Work as a director large enterprise, a small store, one of the divisions of an international corporation is prestigious and highly paid. Wages, of course, vary, but a “labor record” about working as a director increases the chances for a further successful career. Usually, a director's position and a high salary are interconnected, and becoming a top manager is the goal of most young professionals.

Based on the importance of the director's position, the decisions that the future leader will make, the selection is carried out as rigorously as possible, the requirements for applicants are too high. If we are talking about domestic state-owned companies, then everything is decided differently there, but all progressive corporations appoint managers from outside, paying attention not to imaginary merits, regalia and connections, but to real knowledge and skills.

What tools are available to determine candidates' required knowledge? In the "hands" of HR managers are interviews, tests and assessments of psychologists. All applicants for positions in reputable companies go through similar selection stages, but there are much more requirements for the “top” management. The interview will definitely not be one, you will most likely need to communicate with managers, and with senior partners, as well as with owners. Testing will be more difficult than for ordinary employees, and intelligence will be tested on tests, English language, logic, mathematical, professional knowledge.

An example of a numerical test for directors:

Director testing

The test for the position of director, more precisely, its components depend on specialization, that is, profile tests for financial director or sales directors will be different, but the "general education" unit will remain virtually unchanged. The applicant will have to pass numerical, verbal tests, fill out personality questionnaires.

Numeric tests require basic level math knowledge high school, the first courses of universities. The tasks are quite simple, but given the small amount of time, they cannot be called very easy. Examples consist of graphs, charts, tables, that is, information is presented more visually, but answers must be given in numbers, answer options are provided. Applicants will need to calculate percentages, determine proportions, perform simple arithmetic operations, but this must be done quickly - thirty seconds are given for one task.

For the position of sales director or for another vacancy, it consists of a short text and statements to it. The text describes a certain situation, and the statements are connected with it, directly or indirectly, and each statement must be designated as “true”, “false”, “no information”. Briefly, it is difficult to describe what such a task is, for example, it may be indicated that some inhabitants of the deep sea began to die due to human waste. Below there will be short sentences, which say that "the inhabitants died due to emissions from coastal chemical industries". The answer immediately suggests itself - “true”, but it is not correct, since the text does not directly indicate specific plants or factories, therefore the correct answer is “little information”.

Professional tests for top managers are very diverse, much depends on the specifics of the company. So, the financial director may be asked to write a business plan, and “negotiations” with a dissatisfied partner or an important client of the company are also quite possible. A professional test for the position of a store manager may include, among other things, a development strategy for the coming months or years. Each top-level position is unique, and employers have separate requirements for each director position.

It is difficult to advise skillful, experienced professionals who legitimately claim to high positions, but in order to be able to prove your indispensability in personal interviews with corporate leaders, you must first pass a test. Tests must be passed better than others, and modern systems performance evaluations make it possible to compare candidates for director positions with existing top managers, and not only with other applicants. It is clear that weak results will not allow to continue the struggle for the position.

An experienced manager is sure on his own career path passed a lot of tests, and he just needs to find out in advance whose tasks the employer uses in order to remember or learn some nuances. If an applicant who has not previously been tested according to Western standards is applying for the position of director, then there is nothing super-terrible, every educated person is able to pass tests well, you just need to find examples or order detailed collections of numerical, verbal tasks on specialized sites. In specialized forums, existing or former employees many companies share useful knowledge about what they had to go through at the stages of employment - and this "infa" is extremely useful.

This test is designed for managers

The test is intended to be determined by the Head himself:

- what moments in managing people cause him discomfort;
In what areas is the Leader most successful?
- which problem areas bring the greatest difficulties to the Manager;
- what changes should be made to the leader in the personal management style.

This test will help you determine how well you understand the nature of control and power, as well as how well you use the laws of this nature in your daily activities.
After passing the test, you will be able to independently draw up your personal plan for improving managerial skills. Following this plan, plan your training and professional development as a Leader.
We will certainly discuss your plan, and we will take it into account in the course "Managerial Shaolin".

