Occupational Personality

Questionnaire
OPQ32n Comprehensive Report
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John Smith's Personality Profile
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,uestionnaires an* are the sole suppliers of materials an* soft-are to a*minister an* score the
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Report generate* +y /nterpreter 2((( e0pert system) Copyright 1 C/2 Test Pu+lishers 3444)
Page 1 OPQ Report on John Smith's Personality Profile
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INTROD!TION
This report is a confi*ential summary +ase* on responses to the Occupational Personality
Questionnaire 5OPQ32n6) /t *escri+es some .ey features of John Smith's personal style an*
in*icates ho- they may affect his performance at -or.) The report covers John Smith's personality
characteristics# personal competencies# team roles# management style# selling style an* occupational
interests) /n or*er to help John Smith *eci*e -hat he may nee* to *o to improve his personal
effectiveness# *evelopment a*vice is also provi*e*) The accuracy of the report *epen*s on -hether
John Smith's ,uestionnaire responses accurately reflect the -ay he +ehaves) is response style
in*icates that the report shoul* +e reasona+ly accurate) Please .eep in min* that +ecause no test is a
perfect measuring instrument the scores may +e su+7ect to a small potential error meaning that the
'true' score on any *imension may +e 3 sten higher or lo-er than reporte*)
PRO"I#$ S%%&R'
The OPQ mo*el of personality covers seven .ey areas of personality that affect the -ay people
relate to others# han*le stress# respon* to change as -ell as ho- motivate* they are to-ar*s -or.)
$ *istinctive feature of his profile is that he is a social person) is profile on these factors is as
follo-s)
8 Socia+ility) e comes over as +eing very socia+le 5Socia+ility Sten 96)
8 /nfluence) e is a fairly influential person 5/nfluence Sten '6)
8 Creativity an* Change) e has a slightly more innovative style of creativity an* pro+lem
solving than most people 5Creativity : Change Sten '6)
8 ;mpathy) he is as consi*erate as the ne0t person 5;mpathy Sten <6)
8 %ynamism) e seems to +e as *ynamic as the average person 5%ynamism Sten <6)
8 Structure) e seems to +e as organise* as the ne0t person 5Structure Sten =6)
8 ;motion) e is slightly more temperamental than the average person 5;motion Sten >6)
(ey Personality "actors
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Stan*ar* Ten Score
3 2 3 > = < ' 9 4 3( %imension
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? Socia+ility
? /nfluence
? Creativity : Change
? ;mpathy
? %ynamism
? Structure
? ;motion
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Page ) OPQ Report on John Smith's Personality Profile
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P$RSON&#IT' DI%$NSIONS
1* Relationships +ith People
John Smith's personality -ill influence his approach to -or.ing -ith people an* his relationships
-ith them) /nfluence# socia+ility an* empathy are personal ,ualities -hich influence ho- -ell
people get on an* -or. together) John Smith's profile on these *imensions is as follo-s)
36 Influence* John Smith comes over as +eing slightly more influential than most) !i.e the
ma7ority of people -ith an influential style# he li.es selling# *e+ating an* negotiating
5Persuasive Sten 46# he seems to +e reasona+ly comforta+le in lea*ership positions
5Controlling Sten '6 an* he ten*s to prefer to *o things his -ay rather than follo- other
people's *ecisions 5/n*epen*ent 2in*e* Sten '6) e e0presses his vie-s an* opinions as
forcefully as the ne0t person 5Outspo.en Sten <6)
26 Socia,ility* e comes over as +eing more e0trovert an* outgoing than most) /n common
-ith people -ith an e0trovert style# he is very tal.ative an* socia+le 5Outgoing Sten 46# he
has close -or.ing relationships 5$ffiliative Sten 96 an* he han*les social situations fairly
-ell 5Socially Confi*ent Sten '6)
36 $mpathy* e seems to +e as supportive as the average person) /n common -ith people -ith
a supportive style# he ten*s to listen to people an* encourage them to +ecome involve*
5%emocratic Sten '6) e is as mo*est a+out his achievements as most people 52o*est Sten
=6 an* he is as sympathetic an* caring as the average person 5Caring Sten =6)
Strengths
The most *istinctive features of his relationships -ith people are as follo-s@
8 he li.es selling# *e+ating an* negotiating 5RP3 @ Persuasive Sten 46A
8 he is lively# tal.ative an* animate* 5RP= @ Outgoing Sten 46A
8 he has a -arm personality an* li.es to *evelop close relationships 5RP< @ $ffiliative Sten
96)
-ea.nesses
The potential -ea.nesses of his approach are as follo-s@
8 he may not al-ays give other people the chance to say -hat they thin. 5RP3 @ Persuasive
Sten 46A
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8 ,uieter people may see him as too lou* an* e0u+erant 5RP= @ Outgoing Sten 46A
8 he may +e too influence* +y -hat other people -ant to *o 5RP< @ $ffiliative Sten 96)
De0elopment &10ice
/f he has any of these -ea.nesses# he might li.e to thin. a+out -hether there are occasions -hen he
coul* improve his personal effectiveness +y@
8 giving other people the chance to say -hat they thin. +y occasionally not giving his i*eas
straight a-ay 5RP3 @ Persuasive Sten 46A
8 .eeping a chec. on a possi+le ten*ency to occasionally +e too highBspirite* 5RP= @
Outgoing Sten 46A
8 using *ifferent -ays of -or.ing to influence an* manage people 5RP< @ $ffiliative Sten 96)
)* Thin.ing Style
People *iffer in ho- they approach -or. an* respon* to change +ecause of *ifferences in 'thin.ing
style') %ifferences in thin.ing style are the result of *ifferences in a person's analytical approach#
creative style an* interests in organisation an* planning)
36 &nalysis* e is intereste* in people's motives an* +ehaviour 5Cehavioural Sten 96) e
prefers to use his intuition rather than analyse things 5%ata Rational Sten 36 an* he
generally leaves evaluation to others 5;valuative Sten 26)
26 !reati0ity an1 !hange* e has a slightly more innovative style of creativity an* pro+lem
solving than most people) e tries to fin* unusual solutions to pro+lems 5Conceptual Sten
46# he seems to en7oy change an* *oing ne- things 5Dariety See.ing Sten '6 an* he usually
a*apts his +ehaviour to the situation 5$*apta+le Sten 96) e is reasona+ly open to ne- i*eas
an* approaches 5Conventional Sten =6 an* he comes up -ith i*eas for improvements as
often as his peers 5/nnovative Sten <6)
36 Structure* On +alance# he is pro+a+ly as organise* as the average person) !i.e the ma7ority
of people -ith an organise* style# he ten*s to follo- rules an* regulations 5Rule Eollo-ing
Sten '6) e is as li.ely to thin. things through an* plan ahea* as most people 5Eor-ar*
Thin.ing Sten =6 an* he is as li.ely to follo- things through an* complete things as most
people 5Conscentious Sten <6) e pro+a+ly ma.es mista.es in the *etails 5%etail Co+scious
Sten 26# ho-ever# a ,uality usually associate* -ith people -ith a less organise* style)
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Strengths
The most *istinctive features of his thin.ing style are as follo-s@
8 he is intereste* in people an* their +ehaviour 5TS3 @ Cehavioural Sten 96A
8 he is intellectually curious an* en7oys a mental challenge 5TS= @ Conceptual Sten 46A
8 he a*apts his +ehaviour to suit the situation 5TS9 @ $*apta+le Sten 96A
8 he uses his intuition an* 7u*gement rather than facts an* figures 5TS3 @ %ata Rational Sten
36A
8 he ten*s to focus on the positive aspects of a situation rather than loo. for potential
pro+lems 5TS2 @ ;valuative Sten 26A
8 he *oes not me**le or *eal in trivia 5TS3( @ %etail Conscious Sten 26)
-ea.nesses
The potential -ea.nesses of his approach are as follo-s@
8 he may give too much consi*eration to people issues 5TS3 @ Cehavioural Sten 96A
8 he may come across as some-hat a+stract an* theoretical 5TS= @ Conceptual Sten 46A
8 he may +e seen as inconsistent an* unpre*icta+le 5TS9 @ $*apta+le Sten 96A
8 he *oes not ma.e use of all the information availa+le to him 5TS3 @ %ata Rational Sten 36A
