VAC Assessment Report
Sample Report
Sample Exercise
Report Generated On 14/06/2021
Aggregate Score: Proficient
Score Rating: AMBER

1. About the report

1.1. How to read the report?
  • The integrated rating on the Product Demo competencies has been arrived at by taking into account data gathered by all the tools. However, it is likely that you demonstrate a behavior as an area of strength through one tool and as an area of development through another. For example, while a person may have a preference to plan and prioritize, he/she may not actually demonstrate planning and prioritization. Such differences provide valuable data and should be factored in while planning development pathways and journeys.
  • We recommend that you review this report and reflect on the development priorities highlighted in it. This should help bring sharper clarity on the development areas that you should focus on. The objective is for you to continue leveraging your strengths and building on them, while being cognizant of your development needs. Your development journey or pathway should be based on your personal aspirations and the key focus areas highlighted within this report.
  • The section titled 'Individual Development Plan' will help in planning the development journey or pathway. This can be filled based on the results of this exercise.
  • Based on the competencies and behaviors assessed, this report uncovers facets that are your strengths, as well as areas which you need to develop. These competencies and behaviors are measured on a 5 point scale which is described as follows:
  • Score
    Description
    Scoring Scale
    Scoring Description
  • 1
    Least Effective Behaviors
    Novice
    A Novice is relatively new to learning and demonstrating this competency
  • 2
    Least Effective Behaviors
    Practitioner
    A Practitioner is an advanced beginner in demonstrating this competency
  • 3
    Moderately Effective Behaviors
    Competent
    A Competent performer demonstrates sufficient knowledge and skills related to this competency
  • 4
    Most Effective Behaviors
    Proficient
    A Proficient Performer is sufficiently qualified and equipped to demonstrate this competency
  • 5
    Most Effective Behaviors
    Expert
    An Expert demonstrates advanced understanding and application of knowledge related to this competency
1.2. Tools used to assess competencies
  • BEI
    Behavioral Event Interview
  • LC
    Leadership Caselets
  • HPA
    Hogan Personality Assessment
  • ADILS
    A Day in Life Simulation
  • Competencies VS Tools
    BEI
    LC
    HPA
    ADILS
  • Strategic Perspective
  • Agility
  • Driving Results
  • Client Centricity
  • Nurturing People
  • Stakeholder Management
1.3. Assessment tool descriptions
  • Behavioral Event Interview

    A virtual interview between an assessor and assessment taker facilitated over our video interview platform with both audio and video channels.

  • Leadership Caselets

    A scenario-based simulation that puts you in the shoes of a leader tasked with growing the business and its people. A series of 13 challenging and engaging scenarios put forth the problems and challenges that leaders face every day, touching upon business planning, strategic prioritization, change management, customer escalations, team productivity and harmony, and personal and team development. 

  • Hogan Personality Assessment

    Hogan Personality Assessment is an assessment that provides insights about an individual's day to day preferences, how one is likely to behave when under a lot of stress, what motivates and drives an individual. The tests are generally administered online and consist of a set of multiple-choice questions. Information provided by these tools are used in combination to give a score on a particular competency.

  • A Day in Life Simulation

    Take the place of a manager that handles a diverse and highly capable team. Show your managerial potential by working through emails presented in a simulated email inbox. Tackle real world people and process challenges while ensuring that you achieve the best possible outcome in every situation.

    A practice session is provided as part of the assessment itself.

1.4. Overview of competencies and behaviors measured
  • Strategic Perspective

    -

    Business Understanding

    Ability to think strategically about projects and tasks, actively look for business opportunities and take calculated risks. Tendency to study customers, competitors and contingencies along with trends and market risks to understand organisation's objectives and priorities.

    Strategic Leadership

    Ability to develop a broad, big-picture view of the organisation and its vision; link long-range visions and concepts to daily work. Able to understand, capitalize and prepare for competitive advantage and threats, industry trends, emerging technology, market opportunities and stakeholders.

  • Agility

    -

    Responsiveness

    Degree to which an individual is solution oriented, responsive and receptive to situations. Tends to take quick action rather than indulge in lengthy deliberations. Influences team members to think smartly and efficiently. Enjoys ambiguity; comfortably handles risk and uncertainty; is responsive in ambiguous situations.

