to function effectively within that world. Different levels of positions obviously require different levels of business acumen and the candidate's score must be seen in relation to the position requirements.

The key knowledge sets are Economics, Finance, Marketing, Procurement, Organisation management, Human Resources, Operations and Information technology.

Research has indicated the following benchmarks for Position Levels:• Entry level roles: 20%• Junior Management: 45%• Middle Management: 60%• Senior Management and Specialists: 75%• Executives: 90%

A higher score indicates alignment to positions at work level 3 upwards.

A low score indicates alignment to positions at work level 1 to 2.

66%

▪ ▪ ▪ ▪ ▪



EvaleX Competence Framework: Thinking

Thinking style and Cognitive ability are arguably the most powerful drivers of Performance and Potential. In addition to Cognitive ability, the effectiveness of Problem Solving and Decision Making is further determined by our thinking styles. People all present with different combinations of the following three core elements: Sourcing, Evaluating and Innovating.

In dealing with problems and situations, the first problem solving process is Sourcing information that will help us to Evaluate (Second element) and understand the issues and problems better. Once a proper understanding has been achieved through the evaluative process, there remains the formulation or development of a solution and our need for Innovation and change will determine how effective we will be in fashioning such a solution.

In senior roles, Sourcing and Evaluating are the most critical.

Sourcing

How well an individual sources information which will be used in evaluating a situation or problem depends largely on three personal attributes. Firstly, GROWING AND LEARNING which refers to the intrinsic need to update your own frameworks of understanding the world around you. Secondly the propensity to SEEK INFORMATION AND INVESTIGATION as a style or role within the team. This process is finally influenced by a value orientation that predisposes the individual to a CONCEPTUAL AND STRATEGIC APPROACH to solutions.

Those scoring high on Sourcing information will tend to scan the environment for new ideas and information, would readily SEEK INFORMATION, updating the team with information and finally will focus more on longer term CONCEPTUAL AND STRATEGIC solutions.

Those scoring low on Sourcing information tend to rely on their current and arguably outdated understanding of issues (low need for GROWING AND LEARNING) would seldom assume the role of SEEKING INFORMATION AND INVESTIGATION within the team, updating them with information and finally will focus more on less CONCEPTUAL AND STRATEGIC solutions.

50%

▪ ▪ ▪ ▪ ▪

Evaluating

The information gathered during the Sourcing process needs to be evaluated and understood. Evaluating explains how a person will approach problem situations and how s/he will analyse these. The effectiveness with which problems are analysed is a function of 4 key aspects. Firstly, the intrinsic need and curiosity to understand problems, situations, processes and issues and the mental energy and focus associated with this process (KNOWING AND UNDERSTANDING). Secondly, the inclination to be analytical, objective, critical in their thinking (SEEKS ANALYSIS AND EVALUATION) as well as an interest in QUANTITATIVE AND NUMERICAL activities / tasks. Finally, research has shown that the interest in CONCEPTUALISATION, a process of abstracting concepts from observable events and sets of information, positively influences the evaluative process.

Those scoring high on this dimension, tend to invest the mental energy and focus to think critically about issues, to really understand them and to apply a logical reasoning process.

Those scoring low on this dimension, may tend to be impulsive, superficial and irrational in the analysis of problems, not really exhibiting the mental energy and focus required to understand the dynamics of the situation, swayed by opinions and preferences rather than facts.

38%



▪ ▪ ▪ ▪ ▪

Innovating

We all respond differently to change. From pro-actively instigating change on the one side of the scale, to actively resisting it on the other side of the scale. How we respond to change is a function of a few behavioural processes. Our desire for change (CHANGING AND ADAPTING), our preference for creative, innovative approaches (SEEKS CREATIVE SOLUTIONS) and whether we value the tried and tested methods versus the unconventional and the new (UNCONVENTIONAL AND RADICAL APPROACH) Finally our interest in INNOVATIVE PRODUCTION, a natural interest to turn ideas into innovative new solutions, processes and products further influences our inclination to deal with change.

Those who achieved high scores on Innovating, tend to be better at assessing what needs to be changed or improved and managing this change process. They may however lack persistence and focus, as they tend to get bored easily.

Those who achieved low scores on Innovating, tend to be better at managing existing processes, where steps are well defined and needs to be executed with precision in a routine manner.

53%

▪ ▪ ▪ ▪ ▪



EvaleX Competence Framework: Engaging

In any work situation, relating to others, ranging from mere passive integration with the work team, to actively building relationships influences how effective we will be in achieving results through others.