8 he ta.es the ,uality of -or. for grante* 5TS2 @ ;valuative Sten 26A
8 he may leave +ehin* a trail of minor pro+lems 5TS3( @ %etail Conscious Sten 26)
De0elopment &10ice
/f he has any of these -ea.nesses# he might li.e to thin. a+out -hether there are occasions -hen he
coul* improve his personal effectiveness +y@
8 +alancing ho- people -ill react -ith the commercial aspects of a situation 5TS3 @
Cehavioural Sten 96A
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8 communicating his vie-s an* i*eas in -ays people can un*erstan* 5TS= @ Conceptual Sten
46A
8 ensuring that he *oes not treat people unfairly 5TS9 @ $*apta+le Sten 96A
8 ma.ing more use of information# facts an* tren*s 5TS3 @ %ata Rational Sten 36A
8 revie-ing an* evaluating his successes an* failures in or*er to learn lessons 5TS2 @
;valuative Sten 26A
8 ta.ing a greater interest in an* responsi+ility for ,uality an* getting the *etail right 5TS3( @
%etail Conscious Sten 26)
/* "eelings an1 $motions
John Smith's approach to -or. is influence* +y his feelings an* emotions) These cover ho- sta+le#
resilient an* motivate* he is) $s -ith other sections of this report# the accuracy of the results
*epen*s on ho- -ell his ,uestionnaire responses reflect his actual +ehaviour) John Smith's profile is
as follo-s)
36 $motion* e is much more an0ious than the average person) !i.e many people -ith a more
highBstrung style# he is less rela0e* a+out things 5Rela0e* Sten 36 an* he -orries a+out
things 5Forrying Sten 96) e is also slightly less resilient than the average person) !i.e the
ma7ority of people -ith a less resilient style# he is slightly sensitive to criticism 5Tough
2in*e* Sten >6 an* he e0presses his emotions an* feelings un*er pressure 5;motionally
Controlle* Sten 36) e is as cheerful an* optimistic as most people 5Optimistic Sten =6 an*
he is pro+a+ly as critical an* challenging as most of his peers 5Trusting Sten <6)
26 Dynamism* Overall# he is pro+a+ly as vigorous as the average person) !i.e the ma7ority of
people -ith a *ynamic style# he is slightly more active an* energetic than most people
5Digorous Sten '6 an* he is more am+itious than most 5$chieving Sten 96) e ten*s to
a*opt cooperative approaches 5Competitive Sten >6 an* he often ta.es a little time to reach
a *ecision 5%ecisive Sten >6# ho-ever# ,ualities usually associate* -ith people -ith an
easygoing style)
Strengths
The most *istinctive features of his feelings an* emotions are as follo-s@
8 he gets an0ious an* .eye* up +efore important events 5E;2 @ Forrying Sten 96A
8 he is motivate* an* committe* to his career 5E;4 @ $chieving Sten 96A
8 he -orries a+out getting things right 5E;3 @ Rela0e* Sten 36A
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8 he e0presses his feelings an* emotions 5E;< @ ;motionally Controlle* Sten 36)
-ea.nesses
The potential -ea.nesses of his approach are as follo-s@
8 he fin*s it *ifficult to rela0 an* s-itch off 5E;2 @ Forrying Sten 96A
8 he fin*s it *ifficult to +alance career an* family commitments 5E;4 @ $chieving Sten 96A
8 he fin*s it har* to stay calm in uncertain situations 5E;3 @ Rela0e* Sten 36A
8 he comes across as emotionally volatile an* unpre*icta+le 5E;< @ ;motionally Controlle*
Sten 36)
De0elopment &10ice
/f he has any of these -ea.nesses# he might li.e to thin. a+out -hether there are occasions -hen he
coul* improve his personal effectiveness +y@
8 learning to rela0 an* s-itch off 5E;2 @ Forrying Sten 96A
8 thin.ing a+out ho- to +alance career *eman*s an* *omestic responsi+ilities 5E;4 @
$chieving Sten 96A
8 +eing actively involve* in -hat he has planne* an* loo.ing for potential *ifficulties an*
pro+lems 5E;3 @ Rela0e* Sten 36A
8 learning to control his emotions an* feelings 5E;' @ ;motionally Controlle* Sten 36)
P$RSON&# !O%P$T$N!I$S
1* !reati0ity an1 Inno0ation
2anaging innovation means trying to ma.e things +etter an* continuously improve things) This
entails thin.ing har* a+out -hat to *o# ho- to *o things an* loo.ing closely at -hat actually
happens) is personality profile in*icates that he has a fairly innovative thin.ing style) /n or*er of
strength# his personal ,ualities relate* to creativity an* innovation are as follo-s)
36 Pro,lem &nalysis* e often approaches pro+lems from unusual angles an* loo.s for
alternative avenues of solution 5TS= @ Conceptual Sten 46)
26 Selling I1eas* e can usually sell his i*eas an* gain other people's agreement 5RP3 @
Persuasive : RP3 @ Outspo.en Sten 96)
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36 &cceptance of !hange* e is more open to ne- i*eas an* approaches than most people
5TS' @ Dariety See.ing : TS9 @ $*apta+le Sten 96)
>6 Ris. Ta.ing* e is as -illing as the average person to +en* rules an* ta.e ris.s to ma.e
things +etter 5TS> @ Conventional : TS32 @ Rule Eollo-ing Sten <6)
=6 Originating !hange* e is as capa+le as the ne0t person of fin*ing +etter -ays of *oing
-or. 5TS< @ /nnovative Sten <6)
<6 Implementing I1eas* e seems to +e less intereste* in the *etaile* aspects of
implementing change 5TS4 @ Eor-ar* Thin.ing# TS3( @ %etail Conscious : TS33 @
Conscientious Sten >6)
)* -or.ing +ith People
For.ing -ith people effectively means respon*ing to people's nee*s# getting on -ell -ith people
an* getting people to -or. together) is personality profile in*icates that he is pro+a+ly slightly
more socially s.ille* than the average person) e has the follo-ing interpersonal ,ualities)
36 Relationships +ith People* e li.es -or.ing -ith other people 5RP= @ Outgoing : RP< @
$ffiliative Sten 96)
26 Ta.ing !harge* e seems to +e capa+le of ta.ing charge an* organising people 5RP2 @
Controlling Sten '6)
36 6an1ling Social Situations* e is reasona+ly comforta+le an* s.ille* in social situations
5RP' @ Socially Confi*ent Sten '6)
>6 !onsulting People* e seems to listen to people an* encourage them to +ecome involve*
5RP4 @ %emocratic Sten '6)
=6 Supporting Others* e is as consi*erate an* supportive as the ne0t person 5RP3( @ Caring
Sten =6)
/* Pressure an1 Stress
$n important feature of self management is *ealing -ith emotions an* pressures) John Smith's
personality profile in*icates that he is pro+a+ly a little less sta+le than the average person) e has
the follo-ing personal ,ualities)
36 &n7iety* e pro+a+ly gets irrita+le an* impatient -hen things go -rong 5E;3 @ Rela0e* :
E;2 @ Forrying Sten 96)
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26 Dealing +ith Set,ac.s* e is pro+a+ly as capa+le as the ne0t person of remaining positive
in the face of set+ac.s an* *isappointments 5E;> @ Optimistic Sten =6)
36 6an1ling !riticism* e is fairly sensitive to -hat people say a+out him an* can get upset
+y criticism 5E;3 @ Tough 2in*e* Sten >6)
>6 $7pressing $motions* e usually e0presses his emotions an* feelings 5E;< @ ;motionally
Controlle* Sten 36)
2* Decision %a.ing
$ competent *ecision ma.er gets an* uses information# i*entifies i*eas an* fin*s -ays of using
them an* ma.es use of situations) John Smith seems to ma.e *ecisions in the follo-ing -ay)
36 !onsulting Others* e ten*s to consult people an* often ma.es *ecisions -hich sho-
consi*eration for people's values an* situations 5RP4 @ %emocratic Sten '6)
26 Openness to !hange* e is pro+a+ly pretty open to ne- i*eas an* approaches -hen
ma.ing *ecisions 5TS' @ Dariety See.ing Sten '6)
36 Ris. Ta.ing* e is as -illing as the average person to +en* rules an* ta.e ris.s -hen
ma.ing *ecisions 5TS> @ Conventional : TS32 @ Rule Eollo-ing Sten <6)
>6 Originality* e is typical of people generally in terms of his a+ility to come up -ith ne-
i*eas an* ma.e creative *ecisions 5TS< @ /nnovative Sten <6)
=6 Decisi0eness* e ten*s to *eci*e things slo-ly an* carefully 5E;3( @ %ecisive Sten >6)
<6 Rational 9 #ogical* e *oes not usually thin. things through an* analyse the issues 5TS3 @
%ata Rational : TS2 @ ;valuative Sten 26)
T$&% RO#$S
;ffective team -or.ing *epen*s on team mem+ers a*7usting to each otherGs e0pertise an* team role
capa+ilities) Personality an* mental a+ilities fit people for some team roles an* limit their a+ility to
play others) The OPQ measures nine team role *imensions) /n or*er of strength# his team role
profile comes out as follo-s)