    Inculcating Resilience

    Ability to inspire the team to focus on performance outcome despite challenging or difficult circumstances. Tendency to encourage the team to persist in face of failures, and actively promote resilience as a quality within the team.

  • Driving Results

    -

    Result Orientation

    Degree to which one is able to consistently deliver required business results; set and accomplish achievable, yet aggressive, goals. Able to generates commitment and enthusiasm from others to set and achieve challenging goals and objectives. Continuously searches out and acts upon opportunities to improve quality, service and productivity.

    Excellence Orientation

    Degree to which one seeks to promote excellence in the workplace. Manages to strike the right balance between quality and speed to deliver best-in-class results. Continuously searches out and acts upon opportunities to improve quality, service and productivity for team/function.

  • Client Centricity

    -

    Driving Customer Happiness

    Ability to effectively meet customer needs; build productive customer relationships; take responsibility for customer satisfaction and happiness. Ability to make customers and their needs a primary focus of team's actions and advocate a work culture based on customer focus.

    Championing Customer Cause

    Ability to apply a long term perspective in order to align to customer needs and act as a trusted advisor. Tendency to demonstrate concern for satisfying one’s external and/or internal customers. Ability to foresee challenges and prospects proactively and take a consultative approach in the customer's best interest.

  • Nurturing People

    -

    Coaching & Mentoring

    Ability to foster long-term learning or development of others by giving feedback and support. Maintains a genuine interest in helping others develop further strengths. Understands team members' goals, gives timely constructive feedback, offers challenges that will provide growth opportunities.

    Fostering Team Harmony

    Ability to demonstrate interest, skill, and success in getting team members and groups to learn to work together. Ability to provide opportunities for people to learn to work together as a team; enlists active participation; recognize and encourage the behaviors that contribute to teamwork.

    Inspiring Others

    Ability to generate excitement, enthusiasm and commitment in people by translating the organization’s vision, mission and values into terms that are relevant to the work being performed. Is authentic; communicates a long term vision of change that resounds with others, both within the group and beyond.

  • Stakeholder Management

    -

    Influencing Stakeholders

    Ability to gain others’ support for ideas, proposals, projects, and solutions. Presents arguments that address others’ most important concerns and issues and looks for win-win solutions. Involves others in a process or decision to ensure their support. Offers trade-offs or exchanges to gain commitment.

    Cultivating Partnerships

    Ability to identify opportunities and taking action to build strategic relationships between one’s area and other areas, teams, departments, units, or organizations to help achieve business goals.

2. Competency and behavior overview

2.1. Competency wise proficiency score
  • 1
  • 2
  • 3
  • 4
  • 5
  • Novice
  • Practitioner
  • Competent
  • Proficient
  • Expert
  • RED
  • AMBER
  • GREEN
Refer above scale to map the score points
  • Strategic Perspective
    1
    2
    3
    4
    5
  • Agility
    1
    2
    3
    4
    5
  • Driving Results
    1
    2
    3
    4
    5
  • Client Centricity
    1
    2
    3
    4
    5
  • Nurturing People
    1
    2
    3
    4
    5
  • Stakeholder Management
    1
    2
    3
    4
    5
2.2. Competency wise behavior score
  • 1
  • 2
  • 3
  • 4
  • 5
  • Novice
  • Practitioner
  • Competent
  • Proficient
  • Expert
  • RED
  • AMBER
  • GREEN
Refer above scale to map the score points
Strategic Perspective
Business Understanding
4
Strategic Leadership
4
Agility
Responsiveness
4
Inculcating Resilience
4
Driving Results
Result Orientation
3
Excellence Orientation
3
Client Centricity
Driving Customer Happiness
4
Championing Customer Cause
4
Nurturing People
Coaching & Mentoring
4
Fostering Team Harmony
3
Inspiring Others
4
Stakeholder Management
Influencing Stakeholders
4
Cultivating Partnerships
3

3. Competency & behavior detailed report

3.1. Strategic Perspective
  • 1
  • 2
  • 3
  • 4
  • 5
  • Novice
  • Practitioner
  • Competent
  • Proficient
  • Expert
  • RED
  • AMBER
  • GREEN
Refer above scale to map the score points
Scores for behaviors included in Strategic Perspective:
  • Business Understanding
     
