CALIPER essentials TM
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.
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.
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)
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)
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.
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.
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?
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.
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.
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.
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.
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.
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.
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.
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.
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
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
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.
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
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
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
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
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.
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.
Having a clear path forward; Finding agreement within the group
Hierarchical; Command-and-control oriented; Influence-driven
Use facts and data to support viewpoints; Prioritize future options and opportunities for influence
Indecision and confusion about objectives and desired outcomes; Emphasis on precision, rather than personal influence
Directing or telling in a seemingly arbitrary and/or forceful manner; Becoming increasingly competitive
Be clear and focus on the issues; Define options and remain flexible
Interacting with others and leveraging relationships to accomplish their own goals
Competitive; Ambition-driven
Be direct and focus on the goal and whom to involve
Loss of control and feeling excluded from impactful conversations
Becoming argumentative or controlling
Reinforce the value of their involvement
Seizing opportunity, gaining social reward, and receiving recognition; Reaching conclusions
Consensus-based; Enterprising; Response driven
Focus on social benefits and draw connections between people and the decision; Focus on potential gains and provide key facts
Overthinking and getting bogged down in details; Indecision and refusal to seize opportunities
Making decisions based on gut reactions or emotional bias; Taking risks to seize opportunities without fully considering the implications
Recognize their feelings and offer encouragement; Demonstrate how thinking things through can maximize positive outcomes
Completing tasks efficiently; Producing results
Procedural; Productivity-minded; Action oriented
Have a focused, agenda-driven discussion; Keep conversations brief and at a high level
Unclear goals and inefficiency; Long-term projects or planning ahead
Showing reluctance to consider other ways of doing things; Becoming distracted by new, exciting tasks
Define tasks and goals more concretely; Provide planning and follow-through support to keep them on track
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.
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.
WELCOME
Welcome to your Caliper EssentialsTM Competency Report for Selection. Gain valuable insight into a candidate's strengths, areas of opportunity, and work style in the context of one of Caliper's validated Job Models so you can determine if they are a fit for your open role.
ABOUT THIS REPORT
This report is generated from the candidate's Caliper Profile assessment results and placed against a Caliper Job Model that aligns with your open role. The information is organized in an easy-to-understand format that will help you make a confident hiring decision.
CRITICAL COMPETENCIES
Critical competencies have a direct relationship with performance measures and desired outcomes. Not only is effectiveness in these competencies very important to overall success for this role, the employee also needs to engage in them frequently.
IMPORTANT COMPETENCIES
Important competencies have a secondary relationship to overall effectiveness on the job and influence, rather than directly impact, performance measures and achievement of desired outcomes.
There may be a difference between how important the competencies are to overall success and how frequently the employee has to engage in them.
SUPPORTING COMPETENCIES
Supporting competencies represent activities or responsibilities that are needed for the job. The competencies relate to certain performance measures but may not be as directly related as those that define and differentiate success. Rather, effectiveness in these competencies bolster performance in the more critical competencies and support success in the job function as a whole.
KEY FINDINGS
Here, you will learn more about your candidate’s work behaviors on a numeric scale within the context of a validated Job Model.
This information is used to generate the customized behavioral interview questions following this section.
JOB MODEL FIT
The Fit Score is a numeric score from 1 to 99 that indicates an individual's potential fit in relation to the competencies identified as critical to success to the Job Model that is most aligned to the role. Critical, Important, and Supporting competencies for the Job Model are indicated in the section below.
COMPETENCY OVERVIEW
Here, you will learn more about your candidate’s potential with regard to the competencies within the Job Model. A more detailed breakdown of the individual's potential within these competencies comes later in the report.
The competency information within this section is the result of a robust collection of performance data, job information, and personality data conducted by Caliper over the course of many decades.
MOST NATURAL BEHAVIORS
Most Natural Behaviors are the greatest strengths displayed by the individual. Scores on the higher end range from 60-99, and in certain situations, mid-range scores may also be depicted from 40-59.
BEHAVIORS TO INVESTIGATE
These behaviors may not come as naturally to the individual and may require more exploration by the manager. Scores on the lower end range from 1-39, and in certain situations, mid-range scores may also be depicted from 40-59.
BEHAVIORAL INTERVIEW QUESTIONS
Behavioral Interview questions are designed to provoke thought, are challenging to answer, and require a candidate to call upon their past experience to respond.
