> Universal Competency Report

Name: Piet Hollander

Date: 14 February 2008
INTRODUCTION

This report is intended for use by managers and HR professionals. It summarises how Hollander's
preferred style or typical way of behaving is likely to influence his potential performance on twenty
universal competencies. This potential is based on Hollander's responses to the Occupational
Personality Questionnaire (OPQ). His responses have been compared against those of a large
relevant comparison group to give a description of Hollander's preferred approach to work.

The responses Hollander gave show the way he sees his own behaviour, rather than how another
person might describe him. This report describes preferred ways of behaving, rather than actual
skills levels. The accuracy of this report depends on the frankness with which he answered the
questions as well as his self-awareness. Nevertheless, this report provides important indicators of
Hollander's style at work. This report links the information from the personality questionnaire to
the twenty universal competencies.

This report has a shelf-life of 18-24 months and should be treated confidentially. If there are major
changes in his life or work he should complete the OPQ again.

If you require support in interpreting this report, please contact a person in your organisation who
has received full training in the use of the OPQ.

When using this report it is important to consider which of the twenty universal competencies
measured are most relevant to successful performance in the job that is being considered.

For a range of interview questions associated with each of the twenty competencies in this report
and definitions of these competencies, please refer to the SHL Universal Competency Framework™
Interview Guide.

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REPORT KEY

The ticks, crosses and discs indicate which aspects of Hollander's style are likely to contribute
positively or more negatively to each competency.

Symbol 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

The overall likelihood of Hollander displaying strength in each competency is shown in the bar
graphs on the right hand side of the report.

1 2 3 4 5

Unlikely Less likely Moderately Quite likely to be a Very likely to be a

to be a to be a likely to be a strength strength
strength strength strength

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SUMMARY OF COMPETENCY POTENTIAL

The table below provides a summary of Hollander's potential performance on the twenty
competencies. By selecting those competencies that are most important for the role, and probing
those areas for evidence of how Hollander has demonstrated effectiveness, you are more likely to
recruit the best person for the job.

Definitions of the twenty competencies can be found on page 8 and 9 of this report. Recommended
interview questions for each of the competencies are provided in the Universal Competency
Framework™ Interview Guide. Competency profiling cards are also available to help in identifying
essential or desirable competencies. For more information contact your SHL representative.

Important for
Competency 1 2 3 4 5
Success? (tick)

Leading and Deciding

1.1 Deciding and Initiating Action
1.2 Leading and Supervising
Supporting and Co-operating
2.1 Working with People
2.2 Adhering to Principles and Values 1
Interacting and Presenting
3.1 Relating and Networking
3.2 Persuading and Influencing
3.3 Presenting and Communicating Information 2
Analysing and Interpreting
4.1 Writing and Reporting 2
4.2 Applying Expertise and Technology 2
4.3 Analysing 2
Creating and Conceptualising
5.1 Learning and Researching 2
5.2 Creating and Innovating 2
5.3 Formulating Strategies and Concepts 2
Organising and Executing
6.1 Planning and Organising
6.2 Delivering Results and Meeting Customer Expectations 2
6.3 Following Instructions and Procedures 2
Adapting and Coping
7.1 Adapting and Responding to Change
7.2 Coping with Pressures and Setbacks
Enterprising and Performing
8.1 Achieving Personal Work Goals and Objectives
8.2 Entrepreneurial and Commercial Thinking 2

The index numbers refer to the 20 competency dimensions from the SHL Universal Competency Framework™.

1
OPQ32 only assesses some aspects of this competency, specifically related to the areas of rule-following and utilising diversity.
2
Assessment of this competency could be enhanced by adding a measure of aptitude or ability.

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COMPETENCY POTENTIAL PROFILE

1. Leading and Deciding 1 2 3 4 5

1.1 Deciding and Initiating Action


Decides upon a course of action very quickly.

Holds strong views and is comfortable with acting independently.