     
     
    4
     
    Proficient | Likely to convey a business oriented approach and place lateral points of view along with the commercial aspects. Also likely to develop business plans which are monetarily sound. Often manages to take calculated risks to measure the business and lead it towards the end purpose. Likely to think about long term objectives of the organization while making decisions.
  • Strategic Leadership
     
     
     
    4
     
    Proficient | Likely to relate different pieces of information to recognize trends. Often manages to seek out new ways of looking at issues and draws careful insights from and complex issues. Tends to take advantage of opportunities to overcome challenges. Often manages to relate own tasks to wider frameworks.
3.1.1. Classification of behaviors
Least Effective
Moderately Effective
Most Effective
  • Business Understanding
  • Strategic Leadership
3.1.2. Development guide of behaviors
  • -
3.1.3. Tools used
  • BEI
    Behavioral Event Interview
  • LC
    Leadership Caselets
  • HPA
    Hogan Personality Assessment
  • ADILS
    A Day in Life Simulation
3.2. Agility
  • 1
  • 2
  • 3
  • 4
  • 5
  • Novice
  • Practitioner
  • Competent
  • Proficient
  • Expert
  • RED
  • AMBER
  • GREEN
Refer above scale to map the score points
Scores for behaviors included in Agility:
  • Responsiveness
     
     
     
    4
     
    Proficient | Quite likely to identify and make the teams operate towards goal-oriented actions in a dynamic manner. Tends to be proactive about assisting the teams to accelerate the projects in the right direction by speeding up the decision-making process. Seems inclined to highlight work based on importance and may be able to contemplate on apt solutions within given agenda. Able to leverage business opportunities by acting swiftly. May shift gears with ease and assimilate new changes to move quickly from thought to action.
  • Inculcating Resilience
     
     
     
    4
     
    Proficient | Tends to concentrate on things that can influence positively. Likely to remain calm during stress and challenging situations. May act promptly to capitalize on opportunities for organizational improvements. May not be able to assist the teams to proactively spring back to action.
3.2.1. Classification of behaviors
Least Effective
Moderately Effective
Most Effective
  • Responsiveness
  • Inculcating Resilience
3.2.2. Development guide of behaviors
  • -
3.2.3. Tools used
  • BEI
    Behavioral Event Interview
  • HPA
    Hogan Personality Assessment
  • ADILS
    A Day in Life Simulation
3.3. Driving Results
  • 1
  • 2
  • 3
  • 4
  • 5
  • Novice
  • Practitioner
  • Competent
  • Proficient
  • Expert
  • RED
  • AMBER
  • GREEN
Refer above scale to map the score points
Scores for behaviors included in Driving Results:
  • Result Orientation
     
     
    3
     
     
    Competent | Likely to set clear and specific business objectives. Tends to maintain focus until a viable solution is found. Likely to check the results to find out whether the task has been accomplished in a timely manner. May not be able to steer all the hurdles away without the right guidance.
  • Excellence Orientation
     
     
    3
     
     
    Competent | Often inclined to allocate tasks so as to deliver consistent results. May try to promote excellence by building a work culture based on high standards and exceptional quality. May not proactively look out for the best practices to give teams the right guidance for quality performance.
3.3.1. Classification of behaviors
Least Effective
Moderately Effective
  • Result Orientation
  • Excellence Orientation
Most Effective
3.3.2. Development guide of behaviors
  • -
3.3.3. Tools used
  • BEI
    Behavioral Event Interview
  • LC
    Leadership Caselets
  • HPA
    Hogan Personality Assessment
3.4. Client Centricity
  • 1
  • 2
  • 3
  • 4
  • 5
  • Novice
  • Practitioner
  • Competent
  • Proficient
  • Expert
  • RED
  • AMBER
  • GREEN
Refer above scale to map the score points
Scores for behaviors included in Client Centricity:
  • Driving Customer Happiness
     
     
     
    4
     
    Proficient | Likely to understand customers and their needs. Often likely to categorize processes around customers and take into account delicate as well as complicated issues defined in the expectations. Inclined towards applying systematic methods to record customer feedback and information.
  • Championing Customer Cause
     