36 Shaper* e has some of the personality attri+utes of the 'Shaper') Shapers are *ynamic#
outgoing an* highly strung) They challenge# pressuriHe an* fin* -ays roun* o+stacles) They
are prone to provocation an* shortBlive* +ursts of temper 5S @ Team Roles Sten '6)
26 Resource In0estigator* e has some of the attri+utes of the 'Resource /nvestigator')
Resource /nvestigators are e0trovert# enthusiastic an* communicative) They are goo* at
e0ploring opportunities an* *eveloping contacts# +ut can lose interest or get *iverte* once
their initial enthusiasm has passe* 5R/ @ Team Roles Sten '6)
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36 Plant* e has a mi*Brange score on the 'Plant' role) e is typical of managers generally in
terms of his originality an* inventiveness) Plants are typically more creative# imaginative
an* unortho*o0 than most) Their strength is their a+ility to solve *ifficult pro+lems) $
common -ea.ness is communicating an* managing or*inary people 5P! @ Team Roles Sten
<6)
>6 !oor1inator* e has a mi*Brange score on the 'Coor*inator' role) e is pro+a+ly as capa+le
as most other people of operating as the team's chairperson) Coor*inators are mature#
confi*ent an* trusting# They ma.e goo* chairmen clarifying goals an* promoting *ecision
ma.ing 5CO @ Team Roles Sten <6)
=6 Team -or.er* e has a mi*Brange score on the 'Team For.er' role) e is as people
oriente* an* team focuse* as most other people) Team For.ers are social# perceptive an*
accommo*ating) They listen# +uil* on the i*eas of others an* help avert friction# +ut they
can +e in*ecisive in crunch situations 5TF @ Team Roles Sten <6)
<6 !ompleter* e has a mi*Brange score on the 'Completer' role) e seems to +e as committe*
as most people to finishing tas.s an* meeting ,uality stan*ar*s) Completers are
conscientious an* painsta.ing) They search out errors an* omissions an* *eliver on time)
They are also incline* to -orry un*uly an* are reluctant to *elegate 5CE @ Team Roles Sten
=6)
'6 Specialist* e has a mi*Brange score on the 'Specialist' role) Specialists +ring technical
e0pertise to the team +ut sometimes fail to see the +roa*er picture 5SP @ Team Roles Sten =6)
96 Implementer* e *oes not have many of the personal ,ualities of the '/mplementer')
Turning i*eas into practical actions is pro+a+ly not his strength) /mplementers are relia+le#
*iscipline*# conservative an* efficient) They are goo* at turning i*eas into practical actions#
+ut can +e some-hat infle0i+le an* slo- to respon* to ne- possi+ilities 5/2 @ Team Roles
Sten >6)
46 %onitor $0aluator* e *oes not seem to have many of the attri+utes of the '2onitor
;valuator') Offering measure*# *ispassionate critical analysis is pro+a+ly not his natural
team role) 2onitor ;valuators see all the options an* analyse things critically an*
o+7ectively) o-ever# they sometimes lac. *rive an* the a+ility to inspire others 52; @
Team Roles Sten >6)
%&N&;$%$NT ST'#$
$nalysis of John Smith's nine team roles provi*es the follo-ing picture of his management style
an* a+ility to play *ifferent managerial roles)
36 Team %anager* e seems to possess some of the ,ualities of the 'Team 2anager') Team
2anagers have high scores on the Coor*inator# Resource /nvestigator an* Team For.er
roles) They have a participative management style an* get people to -or. -ell together
5T2 @ SupraBRole Sten '6)
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26 !reati0e Director* e has a mi*Brange score on this supraBrole) e is pro+a+ly as capa+le
of provi*ing creative *irection as the ne0t person) Creative %irectors have the ,ualities of
the Shaper an* Plant +ut not of the Team For.er) They provi*e i*eas an* *irection +ut are
not very participative 5C% @ SupraBRole Sten =6)
36 Pro=ect %anager* e has a mi*Brange score on this supraBrole) e seems to +e typical of
managers generally in terms of his a+ility to implement change) Pro7ect 2anagers have
high scores on the /mplementer# Completer an* 2onitor ;valuator roles 5T2 @ SupraBRole
Sten =6)
>6 Strategist* e has a mi*Brange score on this supraBrole) e is pro+a+ly as capa+le as the
ne0t manager of provi*ing strategic *irection) Strategists have the ,ualities of the Shaper#
2onitor ;valuator an* Specialist 5ST @ SupraBRole Sten =6)
S$##IN;
/nfluencing people an* selling i*eas is an important part of managerial an* professional -or.) &ey
points a+out John Smith's approach to selling are as follo-s)
36 >eing Socia,le* e is e0trovert an* outgoing an* shoul* *evelop goo* relationships -ith
customers 5Socia+ility Sten 96)
26 Resilience* e is an0ious to *o -ell an* -orries a+out things 5Rela0e*IForrying Sten 96)
36 Negotiating* e is li.ely to +e fairly assertive an* confi*ent in formal selling or negotiating
situations 5/nfluence Sten '6)
>6 >eing Inno0ati0e* e -ill ten* to +ring ne- i*eas an* approaches to sales situations
5Creativity an* Change Sten '6)
=6 Sho+ing $mpathy* e is pro+a+ly as sensitive to customers' vie-s an* concerns as the
ne0t person 5;mpathy Sten <6)
<6 Personal %oti0ation* e pro+a+ly has as much motivation an* commitment to achieve a
sale as the ne0t person 5%ynamism Sten <6)
'6 Organise1* e is as organise* as the average person 5Structure Sten =6)
96 !ontrol* e pro+a+ly fin*s it a +it *ifficult to maintain effective -or. +ehaviour in the face
of set+ac.s or pressure 5Tough 2in*e*IOptimisticI;motionally Controlle* Sten >6)
O!!P&TION&# INT$R$STS
The implications of John Smith's personality profile for the type of -or. he is li.ely to prefer are as
follo-s)
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36 Social* e has some of the interpersonal ,ualities of 'Social' people) Social people are
-arm# persona+le an* socia+le an* choose ocupations -hich involve -or.ing closely -ith
people 5Social Theme Eormula Sten '6)
26 $nterprising* e sho-s some of the ,ualities of ';nterprising' people) ;nterprising people
are e0travert# assertive an* achieving an* prefer occupations -here they can a*vance
5;nterprising Theme Eormula Sten '6)
36 &rtistic* $s far as his personality is concerne*# he pro+a+ly has as much aptitu*e for
creative an* artistic -or. as the average person) $rtistic people are creative# openBmin*e*
an* innovative 5$rtistic Theme Eormula Sten <6)
>6 In0estigati0e* e has an average score on this *imension) /nvestigative people have
analytical s.ills an* curiosity) They prefer occupations in research# pro*uct *evelopment
an* *esign 5/nvestigative Theme Eormula Sten =6)
=6 Realistic* e *oes not have many of the personality traits of the 'Realistic' person) e may
sho- less interest in an* aptitu*e for manual# mechanical an* out*oor activities 5Realistic
Theme Eormula Sten >6)
<6 !on0entional* e *oes not have many of the traits of the 'Conventional' person) This
suggests a preference for -or. -hich is more flui* an* changing 5Conventional Theme
Eormula Sten >6)
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OPQ INT$RPR$TI?$ R$PORT
This report is a computerBgenerate* interpretation of scores on the Occupational Personality
Questionnaire 5OPQ6) The OPQ is a selfBreport inventory -hich provi*es information a+out an
in*ivi*ualGs self perception) The report is *esigne* for ,ualifie* human resource professionals -ho
un*erstan* the limits of psychological testing) /t shoul* +e vie-e* as only one source of
information a+out a person) Jo *ecisions shoul* +e +ase* solely on the information in the report)
The /nterpreter program operates +y applying *ecision rules to a can*i*ateGs profile of scores) /f the
scores e0cee* certain cutBoff points# the program pro*uces narrative statements *escri+ing the li.ely
meaning of the scores) The narrative *escriptions are +ase* on scale *escriptions in the test manual#
research fin*ings an* inferences that a personality assessment e0pert might ma.e given the
o+serve* scores) The *escriptions of personality an* +ehavioural style are +ase* on Sten scores
-hich compare an in*ivi*ualGs scores -ith that of a norm group) /t is important to recognise that the
choice of norm group affects the interpretive statements generate* +y the soft-are) The /nterpreter
program has +een prepare* -ith care an* in goo* faith) Jo lia+ility can +e accepte* +y the program