Places a high emphasis on achieving difficult targets.
 Is prepared and as comfortable as most to take charge of situations when required.
1.2 Leading and Supervising


Is highly likely to use persuasion when motivating others.
 Is as prepared and as comfortable as most to lead a group when required.
 As likely as most to understand what motivates others.
 Is moderately likely to trust, and thus to empower, others.

2. Supporting and Co-operating 1 2 3 4 5

2.1 Working with People
 Occasionally seeks to understand the reasons for others' behaviour.
 Some desire to spend time away from people may affect team working.
 Very rarely seeks contributions from others in order to make a decision.
 Is likely to be very selective with support and sympathy.
 Competitive drive is highly likely to prevent co-operation with colleagues.
1
2.2 Adhering to Principles and Values
 Is fairly likely to break rules and regulations.
 May very rarely seek a diverse range of views.

3. Interacting and Presenting 1 2 3 4 5

3.1 Relating and Networking

Is likely to feel fairly confident in formal business situations.

May be lively and animated in groups.
 Is as likely as most to seek to understand what motivates others.
 May not consistently adapt personal style to fit in with others.
3.2 Persuading and Influencing


Is extremely interested in selling and negotiating.

Is likely to feel fairly confident when influencing others.

Tends to adopt a fairly outgoing approach when in group situations.

Is very likely to be comfortable with promoting own credentials.
 May occasionally seek to understand other peoples' needs and motives.
2
3.3 Presenting and Communicating Information


Very likely to enjoy using persuasion when putting forward an argument.

Is likely to feel fairly confident when formally presenting.
 Is as likely as most to feel calm before important occasions.
 May not adapt his own style and approach to the audience.
1
OPQ32 only assesses some aspects of this competency, specifically related to the areas of rule-following and utilising diversity.
2
Assessment of this competency could be enhanced by adding a measure of aptitude or ability.

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4. Analysing and Interpreting 1 2 3 4 5
2
4.1 Writing and Reporting
 Moderately likely to critically evaluate the content of written information.
 Is as inclined as most others to understand the needs of an audience.
 May somewhat dislike dealing with abstract concepts in written work.
 Is likely to produce written documents that are very unstructured.
2
4.2 Applying Expertise and Technology
 May critically evaluate technical information in some situations.
 May not always enjoy engaging in theoretical and abstract thinking.
 May be slightly uncomfortable when working with numerical data.
2
4.3 Analysing
 Will probe information for potential errors in analysis.
 May not always enjoy dealing with abstract concepts.
 May be slightly uncomfortable analysing numerical information.

5. Creating and Conceptualising 1 2 3 4 5

2
5.1 Learning and Researching
 May give some thought to potential limitations when reviewing new information.
 May consider new and established approaches when learning new tasks.
 May not always enjoy learning about abstract concepts.
 May be slightly uncomfortable when gathering facts and figures.
2
5.2 Creating and Innovating

Very much enjoys variety and change.
 Considers both new and established methods, depending on the situation.
 Does not see himself as a creative individual.
 May not always enjoy adopting a conceptual approach.
2
5.3 Formulating Strategies and Concepts


Is very likely to focus on the broader picture rather than the detail.
 As likely as peers to take a longer term view when developing strategy.
 May consider new and established methods when establishing a vision.
 May not always enjoy thinking conceptually when developing strategy.
2
Assessment of this competency could be enhanced by adding a measure of aptitude or ability.

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6. Organising and Executing 1 2 3 4 5
6.1 Planning and Organising
 Is as likely as most to display a strategic approach.
 Is as comfortable as most managing others when required.
 Places a low priority on monitoring plans against deadlines.
 May be much less focused on details when planning than his peers.
2
6.2 Delivering Results and Meeting Customer Expectations

Is likely to set stretching goals for himself or others.
 Places a low priority on completing tasks in line with expectations.
 Is not likely to adhere to rules, regulations and set procedures.
 Not very likely to adopt a methodical and organized approach.
2
6.3 Following Instructions and Procedures
 Is likely not to be restricted by rules and procedures.
 Tends to place a low priority on keeping to agreed schedules.
 May hold strong views and challenge instructions from others.

