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Personal Effectiveness

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Personal Effectiveness


Personal Effectiveness


1.0 Executive Summary................................................................ 2
2.0 The Introduction..................................................................... 3
3.0 Literature Review……………………...........................................….... 6
4.0 Data…………………..………………………………………………….............. 7
5.0 Main Outcomes.......................................................................16
6.0 Reccomendations....................................................................17
7.0 References………………………………………………………………….………18

1.0 Executive Summary
The purpose of this report is to illustrate the aspects of the two individual staff members and how they are likely to relate to one another given their unique combination of characteristics and behaviours. There is a literature review on the use of psychometric testing and collecting the data from psychometric testing on two staff members. This report will introduce advantages and disadvantages of psychometric testing in HR. There are some results of the indicator instruments between the two staff members. This report will give some recommendations on how to best utilise two staff members and some suggestions on how to ensure teamwork between the two staff members.
Ella Bryant an architect and Lisa Mcune a. Have not worked with one another before due to

2.0 Introduction
2.0 Introduction

This section provides the purpose, background, scope, research methods, and indicates how the manager will be able to utilise the report finding, and mention limitations of the report.

2.1 Purpose
The purpose of this report is to analyse strengths and weakness of two staff members and how they are likely to relate to one another given their unique characteristics and behaviours. The report will give some recommendations on how to best utilise the two staff members in the workplace. The report also will give some suggestions to ensure the team and individual perform between the two staff members harmoniously and optimally in the workplace. This includes the analysis of data from five indicator tests on the two staff members in order to utilise the two staff members effectively in the workplace.

2.2 Background
The report is to review the two staff members who will be firstly working together as a team on a brand new project. The chosen project scenario setting is a large corporate law firm where the two staff members are working on a crisis management plan. One staff member is a Public Relations Officer and the other is a Lawyer who are both working in a large corporate law firm. This report is to clearly identify the nature of the two staff members and their likely relationship with one another, which including the understanding of the theories behind various indicator instruments.

2.3 Scope
This report is concerned only on the two staff members with the data and the results of the indicator instruments and researched information and required outcomes obtained via hemisphere dominance test, interaction styles test, Big Five Locator test, self-monitoring test, and jung typology test.

2.4 Research methods
Information about the data and the results of the indicator instruments and required outcomes was achieved through:
1. Hemisphere dominance test
2. Indicator styles test
3. Big Five Locator test
4. Self-monitoring test
5. Jung typology test

2.5 Some indications that how the managers will be able to utilise the report findings

2.5.1 The report findings used by managers from hemisphere dominance test
Managers utilise the report findings from hemisphere dominance test showed that the left and right hemisphere of the brain process information between the two staff members in different ways. Managers use these findings to understand the theories of dominate hemisphere and information processing styles in order to give unique characteristics used by the right or the left brain between the two staff members.

2.5.2 The report findings used by managers from interactive styles test
Managers use the findings from interactive styles test indicated that the characteristics of the four interactions styles and the results of the interactive styles descriptors between the two staff members. Managers use these findings to have an understanding of the different human characteristics in order to reflect personalities, to identify characteristics, to best describe, and to give unique behaviours between the two staff members.

2.5.3 The report findings used by managers from Big Five Locator test
Managers utilise the findings from Big Five Locator test reflected more reliable personality assessment between the two staff members. Managers use the report findings to understand the nature of the individual staff members in order to clearly identify the nature of the individual staff members and their relationship with one another.

2.5.4 The report findings used by managers from self-monitoring test
Managers use the findings from self-monitoring test showed the nature personality of the two staff members. Managers use these findings to understand the nature of the individual staff members to best utilise the two staff members in the workplace.

2.5.5 The report findings used by managers from jung typology test
Managers utilise these findings from jung typology test described that personality types between the two staff members to discover careers and occupations most for personality type between the two staff members. Managers use these findings to develop and to best utilise the two staff members in the workplace. Managers also use these findings to build an effective team between the two staff members in the workplace.