*esigner or C/2 Test Pu+lishers)
Occupational Personality
Questionnaire
OPQ32n /ntervie- Suggestions Report
_______________________________________________________________
John Smith's Personality Profile
The OPQ Personality Questionnaires are copyright the S! "roup plc# 3 $C Court# igh
Street# Thames %itton# Surrey# &T' (SR) The S! "roup plc *evelope* an* pu+lish the
,uestionnaires an* are the sole suppliers of materials an* soft-are to a*minister an* score the
,uestionnaires) OPQ is a registere* tra*emar. of the S! "roup plc)
Report generate* +y /nterpreter 2((( e0pert system) Copyright 1 C/2 Test Pu+lishers 3444)
Page 1 OPQ Report on John Smith's Personality Profile
________________________________________________________________________
Intro1uction
This is a confi*ential report +ase* on John Smith's responses to the Occupational Personality Eactor
Questionnaire 5OPQ6) The purpose of the report is to help assess ho- John Smith's personality may
influence his +ehaviour an* performance at -or.) The report *escri+es John Smith's personality
profile on the OPQ &ey Eactors# assesses the potential implications for various aspects of 7o+
performance an* offers suggestions for intervie- ,uestions) The report is *esigne* for human
resource professionals an* is unli.ely to +e suita+le to sho- to John Smith)
Personality &ssessment "rame+or.
/n consi*ering -hat the report says a+out John Smith# it is important to .eep the follo-ing factors in
min*)
8 $ -i*e range of factors influence -or. performance inclu*ing personality# general mental
a+ility# personal competencies an* situational factors such as 7o+ *esign# team -or.ing#
supervision# pay an* re-ar*s# an* so on)
8 /t is possi+le to perform 7o+s -ell in *ifferent -ays) People -ith *ifferent personality
profiles are li.ely to *o 7o+s rather *ifferently B possi+ly# -ith the same level of overall
effectiveness)
8 The report covers 32 aspects of 7o+ performance i*entifie* through 7o+ analysis as +eing
relate* to the Cig Eive personality factors) These 7o+ *imensions are +ase* on the PPRE 7o+
analysis form) Jot all these -ill necessarily +e relevant to the 7o+ you are consi*ering John
Smith for)
8 The suggestions for intervie- ,uestions are for competencyB+ase* intervie-s) They are
*esigne* for people in managerial an* professional occupations an* assume the respon*ent
has some -or. e0perience) Kou -ill nee* to tailor ,uestions to the can*i*ate's e0perience)
Profile Summary
The OPQ mo*el of personality covers seven .ey areas of personality that affect the -ay people
relate to others# han*le stress# respon* to change as -ell as ho- motivate* they are to-ar*s -or.)
is profile on these factors is as follo-s)
8 Socia+ility) e comes over as +eing very socia+le 5Socia+ility Sten 96)
8 /nfluence) e is a fairly influential person 5/nfluence Sten '6)
8 Creativity an* Change) e has a slightly more innovative style of creativity an* pro+lem
solving than most people 5Creativity : Change Sten '6)
Page ) OPQ Report on John Smith's Personality Profile
________________________________________________________________________
8 ;mpathy) he is as consi*erate as the ne0t person 5;mpathy Sten <6)
8 %ynamism) e seems to +e as *ynamic as the average person 5%ynamism Sten <6)
8 Structure) e seems to +e as organise* as the ne0t person 5Structure Sten =6)
8 ;motion) e is slightly more temperamental than the average person 5;motion Sten >6)
(ey Personality "actors
________________________________________________________________________
Stan*ar* Ten Score
3 2 3 > = < ' 9 4 3( %imension
________________________________________________________________________

? Socia+ility
? /nfluence
? Creativity : Change
? ;mpathy
? %ynamism
? Structure
? ;motion
________________________________________________________________________
P$RSON&#IT' DI%$NSIONS
1* Relationships +ith People
John Smith's personality -ill influence his approach to -or.ing -ith people an* his relationships
-ith them) /nfluence# socia+ility an* empathy are personal ,ualities -hich influence ho- -ell
people get on an* -or. together) John Smith's profile on these *imensions is as follo-s)
36 Influence* John Smith comes over as +eing slightly more influential than most) !i.e the
ma7ority of people -ith an influential style# he li.es selling# *e+ating an* negotiating
5Persuasive Sten 46# he seems to +e reasona+ly comforta+le in lea*ership positions
5Controlling Sten '6 an* he ten*s to prefer to *o things his -ay rather than follo- other
people's *ecisions 5/n*epen*ent 2in*e* Sten '6) e e0presses his vie-s an* opinions as
forcefully as the ne0t person 5Outspo.en Sten <6)
26 Socia,ility* e comes over as +eing more e0trovert an* outgoing than most) /n common
-ith people -ith an e0trovert style# he is very tal.ative an* socia+le 5Outgoing Sten 46# he
has close -or.ing relationships 5$ffiliative Sten 96 an* he han*les social situations fairly
-ell 5Socially Confi*ent Sten '6)
Page / OPQ Report on John Smith's Personality Profile
________________________________________________________________________
36 $mpathy* e seems to +e as supportive as the average person) /n common -ith people -ith
a supportive style# he ten*s to listen to people an* encourage them to +ecome involve*
5%emocratic Sten '6) e is as mo*est a+out his achievements as most people 52o*est Sten
=6 an* he is as sympathetic an* caring as the average person 5Caring Sten =6)
#ea1ership
John Smith's overall high score across the /nfluence an* Socia+ility &ey Eactors suggests that his
personality -ill help him perform effectively in 7o+s that re,uire general lea*ership s.ills) Kou
might as. John Smith the follo-ing types of ,uestion to thro- light on his competencies)))
8 tell me a+out ho- you manage* the team in your previous 7o+)
8 tell me a+out -hat you *i* to improve team -or.ing)
8 can you thin. of a situation -here you ha* to ta.e an unpopular *ecisionL Tell me a+out it)
Negotiation
John Smith's overall high average score across the /nfluence &ey Eactor suggests that his
personality -ill pro+a+ly help him perform effectively in 7o+s that re,uire negotiating s.ills) Kou
might as. John Smith the follo-ing types of ,uestion to assess his li.ely effectiveness)))
8 can you give me an e0ample of -here you ha* to me*iate or resolve a *isputeL
8 tell me a+out the last presentation you *i* to a group of people)
8 tell me a+out the negotiation of a contract or sale you han*le* recently)
"rien1liness@ Sensiti0ity 9 !olla,oration
John Smith's overall average ;mpathy score suggests that# as far as his personality is concerne*# he
-ill +e a+le to perform as effectively as the average person in 7o+s that re,uire a frien*ly
*isposition# sensitivity to others an* a cooperative approach) Kou might as. John Smith the
follo-ing types of ,uestion to assess his li.ely effectiveness in these areas)))
8 tell me a+out any social activities you ta.e part in at -or. an* outsi*e it)
8 can you thin. of a situation -here you helpe* a colleague overcome a pro+lem B either at
-or. or homeL
8 tell me ho- other people's vie-s have influence* your *ecisions)
Page 2 OPQ Report on John Smith's Personality Profile
________________________________________________________________________
)* Thin.ing Style
People *iffer in ho- they approach -or. an* respon* to change +ecause of *ifferences in 'thin.ing
style') %ifferences in thin.ing style are the result of *ifferences in a person's analytical approach#
creative style an* interests in organisation an* planning)
36 &nalysis* e is intereste* in people's motives an* +ehaviour 5Cehavioural Sten 96) e
prefers to use his intuition rather than analyse things 5%ata Rational Sten 36 an* he
generally leaves evaluation to others 5;valuative Sten 26)
26 !reati0ity an1 !hange* e has a slightly more innovative style of creativity an* pro+lem
solving than most people) e tries to fin* unusual solutions to pro+lems 5Conceptual Sten
46# he seems to en7oy change an* *oing ne- things 5Dariety See.ing Sten '6 an* he usually
a*apts his +ehaviour to the situation 5$*apta+le Sten 96) e is reasona+ly open to ne- i*eas
an* approaches 5Conventional Sten =6 an* he comes up -ith i*eas for improvements as