Three main constructs are key in determining our effectiveness with others, Relating, Integrating and Influencing. Each of these will have a number of sub-dimensions. Research has indicated that those functioning in lower level process transacting roles measure highest on Relating, whilst more senior managers measure highest on Integrating and those in senior business development roles measure high on both Integrating and Influencing.

Relating

This construct indicates how the person will engage with others in a relationship and/or interactive situations. This can range from a distant almost aloof non-committal style to relationships to an energetic attempt to genuinely engage and build relationships and networks. Building relationships involve RELATING AND AFFILIATING and SEEKING TO SUPPORT AND ASSIST

Those scoring low on these dimensions find it difficult to easily integrate into teams due to the low need for RELATING AND AFFILIATING and reluctance in SEEKING TO SUPPORT AND ASSIST. However, research has indicated that Building relationships correlate inversely with career progression.

Those scoring high on these dimensions tend to be better than most in building relationship through a natural need to affiliate and support.

30%

▪ ▪ ▪ ▪ ▪

Integrating

Integrative behaviour refers to the person’s approach to leading people. Three dimensions are involved. The first whether the candidate prefers and easily assumes the role of the Integrator, moderated by two important dimensions, the to decision-making and the need for Social Extension. The variation in the strength of these four dimensions would explain the unique style of Integration this candidate would exhibit.

High scoring individuals would follow a more integrated leadership approach.

Low scoring individuals would tend to work on their own in isolation from the team.57%



▪ ▪ ▪ ▪ ▪

Influencing

Influencing combines four dimensions. CONNECTING AND INTERACTING, the belief in a NETWORKING COMMUNICATIONS APPROACH (a value orientation) combined with a strong interest in INFLUENCING THROUGH COMMUNICATIONS and COACHING people.

Those scoring high on this construct are likely be good at influencing and persuading, because they have a strong need to connect with others, a strong interest in influencing and coaching combined with a value orientation of network communications.

Those scoring low on this construct tend to be reserved and introverted to connect confidently with people and have low interest in engaging in these activities. 66%

▪ ▪ ▪ ▪ ▪



EvaleX Competence Framework: Delivering

High performance organisations have high performing teams. Delivery on job objectives is key to this process. However, delivery can happen at different levels within the organisation. At a leadership level, Delivery consists mainly of Initiating action. At a middle management level it consists mainly of Operating and organising and at a task level it consists of Transacting (Personal Execution)

Initiating

Initiating consists of four critical dimensions. The inclination to take charge and control of a process, project or business unit (OWNING AND CONTROLLING), the tendency to express thoughts and opinions on matters at hand (INFLUENCING AND ASSERTING), the preference for initiating and shaping your environment (SEEKS TO INITIATE AND SHAPE) and the effective dealing with interpersonal differences (CONFLICT RESOLUTION APPROACH)

Those scoring high on this construct, are quick in taking charge, shaping their environments, expressing their views and dealing with conflict and differences.

Those scoring low on this construct, tend to be more passive than active in shaping situations, does not immediately take charge and control situations and does not always express their views in an assertive manner.

64%

▪ ▪ ▪ ▪ ▪

Operating

Operating as a construct, consists of 4 key dimensions. Firstly an orientation towards formulating goals and persisting till achieved (GOAL FOCUSSED), a preference for organisation (SEEKS TO ORGANISE AND COORDINATE) whereby the day to day on the ground activities are planned and coordinated, aligned with a belief in structuring tasks and activities in a clear and concise fashion (STRUCTURED DELEGATION APPROACH) finally a strong interest in leading people (LEADERSHIP OF PEOPLE).

Those scoring high on operating, are more likely to invest enough time and energy into ensuring high quality execution of projects and initiatives.

Low scoring individuals will tend to under-emphasise the importance of Organisation of people and activities therefor neglecting proper planning and execution.

45%



▪ ▪ ▪ ▪ ▪

Executing

Personal execution is a critical aspect in positions at work levels 1 and 2, less so at level 3 and not really that critical for success at position levels 4 to 6. The reason is that the tendency and inclination to personally perform a task (CONSCIENTIOUS AND RELIABLE), working in a very structured way following a specific process (STRUCTURING AND ORDERING) and personally following through to completing (SEEKS TO FOLLOW THROUGH AND COMPLETE) is mainly required in positions where full delegation is not possible, such as in junior or professional roles, but can also be a problem when too low, in senior management positions.