If you decide to take this test and are not a cadet of "Managerial Shaolin":

1. There are results and recommendations for you at the end of the test.
2. Get to know the nature of power, as well as with patterns effective management people, consolidate your knowledge, structure it - you can at the seminar “Management and Power. Leadership and Influence»

For convenience, print the test.

Read the questions and answer them clearly - "Yes" or "No".

For questions that have enumerations, such as: “employees/clients/partner/team/deputy”, choose what is most meaningful to you in terms of improving interaction.

At the end, count the number of your positive answers and the number of negative ones.

Test in Word format

Count the total number of "YES" answers.

High level of management skills:

If you got 11 "Yes" answers to questions No. 1, 30, 42, 51, 52, 55, 56, 61, 62, 70, 74.

You know how to coordinate and direct the activities of the team, provide independence to the most capable subordinates, this is a natural management tool for you. Questions of control do not cause you additional stress. You appropriately develop the initiative in subordinates, intelligently introducing new methods of work. You know how to convince and provide moral support in a conversation, you are tactful in a dispute and guided justice. Successful Solution managerial problems provided by an understanding of the nature of the problem, cause-and-effect relationships, influences and decisive factors.
You turn your attention for individual personality traits and socio-psychological team processes. In your decisions, you must take these features into account.
In communication, maintain openness, use constructive criticism wisely, which helps you prevent conflicts and create a friendly atmosphere.
Employees respect you. You are their authority and role model.
Recommendation for you:
Do not reduce your level of managerial skill, continuing to hone it.

* Average level of managerial skill:

If you succeeded 12–25 "Yes" answers, You answered the rest of the questions in the negative.

In your management, there may be contradictions between the fact that you strive to live in the interests of the team and at the same time, you are visited by a persistent desire to shift your responsibilities for substitutes.
Care for staff can be expressed in undemanding, excessive gullibility, which leads, in some cases, to fears of making decisions independently. This can manifest itself in excessive softness towards violators of discipline, constant violations of the rules and a tendency to persuasion.
As a result of contradictions in management, these are problems with delegation, feedback, responsibility of employees, control over the process and results.
Recommendation for you:
To eliminate confusion and vacillation in the team, you should increase the degree of your influence on it. Proper delegation and control will keep you going. Take care to strengthen your authority.
How to do it? To improve personal managerial skills, we recommend attending the seminar “Management and Power. Leadership and Influence»

* Low level of managerial skill:

If you succeeded 26-67 "Yes"-answers.

The difficulties with which you face in day-to-day management, cause extreme tension and fatigue. Gradually, this can lead not only to a loss of strength, loss of interest in management and business, but also a loss of control.
Your leadership position as a manager is in dire need of strengthening.
By answering the questions of the test, you could find in them an exact match with your situation. The repetition of individual situations, with the same employees or with different people, underlines the urgent need to increase the power of your influence in managing a team.
You do not fully use your potential as a Manager and experience difficulties in assessing, using the potential of your employees.

Recommendation for you:
To increase the power of influence, strengthen your authority, eliminate recurring problems in management, to master the finest diagnostics, understand what affects what and what exactly needs to be managed in a particular situation - you should carefully study the patterns of management at the seminar “Management and Power. Leadership and influence

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number of questions - 14
passed - 3821 times

Check what kind of leader you are

Description:

There are many manuals that are designed to help the manager find the answer to his questions in order to avoid the most common mistakes at work. But not all advice recommendations can really help. First you need to decide the question: are you capable of being a leader? "Isn't every qualified worker capable of becoming a leader?" - you ask. Unfortunately no. Leadership is not just a variety of duties, but a profession. And as for any profession, you need to have a certain predisposition for it, special character traits.
Forgetting this simple truth is costly to organizations, and ordinary employees, and the loser leaders themselves. But it also happens that, in principle, a specialist has all the necessary qualities to occupy a leadership position, but does not know how to get down to business. He can choose a path that will lead him to failure, or, acting by trial and error, he will meet with many failures. Therefore, it is important for a novice specialist to know whether he can be a leader.
To determine this, a specialized advisory center would be useful, where specialists, having carefully familiarized themselves with the applicant’s data and the tasks to be solved in a new position, would definitely say whether it is worth going to this position or not. It would be nice to try your hand without cutting off the path back and without risking your reputation, for example, to work as an understudy for the head of a similar unit. Unfortunately, this opportunity is rare so far.