often as his peers 5/nnovative Sten <6)
36 Structure* On +alance# he is pro+a+ly as organise* as the average person) !i.e the ma7ority
of people -ith an organise* style# he ten*s to follo- rules an* regulations 5Rule Eollo-ing
Sten '6) e is as li.ely to thin. things through an* plan ahea* as most people 5Eor-ar*
Thin.ing Sten =6 an* he is as li.ely to follo- things through an* complete things as most
people 5Conscentious Sten <6) e pro+a+ly ma.es mista.es in the *etails 5%etail Co+scious
Sten 26# ho-ever# a ,uality usually associate* -ith people -ith a less organise* style)
!reati0e an1 &nalytical Thin.ing
John Smith's overall high average Creativity an* Change score suggests that he is pro+a+ly suite* to
-or. that re,uires creative thin.ing B that is# an a+ility to *evelop ne- things# i*eas or solutions to
pro+lems that re,uire creativity or insight) e has a lo- %ata Rational score -hich suggests that
analytical thin.ing may not come naturally to him) Kou might as. John Smith the follo-ing types of
,uestion to assess his li.ely effectiveness)))
8 can you give me an e0ample of a situation -here you -ere as.e* to come up -ith i*eas for
improving somethingL Tell me a+out it)
8 tell me a+out any changes you have intro*uce*L
8 can you thin. of a situation -here you -ere as.e* to solve a comple0 pro+lemL Tell me
ho- you tac.le* it)
Trust+orthiness@ !ommitment 9 Thoroughness
John Smith's overall average Structure score in*icates that# as far as his personality is concerne*# he
-ill +e a+le to perform as effectively as the average person in 7o+s that re,uire general
trust-orthiness# a*herence to a -or. ethic an* thoroughness) Kou might as. John Smith the
follo-ing types of ,uestion to assess his li.ely effectiveness in these areas)))
Page 3 OPQ Report on John Smith's Personality Profile
________________________________________________________________________
8 can you thin. of a situation -here you -ere given a special assignmentL Tell me a+out it)
8 tell me a+out your performance in your previous 7o+) Fhat *i* you *o particularly -ellL
Fhat -ent less -ellL
8 tell me a+out the things you *i* to ensure your -ritten -or. *i* not have any
mista.esIerrors)
/* "eelings an1 $motions
John Smith's approach to -or. is influence* +y his feelings an* emotions) These cover ho- sta+le#
resilient an* motivate* he is) $s -ith other sections of this report# the accuracy of the results
*epen*s on ho- -ell his ,uestionnaire responses reflect his actual +ehaviour) John Smith's profile is
as follo-s)
36 $motion* e is much more an0ious than the average person) !i.e many people -ith a more
highBstrung style# he is less rela0e* a+out things 5Rela0e* Sten 36 an* he -orries a+out
things 5Forrying Sten 96) e is also slightly less resilient than the average person) !i.e the
ma7ority of people -ith a less resilient style# he is slightly sensitive to criticism 5Tough
2in*e* Sten >6 an* he e0presses his emotions an* feelings un*er pressure 5;motionally
Controlle* Sten 36) e is as cheerful an* optimistic as most people 5Optimistic Sten =6 an*
he is pro+a+ly as critical an* challenging as most of his peers 5Trusting Sten <6)
26 Dynamism* Overall# he is pro+a+ly as vigorous as the average person) !i.e the ma7ority of
people -ith a *ynamic style# he is slightly more active an* energetic than most people
5Digorous Sten '6 an* he is more am+itious than most 5$chieving Sten 96) e ten*s to
a*opt cooperative approaches 5Competitive Sten >6 an* he often ta.es a little time to reach
a *ecision 5%ecisive Sten >6# ho-ever# ,ualities usually associate* -ith people -ith an
easygoing style)
$motional Sta,ility
John Smith's overall lo- average ;motional Sta+ility score suggests that he may fin* it some-hat
har*er to perform effectively in 7o+s that re,uire a calm# rela0e* approach to situations# events an*
people an* ;motional Sta+ilityally controlle* responses to changes in the -or. environment) Kou
might as. John Smith the follo-ing types of ,uestion to assess his li.ely effectiveness in these
areas)))
8 can you thin. of a situation -here you ha* a conflict or *isagreement -ith someone at
-or.# or -hen someone lost their their temperL Tell me ho- you han*le* it)
8 can you thin. of a situation -here things -ent +a*ly -rongL Tell me ho- you reacte*)
8 can you thin. of a situation -here you felt un*er a lot of pressure an* stressL Tell me -hat
you *i* to *eal -ith it)
Page 4 OPQ Report on John Smith's Personality Profile
________________________________________________________________________
&chie0ement
John Smith's overall average score across the %ynamism &ey Eactor suggests that# as far as his
personality is concerne*# he -ill +e a+le to perform as effectively as the average person in 7o+s that
re,uire the -ill to achieve) Kou might as. John Smith the follo-ing types of ,uestion to assess his
li.ely effectiveness)))
8 can you give me an e0ample of a situation -here you sieHe* the initiativeL
8 tell me a+out an achievement that you are prou* of)
8 tell me a+out -hat you have *one recently to *evelop yourself)
Occupational Personality
Questionnaire
OPQ32n Team Roles Report
_______________________________________________________________
John Smith's Profile
The OPQ Personality Questionnaires are copyright the S! "roup plc# 3 $C Court# igh
Street# Thames %itton# Surrey# &T' (SR) The S! "roup plc *evelope* an* pu+lish the
,uestionnaires an* are the sole suppliers of materials an* soft-are to a*minister an* score the
,uestionnaires) OPQ is a registere* tra*emar. of the S! "roup plc)
Report generate* +y /nterpreter 2((( e0pert system) Copyright 1 C/2 Test Pu+lishers 3444)
Page 1 OPQ Report on John Smith's Profile
________________________________________________________________________
Intro1uction
People *iffer in the -ay they approach -or. an* perform in teams +ecause of *ifferences in
personality an* mental a+ilities) This report is a confi*ential summary +ase* on responses to the
Occupational Personality Questionnaire 5OPQ32n6) /t *escri+es some .ey features of John Smith's
personal style B his team role preferences B an* in*icates ho- they may affect his performance at
-or.) The report summarises his team role profile an* then *escri+es it more fully un*er the
follo-ing hea*ings@ lea*ership# creativity# results orientation# analysis an* *ecision ma.ing an*
relationships) /n or*er to help John Smith *eci*e -hat he may nee* to *o to improve his personal
effectiveness# *evelopment a*vice is also provi*e*)
Team Role Profile
Cel+in has i*entifie* nine team roles an* his scores on each of these are sho-n +elo-) The .ey
features of his team roles' profile are as follo-s)
8 e *oes not have a high score on any of the team roles)
8 e has mi*Brange scores on the Coor*inator# Shaper# Plant# Resource /nvestigator# 2onitor
;valuator# /mplementer# Team For.er# Completer Einisher an* Specialist roles) e
pro+a+ly fits these roles as -ell as the average person)
8 e *oes not have a lo- score on any of the team roles)
Team Role Preferences
________________________________________________________________________
Stan*ar* Ten Score 5ST;J6
3 2 3 > = < ' 9 4 3( %imension
________________________________________________________________________

? Shaper
? Resource /
? Coor*inator
? Plant
? Team For.er
? Einisher
? Specialist
? 2onitor ;
? /mplementer
________________________________________________________________________
Page ) OPQ Report on John Smith's Profile
________________________________________________________________________
#ea1ership
$mong Cel+in's nine team roles# the Coor*inator an* Shaper contri+ute *istinct types of lea*ership
that have an impact on team effectiveness) %escri+e* as mature an* confi*ent# Coor*inators ma.e
goo* chairpersons) They clarify goals# promote *ecision ma.ing an* *elegate -ell) The Shaper is
challenging# *ynamic an* thrives on pressure) They have the *rive an* courage to overcome
o+stacles) e has an average score on the Coor*inator role an* he has a high average score on the
Shaper role) /n other -or*s# he can play the role of the Coor*inator an* the role of the Shaper as
-ell as the average person)
!reati0ity
