TMA Talent analysis

Candidate report

SaraBerger 17March2012

T Iwww.tmamethod.com Einfo@tmamethod.com

Contents
1. 2. 3. 4. 4.1 4.2 4.3 4.4 4.5 4.6 4.7 5. 5.1 5.2 6. 6.1 6.2 7. 8. 8.1 8.2 Addendum1:TMAradarandnumerictable Addendum2:OverviewTMADimensions Development Suggestions Styleoflearninganddevelopment 15 16 Idealworkcircumstancesandmanagementpreference 14 Communicationwiththecandidate Effectivecommunication Avoidablecommunication 12 13 Surveyofstrengthsandpitfalls Strengths Pitfalls 11 11 Descriptionofpersonality Summary Emotionalbalance Motivation Socialtalents Influentialtalents Leadershiptalents Organisationaltalents 4 5 6 7 8 9 10 Consistency 3 Meaningofthescores 3 Introduction 3

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1.Introduction
TheTMATalentanalysismeasuresaperson'sdrivesandtalentsandthroughthosethemotivation. Drives and talents Drivesarethebuildingblocksofaperson'spersonality.Theydefineone'spersonality,sotospeak.Driveshaveamajor influenceonpeople'sbehaviorandtheir(potential)development.Talentsarethepositivelywordedbehaviorsand explanationsofhighandlowscoresofthedrives. Motivation Drivesandderivingtalentsareimportantfactorsthatmaystimulateorrestrainaperson'sbehavior.Behaviorisnotonly determinedbyability(competenciesandcognitivecapabilities)butalsobydesirability(drivesandtalents).Allinacertain environmentthatstimulatesorhinders.Tasksthatsuitedtopersonaldrivesandtalentsareusuallyseenasmotivational.

2.Meaningofthescores
Theresponsestothequestionsarecomparedtoanormgroupandconvertedtoa9pointstandardscalewithameanof5 andastandarddeviationoftwo(stanine). Theunderlyingbasisforobtainingastanine(anabbreviationforStandardNine)isthatanormaldistributionisdividedinto nineintervals.Themeanliesapproximatelyinthecentreofthefifthintervalandithasastandarddeviationoftwo.Test scoresareinterpretedandscaledtostanineasshowninthetablebelow.

Stanine 1 2 3 4 5 6 7 8 9

interval 4% 7% 12% 17% 20% 17% 12% 7% 4%

description Verylow Low Low Average Average Average High High Veryhigh

3.Consistency
Thequestionnairecontainsanumberofquestionsthatmeasuretheconsistencyoftheanswers.Thisindicateswhethera candidateproducesrandomanswers. Belowyouwillfindthecandidate'sconsistencyscoreona10pointscale:

Consistencyscore:8 Thecandidatehasansweredthequestionnaireconsistently. Thereportismostlikelytodepictanaccurateimageofthepersonality.

