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CSM Trainee Assessment for Development Report July 2013

Feedback Report for Anne-Laure Boue Confidential

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1) Introduction
On the 10th July 2013, Anne-Laure participated in a structured telephone interview with Gary Luffman, Occupational Psychologist from Think Change Consulting. The conversation was arranged around two psychometric assessments completed prior to the call and the key personal skills and competencies relating to the CSM Trainee Development Programme. This report highlights the key insights gained from the interview and assessments.

2) Using this report

It is important to point out that the information in this report is based on limited evidence about Anne-Laure, gained during a 1.5 hour interview, supplemented with psychometric test results. This report should be used alongside other information gathered from a variety of sources over the course of the development programme. It can help inform further activities in terms of development and in finding and shaping future role within CSM to ensure both individual and organisation realise positive benefits. It should also be noted that the distribution of the report should only be as agreed by the CSM learning and development team.

3) Skills and competencies

The assessment criteria used to produce this report derive from discussions with key stakeholders and internally developed requirements of the trainee population. The criteria are aligned to the following personal skills/competencies rather than technical or other abilities; CSM Leadership Behaviours Dealing with Ambiguity Drive for Results Motivating others Process management Managerial Courage

Additional areas assessed Interpersonal Awareness Intrapersonal Awareness Learning Agility General Reasoning Abilities

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4) Psychometrics
The following psychometric assessments were used:

Swift Analysis Aptitude: Consists of a suite of online ability tests. Three tests were selected for this role measuring ability in the following areas. o Diagrammatic Tests ability to analyse diagrams, sequences and work flexibly with unfamiliar information o Numerical Measures ability to make correct decisions or inferences from numerical or statistical data. o Verbal Measures ability to evaluate the logic of various kinds of argument presented in written form.

Results are presented in relation to other managers/professionals. See complete profile in the appendices.

The Professional Styles Report a broad personality questionnaire designed to assess an individuals preferences and behavioural style at work. Specific areas of interest for investigation included: o Solving Problems o Influencing People o Adapting Approaches o Delivering Results Candidate scores are presented relative to a managerial and professional population. See complete profile in the appendices.

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5) Anne-Laure Boue's Summary

This section provides an overview of the detailed information contained in the remainder of the report. Friendly, confident, open and honest, Anne-Laure gave clear and concise responses to questions and was able to explore her strengths and weaknesses effectively. A key focus for Anne-Laures development will be being more willing to ask for structured, constructive feedback on her work activities and development. She will also need to work on how she receives and interprets feedback so that she is able to hear the messages as constructive and helpful in her pursuit of efficiencies and continued personal development. Her focus on meeting deadlines and being efficient could be supported by greater consideration and involvement of people in her work tasks before problems arise. Using her rapport/relationship building skills could serve as a valuable base for her to ask others for input in the information gathering, idea generation and planning stages of her work. She will need to balance her desire to be heard with actively listening to others. Her desire to build positive interpersonal relationships can help her to deliver tough, direct messages. Anne-Laure can use her strong relationships to ensure that when she needs to give challenging feedback she does this in an effective manner so her tasks remain on track as well as her relationships. Focussing on facts, data and constructive actions or support could help this occur. Her preference for completing her projects on her own may be effective in many situations but Anne-Laure will need to be aware that some projects will require her to work interdependently or through others to meet goals. Recognising the pros and cons of each approach, alongside her personal preferences, will be important. Anne-Laures often optimistic outlook and focus on efficiency may need consideration in tasks that require review and critical evaluation. This could help her identify flaws prior to action or when reviewing processes. She may be inclined to look for things working rather than finding problems and looking for improvements. Anne-Laure has a wide range of strengths that she can use in her development, such as her optimistic, enthusiastic and creative drives. When these are paired with her desire for creating plans and getting things started, and turned towards her development, it will be a powerful combination.
Factors which are likely to enhance her performance, and which could inhibit performance in their absence include;

Where organisational skills are highly valued and people appreciate being given clear priorities Where there is the opportunity to be the centre of attention and people are aware of ones achievements Where there are numerous opportunities to make new contacts, develop relationships and good networking is seen as a key to success Where there is constantly a lot on the go, people are engaged in multiple tasks and efficient use of time is important Where energy levels are high, there is a strong action orientation and people are rewarded for taking the initiative and making things happen

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Where importance is attached to punctuality and completing tasks to deadline, and reliability is clearly valued.

