Caliper Corp Logo

Competency Report for Selection
Mid-Level Manager Model
Taylor D. Wilson
For General Manager
With ABC Company, Ltd.
September 20, 2018

ABOUT THIS REPORT

To find out more about how to interpret, understand, and apply the information in this report, we invite you to visit the Caliper Essentials Competency Report landing page.

If you have additional questions about this report or how to apply these results, please feel free to reach out directly to your Caliper Account Team or call (609) 524-1400.


FIT: MID-LEVEL MANAGER

Overall, Taylor D. Wilson shows high potential for success in the competencies that have been identified as most critical to your position.


COMPETENCY OVERVIEW


CRITICAL COMPETENCIES

99
51
61

IMPORTANT COMPETENCIES

85
64
64

SUPPORTING COMPETENCIES

72
45
75


KEY FINDINGS

These Key Findings outline the behaviors most likely to impact Taylor D. Wilson's success in a Mid-Level Manager context, whether they serve as a strength or pose a challenge. Caliper suggests further exploring these areas to gain insight into this individual's potential for success in your role.

Most Natural Behaviors


  • Executes improvement plans in underperforming parts of the company (Driving Results)

  • Inspires people to work toward company's mission (Leadership Communication)

  • Fosters an environment of continued performance improvement (Driving Results)

  • Conveys a sense of importance that motivates others to achieve goals (Driving Results)

Behaviors to Investigate


  • Analyzes and restructures tasks as needed in order to create an efficient workflow (Process Management)

  • Recognizes and rewards team accomplishments, celebrating team and organizational success (Team Building)

  • Applies the most relevant performance data in order to make meaningful decisions (Fact-Based Management)

  • Assists individuals in identifying their training and development needs (Coaching and Developing Others)


BEHAVIORAL INTERVIEW QUESTIONS

As a next step, Caliper suggests investigating possible challenges using these Behavioral Interview Questions. These questions were generated specifically for Taylor D. Wilson, based on the Caliper Profile results.

Analyzes and restructures tasks as needed in order to create an efficient workflow (Process Management)

Please discuss a situation that required you to restructure workflow processes. What data did you use to determine your approach? Please describe the scope of the change you proposed, the challenges you faced in implementing it, and its ultimate impact on the business.

Recognizes and rewards team accomplishments, celebrating team and organizational success (Team Building)

Please provide an example of a time when you used team rewards and celebration of accomplishments to achieve better performance from a team. How did you balance rewards or feedback for individual versus team performance?

Applies the most relevant performance data in order to make meaningful decisions (Fact-Based Management)

How do you determine what data are most relevant when making a decision? Please provide an example of a situation where you had to make such a judgment.

Assists individuals in identifying their training and development needs (Coaching and Developing Others)

Describe a situation in which you identified a person’s strengths, development needs, or goals and then used that knowledge to appropriately coach and motivate that person.


MANAGER RECOMMENDATIONS

Caliper recommends keeping these factors in mind if you bring Taylor D. Wilson on board. It might be beneficial for Taylor D. Wilson’s manager to address the following areas.

Analyzes and restructures tasks as needed in order to create an efficient workflow (Process Management)

Coach this person to consider current processes and procedures related to task and workflow management. Work with him or her to identify inefficiencies and to make adjustments, as needed, in order to increase effectiveness. Additionally, reinforce the importance of maintaining a flexible approach to task-management. While it is necessary to perform advance planning to best allocate staff and resources, a plan that is too rigid can ultimately be inefficient.

Recognizes and rewards team accomplishments, celebrating team and organizational success (Team Building)

Advise this person to regularly set time aside to recognize team and individual accomplishments. Coach him or her to do so consistently. Remind him or her that celebrating success is as important as addressing failure and that recognition of efforts can be a motivating factor for team members.

Applies the most relevant performance data in order to make meaningful decisions (Fact-Based Management)

Coach this person to be deliberative and objective when making decisions related to employee performance. Caution against relying on subjective opinions or a snapshot view of someone's performance. Doing so will help to ensure that he or she is addressing issues of substance and not just superficial concerns. Additionally, instruct him or her on an appropriate time frame in which employee performance data should be reviewed.

Assists individuals in identifying their training and development needs (Coaching and Developing Others)

Caution this individual against identifying others' training and developmental needs without their input. Advise him or her to initiate conversations with direct reports around this topic. Encourage him or her to consider not only the immediate demands of others' current position, but also their goals and aspirations for the future.