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4.Descriptionofpersonality
4.1Summary
DescriptionofthetalentsofMs.Berger: Shehasaverystrongneedforgoodcontactwithothersandisveryfocussedonhumanrelations.Herattitudeisalways veryaccommodating;shereallyenjoyshelpingotherpeopleandprovidinganextraserviceforthem.Sheissomeonewho willrespondveryquicklyandquick-wittedlyanddoesnotshyawayfromconflicts.Sheisveryassertive,abletostandup forherselfandwillregularlyseekaconfrontation.Assoonastasksorsituationsbecomesomewhatdifficultshewillreadily askforhelporsupportfromothers.Especiallyindifficultsituationsshelikestocheckwithothershersolutionstoproblems andneedsotherpeoplessupportforthem.Inperformingtaskssheisfairlypracticalwithstrongproblem-solvingskillsbut shealsokeepsaneyeonthebiggerpicture.Inherworkshetendstodirecttowardsagoalratherthanfocusonthe processeventhoughshewilltaketheprocessintoaccount.Varietywithinhertasksandjobisfairlyimportanttoher.She hasareasonablyhighself-esteemandself-respect.Withregardtomakingmistakesshewillhavefewemotionaldifficulties anddaretotakecertainriskswhenneeded. Shefindsahealthybalancebetweenshowingrespecttootherpeopleandfollowingherownlead.Ingroups,shefindsa balancebetweentakingcentrestageandleavingroomtoothers.Bothinsmallandlargergroupssheiswellableto establishherself.Dependingonherinterestsshewillbemoreprominentlypresentorstayinthebackgroundingroupsand socialevents. Sheisslightlymorefocusedontheteamthanonherownindividualapproach.Herneedforfeedbackorforconsultationin generalisalsoaboveaverage.Shehasafunctionalneedfororderandstructure.Herscoreonsocialempathyisnotso high;shedoesnotalwayshaveaninterestinpersonalproblemsandanalysingotherpeoplesbehaviour.Itislikelythat shecanimagineherselfinsituationsfunctionally. Peoplearoundherwillprobablyregardherasasomewhatcalmpersonwithenoughenergytogetthingsdone.Shecopes fairlywellwithacertainamountofpressurebuthastobecarefulattimestokeepahealthydistanceinordertoretainher peaceofmind.Shewillconsidervariouspointsofviewbeforemakingadecisionandtakesometimebeforedoingso.In relationshipswithotherssheusuallystrivesforequalityanddoesnotoftentrytoriseabovesomeoneelse.Sheis reasonablycompliant.Asaconsequence,shemaysometimeshavedifficultyconvincingsomeoneelseinadominant mannerofherideas,interestsorvision. TheresultsshowthatMs.SaraBergercanputherworkintoperspectivebutisnotalwaysinspiredbycompetitionor (eitherintrinsicorinternal)pressuretoachieveinherjob.Thisisreflectedinherlevelofambitionwhichindicatesthatshe willusuallymakeanefforttoachieveherpersonalgoalsandperformwell.Itislikelythatotherfactorsinherjob,suchas workenvironment,areofgreaterimportancetoherpersonally. Whenexperiencingadversityshewillprefertoshiftherfocustoothertasksandtargetsfairlyquickly.Shehardlyeverlooks forotherpeoplesrecognitionofherachievementswhichmeansshedependsverylittleoncomplimentsandapprovalin ordertostaymotivated. Shehardlyconformstoexistingrulesorculture.

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4.2Emotionalbalance
BalanceofMs.Berger: Ms.SaraBergerfindsahealthybalancebetweenshowingrespectontheonehandandrelyingonherselfontheother. Shehasastrongneedforsupportfromhercolleagues.Shewillmuchappreciatepeopleofferingencouragementintimes ofadversity.Themeasureofself-esteemandself-respectiswell-balancedinhercaseandshevaluesherselftoahealthy extent.Sheisafairlyoptimisticpersonality.Shehasacertainconfidencewhichmakesitquiteeasyforhertoaccepther mistakes.Sheissomeonewhowillrespondveryquicklyandquick-wittedlyanddoesnotshyawayfromconflicts.Sheis veryassertive,abletostandupforherselfandwillregularlyseekaconfrontation.Shecopesfairlywellwithacertain amountofpressurebuthastobecarefulattimestokeepahealthydistanceinordertoretainherpeaceofmind.

Summary of emotional balance of Ms. Berger: -Findsabalancebetweenshowingrespectandrelyingonherself. -Hasastrongneedforsupportandconfirmation. -Hasareasonablemeasureofself-respectandvalue. -Isreasonablyself-assuredanddoesnotfinditverydifficulttoaccepthermistakes. -Willnotreadilyshyawayfromaconflictandwilloftenseekaconfrontation. -Copesfairlywellwithacertainamountofpressure.

-Confident -Resilient

-Respectful -Admires

-Grateful -Askssupport

-Stable -Immunetostress

-Neutral

-Neutral

-Neutral

-Neutral

-Avoidsmistakes -Self-critical

-Equality -Approaches

-Independent -Needslittle support

-Committed -Concerned

Self-esteem Theextenttowhichtheperson hastheneedforself-esteem andposessesmentalstability.

Respect Theextenttowhichtheperson hastheneedtorespect,admire andlookuptootherpeopleand theirachievements.

Need for support Theextenttowhichtheperson needssupportfromothers.

Stress management & pressure Theextenttowhichtheperson canmanagestressfulsituations andhastheneedforpressure.