The Plant an* the Resource /nvestigator are the team roles that affect team creativity) The Plant is
the creative thin.er or innovator -ho comes up -ith fresh i*eas an* +rings a+out change) Plants are
prepare* to ta.e ris.s) The Resource /nvestigator# the salesperson in the team# helps sell i*eas an*
turn them into +usiness opportunities) Resource /nvestigators are e0trovert an* outgoing an* goo*
at *eveloping contacts) e has an average score on the Plant role an* he has a high average score on
the Resource /nvestigator role) /n other -or*s# he can play the roles of the Plant an* Resource
/nvestigator a+out as -ell as the average person)
Results Orientation
The /mplementer an* the Completer Einisher are crucial roles in achieving results an* *elivering a
,uality service) %iscipline*# relia+le# conservative an* efficient# the /mplementer turns i*eas into
practical actions) The Completer Einisher helps the team to *eliver on time an* meet ,uality targets)
Completer Einishers are conscientious# metho*ical an* *etail oriente*) The /mplementer gets on
-ith things an* the Completer Einisher chec.s the *etail) e has a lo- average score on the
/mplementer role an* he has an average score on the Completer Einisher role) /n other -or*s# he
can play these roles as -ell as the average person) e has an average a+ility for planning an*
organising things an* an average a+ility for getting the *etail right)
&nalysis 9 Decision %a.ing
The 2onitor ;valuator an* the Specialist +ring special analytical an* *ecision ma.ing ,ualities to
the team) So+er# strategic an* *iscerning# the 2onitor ;valuator sees all options an* 7u*ges things
accurately) The Specialist +rings technical .no-le*ge an* s.ills to the team to help team *ecision
ma.ing) Cel+in *escri+es Specialists as singleBmin*e*# selfBstarting an* *e*icate*) e has a lo-
average score on the 2onitor ;valuator role an* he has an average score on the Specialist role) /n
other -or*s# he can play can play these roles as -ell as the average person) e has an average
a+ility for monitoring information an* evaluating progress an* an average interest in technical an*
specialist issues)
Page / OPQ Report on John Smith's Profile
________________________________________________________________________
Relationships
$s far as team roles are concerne*# there are t-o factors that govern one team mem+er's
relationships -ith another) The first factor to consi*er is the team mem+er's score on the Team
For.er role) This is a general in*ication of ho- group oriente* a person is) The secon* factor to
consi*er is the in*ivi*ual's overall profile B an* particularly# -hether he or she has a *ominant team
role) This section +riefly e0plores these factors in his profile) e has an average score on the Team
For.er role +ut he *oes not have a *ominant team role B that is# a particularly high score on one of
the other eight team roles)
De0elopment &10ice
Cel+in's a*vice on selfB*evelopment is as follo-s) Eirst# esta+lish -hich team roles can +e *eploye*
to a*vantage an* set out to perfect them) Secon*# *eci*e the team roles that can +e hel* in reserve
an* improve on them) Thir*# outla- the roles that are foreign) Of course# much *epen*s on -hether
others agree -ith the -ay he sees himself) e can chec. this +y as.ing) On the assumption that this
report is reasona+ly accurate# loo. again at his profile)
8 e *oes not have a high score on any of the team roles B that is# no particular strong team
role preferences) So he nee*s to i*entify some to focus his *evelopment on)
8 e has mi*Brange scores on the Coor*inator# Shaper# Plant# Resource /nvestigator# 2onitor
;valuator# /mplementer# Team For.er# Completer Einisher an* Specialist roles) These are
team roles to hol* in reserve an* improve on)
8 e *oes not have a lo- score on any of the team roles) This is a very positive feature)
Page 2 OPQ Report on John Smith's Profile
________________________________________________________________________
OPQ INT$RPR$TI?$ R$PORT
This report is a computerBgenerate* interpretation of scores on the Occupational Personality
Questionnaire 5OPQ6) The OPQ is a selfBreport inventory -hich provi*es information a+out an
in*ivi*ualGs self perception) The report is *esigne* for ,ualifie* human resource professionals -ho
un*erstan* the limits of psychological testing) /t shoul* +e vie-e* as only one source of
information a+out a person) Jo *ecisions shoul* +e +ase* solely on the information in the report)
The /nterpreter program operates +y applying *ecision rules to a can*i*ateGs profile of scores) /f the
scores e0cee* certain cutBoff points# the program pro*uces narrative statements *escri+ing the li.ely
meaning of the scores) The narrative *escriptions are +ase* on scale *escriptions in the test manual#
research fin*ings an* inferences that a personality assessment e0pert might ma.e given the
o+serve* scores) The *escriptions of personality an* +ehavioural style are +ase* on Sten scores
-hich compare an in*ivi*ualGs scores -ith that of a norm group) /t is important to recognise that the
choice of norm group affects the interpretive statements generate* +y the soft-are) The /nterpreter
program has +een prepare* -ith care an* in goo* faith) Jo lia+ility can +e accepte* +y the program
*esigner or C/2 Test Pu+lishers)
Occupational Personality
Questionnaire
OPQ32n Can*i*ate Report
_______________________________________________________________
John Smith's Personality Profile
The OPQ Personality Questionnaires are copyright the S! "roup plc# 3 $C Court# igh
Street# Thames %itton# Surrey# &T' (SR) The S! "roup plc *evelope* an* pu+lish the
,uestionnaires an* are the sole suppliers of materials an* soft-are to a*minister an* score the
,uestionnaires) OPQ is a registere* tra*emar. of the S! "roup plc)
Report generate* +y /nterpreter 2((( e0pert system) Copyright 1 C/2 Test Pu+lishers 3444)
Page 1 OPQ Report on John Smith's Personality Profile
________________________________________________________________________
INTROD!TION
;motional intelligence is thought to +e a general competency un*erlying effective performance) /t
involves the a+ility to un*erstan* your personality# /Q# technical s.ills an* .no-le*ge an* to
harness them in support of activities such as thin.ing# *ecision ma.ing an* communication) People
-ho are emotionally intelligent .no- ho- to pro7ect their personality# intelligence# emotions an*
feelings to achieve their o+7ectives an* continually improve their performance) People -ho are
emotionally intelligent are also generally creative# motivate*# socially s.ille* an* sensitive to other
people's nee*s) This gives them an overall positive attitu*e to life an* to -or. an* a +elief in
themselves)
This report focuses on your personality# a .ey area of emotional intelligence that has a strong
influence on the -ay you approach their -or.) /t provi*es a profile of your personality +ase* on the
Occupational Personality Questionnaire 5OPQ6 B one of the most -i*ely use* personality
,uestionnaires) The report starts +y giving a ,uic. overvie- of your profile against .ey *imensions
of personality) The report then e0plores each of these *imensions in more *etail an* reports the
possi+le implications for various aspects of 7o+ performance) The final section of the report loo.s at
your team role preferences)
Kou shoul* .eep in min* that the purpose of the report is to help you un*erstan* your personality
an* personal competencies an* -hat the possi+le strengths an* -ea.nesses of your style are) The
report sets out to inform an* challenge your thin.ing a+out yourself -ith a vie- to helping you to
*evelop an* realise your potential) /f you are emotionally intelligent# you -ill .no- -hen to +e
outgoing an* -hen to +e more reserve*# -hen to +e competitive an* -hen to +e coBoperative# -hen
to +e *irective an* -hen to let go an* so on)
Fhether the report achieves this *epen*s on its accuracy an* that in turn *epen*s on several factors
B for e0ample# your selfBinsight# -hether you feel a nee* to please or impress# the comparison group
against -hich your results are reporte* etc) /f you are uncertain a+out the report# one -ay to chec.