CRITICAL COMPETENCIES


Driving Results

A person who shows this competency motivates individuals to achieve and exceed goals by establishing accountabilities, clarifying performance expectations, agreeing to high standards and measures, monitoring and reviewing performance, and providing timely and relevant feedback.

Strengths to Lean On

Possible Challenges

  • Is likely to execute a provided plan to address performance gaps without reluctance to reallocate resources or make difficult staffing decisions, if necessary

  • Is likely to provide regular performance feedback and encourage others to set stretch goals that allow for ongoing development and improvement

  • Is apt to ensure others understand the importance of tasks and the need to work quickly to meet goals

  •  

  • The Driving Results competency appears to be a significant strength that should come naturally.

  •  

Fact-Based Management

Individuals who exhibit this competency view the organization as an open system, synthesize information from diverse sources, come to conclusions, and make decisions that are rational and based on sound evidence.

Strengths to Lean On

Possible Challenges

  • Is likely to use data and reporting to track performance metrics and ensure others are achieving goals

  • Is inclined to regularly use performance reporting to identify improvements, even when the information is difficult to access or complex and varied

  •  
  • Could prefer employing readily available information or even relying on instinct over having to dig through detailed or complicated reporting to make employee or team-related decisions

Coaching and Developing Others

Individuals who show this competency provide quality time and planned commitment to direct reports and provide processes and opportunities for them to understand their strengths and limitations in relation to a range of high-quality and relevant competencies.

Strengths to Lean On

Possible Challenges

  • Tends to provide performance feedback to team members in a positive, direct, and constructive fashion

  • Tends to view experiences, whether positive or negative, as opportunities for discussion around growth and development

  • Could create developmental plans for team members based on observations, without soliciting employees' input or considering their future goals

IMPORTANT COMPETENCIES


Leadership Communication

Someone who displays this competency generates a shared commitment to the organization, building morale and encouraging ownership of mission, goals, and values.

Strengths to Lean On

Possible Challenges

  • Is likely to communicate in a way that creates enthusiasm about the organization's strategies and what needs to be accomplished

  • Is likely to persevere in efforts to achieve objectives by finding a way to work through or around challenges, objections, or resistance

  • Is likely to connect with employees in a way that gains their buy-in to the company's mission, vision, and values

  •  

  • The Leadership Communication competency appears to be a significant strength that should come naturally.

  •  

Process Management

Individuals who exhibit this competency take a systematic approach in contributing to making the company's workflow more effective, efficient, and capable of adapting to an ever-changing environment.

Strengths to Lean On

Possible Challenges

  • Is apt to streamline work by identifying ineffective resources and practices and suggesting appropriate changes

  • Is apt to see what processes and workflows are needed to complete a task, but may have difficulty with complicated, detail-heavy projects or vague timelines

  •  
  • May prefer to stick with an initial plan rather than analyze effectiveness and integrate changes to promote efficiency during implementation

Organizational Savvy

Those who display this competency gather and accurately assess information related to the organization’s formal and informal communication channels and power relationships.

Strengths to Lean On

Possible Challenges

  • Is apt to proactively seek out information from connections about workforce changes in order to sustain key relationships

  • Seems capable of getting things accomplished by making use of informal communication channels with people who are in a position to assist

  •  
  • Might build support for initiatives among contacts familiar with the topic, but may struggle to adapt the message to be compelling for very different audiences across the company

SUPPORTING COMPETENCIES


Delegating

Those who exhibit this competency display strong awareness of when, how, and to whom to delegate and will clearly communicate objectives, tasks, long-term benefits, and expectations for outcomes in order to empower others to take greater responsibility.

Strengths to Lean On

Possible Challenges

  • Is inclined to consider the ideal skillset for tasks, as well as the capabilities of the available resources, when delegating assignments

  • Is apt to provide direction to team members in a forthright fashion and hold employees accountable for achieving objectives

  •  
  • Is more likely to assign new tasks and stretch goals to employees in situations where the potential for mistakes is low

Team Building

A person who exhibits this competency enables and encourages group members to work together to complete tasks and accomplish goals that individual members could not accomplish alone.

