MD A 1 - Test Partnership

1 Management Dilemmas Assessment Report ForAnn Example Date of assessment:24 Sep 2010 Comparison group:Norm 1 - Managers (all levels)Confidentiality StatementThis report is confidential. The content of this report should only be read by individuals who have approved Dilemmas Assessment ReportParticipant: Ann ExampleContents1 Information about this Score Interpretation JudgementLeading OthersPlanning and CoordinatingManaging PerformanceManaging Appendix: Standardised 1 of 9 2010 The A&DC Group Ltd (01483 860898)Management Dilemmas Assessment ReportParticipant: Ann Example1 Information about this ReportThis report describes how Ann Example performed in completing Management Dilemmas measures an individual s judgement and decision-making skills in relation totypical managerial situations presented in Management Dilemmas relate to four competency areas, identified throughresearch as being important for performing in a managerial role.

2 Each competency area is broken downfurther into two the Management Dilemmas test, Ann Example was required to rate the effectiveness of differentactions that could be taken in response to the situations presented. Her ratings are scored by comparingthem to the consensus of a sample of experienced senior Dilemmas measures whether an individual can recognise how effective different actions arelikely to be in response to a situation. It does not assess whether an individual would actually demonstratethose effective behaviours in practice, so please take this into consideration when reading this , research has demonstrated that tests such as this measuring situational judgement can beuseful predictors of performance at Ann Example took Management Dilemmas in unsupervised conditions, her identity has not been verifiedby an administrator when she took the test. To verify her level of capability in relation to thecompetencies assessed by Management Dilemmas, supervised methods of competency assessmentshould be used, such as simulation exercises and/or a competency-based remember that performance on Management Dilemmas is not fixed, and an individual s scores maychange over time with practice, experience and training.

3 In practice, the results from this test are likely tobe valid for up to 12 of Management Dilemmas is restricted only to registered individuals who have demonstrated therequired level of competence to apply the test and interpret the results from 2 of 9 2010 The A&DC Group Ltd (01483 860898)Management Dilemmas Assessment ReportParticipant: Ann Example2 Score ProfileThe results for Management Dilemmas are presented as Percentile Scores. The Percentile Scores indicate thepercentage of the comparison group that Ann Example scored higher than. If required, the equivalent T scoresand Sten scores are provided as an Appendix to this Managerial Judgement score indicates the overall level of performance achieved by Ann Example inresponding to the situations in the test. The competency scores are provided for additional interpretationabout her test performance. The competency scores can indicate relative strengths or potential areas fordevelopment in terms of judgement and decision-making.

4 The competency scores should be used with cautionand interpreted in the context of the Managerial Judgement time:30 minutes, 43 secondsComparison group:Norm 1 - Managers (all levels)69 Competency Scores95502769 Page 3 of 9 2010 The A&DC Group Ltd (01483 860898)Management Dilemmas Assessment ReportParticipant: Ann Example3 Interpretation GuidanceThis section provides detailed interpretation of the Management Dilemmas scores obtained by AnnExample. A broad guideline about how to interpret her percentile scores is shown in the table below. Thistable shows five bands of percentile scores and a performance description for each competency scores are each broken down into two elements for detailed interpretation. This canprovide an indication of possible areas of strength or opportunities for JudgementThis is the overall level of managerial judgement demonstrated by the participant when completingManagement Dilemmas. The score reflects the quality of her judgement and decision-making across all ofthe scenarios presented in the Example achieved an overall Managerial Judgement score that was higher than 69% of thecomparison group.

5 Overall, her performance was in the average range when judging the effectiveness ofactions across all of the situations presented in the on this score, Ann Example demonstrated reasonable judgement in identifying how appropriatedifferent actions are likely to be in managerial situations. Her judgements about the effectiveness ofactions were similar to the consensus of experienced senior managers on several occasions. Thissuggests that Ann is generally aware of the impact that different actions are likely to have in managerialsituations, but there may be some scope for improvement in specific areas. The competency scoresmay highlight some specific areas of strength to build on and opportunities for development for Ann toconsider in relation to her managerial 4 of 9 2010 The A&DC Group Ltd (01483 860898)Management Dilemmas Assessment ReportParticipant: Ann ExampleLeading OthersThis competency relates to situations where the participant is required to motivate others in challengingcircumstances and deal with difficult decisions Example achieved a score for this competency that was higher than 95% of the comparison performance was well above average when judging the effectiveness of actions in scenarios thatrequired her to focus on leading means that Ann demonstrated very sound judgement in the scenarios relating to this competencyarea.