2.6 Limitations
There are two limitations in the report. The first limitations of the report is to analyse different personality styles in the workplace. The second limitations of the report is not ascertain whether the data from psychometric testing on two staff members was correct, nor is it able to guarantee the accuracy of the information obtained from the two staff members.

3.0 Literature Review
In recent years a significant number of employers now make use of psychometric testing as part of their hiring process. Psychometric testings cover a broad range of tests to help employees to diminish the number of job candidates with undesirable traits that might slow down their or the team’s work ethic.
Regardless of the job you are applying for whether it be management, graduate, professional, IT, or admin you are likely to face a psychometric test.
Psychometric tests include a wide range of aptitude test and personality tests. These test are designed to measure your ability to learn a specific body of knowledge whilst personality testing measures the person’s emotional motivational, attitudes and interpersonal interactions.
Personality is meaningful to management, because employee’s personalities may measure how well they perform in their jobs. Personality may suggest how hard, organised, creative and how well they interact with others, and how creative they are.
The benefits of employers and management using psychometric testing on job candidates, improves the efficiency of the recruitment process by recognising the most suitable candidates early in the recruitment stage to save time and money spent on unsuitable workers. Also allows an individual’s potential to be measured rather than the skills that have been required with hindsight. Testing is used on all level of candidates from directors to semi skilled individuals.
Psychometric test helps understand the individual better and for the human resource manager to know from the first initial meeting in what area the individual would be best suited in. This ensures the HR manager will not have to keep going back and forth after the employee because the employee is not utilising his potential in the environment they were put in.

4.0 Data
Hemisphere Dominance

Interaction Style


Self-Monitoring test

Jung typography test | Ella | Lisa | Extrovert | 72 | 11 | Sensing | 1 | 1 | Feeling | 38 | 25 | Perceiving | 33 | 22 |

Fig. 2: Preference for working individually or with others

Fig. 2 illustrates that while Ella might like working with others and being works individually, Lisa would like to work on her own.
5.0 Main Outcomes
This section provides details on the information about the results of the five indicator instruments on the two staff members and to analyse to persuade HR Manager on how best and combine the two different personalities in the management of a large corporate law firm obtained from the psychometric test.

5.1 Hemisphere dominance
* Ella: Left-side Dominant * Lisa: Left-side Dominant

What this means
Ella and Lisa:
Processes information based in a logical order
Focus on rules and regulations
Figure problem and find methods in order to solve problem

5.2 Interaction styles
* Ella: Behind-the-scenes * Lisa: In-charge

What this means
Ella: slow paced, slow to make decisions, modest, logical, dependable and responsible, shares personal feelings, work slowly and cooperatively with others, loyal, likes close personal relationships, very supportive of others or a cause, high and steady performer, great team player, easy going nut can be stubborn, doesn’t like sudden change in job, location, friends, good counselling/listening skills and a people person, and wall displays group pictures or landscapes.

Lisa: fast paced, decisive in actions and decision-making, likes to take control, Task oriented rather than people oriented, impatient, serious, high energy Levels, strong opinions, competitive with others, has good administration Skills, a busy desk, frequently want to change things, office decorated to Suggest power and control, wall full of achievement awards, and seeks esteem and self-actualisation/accomplishment

5.3 Big Five Locator
* Ella: moderate emotional liability ambivert moderate oppenness to experience negotiator in certain situations fairly low conscientiousness

* Lisa: moderate emotional stability ambiver/extrovert moderate oppenness to experience adapter in certain situations high conscientiousness
What this means
Ella constantly second-guesses herself therefore Lisa constantly ensured her that she was on the right rack analyses every situation-useful in project as it ensured every aspect was covered
Warm and sensitive team member-useful in avoiding unnecessary conflict and confrontation

5.4 Self-monitoring test
* Ella: self-monitor score-47 * Lisa: self-monitor score-54

What this means
Due to high self-monitors are defined as those with scores of 53 or higher, Ella is low self-monitors and Lisa is high self-monitors.