The most accessible means in this situation is a test compiled by psychologists.

Many people think that when hiring a new manager for a job, he can only be evaluated after an interview and a trial period, but for a manager of any level - from the head of a department to the CEO - hiring tests can be even more relevant than for an ordinary employee.

Surveys of HR leaders conducted in 2018 showed that 72% of companies in Russia with more than 100 employees use testing when hiring. By 2020, this number is estimated to reach 85-87%.

And the higher the position for which the company is looking for an employee, the more likely it is that psychological tests and assessments will be used for the initial assessment of applicants.

According to SHL data for 2017, global recruitment tests are used to select candidates for 60% of entry-level positions and 75% of middle management positions, starting with department heads. For senior management positions, this figure is 81%.

In Russia, this distribution is slightly different: we use tests more to evaluate entry-level and departmental-level positions, while companies rely more on traditional recommendations, personal connections and business intelligence to select senior management. In Russia, employment tests are applied:

• for 66% of positions of the starting level (most of all in the banking sector - 81%);
• for 83% of entry and middle management positions;
• for 61% of senior management positions.

Thus, the chances of testing and an assessment center are the highest if you are applying for a job as an entry-level or middle-level manager - this is a large number of positions, they are fundamentally important for companies and they are the most competitive.

In this article, we will examine in detail the tests for just such positions - middle managers.

Goals of Tests for Executives

Companies use tests to find managers with the experience and skills needed to perform specific job responsibilities and quickly weed out the wrong people.

In addition to employers, tests for the competence of managers in Russia are now actively used by state competitions for managers. The most famous and popular among them is the Leaders of Russia competition. Read more about the managerial capacity test phase of this competition on HRLider:

What can you do to pass these tests successfully? desired job and the ability to quickly grow in your career?

First of all, do not try to deceive them by trying to fit in. It still won't work for you. But it is worth getting acquainted with such tests in order to better understand their format and, in general, increase your chances of passing them.

If you have already taken such tests before, then you are more likely to be able to show yourself with your best sides. Also, according to the proposed tests, you will be able to better evaluate your potential job - this is a valuable source of information for a competent candidate.

Employers take job tests very seriously, you need to take them seriously too.

What do executive tests measure?

The first mention of exams for candidates for officials - prototypes of tests for leaders - are already found in ancient China of the Han Dynasty. The most famous developer of ancient tests for employment is Confucius and his followers in the imperial office of the Celestial Empire. In the leaders of that time, with the help of many tests, they were looking for intelligence, knowledge and moral integrity.

Tests of the modern type were introduced for the selection of officials and commanders in the military departments of the United States and England during the First World War, and after the Second World War this process became widespread in private business to evaluate leaders at all levels.

Currently, hiring tests are an integral part of the HR process in most large companies. The use of tests can significantly save time and resources for the initial assessment of applicants. It is a fast, accurate and objective way to check a large number candidates.

When evaluating applicants for leadership positions, companies primarily test three key qualities necessary for success: competence, work ethic, and emotional intelligence. While employers primarily look for these qualities in resumes, references, and interviews, they need Additional Information for a hiring decision. The success of the entire company depends on the quality of selection of employees for positions in management, and a resume and an interview alone are not enough here. Testing allows you to make a much more accurate prediction of the future success of a leader than an analysis of his education or experience.

Let's look at these three qualities that leaders need in more detail.

Competence

Competence is usually tested with intelligence tests, which are multiple choice questions or tasks. These are the so-called aptitude tests, which are designed to assess the general level of mental abilities of the candidate. They range from well-known IQ tests to highly specialized tests of certain knowledge and skills, but in general they are tasks for determining what you know, can do or will be able to do in the future.

The most common types of such tests are numerical, verbal and logical tests. For employers, these tools are a great addition to a resume, especially when all candidates have similar characteristics.

