ADMIN PRO™

Potential for fit as

Cashier
Office Clerk




ContentsPage

Overall Admin Suitability1
Match to Position2
Match to Mentor/Environment9
Summary of Scores10
The Uncertainty Coefficient11
Responses from Opinions Section13
 
Candidate Feedback Report
     Your Personal Strengths1
     Career Planning2


# TNY59VMEB69C for Test Sample on September 1, 2021

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 Admin Pro™ (# TNY59VMEB69C for Test Sample on September 1, 2021)Page 1 

Overall Admin Suitability

   
High Ok Low 
Cashier  
   
High Ok Low 
Office Clerk  
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Match to Position

Enterprising Potential (EP) = +24





Overview

His/Her score on the EP scale would indicate a good inclination toward being comfortable in specific career environments. A strong systematic approach to developing good basic work habits would help in the area of activity planning and personal time management. With additional coaching support, he/she will invest effort in daily career activities. With respect to sales, he/she would be most comfortable in a position that required some initiation of new client contact with a balance of client maintenance. The self-management of effort will improve his/her productivity and ensure a satisfying career.

Structured Interview Questions

  • Ask him/her to describe a work situation in which he/she had to plan his/her daily activities, manage his/her time and be responsible for focusing his/her own effort to get the job done.

  • Ask him/her to outline any self-initiated skills training.

  • Verify details with his/her references.

    Developmental Suggestions

    Help build on this potential strength by offering additional instruction and coaching in personal planning and time management skills. A relatively structured approach to planning complemented by additional training and on-going observation will help him/her perform effectively. A well monitored activity plan will help him/her achieve his/her career objectives.

    Notes











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    Match to Position

    Achievement Potential (AP) = +3





    Overview

    This result on the AP scale indicates that he/she has a good amount of drive and energy and would respond well to relatively intensive goals and objectives. From a motivational perspective, he/she has a relatively balanced structure with a slight dominance of challenge and/or money over an almost equally strong service and/or recognition component. He/She would enjoy a position that focused on building good client relationships and was complemented by a strong need for achievement.

    Structured Interview Questions

  • Ask him/her to describe his/her achievements over the past two to five years which gave him/her the greatest satisfaction. What was the challenge or financial gain outcome of these accomplishments?

  • Ask him/her to describe a situation that required him/her to work harder than he/she had planned for?

  • Verify all information with the performance records of his/her references.

    Developmental Suggestions

    He/She has the energy and ambition to succeed and will profit from training that will help him/her apply his/her energy and ambition effectively. He/She will monitor his/her effectiveness from both a recognition and results perspective. Therefore, his/her coach can help him/her self manage both results and activities. Training in managing effort would help him/her feel "successful" everyday. He/She will learn best from a coach or mentor who has a style or approach that is well matched to his/her own personality.

    Notes











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    Match to Position

    Independence Potential (IP) = -8





    Overview

    His/Her score on the IP scale indicates that he/she would be very comfortable with a successful organization that has proven, well-established structure and systems. He/She would be very coachable and would display a strong commitment to existing structure after the initial training. He/She would be considered a good team player and could be relied on to follow mutually agreed to team strategies and procedures. He/She will be very attentive during the initial training and try to integrate all suggested ideas and approaches.

    Structured Interview Questions

  • Ask him/her to highlight examples from his/her previous work situations in which he/she has operated essentially on a strong teamwork basis.

  • In his/her previous position, what new systems did he/she integrate into his/her daily activities? What were the important things he/she learned from his/her previous manager or coach?

  • You should expect good feedback from his/her references.

    Developmental Suggestions

    He/She will expect his/her coach or manager to offer direction and guidance on the systems that he/she would be required to follow. Regular feedback sessions would help him/her evaluate how effectively he/she is integrating into the new structure. Training and development of self management skills, including both self evaluation and self reinforcement strategies, would help maintain good habits after the initial intensive training. He/She will also be receptive to the influence and advice of associates and peers, therefore it will be important to match him/her to team members who are similar in terms of team orientation.

    Notes











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     Admin Pro™ (# TNY59VMEB69C for Test Sample on September 1, 2021)Page 5 

    Match to Position

    Career Fit (CF) = +58





    Overview

    He/She is best matched to the Office Manager role within competitive work environments. He/She is comfortable with a balance between a relatively goal oriented, performance based culture and one which has a service component. He/She has the potential to perform well with a balance of short and longer term projects. He/She would prefer to work with minimal supervision and can be an asset when focused on organizational goals.