7. Adapting and Coping 1 2 3 4 5

7.1 Adapting and Responding to Change

Tends to enjoy new experiences.
 Is as open as most to new approaches and work methods.
 Is as likely as most to seek to understand differences in motives and behaviours of others.
 May not always adapt an interpersonal style across situations.
7.2 Coping with Pressures and Setbacks
 Experiences as much general tension as others.
 Maintains an outlook that balances positives and negatives.
 May be a little sensitive to criticism or negative feedback.
 Tends to be fairly open in expressing emotions.

8. Enterprising and Performing 1 2 3 4 5

8.1 Achieving Personal Work Goals and Objectives


Is likely to be extremely comfortable in competitive situations.

Is likely to be driven to progress his career.

Is likely to be comfortable with a very demanding schedule.
 May pursue a balance between a strategic and short term view when identifying his own development needs.
2
8.2 Entrepreneurial and Commercial Thinking


Is very likely to excel in the competitive environment of commercial situations.

Is likely to be motivated by stretching financial targets.
 May be slightly uncomfortable when working with financial information.

2
Assessment of this competency could be enhanced by adding a measure of aptitude or ability.

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© SHL Group Limited 2007
COMPETENCY DEFINITIONS

1. Leading and Deciding

Takes responsibility for actions, projects and people; takes initiative and
works under own direction; initiates and generates activity and introduces
1.1 Deciding and Initiating Action changes into work processes; makes quick, clear decisions which may include
tough choices or considered risks.

Provides others with a clear direction; motivates and empowers others;

1.2 Leading and Supervising recruits staff of a high calibre; provides staff with development opportunities
and coaching; sets appropriate standards of behaviour.

2. Supporting and Co-operating

Shows respect for the views and contributions of other team members;
shows empathy; listens, supports and cares for others; consults others and
2.1 Working with People shares information and expertise with them; builds team spirit and reconciles
conflict; adapts to the team and fits in well.

Upholds ethics and values; demonstrates integrity; promotes and defends

2.2 Adhering to Principles and Values equal opportunities, builds diverse teams; encourages organisational and
individual responsibility towards the community and the environment.

3. Interacting and Presenting

Easily establishes good relationships with customers and staff; relates well to
3.1 Relating and Networking people at all levels; builds wide and effective networks of contacts; uses
humour appropriately to bring warmth to relationships with others.

Gains clear agreement and commitment from others by persuading,

convincing and negotiating; makes effective use of political processes to
3.2 Persuading and Influencing influence and persuade others; promotes ideas on behalf of oneself or others;
makes a strong personal impact on others; takes care to manage one’s
impression on others.

Speaks fluently; expresses opinions, information and key points of an

3.3 Presenting and Communicating argument clearly; makes presentations and undertakes public speaking with
Information skill and confidence; responds quickly to the needs of an audience and to
their reactions and feedback; projects credibility.

4. Analysing and Interpreting

Writes convincingly; writes clearly, succinctly and correctly; avoids the
unnecessary use of jargon or complicated language; writes in a well-
4.1 Writing and Reporting structured and logical way; structures information to meet the needs and
understanding of the intended audience.

Applies specialist and detailed technical expertise; uses technology to achieve

work objectives; develops job knowledge and expertise (theoretical and
4.2 Applying Expertise and Technology practical) through continual professional development; demonstrates an
understanding of different organisational departments and functions.

Analyses numerical data and all other sources of information, to break them
into component parts, patterns and relationships; probes for further
4.3 Analysing information or greater understanding of a problem; makes rational
judgements from the available information and analysis; demonstrates an
understanding of how one issue may be a part of a much larger system.

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 5. Creating and Conceptualising
Rapidly learns new tasks and commits information to memory quickly;
demonstrates an immediate understanding of newly presented information;
5.1 Learning and Researching gathers comprehensive information to support decision making; encourages
an organisational learning approach (i.e. learns from successes and failures
and seeks staff and customer feedback).