For you as a candidate, an important detail of aptitude tests is that you don't have to work them to perfection. Companies rely on them just to make sure that you have the right level of intellectual ability - you just need to get into the top of the best candidates. To do this, it is enough to score 80% or more of correct answers, which is quite achievable results after 3-4 days of preparation.

A relatively new trend is the use of psychological tests to assess executive candidates. Other names for such tests are situational or behavioral. Like intelligence tests, situational tests present you with a specific problem, but the answers present several options its decisions and among them there are no unambiguously right or wrong. The criterion for the correctness of answers is determined by experts or representatives of the employer - they themselves determine which answers are valuable and which are not. Behavioral tests for managers are usually not limited in time and their focus is on more on experience and knowledge than on general intellectual ability. In addition, in situational tests, their content is related to the performance of a specific managerial role, while roles are not prescribed in ability tests.

To prepare for the case tests, you will need to study the values ​​and principles of the company you are applying for - this is the same preparation that needs to be done before an interview.

work ethic

Most companies are looking for executives who are ambitious, reliable and trustworthy. These qualities of a middle manager determine not only his success in fulfilling his tasks, but also how well he will fit into the structure of the company and how well he will interact with other employees at all levels. To determine these qualities, questionnaires or questionnaires are usually used, such as psychological tests, which allow you to clarify typical patterns of behavior for the applicant in a particular situation. Such tests can show how a person will behave in a difficult work situation that requires a choice. For example, as in the task below - intervene or pass by - something that is very important to know for most employers.

I wrote "most" because there are companies looking for a more specific set of work ethic qualities. For example, Reckitt Benckiser, a well-known manufacturer of FMCG goods, is looking for people who are “cool to the point of impossibility” to promote many of their brands, such as Durex, so that they can even behave in a provocative way. This example is a reminder that different companies and different departments in the same company may be looking for different people for different tasks.

Since the psychologist Daniel Goleman introduced this concept, companies around the world have begun to pay great attention to this quality and this well-deserved attention. Many studies show that emotional intelligence is closely related to overall work performance, entrepreneurial potential, and leadership talent. For leaders of all levels, the importance of emotional intelligence is even higher, because a manager is someone who constantly interacts with different people.

Employers typically rate emotional intelligence in interviews, but a growing trend is the use of psychological tests for executives. Such behavioral tests may take the form of personality questionnaires or case tests with a detailed scenario and response options. Your choice of answers can create a very accurate and objective picture of your most likely behaviors when interacting with other people, for example, in interpersonal conflicts. The main task of psychological tests for emotional intelligence is to determine how capable you are of empathy and understanding of the feelings of other people.

Case tests for managers can include a huge number of variations. They usually evaluate your ability to make decisions when under emotional pressure or in a situation of choosing the answer that is most appropriate within the framework of work etiquette.

Some companies have gone even further in applying case tests to executives. For example, Heineken use them in real life during an interview in the form of unforeseen or uncomfortable situations. This can take the form of a handshake that becomes too strong and intrusive, or when the interviewer who meets you is late for an appointment and then pretends not to notice you and walks past. These situations are actually situational tests designed to assess your emotional resilience, communication skills, and team spirit.

Although some scenarios for executive behavior tests may seem too simple and even silly, they allow employers to create a fairly accurate picture of the emotional literacy and responsiveness of the applicant - qualities that are vital for certain roles and organizational cultures.

Types of situational tests for managers

There are several basic types of behavioral tests for leaders at all levels.

Most and Least Effective Answer

In this kind of psychological test, you are given a scenario that describes a problem and 4-5 answers suggesting your response to that scenario. You are required to determine the most and least effective response.

See the answer and explanation of this test at the end of the article. Try to find the answer yourself first.

Rating questions on the performance evaluation scale

In such questions, you need to rank all the answers from the most productive to the most counterproductive. Sometimes the same rating can only be used once, and sometimes more than once.

Rating questions that require answers to be ranked by performance from 1 to 5

Where 1 is the least efficient and 5 is the most efficient. Sometimes the same rating can only be used once, and sometimes more than once.