its accuracy -oul* +e to as. people -ho .no- you B +osses# su+or*inates# colleagues# family B
-hether they agree -ith the profile) /f you feel strongly that the report is inaccurate# ho-ever# then
-e a*vise you to ignore it)
Page ) OPQ Report on John Smith's Personality Profile
________________________________________________________________________
PRO"I#$ S%%&R'
The OPQ mo*el of personality covers seven .ey areas of personality that affect the -ay people
relate to others# han*le stress# respon* to change as -ell as ho- motivate* they are to-ar*s -or.)
People -ith *ifferent styles can -or. in *ifferent -ays -ith the same level of overall effectiveness
so a lo- score *oes not necessarily mean that you cannot perform effectively in a particular area)
Similarly# a high score *oes not necessarily mean you al-ays perform effectively in a particular area
+ecause there are sometimes *ra-+ac.s associate* -ith high scores) Eor e0ample# a person -ho is
very high on empathy may avoi* ta.ing tough +usiness *ecisions) $ person -ith a high creativity
score may +e perceive* as too ris.y an* challenging)
Kour profile on the OPQ .ey factors is as follo-s)
8 Socia+ility) Kou come over as +eing very socia+le)
8 /nfluence) Kou are a fairly influential person)
8 Creativity an* Change) Kou have a slightly more innovative style of creativity an* pro+lem
solving than most people)
8 ;mpathy) you are as consi*erate as the ne0t person)
8 %ynamism) Kou seem to +e as *ynamic as the average person)
8 Structure) Kou seem to +e as organise* as the ne0t person)
8 ;motion) Kou are slightly more temperamental than the average person)
(ey Personality "actors
________________________________________________________________________
Stan*ar* Ten Score
3 2 3 > = < ' 9 4 3( %imension
________________________________________________________________________

? Socia+ility
? /nfluence
? Creativity : Change
? ;mpathy
? %ynamism
? Structure
? ;motion
________________________________________________________________________
Page / OPQ Report on John Smith's Personality Profile
________________________________________________________________________
P$RSON&#IT' DI%$NSIONS
1* Relationships +ith People
Kour personality -ill influence your approach to -or.ing -ith people an* your relationships -ith
them) /nfluence# socia+ility an* empathy are personal ,ualities -hich influence ho- -ell people get
on an* -or. together) Kour profile on these *imensions is as follo-s)
36 Influence* Kou come over as +eing slightly more influential than most) !i.e the ma7ority of
people -ith an influential style# you li.e selling# *e+ating an* negotiating# you seem to +e
reasona+ly comforta+le in lea*ership positions an* you ten* to prefer to *o things your -ay
rather than follo- other people's *ecisions) Kou e0press your vie-s an* opinions as
forcefully as the ne0t person)
26 Socia,ility* Kou come over as +eing more e0trovert an* outgoing than most) /n common
-ith people -ith an e0trovert style# you are very tal.ative an* socia+le# you have close
-or.ing relationships an* you han*le social situations fairly -ell)
36 $mpathy* Kou seem to +e as supportive as the average person) /n common -ith people
-ith a supportive style# you ten* to listen to people an* encourage them to +ecome
involve*) Kou are as mo*est a+out your achievements as most people an* you are as
sympathetic an* caring as the average person)
Strengths
The most *istinctive features of your relationships -ith people are as follo-s@
8 you li.e selling# *e+ating an* negotiatingA
8 you are lively# tal.ative an* animate*A
8 you have a -arm personality an* li.e to *evelop close relationships)
-ea.nesses
The potential -ea.nesses of your approach are as follo-s@
8 you may not al-ays give other people the chance to say -hat they thin.A
8 ,uieter people may see you as too lou* an* e0u+erantA
8 you may +e too influence* +y -hat other people -ant to *o)
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De0elopment &10ice
/f you have any of these -ea.nesses# you might li.e to thin. a+out -hether there are occasions
-hen you coul* improve your personal effectiveness +y@
8 giving other people the chance to say -hat they thin. +y occasionally not giving your i*eas
straight a-ayA
8 .eeping a chec. on a possi+le ten*ency to occasionally +e too highBspirite*A
8 using *ifferent -ays of -or.ing to influence an* manage people)
)* Thin.ing Style
People *iffer in ho- they approach -or. an* respon* to change +ecause of *ifferences in 'thin.ing
style') %ifferences in thin.ing style are the result of *ifferences in a person's analytical approach#
creative style an* interests in organisation an* planning)
36 &nalysis* Kou are intereste* in people's motives an* +ehaviour) Kou prefer to use your
intuition rather than analyse things an* you generally leave evaluation to others)
26 !reati0ity an1 !hange* Kou have a slightly more innovative style of creativity an*
pro+lem solving than most people) Kou try to fin* unusual solutions to pro+lems# you seem
to en7oy change an* *oing ne- things an* you usually a*apt your +ehaviour to the
situation) Kou are reasona+ly open to ne- i*eas an* approaches an* you come up -ith i*eas
for improvements as often as your peers)
36 Structure* On +alance# you are pro+a+ly as organise* as the average person) !i.e the
ma7ority of people -ith an organise* style# you ten* to follo- rules an* regulations) Kou are
as li.ely to thin. things through an* plan ahea* as most people an* you are as li.ely to
follo- things through an* complete things as most people) Kou pro+a+ly ma.e mista.es in
the *etails# ho-ever# a ,uality usually associate* -ith people -ith a less organise* style)
Strengths
The most *istinctive features of your thin.ing style are as follo-s@
8 you are intereste* in people an* their +ehaviourA
8 you are intellectually curious an* en7oy a mental challengeA
8 you a*apt your +ehaviour to suit the situationA
8 you use your intuition an* 7u*gement rather than facts an* figuresA
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8 you ten* to focus on the positive aspects of a situation rather than loo. for potential
pro+lemsA
8 you *o not me**le or *eal in trivia)
-ea.nesses
The potential -ea.nesses of your approach are as follo-s@
8 you may give too much consi*eration to people issuesA
8 you may come across as some-hat a+stract an* theoreticalA
8 you may +e seen as inconsistent an* unpre*icta+leA
8 you *o not ma.e use of all the information availa+le to youA
8 you ta.e the ,uality of -or. for grante*A
8 you may leave +ehin* a trail of minor pro+lems)
De0elopment &10ice
/f you have any of these -ea.nesses# you might li.e to thin. a+out -hether there are occasions
-hen you coul* improve your personal effectiveness +y@
8 +alancing ho- people -ill react -ith the commercial aspects of a situationA
8 communicating your vie-s an* i*eas in -ays people can un*erstan*A
8 ensuring that you *o not treat people unfairlyA
8 ma.ing more use of information# facts an* tren*sA