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4.3Motives
WhatdrivesMs.Bergerandwhatshewantstoachieve: Ms.SaraBergerissomeonewhoisfairlyeasilysatisfiedwithherworkanddoesnotfeelagreatneedfornewchallenges. Sheisnotmuchtakenabackbyalackofchallengeinherjobandisnotlikelytobehamperedbythisinperformingher tasks.Inordertoachieve,sheismoremotivatedbyencouragementfromherenvironment,colleaguesorsupervisorthan bysheerprofitorcompetition.Shehasanaverageneedforvarietywithinherjobandcountsvarietyasimportant.Shehas aslightpreferencefordiversityintasksandassignments.Whenexperiencingadversityorchallengesshepreferstodirect herattentiontoothertasks.Sheissometimesdistractedfromherwork.Peoplearoundherwillprobablyregardherasa somewhatcalmpersonwithenoughenergytogetthingsdone.Shehardlyeverlooksforotherpeoplesrecognitionofher achievementswhichmeansshedependsverylittleoncomplimentsandapprovalinordertostaymotivated.

Summary of motives of Ms. Berger: -Isabletoputthingsintoperspective. -Hasnogreatneedforchallenges. -Findsvarietyimportant. -Ismoreageneralistthanaspecialist. -Preferstofocusonothermatterswhenfacingadversityorchallenges -Comesacrossascalmratherthanenergetic. -Hardlydependsoncomplimentsandrecognitioninordertostaymotivated.

-Presentable -Proud

-Veryvaried -Orientedat surroundings

-Competitive -Focuson achievements

-Neutral

-Neutral

-Neutral

-Humble -Temperate

-Sharpfocus -Concentrated

-Content -Senseof perspective

Need for status Theextenttowhichtheperson needstobeheldinhigh esteemanddemands recognitionforhisworkand achievements.

Variety Theextenttowhichtheperson needsvarietyandnew experiences.

Ambition & challenges Theextenttowhichtheperson wantstosucceed,needs challenges,hasacompetitive driveandiswillingtoperform.

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4.4Socialtalents
HowMs.Bergeriswithregardtoothers: SheFindsabalancebetweenallowingroomtoothersinagroupandtakingcentrestage. Socialrelationships,friendshipandcontactwithothersareveryimportanttoMs.SaraBerger.Thismeansthatshehasa verystrongneedforfriendshipsandcloserelationshipswithcolleagues.Shehasabalancedintrinsicinterestinother people`sproblems.Althoughherabilitytoempathisewithotherpeoplewillforthemostpartbefunctional,shecanput herselfinotherpeoplesshoes. Whenexperiencingadversity,shewillaskforotherpeopleshelpandsupporteasily.shewilloftencompareherownideas tothoseofothersandconsultbeforemakingadecision.Sheisveryservice-orientedandhelpfultowardsothersandlikes topleaseothers.Herstrongsocialconsciencemayinterferewithabusinesslikeattitude.Shedoesnotliketoconformto hersurroundingsandstronglypreferstofollowherownlead.

Summary of social talents of Ms. Berger: -Hasaverystrongneedforsocialcontact. -Hasafairlymoderateintrinsicinterestinpeoplesproblems. -Hasastrongneedforsupport. -Isfairlycompliant. -Isveryservice-orientedandhelpful. -Hardlyconforms.

-Formal -Integer

-Notable -Present

-Accommodating -Serviceoriented

-Empathetic -Diplomatic

-Amicable -Communicative

-Neutral

-Neutral

-Neutral

-Neutral

-Neutral

-Informal -Groundbreaking

-Unnoticeable -Givesroom toothers

-Business-like attitude -Delegates

-Focusesonfacts -Functional

-Individual -Reserved

Conformity Theextenttowhichtheperson likestoacculturateandconform torulesandothersurroundings.

Extraversion Theextenttowhichtheperson likestostandoutandleans towardextravertbehaviour.

Helpfulness Theextenttowhichtheperson hastheneedtohelpand supportothers.

Social empathy Theextenttowhichtheperson hasaintrinsicinterestin people'sproblemsandhasthe needtoanalyzeotherpeople's behavior.