Produces new ideas, approaches, or insights; creates innovative products or

5.2 Creating and Innovating designs; produces a range of solutions to problems.

Works strategically to realise organisational goals; sets and develops

strategies; identifies, develops positive and compelling visions of the
5.3 Formulating Strategies and Concepts organisation’s future potential; takes account of a wide range of issues
across, and related to, the organisation.

6. Organising and Executing

Sets clearly defined objectives; plans activities and projects well in advance
and takes account of possible changing circumstances; identifies and
6.1 Planning and Organising organises resources needed to accomplish tasks; manages time effectively;
monitors performance against deadlines and milestones.

Focuses on customer needs and satisfaction; sets high standards for quality
6.2 Delivering Results and Meeting
and quantity; monitors and maintains quality and productivity; works in a
Customer Expectations systematic, methodical and orderly way; consistently achieves project goals.

Appropriately follows instructions from others without unnecessarily

challenging authority; follows procedures and policies; keeps to schedules;
6.3 Following Instructions and arrives punctually for work and meetings; demonstrates commitment to the
Procedures organisation; complies with legal obligations and safety requirements of the
role.

7. Adapting and Coping

Adapts to changing circumstances; tolerates ambiguity; accepts new ideas
7.1 Adapting and Responding to Change and change initiatives; adapts interpersonal style to suit different people or
situations; shows an interest in new experiences.

Maintains a positive outlook at work; works productively in a pressurised

environment; keeps emotions under control during difficult situations;
7.2 Coping with Pressures and Setbacks handles criticism well and learns from it; balances the demands of a work life
and a personal life.

8. Enterprising and Performing

Accepts and tackles demanding goals with enthusiasm; works hard and puts
8.1 Achieving Personal Work Goals and in longer hours when it is necessary; seeks progression to roles of increased
Objectives responsibility and influence; identifies own development needs and makes
use of developmental or training opportunities.

Keeps up to date with competitor information and market trends; identifies

business opportunities for the organisation; maintains awareness of
8.2 Entrepreneurial and Commercial
developments in the organisational structure and politics; demonstrates
Thinking financial awareness; controls costs and thinks in terms of profit, loss and
added value.

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ASSESSMENT METHODOLOGY

This Profile is based upon the following sources of information for Piet Hollander:

Questionnaire / Ability Test Comparison Group Used

OPQ32i UK English v1 (Std Inst) OPQ32i UKE Australian Managerial & Yes
Professional 2005

PERSON DETAIL SECTION

Name Piet Hollander
Date 14 February 2008
Candidate RP1=9, RP2=5, RP3=8, RP4=8, RP5=7, RP6=3, RP7=7, RP8=3, RP9=1,
Data RP10=1, TS1=4, TS2=6, TS3=5, TS4=5, TS5=4, TS6=3, TS7=8, TS8=4,
TS9=6, TS10=1, TS11=3, TS12=4, FE1=6, FE2=6, FE3=4, FE4=5, FE5=5,
FE6=4, FE7=8, FE8=10, FE9=8, FE10=10, CNS=10

ABOUT THIS REPORT

This report was generated using SHL’s Online Assessment System. It includes information from the
Occupational Personality Questionnaire TM (OPQ32). The use of this questionnaire is limited to
those people who have received specialist training in its use and interpretation.

The report herein is generated from the results of a questionnaire answered by the respondent(s)
and substantially reflects the answers made by them. Due consideration must be given to the
subjective nature of questionnaire-based ratings in the interpretation of this data.

This report has been generated electronically – the user of the software can make amendments
and additions to the text of the report.

SHL Group Limited and its associated companies cannot guarantee that the contents of this report
are the unchanged output of the computer system. We can accept no liability for the consequences
of the use of this report and this includes liability of every kind (including negligence) for its
contents.

The Universal Competency Report Version Number: 2.0SC

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The SHL Universal Competency Framework, SHL Competency Profiler and SHL Competency
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© SHL Group Limited 2007