Those scoring high on this construct, are very effective in managing a specific process, with attention to detail, great focus and an obsession with finishing and completing thing, delivering high quality work.

Those scoring low in Personal Execution will find it difficult to focus and concentrate on a task until completed, will tend to be disorganised and unstructured and may neglect following through to completion. They tend to over delegate and rely heavily on others to perform the actual execution of tasks.

36%

▪ ▪ ▪ ▪ ▪



EvaleX Competence Framework: Personal

Personal mastery has to do with dealing with the challenges of your environment and coping with the commensurate stress involved.

Personal mastery can be equated with Emotional Intelligence. Emotional Intelligence is a construct consisting of a number of dimensions. The dimensions included in Personal Mastery combine neatly to produce a level of Emotional Intelligence.

Challenging

Challenge includes two dimensions, the first, URGENT FAST PACED APPROACH has to do with the belief that success is a result of maintaining a fast urgent tempo in everything you do, not daunted by deadlines. The second dimension, STRIVING AND CHALLENGING indicates a need to seek out challenging situations, the need to compete, the need to be demanding of oneself. Challenging therefor also relates to energy.

Those scoring high on this construct, prefers a fast paced tempo, an action packed that creates pressure, projects that stretches you to the limits, willing to tackle situations with a risk of failure.

Those scoring low on this construct, prefers a moderately paced tempo, a day that is manageable in terms of the tasks scheduled for it, projects that are achievable and a general aversion to risk and the possibility of failure.

14%

▪ ▪ ▪ ▪ ▪

Maturity

Maturity refers to the extent to which the individual has assimilated the approaches and behaviours which lead to success (ASSIMILATED UNDERSTANDING) and developed sound judgement in dealing with daily issues (CONTEXTUAL REASONING). Contextual Reasoning and Assimilated Understanding are both dimensions where performance in doing the test combine Cognitive ability with Emotional Maturity.

Those scoring high on this construct, show a level of maturity that allows them to deal effectively with daily work and life issues and generally see things within the right context.

Those scoring low on this construct, have not fully assimilated healthy attitudes and judgement in dealing with life issues in a mature way and may at times struggle to see things within a context.

85%

▪ ▪ ▪ ▪ ▪



Adapting

How we deal with and adapt to change (and the stress that goes with it) is greatly influenced by our need to be CALM AND COMPOSED, controlling our emotions and remaining composed under pressure. In addition the ease with which we bounce back or surge back from adversity and maintaining positive thoughts at all times (POSITIVE AND ENTHUSIASTIC).

Those scoring high on this dimension, approach new ideas and projects with a positive attitude and easily bounces back from negative experiences. They further present themselves in a very controlled way, keeping emotions in check and do not easily show frustration. On the negative side a very high level of composure also indicates a need to present a positive image at all times and people scoring high on CALM AND COMPOSED tend to be very defensive in the face of criticism.

Those scoring low on this dimension, may approach new ideas and projects with an unnecessary pessimistic attitude though often a realistic appreciation of what can go wrong, They further easily show their frustrations and emotions, with little attempt to remain composed and find it difficult to bounce back from negative situations.

32%

▪ ▪ ▪ ▪ ▪



PERSON / ENVIRONMENT FIT

Person–Environment fit refers to the extent to which an individual's interests are aligned to a Job-Family (Environment) and Position within the Job-Family.

In order to assess the candidate's fit with both the position and environment, two Interest questionnaires were completed. The purpose was to assess work preferences.

Research has proven that Vocational Interests reflect a relatively stable orientation to certain types of activities and has the following important implications:

Firstly, people will gravitate towards and be more motivated to perform the type of work/activities they find more interesting. Secondly, as they are more motivated, they will perform better than others and can continue doing it for longer. Thirdly, they are less likely to "exit" this type of work; research has indicated that those more interested in their work are less likely to resign. Fourthly, research has indicated lower absenteeism among those who are more interested in their jobs than those who are less interested in their jobs.

For the Work Type Orientation Scale below (Nine work sets) select between two and four activities or work sets that the Job Family and Position under discussion will require to be performed. For the Work Orientation Scale (16 work sets) choose between 4 and 6 work sets that the position will require to be performed. Do this irrespective of this candidate's level of interest. Now determine the extent of alignment or Person-Environment Fit by comparing the candidate's interests with the required dimensions.