Most and least likely answer

A variation of the test with the most and least effective answers is the test with the most and least likely answers. They require you to identify the answers you are most likely to make and which you are least likely to make.

Tests with one correct answer

The main type of behavioral test for executives remains the test to determine the one correct answer - your first answer, your best answer, and so on.

See the answer and explanation of this test at the end of the article. Try to find the answer yourself first.

Once you understand the types of executive tests and the qualities that employers are trying to identify, here are some tips on how you can improve your ability to quickly and accurately solve executive behavior tests.

Practice

In preparation for the exam, students solve hundreds of practice tests - this is the best way to come to the exam and pass it successfully. The same applies to getting a job. Passing exemplary behavioral practice tests can give you a significant advantage.

According to the data we have, approximately 50% of job applicants prepare for tests or assessments in one way or another. And this is the right tactic: after high-quality training, the average score grows by 20% - usually this is more than enough to successfully pass the testing stage even for high-level managerial positions.

If you are applying for a managerial position, then with a high probability you will have to pass psychological tests for managers. On HRLider you can prepare for all major types of executive tests currently used by companies in Russia.

A US study of 50 scientific papers, including 130,000 participants, proved that pre-workout improves the performance of all types of tests for four reasons:

1. It reduces anxiety. The more practice tests you have completed, the more familiar they are to you and the more confident and calm you will feel at the next test, even though the stakes are rising.
2. Pre-training helps to identify weak points in order to pay attention to them in advance and improve performance.
3. Practice reinforces proven test-taking tactics such as skipping and returning to difficult questions. You will learn to ignore irrelevant information and avoid mistakes in understanding assignments. This significantly increases the speed of passing behavioral and any other types of tests.
4. Pre-training allows you to strengthen those specific qualities that employers need. This is the most valuable result of the practice of situational tests for managers.

Of course, the practice will be more effective if you know exactly what types of tests your employer uses. Feel free to ask about it and ask for sample tests from the employer's HR representatives or other people from this company. Recruiters are paid for successful applicants, and in most companies (Sibur, Gazprom and Gazprom Neft, etc.) current employees are rewarded with bonuses for referrals of new candidates.

Accounting for personal characteristics

The 2016 American Psychological Society (NCBI) study shows that personality type, daily activity rhythms, and stimulant intake significantly affect mental performance. This applied quite well to behavioral tests for executives at all levels.

For example, neat and non-confrontational people do better on tests in the first half of the day and they should avoid taking stimulants, nootropics, even coffee, since at this time they are already at the peak of their physical and mental activity. For creative extroverts, the opposite is true: they need time and coffee to get pumped up in the morning, but after lunch and late in the evening they have an increase in activity and stimulants can be placed. So, if you can choose the timing of your tests, be mindful of your personality type and choose your diet and stimulants wisely.

Be yourself (within reason)

This recommendation is most suitable for psychological and personality tests for the competence of a middle manager. Don't lie - sometimes it can slightly increase your chances of getting a job, but it's not a certainty that such a job will suit you. Qualitative tests have mechanisms to detect anomalous or fake responses, and experienced personnel officers quickly notice the discrepancy between test responses and real behavior. However, while passing tests and assessments, it is still better to be your best self - to clearly demonstrate your strengths and not expose the weak.

For example, in most cases, it's worth showing yourself to be passionate about being a passionate person, but not to the point where you criticize others or act unethically. Smart employers tend to look for managers with moderately high levels of ambition or a combination of high ambition and altruism. When something becomes too much, it often leads to negative consequences.

Most large companies conduct testing of candidates for leadership on already established competency models. This is a set of skills, qualities and values ​​inherent in their best employees already working (for example, department heads) according to which new candidates for the same positions in management are evaluated. Before taking tests, you should carefully study these values ​​and the company's priorities for employment and try to follow them on tests and assessments. Typically, these data are widely publicized on corporate websites and other open sources.