6) Competency analysis
The table below shows the assessors summary view of the individuals rating against each of the 9 CSM focus areas. The Ratings range from 1 to 4, as follows: 1: Risk According to the competency definition, the candidates preferred approach carries some risk for the organization with few notable positives. 2: Limited candidates contribution will be limited in its direct impact but with some strength areas. 3: On target candidates performance likely to be at target level in this area, with limited potential risks and some notable strengths. 4: Role model candidate likely to display role model characteristic in this area with negligible risks to the organization. Summary Table Competency Dealing with Ambiguity Drive For Results Motivating Others Managerial Courage Process Management Intrapersonal Awareness Interpersonal Awareness Learning Agility General Reasoning Abilities 2 2 2 2 3 3 3

Potential Rating 3 3

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7) Detailed Competency analysis

Competency definition Rating 3 Comments Strengths In most change scenarios Anne-Laure will adopt an optimistic and excited perspective, particularly if the change relates to a change in location. She will be interested to know the strategic elements of the change and will ask questions of her line manager to establish an informed view. She will not need all the facts and detail to be able to continue to work effectively.

Dealing with Ambiguity

Can effectively cope with change; can shift gears comfortably; can decide and act without having the total picture; isnt upset when things are up in the air; doesnt have to finish things before moving on; can comfortably handle risk and uncertainty.

Risks Anne-Laure will be uncomfortable when she does not have a structure or a plan in place to accomplish her work. In times of change she may have to work hard to establish these structures before being able to operate effectively, especially when strategic elements are not clear.

Development Suggestions Become familiar with a range of decision making tools and models and seek out opportunities to apply these Gain practice and become more comfortable in situations which are ambiguous and where people could have conflicting objectives Become familiar with group decision-making techniques and processes and seek out opportunities to apply these Find out about the corporate systems and processes for the management of risk Undertake a risk analysis such as a probability/impact assessment for current activities; review this with a risk practitioner

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Competency definition

Rating 3

Comments Strengths Anne-Laure will be highly motivated to achieve deadlines in line with strategic plans. She will be very focussed on establishing plans and processes to ensure she meets project timelines and will want to discuss her progress against her plans with her line manager.

Drive For Results

Can be counted on to exceed goals successfully; is constantly and consistently one of the top performers; very bottom-line oriented; steadfastly pushes self and others for results.

Risks Anne-Laure is likely to feel the need to accomplish her plans on her own rather than with other people and will feel uncomfortable asking others to help her complete key actions. Her desire to meet project timelines could be at the expense of ensuring the more detailed elements are all considered and completed effectively.

Development Recommendations Have clear personal goals and use these to set priorities; make it a habit to review the progress and relevance of your goals Understand the purpose of your role and how this relates to our own personal sense of purpose Know how to make effective use of your time Use the Flow model dynamically to balance your skills and challenges as you develop Find out more about positive psychology and how developing positivity can help transform performance Become aware of how to develop and maintain resilience

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Competency definition

Rating 2

Comments Strengths When starting projects, Anne-Laure will give a clear focus to ensuring a positive working relationship with others is established and that everyone is at ease with what is required, why and by when. She will often lead by example and seek to motivate others with her own activity and enthusiasm for a project. She will provide very specific plans and steps to be followed and be energetic in getting things started.

Motivating Others
Creates a climate in which people want to do their best; can motivate many kinds of direct reports and team or project members; can assess each persons hot button and use it to get the best out of him/her; pushes tasks and decisions down; empowers others; invites input from each person and shares ownership and visibility; makes each individual feel his/her work is important; is someone people like working for and with.

Risks Anne-Laure may be overly focussed on her point being heard and understood, at the expense of actively listening to other peoples needs and views. She may take on the investigating and planning stages for her projects in isolation, which could mean she has to spend more time ensuring people are on-board with her suggestions. Once she has built strong relationships and a project is underway her desire for efficiency can result in her communication style swinging towards being overly direct and bold. This could result in her missing valuable input from others or risk alienating them from her views.

Development Recommendations Develop a greater understanding of motivation and how to use this to achieve enhanced performance from self and others Use the psychology of influencing to understand how to increase your workplace effectiveness Become familiar with effective group process and seek opportunities to influence this Use formal leadership models such as situational leadership or action centred leadership to identify and apply appropriate leadership styles

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Competency definition

Rating 2

Comments Strengths Likely to express her opinions and views, Anne-Laure will be willing to take on responsibility for making big decisions and to challenge other people. She will provide clear and direct actions relating to her plans for other to understand and if required follow. She will be motivated to get things moving quickly to ensure timely project completion.