    Notes











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     Admin Pro™ (# TNY59VMEB69C for Test Sample on September 1, 2021)Page 6 

    Match to Position

    People Orientation (PO) = +4





    Overview

    He/She would value interactions with others on a daily basis and tend to develop longer term relationships with clients and associates.

    Structured Interview Questions

  • Ask him/her to outline how he/she developed new relationships with associates when he/she first started his/her previous job.

    Developmental Suggestions

    Capitalize on this characteristic through training communication skills and rapport building strategies.

    Notes











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    Match to Position

    Analytical Orientation (AO) = -1





    Overview

    He/She would learn what is necessary for effective on-the-job performance. Ideally, technical and product knowledge would have a practical application. He/She would tend to focus his/her learning in areas of high interest and aptitude.

    Structured Interview Questions

  • Ask him/her what he/she has done in the last two years to upgrade at a technical or professional level. Did he/she invest his/her own time and money?

    Developmental Suggestions

    If structured self study is important to his/her development, develop a mutually agreeable training program to ensure that he/she learns the necessary material. Regular coaching as a reward for time spent learning is important.

    Notes











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    Match to Position

    Self-Determination (SD) = +21


          21
      He/She express a belief that he/she has only limited control over his/her future and that chance, luck, fate and other people hold a greater degree of control over his/her future than he/she does. His/Her indicated level of self confidence is somewhat below average at this time, but this can change to a more positive level over time with successes in college, work and personal life.

    Notes
    ______________________________________________________________________

    ______________________________________________________________________

    ______________________________________________________________________

    ______________________________________________________________________



    Call Reluctance (CR) = +47


          47
      One of the main reasons that people have difficulties is the fear of rejection. Fortunately, learning how to manage rejection is a trainable skill. His/Her score indicates that he/she probably does not fear these rejections. It would be important to continually improve his/her responses in situations where rejection occurs. Have him/her work with a mentor to find different methods to turn these rejections into opportunities.

    Notes
    ______________________________________________________________________

    ______________________________________________________________________

    ______________________________________________________________________

    ______________________________________________________________________


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    Match to Mentor/Environment

    The Ideal Mentor/Subordinate Environment Should Include:

    MENTORING by a consciously competent trainer/manager of people who started with a broad range of self-management potential + SUBORDINATES who range from about average to above average in s/m potential - extremes either way are ?????

    MENTORING by a manager whose applied business philosophy is that having provided good service, one should be very strongly compensated + SUBORDINATES who recognize the same pathway to success, i.e. outstanding service : big $$$.

    MENTORING by a manager/trainer who has shown that he/she can build a caring team AND a performing group simultaneously + SUBORDINATES who are committed to working in a 'people' environment but without allowing dependencies to form.

    MENTORING by someone who isn't the 'warmest' person in town but who has built good successful work relationships among those people he/she manages + SUBORDINATES who won't be put off by a boss who may seem 'distant' at times.

    MENTORING by someone who is at least mildly enthused about the new learning opportunities and challenges of business + SUBORDINATES who are not adverse to or may even enjoy ongoing requirements for at least some upgrading training.

    The Ideal Mentor/Subordinate Environment Should Avoid:

    A MENTOR who abdicates all responsibility for putting some degree of structure in place in the operation as this person needs some help with this and/or SUBORDINATES who need total structure or those who rebel against all structure.

    A MENTOR who sees being a manager as either a way to make really big $$$ on the backs of others or, by contrast, who sees what he or she does as a way to fulfill his or her 'obligations' to society and/or SUBORDINATES who want either too much $$$ or very little out of their work.

    A MENTOR who is too demanding of his or her subordinates that they operate entirely independently with at best, only a loose-knit team and/or SUBORDINATES who want to do it all on their own and have no feel for what a 'team' can be.

    A MENTOR who doesn't feel that relationships with subordinates matter all that much and/or SUBORDINATES who need lots of feedback from clients and the boss.

    A MENTOR who either doesn't care at all about or who is totally engrossed in technology and/or SUBORDINATES who stay totally away from or who are distracted by the new technological 'toys'.