Since employers consider behavioral tests for managers to be a valuable source of information about applicants for leadership positions, you must be prepared for all kinds and types of such tests. Most companies use simple questionnaires with 4-5 answer options, but more and more complex situational tests for managerial competence are appearing on the market. For example, with elements of gamification (games), where you need to earn points or chips. Some companies study and use data from your social networks and make tests based on them. It is expected that tests especially for experienced professionals and managers will become more complex and innovative.

An important recommendation: when preparing for psychological testing, consider tests not as a way to beat secret confessions out of you, but as a way for you to learn more about your potential employer. Behavioral tests for executives can give you valuable information about the company you are interested in - how it is run in business, how success criteria are defined, what features are most valued. Quizzes give you an opportunity to assess the expectations of an employer, and this can be very useful in your career.

Last advice from HRLider: Remember, preparation is the key to success. If you have a test that includes behavioral tests for executives, start the training without wasting time. On our site you will find all the main types of tests for entry-level and intermediate-level managers. Give yourself an advantage - be prepared.

Answers and explanation of tests:

1. You are the head of customer support in a large call center. You just overheard your employee telling a client on the phone that he "takes everything too personally" and then that he "needs psychiatric help." You do not know what the conversation was about, but the employee ended the conversation, and you can go and talk to him.

The strategy for responding to tests where it is required to find the most and least effective answers is to first determine the overall positive and negative answers.

In this task, answers 2 and 3 are positive. Answers 1 and 4 are negative. Of the positive answers, answer 2 is clearly better, since answer 3 - an order to call back an annoyed client and apologize to the problem, most likely will not solve. In some cases, this answer could even be classified as a negative answer.

Of the two negative answers, we need to choose the worst one. In this test, this is not as easy as it seems. In these answers, there is clearly a different direction in the development of events. Answer 1 - Threatening to fire an employee for some employers, where team spirit and team relationships are among the highest priority values, may be the least acceptable scenario and will be considered the worst answer. But if the priority for the company is, first of all, the quality of customer service, then the worst answer would be answer 4 - ignoring the rudeness of the employee towards the client.

Thus, the best answer (most effective) is 2, the worst is 4 (least effective).

1. Imagine a situation in which the team you manage has an informal leader who is clearly trying to compete with you for influence. Your actions?

It is necessary to analyze the situation and understand why this is happening. There are several ways out: get the opinion leader on your side by giving him some element of formal leadership, increase your influence or discredit the opinion leader (which is not very decent, but often effective), assess group dynamics and reshuffle the department or organization. It is also possible to analyze the motivation of the informal leader and influence some motivators that have not been satisfied by now in order to neutralize his desire to dominate

2. The employee constantly evades responsibility, asks again about how to perform current work, but in the end it does everything very efficiently. The employee has been with the company for about six months. What could be causing this situation? Your actions?

A similar situation is most often associated with the fact that the employee is reinsured either because of the negative experience of showing initiative in the past (this must be clarified and made clear how you feel about initiative and independence), or because of the lack of confidence in your qualifications (if it is sufficient , then this must be explained), or because of low self-esteem (then the employee should be praised more). In any case, the leitmotif of the conversation may be the following: “You are doing a very good job. I see that you can be relied upon. I would just like to give you the opportunity to show more independence. I know that initiative is not always and everywhere encouraged. We have it so. Let's agree with you (then you stipulate in what situations you expect independence and when the employee should consult with you). By the way, keep in mind that I am ready to discuss any questions, your training and growth, but independence is the main guarantee of development prospects in our company.

3. AT big company There was such a situation: the regional sales department for a long time was in an office separated from other departments. The department is large, professionally strong, with a very experienced leader. At some point, the management of the entire company decided to merge and move all departments to a common office. There was a conflict. Determine the true and imaginary positions of the parties and offer ways to resolve the conflict

Most likely, real and imaginary positions will be substituted in the process of discussing the merger in the common office. The argument will come down to territories, technology, customer relations, economy and the like on both sides, while the basis is a matter of control and degree of autonomy. In this case, both sides are about equally strong in their positions and cannot afford to apply strong pressure. Therefore, the best way is to openly outline the positions of the parties and find a compromise solution, specifying the degree of independence of the regional department, procedures and forms of control. Perhaps it makes sense to somehow stipulate an increase in the status of the regional department and its head as compensation for the partial loss of independence

4. Imagine that a person who previously worked in the same position as you comes to subordinate to you. What can cause such a transition and what will be your actions?