PERSON / ENVIRONMENT FIT: WORK TYPE ORIENTATION SCALE



▪ ▪ ▪ ▪ ▪ PERSON / ENVIRONMENT FIT: WORK ORIENTATION SCALE



▪ ▪ ▪ ▪ ▪



Archetypes: Introduction

EvaleX Intellectual Capital Management has done extensive research into the types of positions that exist within organisations. When the nature of work was considered and analysed across the boundaries of business function, work level, type of organisation and country, a number of "Archetypes" were identified. These Archetypes exist irrespective or independent to business function, organisation type, Industry or country of operation. An Archetype implies a pattern of behaviour that can serve as a prototype to understand the position and the nature of a position. These Archetypes were defined based on the regularity with which they were observed within business organisations.

The use of Archetypes to illuminate personality was advanced by Carl Jung, a Swiss Psychiatrist, one of the most influential thinkers of the 20th century, in terms of human psychology. Jung suggested the existence of recognisable and typical patterns of behaviour with certain probable outcomes.

Applied to the modern day organisation, every position can be aligned to an Archetype, or typical framework of behaviour required from the incumbent to be successful.

The Archetypes identified can be distributed across a continuum on two different constructs. The first is "Level of Work" a construct identified by Elliot Jacques from Brunel University; a term used within his broader "Stratified Systems Theory". An Archetype can therefore manifest and be observed at specific job levels. The second construct distributes the Archetypes across a scale form "transactional" through to "operational" through to "strategic". This may in some way duplicate aspects of the Levels of Work concept, but does add another interesting aspect that will become apparent when looking at the results of an assessment.

Each Archetype has as nucleus a certain "Style" and a certain level of "Cognitive Capacity".

Style refers to a constellation of personality traits, work styles, values and interests required to exhibit the pattern of behaviour dictated by the Archetype.

Cognitive Capacity implies that some Archetypes are more complex and require from the incumbent a higher level of cognitive functioning to deal effectively with the complexity.

Archetypes: Potential



Archetypes: Position Descriptions

Process Transactor

Involves execution or transacting of specific tasks along a clearly defined process, with no opportunity to delegate; personally responsible for quality and timeous completion.

Customer Service: Low Technology

Involves direct interface with clients, providing product information (features and benefits), assisting with client decision-making, finalisation of sales at point of sale. (Low technology as in a shop)

Customer Service: High Technology

Involves direct interface with clients, providing product information (features and benefits of products), assisting with client decision making, finalisation of client transaction within a operations system. (High technology as in a call centre)

RainMaker

A sales role; Involves development of leads, cold calling, selling of products or services to clients.

Operations Supervisor

Involves managing a small team of process transactors, ensuring productivity and performance of a key operational process at a transactional level.

Branch Manager

Involves managing delivery of the organisation's products or services through one outlet or branch; integrating client expectations, staff, process and facilities to deliver defined outputs.

Coach

Involves mentoring and coaching of others, shifting and developing attitudes, mind-sets and behaviour.

Accounts Executive

Involves management of a portfolio of key clients. Analysis of needs, matching of products and services to needs, resolving delivery and operational issues, maintaining and extending sales.

Flight Controller

Involves monitoring activities of multiple role players, scheduling activities, tracking progress, reporting on activities and integration to optimise resources vs. delivery. Takes overall accountability with little line function.

The Entrepreneur

Involves identifying an opportunity, conceptualising how it will work, selling the concept and implementing the solution.

Business Analyst

Involves analysing operational performance metrics, assessing reasons for over/under performance and designing process innovations to improve performance; may involve competitor and best practice analysis.

Product Developer

Involves analysis of market, product offerings, competitors, own organisational product performance and then design of new products to fill market gaps and extend competitive differentiation.

Professional

Involves the assessment of a particular situation or problem along a defined (often professional) framework, and the execution of activities according to a defined process; usually knowledge intense and seldom delegated with no line function.

Operations Executive

Involves performance managing an operational process at an executive level to deliver defined outputs; taking control of an operation, managing a large staff compliment, integration of multiple resources.

Specialist Manager

Involves the assessment of a particular situation or problem along a defined (often specialised) framework, and the execution of activities according to a defined process; usually knowledge intense and manages a small team of professionals.

Strategist

Involves contemplating existing business models, processes, approaches, articulating their strengths and weaknesses and proposing alternatives based on environmental scanning, competitor and best practice analysis.

Senior Executive

Involves the integration of multiple core processes into an operational unit, delivering a product or service to the market, growing revenue, profits and competitive edge, positioning of the business in relation to market segments and competitors, acquisition and allocation of resources.



Documents

Trotman.Gareth.20160822.Evalex35 Selection Report v2