     
     
    4
     
    Proficient | Likely to foster relations and focus on core needs of stakeholders. Creates strategies and plans that drive the customer’s cause. Tends to enhance relationships and adds value by taking action and establishing a client first point of view. Strives to provide end to end solutions to client problems.
3.4.1. Classification of behaviors
Least Effective
Moderately Effective
Most Effective
  • Driving Customer Happiness
  • Championing Customer Cause
3.4.2. Development guide of behaviors
  • -
3.4.3. Tools used
  • BEI
    Behavioral Event Interview
  • LC
    Leadership Caselets
  • HPA
    Hogan Personality Assessment
  • ADILS
    A Day in Life Simulation
3.5. Nurturing People
  • 1
  • 2
  • 3
  • 4
  • 5
  • Novice
  • Practitioner
  • Competent
  • Proficient
  • Expert
  • RED
  • AMBER
  • GREEN
Refer above scale to map the score points
Scores for behaviors included in Nurturing People:
  • Coaching & Mentoring
     
     
     
    4
     
    Proficient | Often implements plans to initiate an active and noticeable atmosphere of development and encourages experimentation. Tends to be eager about mentoring teams through own achievements and experiences. May need some supervision to identify all strengths and opportunities so as to enable all to maximize their potential.
  • Fostering Team Harmony
     
     
    3
     
     
    Competent | Moderately open to interdependencies and fosters a spirit of camaraderie. Tries to build a transparent work culture based on collaborative efforts of team members. Often tries to find significant ways to minimize effects of culture/time/location differences, however, needs a little guided push to be able to practically implement potential ideas.
  • Inspiring Others
     
     
     
    4
     
    Proficient | Tends to identify with employee needs and motives. Likely to recognize and reward others for a brilliantly done job. Seems inclined to acknowledge other's expertise and experience while making important decisions. Likely to lead by example and is able to conduct himself/herself in a manner which inspires others.
3.5.1. Classification of behaviors
Least Effective
Moderately Effective
  • Fostering Team Harmony
Most Effective
  • Coaching & Mentoring
  • Inspiring Others
3.5.2. Development guide of behaviors
  • -
3.5.3. Tools used
  • BEI
    Behavioral Event Interview
  • LC
    Leadership Caselets
  • HPA
    Hogan Personality Assessment
  • ADILS
    A Day in Life Simulation
3.6. Stakeholder Management
  • 1
  • 2
  • 3
  • 4
  • 5
  • Novice
  • Practitioner
  • Competent
  • Proficient
  • Expert
  • RED
  • AMBER
  • GREEN
Refer above scale to map the score points
Scores for behaviors included in Stakeholder Management:
  • Influencing Stakeholders
     
     
     
    4
     
    Proficient | Likely to build the right rapport in order to create the groundwork for influencing others. May successfully identify personal values within oneself and others to be able to create high impact. Seems inclined to use a structured and logical way of communication to reach the desired outcome. May convince stakeholders with insightful responses.
  • Cultivating Partnerships
     
     
    3
     
     
    Competent | Likely to have an open mindset towards working and collaborating. But may not do so across all situations. Likely to have a proclivity to develop and promote a constructive relationship which is based on beneficial interactions. Tries to enable effective and relaxed communication. Likely to be considered approachable by co-workers for collaborative partnerships. Able to gauge the value of collaborative partnerships and aims to promote them across teams.
3.6.1. Classification of behaviors
Least Effective
Moderately Effective
  • Cultivating Partnerships
Most Effective
  • Influencing Stakeholders
3.6.2. Development guide of behaviors
  • -
3.6.3. Tools used
  • BEI
    Behavioral Event Interview
  • LC
    Leadership Caselets
  • HPA
    Hogan Personality Assessment

4.Individual development plan

What are my Goals? What do I have to do to achieve these goals? What Support and Resources will I need? How will I measure success? Target Date for Review
         
         
         
         
         
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Our consolidated platform combines technology with behavioral science to help organizations relook at their hiring, development, and succession planning processes and to take them virtual, while also enhancing operational efficiency and optimizing costs.

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