Tendency to analysis, versioning, accusatory position, skills practical management. The most correct approach can be considered in which the candidate names both positive reasons for the transition (a person goes to a more well-known company, to a job that is more interesting in content), and negative ones (did not cope, cannot be a leader), as well as neutral ones (family circumstances, company closure). It is this approach that is most suitable for a balanced and clear analysis and competent management. Depending on the reasons for the transition, a situational leadership model will be built

5. One of your subordinates, by mistake due to insufficient experience, missed big deal. I made another similar deal, while taking advantage of the reward offered by the supplier to myself personally. In the first case, the company missed a significant profit, in the second - received a significant profit. Describe your reaction and actions in the first and second situations

Honesty and clear prioritization regarding the inadmissibility of dubious actions of employees. The degree of rigidity in assessing the error, the propensity and ability to train staff. Of course, if your business and corporate culture is focused on honesty and decency, then the second employee is worthy of punishment. In the first case, everything depends on the degree of rigidity of management, but the main thing is to teach this employee and others, so that in the future there will be no such situations or there will be less

6. An employee who previously gave excellent results has dramatically decreased work efficiency, while formally he performs all his duties. What could be causing this situation and what will be your actions?

Style and skills of management, versioning of thinking, propensity for an accusatory position. It is important that the candidate identifies the following groups of factors:

• objective, market or product;
• subjective, related to motivation;
• subjective, related to qualification;
• subjective, related to personal circumstances;
• objective, related to the situation in the company or management style. It is also very important that the main aim is not to find the guilty ones, but to solve the current situation. But the extent to which the interests of the employee should be taken into account depends on your corporate culture and approach.

7. You have a subordinate working for a person who has already somewhat outgrown his position. However, due to various objective reasons career development it can’t be, but the income is quite high, there are also commissions. Find ways to further motivate such an employee

Skills to motivate subordinates, versioned thinking. At least 2-4 ways should be named. It is important that the candidate noted that the search and analysis of the effectiveness of these methods will be determined by the individual motivation of the employee. It is also important to have a positive approach and take into account not only material, but also non-material motivation.

8. As a leader, you have to be good with people. Are you good with people? (Most likely, we will get an answer no lower than “satisfactory” or “not bad.”) Then describe me as a potential colleague or subordinate (detailed and specific: what corporate culture suits me, what are my personal characteristics, how to motivate me, etc. )

A similar CASE has already been given to evaluate a salesperson, and certainly a candidate for the position of head of sales does not need to be given this task twice. We test stress resistance, the ability to give a frank assessment, the ability to understand people on the basis of a fairly short communication

9. The team has a person who constantly asks his colleagues for help. What is good and what is bad in this situation?

Analysis, versioning, accusatory position. The balance of the found positive and negative factors is important, the factors themselves can be very different, their choice shows a tendency to one or another corporate culture and management style

10. “Your immediate supervisor, bypassing you, gives an urgent task to your subordinate, who is already busy with another important task. You and your boss see your assignments as urgent. Choose the solution that suits you best"

Apparently, this kind of description of the situation can serve two purposes: either to encourage the subject to demonstrate the breadth of erudition, or to serve as an illustration for some point of view.

In the first situation, you may be expected to reason about the need and sources of additional data, forecasts about the subjects and / or causes of the situation, demonstrate the ability to use systems approach, situational approach, breadth of views on problems. An action program should be prepared to implement, for example, the analytical method of problem solving. It would be unacceptable for you to want to immediately start processing documents for the dismissal of an employee.

The second situation is taken from the test "Production situations", developed and tested by the Leningrad industrial psychologist A.A. Ershov and aimed at assessing 4 types of managerial orientations in the management process ( business valuation leader). The test, consisting of descriptions of 20 such situations and four behaviors for each situation, measures the following 4 types of positions, inclinations or orientations of the leader: orientation to the interests of the cause, orientation to relations with people (psychological climate in the team), orientation to official subordination, self-orientation.

