Introduction

This report summarises the candidate's preferred or typical behaviours, measured across twenty universal competencies, that may influence, enable, or shape their job performance. The scores in this report therefore reflect the candidate's potential to perform and are based on their responses to the Occupational Personality Questionnaire (OPQ). The accuracy of this report may be affected by the veracity of the candidate's responses and their capacity for self-awareness.

This report remains valid for 18 to 24 months and should be treated as confidential. In case of any significant changes in the candidate's professional or personal circumstances, taking the OPQ again is strongly recommended.

The index numbers refer to the 20 competency dimensions of the SHL Universal Competency FrameworkTM.

Please find the definitions for the twenty universal competencies in the back of this report.

Report Key

The symbols indicate which aspects of the behavioral style are likely to contribute positively or more negatively to each competency.

Short Description Definition
Key Strength Very likely to have a positive impact
Likely Strength Likely to have a positive impact
Moderate Likely to have neither a positive nor a negative impact
Likely Limitation Likely to have a negative impact
Key Limitation Very likely to have a negative impact

Competency Potential Map

1. Leading and Deciding

1.1. Deciding and Initiating Action

2

Less likely to be a strength

  • Decides upon further actions fairly slowly and cautiously
  • Rarely strives to achieve difficult targets
  • Is capable of acting independently when required
  • Tends to avoid taking charge of the situation

1.2. Leading and Supervising

2

Less likely to be a strength

  • Takes charge of the situation fairly confidently
  • Experiences some degree of discomfort when required to lead others
  • Often makes an effort to understand others' behaviour and motives
  • Is unlikely to trust and empower others

2. Supporting and Cooperating

2.1. Working with People

3

Moderately likely to be a strength

  • Chooses between cooperation and competition depending on the situation
  • Is not very eager to provide support and assistance
  • Tends to consider the interests and motives of other team members
  • Considers it fairly important to maintain relationships within the team
  • When searching for solutions and making decisions, seeks and uses contributions from others to a moderate extent

2.2. Adhering to Principles and Values

2

Less likely to be a strength

  • Is moderately ready to seek out and consider diverse viewpoints
  • May follow established rules and regulations depending on the circumstances

Note that OPQ32 only measures some aspects of this competency, specifically related to complying with rules and using diversity in the workplace.

3. Interacting and Presenting

3.1. Relating and Networking

4

Quite likely to be a strength

  • May make some effort to understand others' drives and motives and to take them into account when building relationships
  • Is extremely sociable and animated which enables relations building with various people
  • Feels as confident as most people in formal business situations
  • Is fairly likely to adapt their personal style when relating to others

3.2. Persuading and Influencing

4

Quite likely to be a strength

  • May make considerable effort to understand others' needs and motives and fairly often considers them during negotiations
  • Is fairly interested in selling and negotiating
  • Is likely to be confident in their credentials and promote them
  • Is extremely outgoing and sociable during negotiations or when interacting with others
  • Feels as confident as most people when influencing others, including strangers

3.3. Presenting and Communicating Information

3

Moderately likely to be a strength

  • Tends to use various persuasion techniques to convince their audience
  • Is likely to feel moderately confident when formally presenting
  • Feels as calm as most people before important occasions or presentations
  • Adapts easily and comfortably to the specific needs of the audience

4. Analysing and Interpreting

4.1. Writing and Reporting

3

Moderately likely to be a strength

  • Is occasionally likely to critically assess the quality and content of reports and other texts
  • May occasionally use abstract concepts and generalisations when writing reports
  • Applies some effort to ensure written documents are reasonably structured
  • Tends to consider the specific needs of the audience when writing reports

4.2. Applying Expertise and Technology

3

Moderately likely to be a strength

  • Is prepared to work with numerical data if necessary
  • May critically evaluate job-related technical information in some situations
  • Sees some value in applying theoretical models and concepts to their job and professional activities

4.3. Analysing

3

Moderately likely to be a strength

  • Is moderately interested in analysing numerical data
  • May probe information for potential errors in analysis if required
  • May occasionally apply abstract concepts and theories to problem solving

5. Creating and Conceptualising

5.1. Learning and Researching

3

Moderately likely to be a strength

  • May at times question conventional approaches when learning new tasks
  • May recognise and identify some potential limitations when reviewing new information
  • May be interested in learning about abstract concepts and theoretical models
  • May gather additional facts and figures when required

5.2. Creating and Innovating

4

Quite likely to be a strength

  • Considers both new and established methods depending on the situation
  • Tends to welcome change and enjoy variety of tasks
  • Sees themself as a very creative person
  • Sees some relevance in applying concepts and theories to problem solving

5.3. Formulating Strategies and Concepts

3

Moderately likely to be a strength

  • May apply both new methods and conventional approaches when establishing a vision or solving strategic problems
  • Is as likely as most people to take a long term view then developing a strategy
  • Tends to balance details with the broader context
  • Recognises and appreciates the value of thinking conceptually when developing a strategy

6. Organising and Executing

6.1. Planning and Organising

3

Moderately likely to be a strength

  • Is fairly reluctant to manage others
  • Regognises the need to complete plans to deadline
  • Is as likely as most people to display a strategic approach to planning
  • Pays as much attention to detail when planning as most people