6 Her performance on this competency can be broken down further into the two elements aspect of leading others is how a manager motivates his or her team. This element relates tosituations where the participant is required to show appreciation for others work and encourage others tocontribute to the direction of the team and s responses to these scenarios suggest that this is an area of strength for her, which she couldcapitalise on in her work. When her team is faced with challenging circumstances, it is likely that Annwill be a good judge of when it is appropriate to show her appreciation for team-members efforts, andwhen to involve them in the direction of the others is also about making the right choices when faced with tough or controversial second element relates to situations that require the participant to take ownership of difficultdecisions, demonstrating sound judgement and involving others where responses by Ann to these scenarios indicate that she is highly effective in this area.

7 When Ann isrequired to deal with a tough decision, it is likely that she will be a good judge of when it is appropriate totake personal responsibility for the decision, when to escalate it upwards and when to bring others intothe 5 of 9 2010 The A&DC Group Ltd (01483 860898)Management Dilemmas Assessment ReportParticipant: Ann ExamplePlanning and CoordinatingThis competency relates to situations where the participant is required to organise and prioritise workactivities, and coordinate the resources to deliver them Example achieved a score for this competency that was higher than 50% of the comparison performance was in the average range when judging the effectiveness of actions in scenarios thatrequired her to focus on planning and means that Ann demonstrated reasonable judgement in the scenarios relating to this competencyarea. Her performance on this competency can be broken down further into the two elements starting projects, it is important to put in place sufficient plans to ensure they will be element of planning and coordinating relates to situations which involve defining projectrequirements and planning the tasks, responsibilities and contingencies on Ann s responses, this appears to be an area where she could improve her judgement anddecision making.

8 When planning projects, she should keep in mind the importance of clearly establishingthe requirements of the project, what tasks are involved and any interdependencies, who will completethem and potential priorities and resources are also important skills in planning and coordinating. The scenariosfor this element relate to establishing task priorities accurately and coordinating the required resources sothat objectives are s responses suggest that she is generally competent at dealing with these types of making decisions around prioritising and overcoming resourcing challenges, it is likely that she willusually identify suitable actions that will help to set priorities and make use of the resources 6 of 9 2010 The A&DC Group Ltd (01483 860898)Management Dilemmas Assessment ReportParticipant: Ann ExampleManaging PerformanceThis competency relates to situations where the participant is required to manage others to achieve resultsand brings the best out of people working for Example achieved a score for this competency that was higher than 27% of the comparison performance was below average when judging the effectiveness of actions in scenarios that requiredher to focus on managing s responses to the scenarios relating to this competency indicate that there is scope forimprovement in this area.

9 Her performance on this competency can be broken down further into the twoelements shown part of managing performance is helping team members to deliver results. This element focuses onsituations that require participants to guide others to meet objectives and deliver to required standards,as well as overcoming obstacles to achieving on Ann s responses, she demonstrated good judgement in this area. When faced with situationsthat require her to help individuals and teams to deliver results, it is likely that Ann will recognise howbest to set expectations and overcome second element of managing performance is about taking steps to improve performance of individualsand the team. This element relates to situations where the participant is required to coach others toimprove performance and deal with underperformance from others in a timely and effective s responses to the scenarios about this indicate that this could be an area of development for may be useful for Ann to put more consideration into how she approaches improving others performance.

10 It is important to confront underperformance in a timely way, provide constructivefeedback and development opportunities, and set clear expectations for performance 7 of 9 2010 The A&DC Group Ltd (01483 860898)Management Dilemmas Assessment ReportParticipant: Ann ExampleManaging RelationshipsThis competency relates to situations where the participant is required to manage interpersonalrelationships with colleagues, stakeholders and direct reports, cooperating with others and addressing people issues in an appropriate Example achieved a score for this competency that was higher than 69% of the comparison performance was in the average range when judging the effectiveness of actions in scenarios thatrequired her to focus on managing means that Ann demonstrated reasonable judgement in the scenarios relating to this competencyarea. Her performance on this competency can be broken down further into the two elements is important for managers to build and maintain effective working relationships with others at all element relates to situations where the participant is required to relate effectively to colleagues,stakeholders and direct reports, and take account of others opinions and responses given by Ann suggest that she is quite effective in this area.