Strengths to Lean On

Possible Challenges

  • Appears motivated to garner support for the team's overall objectives and assignments from the individuals within the group

  •  

  • Is apt to place primary emphasis on executing the tasks and goals at hand rather than on recognizing the efforts of the people involved

  • May be inconsistent in soliciting input and participation from team members, doing so more regularly when a level of rapport already exists

Decisiveness

Individuals who exhibit this competency tend to take calculated risks by making decisions and taking action, even in the absence of all information.

Strengths to Lean On

Possible Challenges

  • Is likely to come to a decision and make a determined choice, even when others may hold opposing opinions

  • Is inclined to take responsibility for decisions and defend them if challenged

  • Is inclined to move ahead swiftly and accept the risk involved based on available information

  •  

  • The Decisiveness competency appears to be a significant strength that should come naturally.

  •  

PREFERRED STYLES

This section of the report presents information about this individual's general style preferences and how that relates to a work context, rather than analyzing the person's fit with a specific Job Model.


COMMUNICATION

How does Taylor D. Wilson prefer to communicate?

  • Motivators

    Having a clear path forward; Finding agreement within the group

  • Preferred Communication Environments

    Hierarchical; Command-and-control oriented; Influence-driven

  • How to Communicate With Them

    Use facts and data to support viewpoints; Prioritize future options and opportunities for influence

  • Potential Stressors

    Indecision and confusion about objectives and desired outcomes; Emphasis on precision, rather than personal influence

  • Reaction to Stress

    Directing or telling in a seemingly arbitrary and/or forceful manner; Becoming increasingly competitive

  • How to Minimize Stressors

    Be clear and focus on the issues; Define options and remain flexible


INTERPERSONAL DYNAMICS

How does Taylor D. Wilson prefer to interact with others?

  • Motivators

    Interacting with others and leveraging relationships to accomplish their own goals

  • Preferred Interacting Environments

    Competitive; Ambition-driven

  • How to Interact With Them

    Be direct and focus on the goal and whom to involve

  • Potential Stressors

    Loss of control and feeling excluded from impactful conversations

  • Reaction to Stress

    Becoming argumentative or controlling

  • How to Minimize Stressors

    Reinforce the value of their involvement


PROBLEM SOLVING AND DECISION MAKING

How does Taylor D. Wilson prefer to solve problems?

  • Motivators

    Seizing opportunity, gaining social reward, and receiving recognition; Reaching conclusions

  • Preferred Problem-Solving Environments

    Consensus-based; Enterprising; Response driven

  • How to Solve Problems With Them

    Focus on social benefits and draw connections between people and the decision; Focus on potential gains and provide key facts

  • Potential Stressors

    Overthinking and getting bogged down in details; Indecision and refusal to seize opportunities

  • Reaction to Stress

    Making decisions based on gut reactions or emotional bias; Taking risks to seize opportunities without fully considering the implications

  • How to Minimize Stressors

    Recognize their feelings and offer encouragement; Demonstrate how thinking things through can maximize positive outcomes


PERSONAL ORGANIZATION AND TIME MANAGEMENT

How does Taylor D. Wilson prefer to prioritize?

  • Motivators

    Completing tasks efficiently; Producing results

  • Preferred Prioritizing Environments

    Procedural; Productivity-minded; Action oriented

  • How to Prioritize With Them

    Have a focused, agenda-driven discussion; Keep conversations brief and at a high level

  • Potential Stressors

    Unclear goals and inefficiency; Long-term projects or planning ahead

  • Reaction to Stress

    Showing reluctance to consider other ways of doing things; Becoming distracted by new, exciting tasks

  • How to Minimize Stressors

    Define tasks and goals more concretely; Provide planning and follow-through support to keep them on track


CALIPER PROFILE TRAIT SCORES

This graph shows Taylor D. Wilson's personality traits directly measured by the Caliper Profile. Each bar shows the percentile rank of how this individual scored on each trait relative to the appropriate Caliper norm group, which is a representative sample of the workforce. For trait definitions, please click here.

41
4
54
77
84
75
86
60
99
20
32
28
60
37
75
78
79
84
91
40
98

The information provided in this report is based solely on data developed from the Caliper Profile assessment. It should be interpreted in light of other information that is available about the individual and should never be used as the sole basis upon which to make a hiring, development, or promotion decision. To make an informed decision about whether this individual is likely to be successful with your organization, Caliper advises you to use this report in conjunction with other knowledge about the candidate, particularly information from the individual’s interview, résumé, and application as well as feedback from references.