6.2. Delivering Results and Meeting Customer Expectations

3

Moderately likely to be a strength

  • Recognises the need to complete tasks in line with expectations and deadlines
  • Is as likely as most people to adopt a methodical and organised approach
  • Is as likely as most people to adhere to established rules, procedures and regulations
  • Is highly unlikely to set stretching goals for themself and others

6.3. Following Instructions and Procedures

3

Moderately likely to be a strength

  • Is as likely to follow rules and procedures as most people
  • Tends to recognise the need to keep to agreed schedules
  • Is as likely as most people to follow instructions from others

7. Adapting and Coping

7.1. Adapting and Responding to Change

4

Quite likely to be a strength

  • Is generally likely to adapt their interpersonal style and behaviour to fit specific circumstances
  • Tends to prefer variety and new experiences
  • Fairly often pays attention to the differences in others' motives and behaviours
  • Is open to using both new work methods and well-established, proven approaches

7.2. Coping with Pressures and Setbacks

4

Quite likely to be a strength

  • Maintains an outlook that balances positives and negatives
  • Is as likely as most people to be upset by criticism and negative feedback
  • Expresses their emotions as openly as most people
  • May find it fairly easy to switch off from work-related pressure and issues

8. Enterprising and Performing

8.1. Achieving Personal Work Goals and Objectives

2

Less likely to be a strength

  • Is highly unlikely to be driven and motivated to progress their career
  • Is as comfortable as most people working to a demanding schedule so it has no substantial effect on performance
  • Demonstrates a moderately competitive attitude
  • May pursue a balance between a strategic and short term view when identifying their development needs

8.2. Entrepreneurial and Commercial Thinking

2

Less likely to be a strength

  • Is moderately interested in working with financial information
  • Is evidently disinterested in achieving financial targets
  • May show some desire for competition

Competency Definitions

1. Leading and Deciding

1.1. Deciding and Initiating Action
Makes quick and clear decisions and is ready to take considered risks; takes initiative and works under own direction; acts with confidence and takes responsibility for decisions, people and projects.
1.2. Leading and Supervising
Provides the team with a clear direction and exerts control; delegates tasks, motivates and empowers others; provides people with development opportunities.

2. Supporting and Cooperating

2.1. Working with People
Shows empathy and sincere interest in people; engages others in decision-making and provides them with necessary support; shows respect for the views and contributions of others; adapts to the team, fits in and builds team spirit.
2.2. Adhering to Principles and Values
Upholds ethics and values; demonstrates consistency and integrity; promotes and defends equal opportunities and diversity; encourages organisational and invididual responsibility.

3. Interacting and Presenting

3.1. Relating and Networking
Easily establishes new relationships; builds and maintains effective networks of contacts; reconciles potential conflicts.
3.2. Persuading and Influencing
Gains agreement and commitment by persuading, convincing and negotiating; makes a strong personal impact on others and influences them; champions and effectively promotes ideas and decisions.
3.3. Presenting and Communicating Information
Speaks clearly, in a well-structured and logical way; makes presentations speaks in public with skill and confidence; responds quickly to the needs of the audience, their reactions and feedback.

4. Analysing and Interpreting

4.1. Writing and Reporting
Writes clearly and convincingly; structures information in a logical way, meeting the needs and understanding of the intended audience.
4.2. Applying Expertise and Technology
Applies specialist job knowledge and detailed technical expertise; uses relevant experience and current technology to achieve objectives; pursues continual professional development; shares knowledge and know-how with others.
4.3. Analysing
Analyses various types of data and identifies patterns and relationships; demonstrates clear analytical thinking, making rational judgments and realistic conclusions from the available information and analysis; demonstrates systemic approach to problem solving.

5. Creating and Conceptualising

5.1. Learning and Researching
Is open to new ideas and experiences; seeks out opportunities to develop and learn new skills; encourages an organisation-wide learning approach.
5.2. Creating and Innovating
Applies creativity and innovation to problem solving; produces and develops new ideas, designs, approaches or insights.
5.3. Formulating Strategies and Concepts
Identifies and creates visions for the long term future; sets and develops strategies; takes account of a wide range of relevant issues and works strategically to realise organisational goals.

6. Organising and Executing

6.1. Planning and Organising
Sets clearly defined objectives; plans activities and projects well in advance, identifying and allocating resources needed to accomplish tasks; monitors performance against deadlines and milestones.
6.2. Delivering Results and Meeting Customer Expectations
Works in a systematic, methodical and orderly way; focuses on customer needs and satisfaction; monitors and maintains quality, productivity and performance; consistently achieves goals.
6.3. Following Instructions and Procedures
Follows rules, procedures, policies and instructions without challenging authority; keeps to schedules and arrives punctually for work and meetings; demonstrates commitment to the organisation.

7. Adapting and Coping

7.1. Adapting and Responding to Change
Adapts to changing circumstances; tolerates ambiguity, accepts and welcomes change; shows interest in new experiences and emerging opportunities.
7.2. Coping with Pressures and Setbacks
Maintains a positive outlook at work; works productively even under high pressure; keeps emotions under control, handles criticism well and learns from it.

8. Enterprising and Performing

8.1. Achieving Personal Work Goals and Objectives
Accepts and tackles demanding goals with enthusiasm and zeal; works hard and is ready to make extra effort if necessary; seeks progression to roles of increased responsibility and influence; makes use of development opportunities.
8.2. Entrepreneurial and Commercial Thinking
Demonstrates interest in market and industry trends; identifies new business opportunities; is financially aware and thinks in terms of profits, losses and value added.