Managerial Courage
Doesnt hold back anything that needs to be said; provides current, direct, complete, and actionable positive and corrective feedback to others; lets people know where they stand; faces up to people problems on any person or situation (not including direct reports) quickly and directly; is not afraid to take negative action when necessary.

Risks Anne-Laure has had limited experience of leading projects and managing people and will feel very uncomfortable when having to handle challenging interpersonal situations. She will be highly anxious about giving tough, robust feedback to others or in directly asking them to do things for her. She will hold the perspective that by giving tough feedback to others this will jeopardise the positive relationships she values. She will be more inclined to take on activities her-self than delegate them.

Development Recommendations Identify a role model for this competency, observe their behaviour and seek to understand why they are successful Be comfortable using conflict in a positive way to enhance performance Review your assertiveness skills and identify development areas Develop a range of influencing styles using a model such as the Thomas Kilmann instrument, Create a stakeholder map for a current project and develop an influencing strategy/plan for each group

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Competency definition

Rating 2

Comments Strengths Anne-Laure will be energised by the information gathering, idea generation and explanation stages of managing processes. She will be motivated to get things started and will use data to help explain to others what needs to happen. She will put strong emphasis on developing a full and robust plan that she can communicate to others if required. When stuck she will be quick to ask for help to move things forward.

Process Management
Good at figuring out the processes necessary to get things done; knows how to organize people and activities; understands how to separate and combine tasks into efficient work flow; knows what to measure and how to measure it; can see opportunities for synergy and integration where others cant; can simplify complex processes; gets more out of fewer resources.

Risks Much of her activity with regards to managing processes will be taken on in isolation. This can give the impression things are moving efficiently but will reduce the variety of ideas, information and opinions she could draw upon. In some situations this may reduce overall efficiency in the long term, such as by not waiting till she is stuck to ask for input from others. Her optimistic outlook could prevent her from effectively critiquing processes in the review stages. Anne-Laure may be more inclined to look for everything to be working fine, rather than finding problems and being driven to continually improve things.

Development Recommendations Do an inventory of improvement methods/ tools you currently use and compare this to best practice guides Become familiar with both constructive and critical thinking Review the KPIs used in your area and devise proposals for replacing/improving these Use and/or encourage others to use innovative approaches to problem solving. Aim to establish a number of alternative approaches before selecting which one to use Identify how new ways of presenting data using such as infographics can best be used

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Competency definition

Rating 2

Comments Strengths Anne-Laure is likely to have a good understanding of who she is and what she wants, and will spend time thinking about her strengths and weaker areas. She will reflect on project successes and challenges to find learning points for the future.

Intrapersonal Awareness Have a sense of oneself to be able to understand personal likes, dislikes and what triggers certain emotions and thoughts. Aware of thoughts and behaviours and able to predict them in certain situations.

Risks Asking for feedback was not seen as something AnneLaure was used to doing and receiving it will often produce strong emotions as she can take things very personally. Without external feedback there is a danger that AnneLaures self-assessment may not be wholly accurate and she may miss valuable pointers for future development. In some instances Anne-Laure considered that certain personal traits came from her cultural background. Even where this is the case it should not be seen as a hindrance to making changes if required.

Development Recommendations Use the JoHari Window model to develop your sense of self Consider using 360 feedback to develop your selfawareness Learn about Golemans model of Emotional Intelligence and use this as a development tool Use a personality model such as MBTI to understand your preferred behaviours Review your personal brand and ensure that it plays to your strengths

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Competency definition

Rating 3

Comments Strengths Anne-Laure is likely to be very sociable and enjoy the company of others. She will want to build quick and strong rapport with her stakeholders. She will be aware of the need to adapt her style in relation to the different people she interacts with, to support communication with them. When creative thinking is required to get a project started, Anne-Laure will value time spent with others.

Interpersonal Awareness
Able to build on and integrate intra personal awareness, with skills used to communicate and interact with others. Including, persuasion, active listening, delegation, and leadership.