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    Summary of Scores & Cautions


    EPENTERPRISING POTENTIAL (EP)
    24
    INITIATESRESPONDS
    APACHIEVEMENT POTENTIAL (AP)
    3
    $ AND/OR CHALLENGEPEOPLE AND SERVICESAFETY AND SECURITY
    IPINDEPENDENCE POTENTIAL (IP)
    -8
    DEVELOPS OWN STRUCTUREINTEGRATES EXISTING STRUCTUREPREFERS STRUCTURE
    CF(PS)CAREER FIT (CF/PS)
    58
    COMPETITIVE ENVIRONMENTSSERVICE ENVIRONMENTS

    PEOPLE ORIENTATION
    4
    ANALYTICAL ORIENTATION
    -1

          SD

          21
          CR

          47
          UC

          45
    PAGE 3 SCORES
     
    Enterprising People Oriented Achievement Oriented Independent

    Power Scores 78 4 64 64
    Neutr Scores 54 -1 76 72

    Acquiescent Investigative Relaxed Team Oriented
     
    24 67 3 -8
    EP BL AP IP
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    The Uncertainty Coefficient

    The Uncertainty Coefficient (UC) provides an insight into whether or not the test results are reliable. High scores (above 45) indicate that the candidate may either misunderstand the profile or may be presenting him/herself in a socially desirable manner. The character traits measured by the Admin Pro™ tend to have low face validity meaning it is difficult to fake unless one is an expert in test construction. A high UC score can indicate the need to check the SD and CR scores carefully when following up with the candidate.

    The following provides detailed information on how to explore high UC scores.


    GUIDELINES FOR EXPLORING
    A HIGH UNCERTAINTY COEFFICIENT (UC) SCORE

    This brief outline will highlight the items associated with the UC score, the major reasons for a high UC score and a set of guidelines for exploring the UC score with a specific candidate. It is recommended that if a recruiter or manager has specific questions, they are encouraged to set up a consultation with a consultant from the Self Management Group.

    THE UC ITEMS

    The UC items come from the attitude page of the Admin Pro™ . They include:

  • My opinion is always the correct one.
  • I have never told a lie.
  • No one is ever rude to me.
  • All my habits are good and desirable ones.
  • I never envy another person's good luck.
  • I have never been late for work or for an appointment.
  • I have never said anything unkind about anyone else.
  • I have never boasted or bragged.

    As evident from the items, they include statements that typically require an absolute or yes/no response. They are very extreme types of questions. For example, "I have never told a lie" can realistically only be answered 1 or 5. Most people mark 1 or 2 for the item.

    A high UC score becomes a caution when it is greater than 45. To create a score of 45 or greater, a candidate would have to answer the majority of the items as either 4 or 5. Therefore, it is quite unlikely that a candidate reading the questions and answering honestly will have a high UC score. However, it can and does happen. The following section outlines the major reasons for a high UC score.

    MAJOR REASONS FOR A HIGH UC SCORE

    1. SOCIAL DESIRABILITY: This is by far the most common reason for a high UC score. The candidate in an effort to impress the recruiter attempts to present an inflated positive self-image. As a result, they mark the UC items higher. When exploring a high UC score for this reason, it is important to determine whether or not the candidate inflated just the UC items or all the items. This is usually very easy to determine by asking interview questions to justify the other elements of the report. The sample questions in the report are excellent for this purpose.

    2. LANGUAGE DIFFICULTIES: If the candidate is struggling with the language, they do NOT understand the subtleties of the words 'never' or 'always' and as a result trigger the high UC score.

    3. RANDOM RESPONDING: On rare occasions, a candidate will not be reading the questions and simply respond in a random manner. For example, mark all 5's or alternate between 1 and 5. This type of responding will generally be reflected by the UC score.

    4. SPECIFIC RELIGIOUS GROUPS: This is the least common reason for a high UC score. Our research has found that some very religious groups tend to trigger a high UC score. For example, they are being honest when they circle 5 (definitely agree) on the item "I have never told a lie". Again, this is very easy to determine in a subsequent discussion of the report.

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    The Uncertainty Coefficient (cont'd)

    POSSIBLE STEPS FOR EXPLORING A HIGH UC SCORE

    To explore the reasons for a high UC score and determine whether or not the report is reliable, the following steps are recommended.

    STEP #1: Investigate the UC items with the candidate. Go to the items on page 3 (attitude items) and ask the candidate to explain their responses to the UC items that they marked 4 or 5. An honest candidate will explain their response quite comfortably. For example, I don't usually tell lies so I marked a 4. A candidate who was distorting or inflating their self image, will become quite defensive or be unable to explain their response. A lack of explanation will also be evident with Language Difficulties or Random Responding.