Sociability & contact Theextenttowhichtheperson hasaneedforfriendshipand socialcontacts.

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4.5Influentialtalents
HowandtowhatextentMs.Bergerachieveshergoals Inrelationtoothers,Ms.SaraBergerisnotusuallydominant;shepreferstoconvincepeopleinamoresubtlefashion. Sheisfairlyeasilyhinderedbysomeoneelseslackofcooperationorwhenconfrontedwithadversityorresistance. Comparedtoothers,shemayhavelessenergytogetthingsdone.Thisimpliesthatshewillnotmakemorethana moderateefforttoinfluenceothersortoreachmorechallenginggoals.Whentryingtoconvinceotherpeopleshetendsto bereadilyassertiveandconfrontationalwhichcanleadtotensionsandresistance.Sheisverycombativewhenitcomesto defendingherinterests.Herpowertoconvinceotherpeopleismosteffectiveinasituationofmutualunderstanding.She hasdifficultiesadaptingtorulesandparametersthatarealientoher.Sinceshedoesnotfeelastrongneedtoliveupto otherpeople`sexpectationssheusuallyfollowsherownlead.

Summary of influential talents of Ms. Berger: -Likesasubtleapproachinordertoconvince. -Willnotalwayspersistinthefaceofadversity,tendstogiveup. -Isslightlylessenergetic. -Tendstobeveryassertiveandconfrontational;isverycombativewhendefendinginterests. -Doesnotconformreadily;preferstofollowherownlead.

-Leading -Convincing

-Enterprising -Veryenergetic

-Assertive -Explicit

-Workson -Finishestasks

-Neutral

-Neutral

-Neutral

-Neutral

-Influences otherssubtly -Compliant Dominance Theextenttowhichtheperson hastheneedtoactpowerful anddominant.

-Calm -Patient

-Forgiving -Tolerant

-Letsgoeasily -Shiftspriorities

Energy & action Theextenttowhichtheperson hastheneedforactionandthe energytoperformtasksandto achievegoals.

Confrontation Theextenttowhichtheperson hastheneedtoreactina confrontationalmannerandto set(verbal)boundaries.

Persistence Theextenttowhichtheperson wantstopersistandpersevere.

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4.6Leadershiptalents
WhatambitionsMs.Bergerhasandwhatkindofleadershipstylesheadopts: Ms.SaraBergerismoderatelyfocusedonteam-workandwillusuallydecidethedirectioninwhichtogoafterconferring withtheteam.Shewillwanttoconsultwithothersregularlybutwillfollowherownleadandworkindependentlywhen necessary.shealsohasaverystrongneedforfriendshipsandsocialcontactwithherdirectcolleagues.Sheislikelyto adoptafriendly,informalleadershipstyle.Sinceshedoesnotalwaysshowanintrinsicinterestinpeoplesproblemsshe maysometimescomeacrossasalittleharshinherleadershipstyle.Intermsofposition,shehasfewaspirationstoleador toassumeresponsibilityoverothers. Shewillconsidervariouspointsofviewbeforemakingadecisionandwilltakehertimeindoingso.Inherleadershipstyle sheisfairlypurposeful;sheknowswhichlinetofollowandwillusuallypursuethisline.

Summary of leadership talents of Ms. Berger: -Ismorefocusedoncolleaguesandherteamthanonherself. -Adoptsaparticularlyinformal,friendlyleadershipstyle. -Haslittleambitiontolead. -Looksforapprovalinmakingdecisions. -Ismoregoal-orientedthanprocess-orientedinherdirections.

-Showsinitiative -Problem-solving

-Autonomous -Ownviews

-Responsible -Directive

-Neutral

-Neutral

-Neutral

-Nuanced -Considers

-Team-oriented -Transparent

-Compliant -Accepting

Decision making Theextenttowhichtheperson wantstotakeclearpositions, hastheneedtomakeand standbydecisions.

Independent thinking & acting Theextenttowhichtheperson needsautonomyand independenceinhisactions andinforminghisjudgments.

Responsibility & leadership Theextenttowhichtheperson needstoleadandtake responsibility.