5.5 Jung typology
* Ella: Extravert-72% Sensing-1% Feeling-38% Perceiving-33% * Lisa: Extravent-11% Sensing-1% Feeling-25% Perceiving-22%
What this means
Distinctive preference of Extraversion over Introversion
Marginal or no preference of Sensing over Intuition
Moderate preference of Feeling over Thinking
Moderate preference of Perceiving over Judging

Slight preference of Extraversion over Introversion
Marginal or no preference of Sensing over Intuition
Moderate preference of Feeling over Thinking
Slight preference of Judging over Perceiving

5.6.1 Evaluation/Analysis of Data in Figure 1
Ella seems to be a person who likes the outdoors, as illustrated Fig. 1, would probably be more suited to be a Public Relations Officer in a large corporate law firm , communications with others well or chat with others well, builds a good relationship among others in a public place and know customers’ needs.

In contrast, as shown in Fig. 1, Lisa prefer to stay indoors and would possibly be more suited to being in charge of the laws and making regulations and rules for a large corporate law firm. She would be suitable for supervising the administration of the laws and reception the staff.

5.6.2 Evaluation/Analysis of Data in Figure 2
Lisa is a person who like to work on her own as Fig. 2 illustrates. Therefore she

would probably be best suited to tasks associated with setting, administration and office work which do not oftenly require contact with people.

Ella on the other hand seems to be a person who tends to like working with others and being around people so she would probably be most suitable for handing tasks associated with publicity and managing as well as customer contact.

6.0 Recommendations
Recommend where they would be best suited in the work place.
The recommendation to the Human resource manager states that Ella Bryant and Lisa Mcune would make a solid skilful team with one another. Both Ella and Lisa work sufficiently when put in similar situations and work environments.
Ella and Lisa are not all similar they have a few differences within their learning styles. Ella is a behind the scenes personality which indicates that she is a little slower to make solid decisions in her everyday life but will enthusiastically listen and support those around her. Lisa prefers to be in charge and get things going as shown in her interaction style and may make rapid evaluations, helping to influence Ella when it is essential. Unfortunately Ella may delay Lisa at times where she may feel she needs more time to think through decisions.
The big five-indicator test showed Ella is more agreeable than Lisa. This may cause Lisa to take a more dominant lead in some aspects of the project and decision-making. If this is supervised and maintained at an early stage to ensure a smooth structured project to strive for the best for their clients.
Our data finding lead us to recommend that both Ella and Lisa’s differences may cause some disagreement if the correct preparations is not applied. It is important that both Ella and Lisa’s learning and interaction styles suit the situations that they’re put in. to fully utilise both their potentials. If thorough preparation is put into place at the first initial meeting it would cause no conflict and mean solid teamwork through the course of the project.
There are a few recommendations that will always ensure successful team work. They are * Time management skills * Communication between both Ella and Lisa * Key knowledge of equipment used * Organisation * Makin sure both Ella and Lisa know what they are required to do and the responsibilities they uphold. * Encourage interaction * Give tasks that will really show their strengths that emphasize their interaction styles.

7.0 Referencing


Hemispheric dominance inventory. (2012). Available from

Interaction styles. (n.d.). Retrieved from the Edith Cowan University Blackboard Web site: Jung typology test. (2012). Available from

Lennox, R. D., & Wolfe, R. N. (1984). Revision of the self-monitoring scale. Journal of Personality and Social Psychology, 1361. Pfeiffer, J. W., & Goodstein, D. L. (1996). The Big Five Locator: A quick assessment tool for consultants and trainers. The Annual & Developing Human Resource, 1, 22-119. De Janasz, S., Wood, G., Gottschalk, L., & Dowd, K. (2007). Interpersonal skills in organisations. North Ryde, NSW: McGraw-Hill
Lecture Notes. Retrieved from Edith Cowan University, Faculty of Business and Law Personality Test (n.d.). Retrieved 1 October,
Simmering, Marcia J. “Personality and Personality test.” Encyclopedia of management. ED. Marilyn M. Helms, %th ED. Detroit

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