    STEP #2: Look at the Self Directed (SD), Stress Coping (SC) and Call Reluctance (CR) scores. If any of these scores are greater than 60, it indicates that the candidate was also potentially inflating all the attitude scores.

    STEP #3: Investigate the power scores (Enterprising, Achievement and Independent) and the neutralizing scores (Acquiescent, Relaxed and Team Oriented) on the summary page of the report. If any of the power scores are greater than 140 or neutralizing scores less than 40, they are very unusual scores and indicate that the Admin Pro™ might be inflated.

    STEP #4: Candidate Feedback. Give the candidate the candidate feedback from the report and ask if the pages describe him or her accurately. If the answer is YES ask for examples from the persons background that would justify the Admin Pro™. If the answer is NO ask for examples from the persons background that would justify their challenges to the information.

    STEP #5: Interviewing Questions. The interview questions included in the report are designed to help the recruiter validate the Admin Pro™ from the experiences of the candidate. The Admin Pro™ is assessing potential and the answers to the interview questions should substantiate or challenge the Admin Pro™ predictions.


    SUMMARY

    In summary, the most effective strategy for minimizing high UC scores is to be proactive by selecting the appropriate language for each candidate and following the simple administration instructions. This will eliminate all the major reasons for high UC scores.

    A high UC score does NOT automatically indicate that the Admin Pro™ results are invalid but rather indicates that a recruiter or manager should be cautious about accepting the results as reliable. Reliability indicates consistency, validity is a measure of the accuracy of the results. Validity requires reliability. Therefore, by following the recommended steps to explore a high UC score will determine whether or not the Admin Pro™ results are reliable and valid.

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    Responses from Opinions Section

    1=Don't Agree At All2=Agree A Little3=Somewhat Agree4=Moderately Agree5=Definitely Agree

    1. I am successful at most aspects of my life. (4)
    2. To be successful in my career, it is necessary to get all my associates to like me. (1)
    3. Chance determines most things. (3)
    4. I have been successful at developing a large network of people. (1)
    5. Effort gets results. (5)
    6. To perform up to my potential, I must have total belief in my job. (1)
    7. I am often influenced by others. (1)
    8. I avoid actions that might make people dislike me. (2)
    9. I have never told a lie. (5)
    10. Most mistakes can be avoided. (2)
    11. It is important that people approve of me. (1)
    12. Mistakes are inevitable. (1)
    13. My family and friends support my career choices. (2)
    14. People get the respect that they deserve. (5)
    15. Aggressive salespeople usually make a good income but have less repeat business. (2)
    16. Salespeople have a positive public image. (4)
    17. Others have interfered with my success. (2)
    18. I find it easy to make new acquaintances. (5)
    19. I control my attitude toward work. (2)
    20. I am comfortable promoting my ideas to friends and associates. (2)
    21. All my habits are good and desirable ones. (4)
    22. People's good qualities are seldom recognized. (3)
    23. I never envy others their good luck. (2)
    24. Hard work brings success. (2)
    25. In a group, if a person does not like me, I feel uncomfortable. (5)
    26. Success is mostly luck. (5)
    27. I have been successful in developing a large network of friends and associates. (1)
    28. I have never been late for work or for an appointment. (3)
    29. I can be whatever I choose to be. (5)
    30. I adapt to what I think others expect of me. (3)
    31. I have never boasted or bragged. (2)
    32. What I am was decided when I was born. (3)
    33. Informal social events are a good source of sales contacts. (3)
    34. I have never said anything unkind about anyone else. (2)
    35. The right decision can change things. (4)
    36. It is very important to push people to buy a product or service after you have established they need it. (2)
    37. What will happen will happen. (2)
    38. Most people would prefer not to deal with salespeople. (4)
    39. I am successful in most areas of my life. (5)
    40. No one is ever rude to me. (1)
    41. To be successful in my career, I must change my image. (5)
    42. I let the organization define my training needs. (2)
    43. I often refer salespeople to my family and friends. (5)
    44. My opinion is always the correct one. (5)
    45. A good plan can avoid mistakes. (2)
    46. I would rather talk to a client on the telephone than in person. (1)
    47. Plans never work out. (1)
    48. I must believe in a product before I can sell it. (3)
    49. There is some good in everybody. (4)
    50. I have met very few people whom I do not like. (1)
    51. Some people are just "no good". (5)
    52. I feel comfortable promoting myself and my company at social gatherings. (3)
    53. There is no such thing as luck. (2)
    54. I get upset when salespeople call me at home. (3)
    55. Things happen mostly by accident. (2)
    56. I have bought a product or service mainly because of the salesperson. (5)
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    CANDIDATE FEEDBACK ON THE RESULTS OF THE


    Admin Pro™



    An Overview of Your Personal Characteristics & Career Strengths


    Thank you for taking the time to complete the Admin Pro™. The following information identifies several of your personal strengths that are important to your career planning. The objective of the Admin Pro™ is to match you to the "best fit" career position that will capitalize on your strengths and maximize your chances for a successful, rewarding career.
    John C. Marshall, Ph.D.