Risks Anne-Laures desire to be heard by others could reduce her ability to let others speak and for her to fully understand their views and motivations. Once a project is underway Anne-Laure is likely to prefer to get on with things on her own rather than having to continually collaborate with team members to achieve goals.

Development Recommendations Identify role model communicators and spend time observing what it is that makes them effective Get feedback from colleagues on your verbal, written, one:one and one:many communication skills Consider what communication approaches will be most successful in advance of group situations and aim to apply these Learn about Golemans model of Emotional Intelligence and use this as a development tool Seek out the opportunity to apply a win-win negotiating approach Use a model such as Transactional Analysis to understand how to develop effective relationships Work with a mentor to define and apply your own leadership brand Be aware of what it takes to be an effective team member and develop and apply these attributes

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Competency definition

Rating 3

Comments Strengths Anne-Laure is likely to learn new concepts quickly, be able to reason with a wide range of information sources and use her creative thinking to see fresh connections. She will use these factors to ensure her projects are planned well. Knowing her areas of strength and development will help guide her activities and when to check in with her line manager for advice. She will be happy to experiment with what is required in times of change and will want to quickly establish a plan in line with this to meet deadlines.

Learning Agility
Able to employ critical thinking to examine problems carefully and make fresh connections. Knows oneself and able to handle tough situations. Likely to experiment and can deal with the discomfort of change. Delivering results in first time situations through team building and personal drive.

Risks Being less exposed to external feedback will reduce the information she has to help inform how she needs to adapt. Feeling uncomfortable to deal with challenging interpersonal situations, will also reduce her ability to handle a wide range of work interactions. When strategic project elements are not clear Anne-Laure is likely to feel anxious and frustrated at not being able to develop plans and structures to get on with her tasks.

Development Recommendations Develop the habit of reflecting on performance to see how it can be improved for the future Become familiar with some structured creativity tools and seek to apply these to current projects Create opportunities to collaborate with others with innovation and creative strengths Use tools such as de Bonos thinking hats to develop a range of thinking styles Become familiar with the psychology of creativity and discuss the implications of this for the workplace with a colleague Develop a strong internal and external network that will give exposure to alternative and new approaches

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Competency definition

Rating 3

Comments Summary scores Anne-Laures scores on the reasoning test were as follows: Diagrammatic reasoning 96th Percentile Numerical reasoning 98th Percentile Verbal reasoning 46th Percentile

General Reasoning

Strengths Anne-Laure will have a very high ability to reason with information presented diagrammatically and numerically. She will be able to understand and apply new concepts very accurately and quickly.

Risks Although typical to the comparison group, Verbal reasoning may be an area Anne-Laure finds more challenging. This is likely to be exhibited in written forms of communication.

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Creating your development plan

Self-development requires time, commitment and structured planning. The following steps should help you to use the information in this report to ensure you can make the most of this opportunity to develop. Step 1: Review this report and your personal reflections from the Development Centre. What other sources of information can you use to build a broad picture of your current performance? Step 2: Review all of this information to build your selfawareness it might be helpful to work together with a learning partner on this. What patterns and trends are there in the information? Aim to identify: Known development areas Known strengths Unknown development areas Unknown strengths Evaluate this information. How does it relate to your current role and career plans? In this context what is most important and urgent for you to address? Step 3: Choose a shortlist of development needs and strengths for you to focus your development on. Generally speaking you should select a maximum of four items and aim for a balance between strengths and development needs. Step 4: Set specific goals for each of the areas. You need to be able to clearly describe the difference between what you do now and what you will do in the future. Step 5: Create SMART (Specific, Measurable, Achievable, Realistic and Time bound) objectives for each of your areas. Step 6: Review your learning experiences and preferences to identify what learning methods are likely to work best for you. Step 7: Identify specific learning opportunities you will have to work on your objectives. Bear in mind the 70:20:10 approach to learning and development i.e. 70% from on-the-job experience, 20% from coaching and mentoring, and 10% from formal training programmes. Step 8: Review your objectives frequently and amend them as required. Make sure that learning is a positive experience for you and not a chore. If you find it is a chore use reflective practice to try and understand why and take appropriate action. Step 9: Return to the beginning of the process, seek more feedback and continually assess your abilities and development goals.
Change; behaviours, attitudes & or emotions Maintain and develop existing behaviours, attitudes and emotions Self-reflection Feedback from others

Self-Awareness

Evaluation

Choice

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Appendices

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Analysis Aptitude Profile

The profile shows the Total Score as well as Accuracy, Speed and Caution Test Taking Style sub-scores across the test. The pattern of Verbal, Numerical and Diagrammatic Item Type sub-scores indicate relative strengths and limitations. All sub-scores must be interpreted in the light of the Total Score.
Scores 1 2 3 4 5 6 7 8 9 10

Total Score (Above Average - 92%ile)

Total Test Taking Style Aptitude Area

Answered more questions correctly than 92 percent of the comparison group - fairly high potential for tasks requiring critical analysis of information.