BEHAVIORAL INTERVIEW QUESTIONS
Use this list of questions to add structure and consistency to your interview process. When combined with a Competency Coaching Report, questions become more self-reflective and managers can take advantage of coachable moments.
MANAGER RECOMMENDATIONS
In this section, managers receive tips on how to improve a candidate’s work behaviors within a given competency once hired. This information is specific and customized to the candidate's results.
Individual Developmental Guide (IDG)
In addition to building a plan around the Manager Recommendations, Caliper suggests providing a potential hire with an Individual Developmental Guide (IDG). Caliper's IDG is designed to provide actionable content for individuals so they can outline SMART goals and build on their strengths.
CRITICAL COMPETENCIES
The following section outlines an individual's strengths and possible challenges with regard to the critical competencies for success within the chosen Job Model.
COMPETENCY DEFNITIONS
Above each competency score, you will find a detailed definition of each competency included in the given Job Model and how effective performers are likely to behave.
COMPETENCY SCORE
For each competency within the Job Model, a score from 1-99 is indicated. This score represents the individual's alignment to the competency. Below you will find possible behavioral strengths and challenges that are representative of this competency.
STRENGTHS AND POSSIBLE CHALLENGES
The individual's Strengths to Lean On are listed under each corresponding critical competency area.
Possible Challenges are also listed for the individual, and in instances where the individual shows high potential in a given competency, no challenge will be listed.
POSSIBLE CHALLENGES
There may be instances where, even though the individual scored high in a given competency, there still could be specific behavioral aspects that may pose a challenge. Use this as an opportunity to to coach your candidate and use their Strengths to Lean On to help alleviate any potential setbacks.
IMPORTANT COMPETENCIES
The following section outlines an individual's strengths and possible challenges with regard to the important competencies for success within the chosen Job Model.
COACHING OPPORTUNITIES
It's advisable to work with the candidate in a coaching capacity in order to best leverage their strengths.
By adding on the Caliper Competency Report for Coaching, you'll have access to immediate coaching questions that can help your candidate succeed faster in a given role, should you decide to hire them.
SUPPORTING COMPETENCIES
The following section outlines an individual's strengths and possible challenges with regard to the supporting competencies for success within the chosen Job Model.
CONSULTATION WITH CALIPER EXPERTS
Because a consultation with a Caliper expert is included with each report, you will be able to further explore areas where Possible Challenges outweigh Strengths to Lean On. A Caliper Consultant can help you find nuances that could help this individual compensate for areas that require some development. Use your consultation as an opportunity to probe further and ask questions about how this person might respond in certain situations that might not play to their strengths.
PREFERRED STYLES
The following section outlines an individual's style and job-focused behavior potential in the areas of communication, interpersonal dynamics, problem solving and decision making, and personal organization and time management.
COMMUNICATION STYLE
This breakdown indicates how this person prefers to communicate - as well as potential stressors - and the behaviors that drive their communication style.
INTERPERSONAL DYNAMICS
This breakdown indicates how this person prefers to interact with others - as well as potential stressors - and the behaviors that drive their style.
PROBLEM SOLVING
This breakdown indicates how this person prefers to solve problems - as well as potential stressors - and the behaviors that drive their style.
TIME MANAGEMENT
This breakdown indicates how this person prefers to prioritize their work - as well as potential stressors - and the behaviors that drive their style.
CALIPER PROFILE TRAIT SCORES
Traits are the foundation of all the work that Caliper does and should never be interpreted at the single-trait level, but rather in combination with the rest of the individual's profile results. Traits help guide behaviors, and behaviors are what you see in the workplace.
CALIPER PROFILE ASSESSMENT
This section of the report provides the trait scores from the Caliper Profile assessment. This graph provides a holistic view of the individual.
FOR THE FUTURE
This data can be used throughout an employee's career with your company during promotions, employee development and training programs, leadership identification and development, team development, and organizational change initiatives.
LEARN MORE
You can access all your Caliper Profile trait and behavior data on our Caliper AnalyticsTM platform to help drive your talent management initiatives. To learn more about Caliper Analytics,
Click Here →
CONTACT US
If you have any questions about your report, or would like to learn more about how to leverage your report data in your talent management process, Click Here →