8 revie-ing an* evaluating your successes an* failures in or*er to learn lessonsA
8 ta.ing a greater interest in an* responsi+ility for ,uality an* getting the *etail right)
/* "eelings an1 $motions
Kour approach to -or. is influence* +y your feelings an* emotions) These cover ho- sta+le#
resilient an* motivate* you are) $s -ith other sections of this report# the accuracy of the results
*epen*s on ho- -ell your ,uestionnaire responses reflect your actual +ehaviour) Kour profile is as
follo-s)
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36 $motion* Kou are much more an0ious than the average person) !i.e many people -ith a
more highBstrung style# you are less rela0e* a+out things an* you -orry a+out things) Kou
are also slightly less resilient than the average person) !i.e the ma7ority of people -ith a
less resilient style# you are slightly sensitive to criticism an* you e0press your emotions an*
feelings un*er pressure) Kou are as cheerful an* optimistic as most people an* you are
pro+a+ly as critical an* challenging as most of your peers)
26 Dynamism* Overall# you are pro+a+ly as vigorous as the average person) !i.e the ma7ority
of people -ith a *ynamic style# you are slightly more active an* energetic than most people
an* you are more am+itious than most) Kou ten* to a*opt cooperative approaches an* you
often ta.e a little time to reach a *ecision# ho-ever# ,ualities usually associate* -ith people
-ith an easygoing style)
Strengths
The most *istinctive features of your feelings an* emotions are as follo-s@
8 you get an0ious an* .eye* up +efore important eventsA
8 you are motivate* an* committe* to your careerA
8 you -orry a+out getting things rightA
8 you e0press your feelings an* emotions)
-ea.nesses
The potential -ea.nesses of your approach are as follo-s@
8 you fin* it *ifficult to rela0 an* s-itch offA
8 you fin* it *ifficult to +alance career an* family commitmentsA
8 you fin* it har* to stay calm in uncertain situationsA
8 you come across as emotionally volatile an* unpre*icta+le)
De0elopment &10ice
/f you have any of these -ea.nesses# you might li.e to thin. a+out -hether there are occasions
-hen you coul* improve your personal effectiveness +y@
8 learning to rela0 an* s-itch offA
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8 thin.ing a+out ho- to +alance career *eman*s an* *omestic responsi+ilitiesA
8 +eing actively involve* in -hat you have planne* an* loo.ing for potential *ifficulties an*
pro+lemsA
8 learning to control your emotions an* feelings)
T$&% RO#$S
;ffective team -or.ing *epen*s on team mem+ers a*7usting to each otherGs e0pertise an* team role
capa+ilities) Personality an* mental a+ilities fit people for some team roles an* limit their a+ility to
play others) The OPQ measures nine team role *imensions) /n or*er of strength# your team role
profile comes out as follo-s)
36 Shaper* Kou have some of the personality attri+utes of the 'Shaper') Shapers are *ynamic#
outgoing an* highly strung) They challenge# pressuriHe an* fin* -ays roun* o+stacles) They
are prone to provocation an* shortBlive* +ursts of temper)
26 Resource In0estigator* Kou have some of the attri+utes of the 'Resource /nvestigator')
Resource /nvestigators are e0trovert# enthusiastic an* communicative) They are goo* at
e0ploring opportunities an* *eveloping contacts# +ut can lose interest or get *iverte* once
their initial enthusiasm has passe*)
36 Plant* Kou have a mi*Brange score on the 'Plant' role) Kou are typical of managers generally
in terms of your originality an* inventiveness) Plants are typically more creative#
imaginative an* unortho*o0 than most) Their strength is their a+ility to solve *ifficult
pro+lems) $ common -ea.ness is communicating an* managing or*inary people)
>6 !oor1inator* Kou have a mi*Brange score on the 'Coor*inator' role) Kou are pro+a+ly as
capa+le as most other people of operating as the team's chairperson) Coor*inators are
mature# confi*ent an* trusting# They ma.e goo* chairmen clarifying goals an* promoting
*ecision ma.ing)
=6 Team -or.er* Kou have a mi*Brange score on the 'Team For.er' role) Kou are as people
oriente* an* team focuse* as most other people) Team For.ers are social# perceptive an*
accommo*ating) They listen# +uil* on the i*eas of others an* help avert friction# +ut they
can +e in*ecisive in crunch situations)
<6 !ompleter* Kou have a mi*Brange score on the 'Completer' role) Kou seem to +e as
committe* as most people to finishing tas.s an* meeting ,uality stan*ar*s) Completers are
conscientious an* painsta.ing) They search out errors an* omissions an* *eliver on time)
They are also incline* to -orry un*uly an* are reluctant to *elegate)
'6 Specialist* Kou have a mi*Brange score on the 'Specialist' role) Specialists +ring technical
e0pertise to the team +ut sometimes fail to see the +roa*er picture)
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96 Implementer* Kou *o not have many of the personal ,ualities of the '/mplementer') Turning
i*eas into practical actions is pro+a+ly not your strength) /mplementers are relia+le#
*iscipline*# conservative an* efficient) They are goo* at turning i*eas into practical actions#
+ut can +e some-hat infle0i+le an* slo- to respon* to ne- possi+ilities)
46 %onitor $0aluator* Kou *o not seem to have many of the attri+utes of the '2onitor
;valuator') Offering measure*# *ispassionate critical analysis is pro+a+ly not your natural
team role) 2onitor ;valuators see all the options an* analyse things critically an*
o+7ectively) o-ever# they sometimes lac. *rive an* the a+ility to inspire others)
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&>OT T6IS R$PORT
This report is a computerBgenerate* interpretation of scores on the Occupational Personality
Questionnaire 5OPQ6) The OPQ is a selfBreport inventory -hich provi*es information a+out .ey
aspects of your personality an* +ehaviour) The report is *esigne* to help you -ith your o-n
*evelopment an* learning +y i*entifying your personal preferences an* possi+le strengths an*
-ea.nesses) Kou may li.e to as. other people if they agree -ith the profile) /f you +elieve the report
is inaccurate# ho-ever# then ignore it) The report -riter program operates +y applying *ecision rules
to your profile of scores) /f the scores e0cee* certain cutBoff points# the program pro*uces narrative
statements *escri+ing the li.ely meaning of the scores) The narrative *escriptions are +ase* on scale
*escriptions in the test manual# research fin*ings an* inferences that a personality assessment e0pert
might ma.e given your scores) The *escriptions of personality an* +ehavioural style are +ase* on
Sten scores -hich compare an in*ivi*ualGs scores -ith that of a norm group) /t is important to
recognise that the choice of norm group affects the interpretive statements generate* +y the
soft-are) The report -riter program has +een prepare* -ith care an* in goo* faith) Jo lia+ility can
+e accepte* +y the program *esigner or C/2 Test Pu+lishers)