Accuracy (Above Average - 84%ile)

16 questions were answered correctly and 8 mistakes were made.

Speed (Above Average - 82%ile)

24 of the 24 questions were answered in the time allowed.

Caution (Average - 58%ile)

Speed and accuracy were balanced.

Verbal (High - 99%ile)

Answered 8 of the 8 questions and got 8 correct likely to find working with verbal information much easier than other people.

Numerical (Average - 42%ile)

Answered 8 of the 8 questions and got 3 correct likely to find working with numerical information as easy as other people.

Diagrammatic (Above Average - 86%ile)

Answered 8 of the 8 questions and got 5 correct likely to find working with diagrammatic information easier than other people.

Interpretation Guidelines
Comparison Group: Multicultural Professionals & Managers (IA; 2010) Sten 1: higher potential than about 1% of the comparison group Sten 2: higher potential than about 5% of the comparison group Sten 3: higher potential than about 10% of the comparison group Sten 4: higher potential than about 25% of the comparison group Sten 5: higher potential than about 40% of the comparison group Sten 6: higher potential than about 60% of the comparison group Sten 7: higher potential than about 75% of the comparison group Sten 8: higher potential than about 90% of the comparison group Sten 9: higher potential than about 95% of the comparison group Sten 10: higher potential than about 99% of the comparison group

Report for Mrs Anne-Laure Boue Generated on: 1-Jul-2013

Comparison Group: Multicultural Professionals & Managers (IA; 2010) Page 4 2006 - 2009 Saville Consulting. All rights reserved.

Competency PotentialProfile
The following report summarises Anne-Laure Boue's areas of greater and lesser potential based on Saville Consulting's extensive international database linking Focus Styles to work performance. Competency Description Evaluating Problems
Solving Problems
Examining Information (4); Documenting Facts (4); Interpreting Data (4)
3

Potential Low
higher potential than about 10% of the comparison group

Investigating Issues
Developing Expertise (4); Adopting Practical Approaches (7); Providing Insights (3)
4

Fairly Low
higher potential than about 25% of the comparison group

Creating Innovation
Generating Ideas (7); Exploring Possibilities (3); Developing Strategies (2)
4

Fairly Low
higher potential than about 25% of the comparison group

Building Relationships
Influencing People
Interacting with People (9); Establishing Rapport (9); Impressing People (10)
9

Very High
higher potential than about 95% of the comparison group

Communicating Information
Convincing People (6); Articulating Information (6); Challenging Ideas (5)
6

Average
higher potential than about 60% of the comparison group

Providing Leadership
Making Decisions (6); Directing People (4); Empowering Individuals (7)
6

Average
higher potential than about 60% of the comparison group

Showing Resilience
Adapting Approaches
Conveying Self-confidence (5); Showing Composure (4); Resolving Conflict (3)
3

Low
higher potential than about 10% of the comparison group

Adjusting to Change
Thinking Positively (6); Embracing Change (5); Inviting Feedback (2)
4

Fairly Low
higher potential than about 25% of the comparison group

Giving Support
Understanding People (3); Team Working (4); Valuing Individuals (2)
3

Low
higher potential than about 10% of the comparison group

Processing Details
Delivering Results
Meeting Timescales (8); Checking Things (4); Following Procedures (3)
5

Average
higher potential than about 40% of the comparison group

Structuring Tasks
Managing Tasks (10); Upholding Standards (4); Producing Output (9)
8

High
higher potential than about 90% of the comparison group

Driving Success
Taking Action (8); Seizing Opportunities (5); Pursuing Goals (5)
6

Average
higher potential than about 60% of the comparison group

Report for Mrs Anne-Laure Boue Generated on: 1-Jul-2013

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Comparison Group: Professionals & Managers (INT, IA, 2009) 2005 - 2009 Saville Consulting. All rights reserved.