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4.7Organisationaltalents
howMs.Bergerorganisesherwork Ms.SaraBergerperformsfairlywellinaworkingenvironmentofferinglittlestructureintermsofdiscipline,managementor rules.Shewillprefertobemanagedinformally.Inorganisingherworksheshowssomeflexibilityandadaptability.Her styleofworkisnotalwaysorganisedalthoughshecanbestructuredwhennecessary.Sheadaptsmoreeasilytoahectic andchaoticenvironmentthantoastructuredenvironment.Somevarietyinherjobisimportanttoher.Inperformingherjob sheisfairlypracticallyinclined.Shetakestimetoformherjudgementsandtomakedecisions.Inmakingherdecisionsshe willusuallyinvolveotherpeople.

Summary of organizational talents of Ms. Berger: -Hasnogreatneedforstructure,rulesandregulations. -Isfairlyflexibleandadaptablebutattimesslightlylessorganised. -Valuesvariationinherjob. -Ismorepracticallythantheoreticallyinclined. -Takestimeforjudgementsanddecisions.

-Goal-oriented -Concrete

-Structured -Accurate

-Practical -Efficient

-Neutral

-Neutral

-Neutral

-Process-oriented -Improvises

-Creative -Flexible

-Theoretical -Abstract

Purposiveness Theextenttowhichtheperson hastheneedtobefocusedon (defined)goalsandresults.

Order & structure Theextenttowhichtheperson needsastructuredapproach, orderandneatness.

Pragmatism Theextenttowhichtheperson valuesapracticalanduseful approachandwantstoadopta practicalattitude.

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5.Strengthsandpitfallsof
Qualities of Ms. Berger: -Isaverysocialpersonwholikestocommunicate.Hasastrongneedforfriendlycontacts.Investsinnetworking. -Isnotafraidtoaskforhelp,especiallyindifficultsituations. -Isveryservice-oriented;likestohelpandassistothers. -Isveryassertive,definesclearlimits. Pitfalls of Ms. Berger: -Findingithardtodefinelimitswithinpersonalrelationships. -Beingdependentonotherpeoplessupport. -Riskingtohelpothersuninvitedly.Relyingtoolittleonotherstakingresponsibility. -Possiblycomingacrossastooconfrontational. -Notalwaystryingtomeetotherpeoplesexpectations.

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6.Communicationwiththecandidate
Inthischapterwediscusswhichcommunicativebehaviourmayhaveapositiveeffectonthecandidateandwhich behaviourisbestavoided.Suggestionsaregivenastowhatsortofapproachmayhaveapositiveandwhatmayhavean adverseeffect.Thisinformationcanbeespeciallyusefulforanyonewhowantstocommunicatewiththiscandidate.

6.1Effectivebehaviour
Suggestions for effective communication with Ms. Berger: -Discussthehereandnow.Reducechallengesbybreakingthemupintosmallertargetsoverarelativelyshort(andthus manageable)periodoftime. -Createanoverview;giveherasensethattasksarefeasibleandthereisroomtomakemistakes.Avoidemphasising difficulties. -Befriendlyandwarminyourcommunication.Engageinastructuredconversationinwhichyoureallylistenandpay attention.Askforherviews,perceptionandfeedback.Summarisewhatshehassaidduringandafterwards.Schedule momentstoevaluatetogetherwheneverpossiblenotjustwhenthingsgowrong. -Adoptastructuredandorganisedapproach.Putdifferentpossibilitiesoroptionsonpapertogetherorgivetheinitial impetustothis.Provide,wheneverpossible,timetoconsiderandopportunitiestoformanopinionortomakedecisions. -Establishafreeandrelaxedatmosphere.Trytobreaktheiceandaskopenquestions. -Appeal,wherepossible,tohersenseofhelpfulnessorexpressyourappreciationforit. -Showpersonalinterest,trytofindacommonground.Beattentive.Trytocreateasympatheticatmosphere.

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6.2Avoidablebehaviour
Communicative behavior that is best avoided with Ms. Berger -Emphasisingprofitandachievementsandputtingalotofpressureonher. -Leavinghertofendforherself.Simplycuttingoffconversations.Beingcoolorabrupt.Notstructuringyourconversation andrunningtheriskofbeingsweptawayandwastingtimeunnecessarily. -Forcingdecisions. -Dominatingtheconversation. -Notacceptingherhelpwhenoffered. -Beingreservedandoffhand.