    ContentsPage

    Your Personal Strengths1
    Career Planning2

    # TNY59VMEB69C for Test Sample on September 1, 2021

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    Your Personal Strengths


    In Terms of Enterprising vs Support Role Possibilities

    You would be described as quite competitive, enterprising, assertive, aggressive and goal oriented. At times you may find new and different ways to reach your personal and work objectives and you can be self-evaluative of your performance. With appropriate training, you would find that for many aims, objectives or requirements, you would be able to develop your own plan, manage your time and focus your effort on a daily basis to reach those goals.


    In Terms of Your Style & Strength of Various Motivations

    You would be described as being motivated both by a genuine concern for the well being of others and by the opportunity to achieve an excellent standard of income for yourself through the application of your talents and effort to the achievement of very demanding goals. To achieve both your 'people- oriented' and your personal goals, you may become somewhat hard driving, eager and active and if delayed, occasionally impatient. There is a balance in your motivational pattern between an orientation towards people or service considerations and towards bettering your own life. This means that you will want to assess each step in your career path in terms of its social merit as well as its payoff to you. If either element is seriously limited in a job, you may have difficulty in committing yourself completely to it.


    In Terms of Your Independence vs Your Need to Be in the 'Team'

    You would be described as quite cooperative, obliging, efficient, conscientious, painstaking and team oriented. Generally, you would be easy on others and quite accepting of supervision. You would be a good company person working well within a variety of group settings. Security and stability would be valued working conditions desired in the job.


    In Terms of Your Orientation Towards the 'People' Side of Business

    You would be described as somewhat sociable, enthusiastic, cheerful, lively and entertaining. While valuing social interactions, you may be somewhat reserved in your initial contacts with new people. The achievement of goals would be through personal relationships developed over a very long period of time.


    In Terms of Your Orientation Towards Technical & Practical Concerns

    You would be described as somewhat logical, reflective, analytical, factual and practical. Intellectual challenges, when offered just as challenges without any obvious practical utility, would not appeal to you as strongly as would other kinds of challenge and opportunity. Ideas and concepts which were of solid practical use would be of interest to you.


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    Career Planning


    What Should You Look for In a Career that Matches You Best?

    + Look for opportunities to develop your self-management potential by training in personal time management and personal and business activity planning. The opportunity to put the skills you develop into use is important for you.

    + Look for career opportunities which combine work of genuine social value with an equally genuine opportunity to take on demanding and challenging tasks for which you will receive recognition and good financial compensation.

    + You should look for a job that is stable in an established career environment. Your preference should be to work within a recognized team type situation. For even greater job satisfaction, you should find a company that you can identify with and respect for their products and services.

    + You should look for employment that calls for an average amount of people contact and a limited number of contacts with new people. However, some of your job satisfaction would be found in the interaction with people at work.

    + Look for employment that has a limited amount of analytical, technical and discovery learning to it. There are other challenges and rewards in the career environment which are more appealing to you. When you discover these, target them as ideal job requirements/opportunities.



    What Should You Avoid in Careers that Don't Match You?

    - Avoid work situations that are absolutely and rigorously structured. You have the potential for some level of self-management and you need some flexibility to allow you to develop and use these skills for both success on the job and for your personal satisfaction.

    - Avoid jobs which you feel do not have any real human merit in them. As well, avoid positions in which everyone is treated alike regardless of their effort and performance. You can use your talents best where both the 'people' element and the challenge element are present.

    - Avoid career environments which have poor or very inexperienced supervision and those that demand an intense level of independence and/or a high demand to work essentially on your own all the time.

    - You should avoid a position where you are expected to perform an exclusively public relations role.

    - Avoid jobs that are particularly detail oriented. Jobs that require you to quickly learn and apply new technologies or vast amounts of new information won't be particularly satisfying.

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