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7.Idealworkcircumstancesandmanagementpreference
Ms. Berger prefers: -Anorganisationinwhichopennessisvaluedandregardedasasignofcourageandstrength.Anenvironmentwhere peopledaretobevulnerable,wherepersonalinterestisshown,andwherepersonalgoalsmatteratleastasmuchas businessgoals. -Anorganisationwithroomforindividualityandsometimesalessconventionalapproach. -Anorganisationinwhichpeoplematter,wherecollegialharmonyandafriendly,mostlyinformalatmospherearevalued. -Anenvironmentwherepeoplesupporteachotherfinishingworkandfacingchallenges.

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8.Development
8.1Suggestions
Ms. Berger is advised to: -Dealstrategicallyandrespectfullywithwrittenandunwrittenrules,procedures,approachesandneedswithinan organisation.Notgiveineasilytohernaturalresistanceagainstauthority. -Definepersonalgoalsinordertostayactive. -Makealistofprosandconswhensheisindoubtandsetadateortimeforherselftomakeafinaldecisioninorderto stopprocrastinating. -Askfortimetothinkaboutananswerordecisionwhenshecannotprovideonestraightaway. -Splithardtasksthatrequirepersistenceintosmalleronessotheycanbemanagedmoreeasily. -Makearealisticplanandsticktoit.Inordertogetthingsdone:stayfocusedonthejobathandandavoidbeing distractedbywhatisstillleftorwhatisyettocome.

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8.2Styleoflearninganddevelopment
ThepreferenceforlearninganddevelopmentofMs.Berger: Verticalaxis:OrderandStructure Horizontalaxis:Pragmatism
Structured Structured theoretical Structured practical

Theoretical

Practical

Creative theoretical Creative

Creative practical

-Practical -Efficient

-Structured -Accurate

-Workson -Finishestasks

-Competitive -Focuson achievements

-Veryvaried -Orientedat surroundings

-Neutral

-Neutral

-Neutral

-Neutral

-Neutral

-Theoretical -Abstract

-Creative -Flexible

-Letsgoeasily -Shiftspriorities

-Content -Senseof perspective

-Sharpfocus -Concentrated

Pragmatism Theextenttowhichtheperson valuesapracticalanduseful approachandwantstoadopta practicalattitude.

Order & structure Theextenttowhichtheperson needsastructuredapproach, orderandneatness.

Persistence Theextenttowhichtheperson wantstopersistandpersevere.

Ambition & challenges Theextenttowhichtheperson wantstosucceed,needs challenges,hasacompetitive driveandiswillingtoperform.

Variety Theextenttowhichtheperson needsvarietyandnew experiences.

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Notes:

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Addendum1:TMAradarandnumerictable

Talents Ambition&challenges Conformity Confrontation Decisionmaking Dominance Energy&action Extraversion Helpfulness Independentthinking&acting Needforstatus Needforsupport

Score 3 2 9 3 3 4 5 9 4 3 8

Talents Order&structure Persistence Pragmatism Purposiveness Respect Responsibility&leadership Self-esteem Sociability&contact Socialempathy Stressmanagement&pressure Variety

Score 4 3 6 6 5 3 6 9 4 4 6

Other Consistency

Score 8

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Addendum2:OverviewTMADimensions

Emotionalbalance(EB) Self-esteem Respect Needforsupport Stressmanagement&pressure Motives(MO) Needforstatus Variety Ambition&challenges Socialtalents(ST) Conformity Extraversion Helpfulness Socialempathy Sociability&contact

Score 6 5 8 4 Score 3 6 3 Score 2 5 9 4 9

Influentialtalents(IT) Dominance Energy&action Confrontation Persistence Leadershiptalents(LT) Decisionmaking Independentthinking&acting Responsibility&leadership Organisationaltalents(OT) Purposiveness Order&structure Pragmatism Other Consistency

Score 3 4 9 3 Score 3 4 3 Score 6 4 6 Score 8

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