Projective interview questions are one of the better ways in-depth expert evaluation of the candidate. But this method requires serious vocational training appraiser.

Qualities of a weak leader

All weak leaders have common important features that can be useful for evaluating a leader. Here is some of them:

1. He is always faced with unpredictable, incomprehensible circumstances, because not able to predict their approach, consequences and how to prepare for them in the required way.

2. I am sure that he knows the business and his tasks and knows how to do it better than anyone, so he tries to do everything on his own, without delegating key points subordinates.

3. Participates in everything, because of which he never has time for strategy and balanced planning. To receive visitors in the office, holding the phone in one hand, and the letter received last week with the other, and at the same time, scolding the employee standing at the table - this is the principle of his work. As a rule, the entire desktop of such a boss is full of unnecessary papers and documents.

4. His desk is always littered with something. Moreover, it is completely incomprehensible which of these documents are important, which are urgent, and which have long lost their relevance.

5. Works for 12-14 hours. Stays up late, overworked and always tired and embittered.

6. Always walks with a briefcase in which he carries unread papers from work to home, and from home to work.

7. He often tries to postpone the decision: after all, an important issue can be resolved by itself or someone else from colleagues or management will decide it.

8. He never solves anything to the end in the necessary and sufficient way, the burden of unresolved and lingering issues falls on him, puts a lot of pressure on the psyche, does not allow him to think and work normally.

9. He sees everything in black and white, for him there are no halftones and nuances, he is not able to rise above the situation, without judgment, weighing all the pros and cons.

10. Tends to inflate the elephant out of trifles. Secondary details gives unnecessarily great importance, is not able to distinguish the main from the secondary, is not ready to competently weigh the pros and cons, to think critically.

11. Familiar with subordinates: patting on the shoulder or hugging the waist, trying to get the reputation of his boyfriend.

12. Tries to accept best solution, instead of accepting the executable. Inadequately assesses the situation and resources for solving the problem, the manager's assessment does not include the necessary factors, does not focus on key points.

13. Willing to compromise in order to avoid responsibility, inclined to shift the blame for his mistakes on others.

Additional potential limitations important to the assessment:

Inability to manage yourself	Every leader must be able to manage himself and interact with subordinates as a valuable and important resource. Those leaders who do not know how to deal with conflicts and stress, properly use and allocate their time, resources and qualities, are limited by this inability and cannot manage other people. These are important prerequisites for planning and management, assessing the quality of a leader, and evaluating a leader as a whole.
Blurred personal values, unclear personal goals	Leaders need to make a huge number of decisions every day based on internal values ​​and principles. If personal values ​​are not explained and worked out, not accepted for oneself and others, they will be perceived by others distortedly. As a result, the efficiency of planning, making and implementing decisions is significantly reduced. A leader who is unable to define his goals cannot achieve success in leadership activities, and is limited by this.
Retarded personal development	The ability for self-development and self-improvement is characterized not only by constant study and work on oneself, but also by the ability to put into practice the acquired knowledge, to apply the new, to conduct important experiments.
Inability to solve problems (make decisions)	The main talent of a leader is the ability to quickly and correctly make informed, high-quality decisions. Problem solving is never easy, but the necessary decision making skills can be developed to an appropriate degree. Evaluation of the manager and his problem-solving skills is an important element of general managerial diagnostics
Lack of creativity at work	Creativity in personnel management has always been highly valued. Such a person is always ready to work in conditions of uncertainty better than others. Managers who use a situational approach in their activities are able to change tactics in a timely manner, adjust their actions depending on the development of events. To achieve a result, they cannot break with traditions, use innovative ideas, or even take risks somewhere. A leader who is not ready to take risks or keep a creative eye on work cannot force others to think outside the box and use new quality and breakthrough ideas in work.
Inability to influence people	Managers with a penchant for power, dress appropriately, have a flamboyant appearance, express their thoughts clearly, are self-confident, give clear instructions. Insufficiently influential leader does not have mutual understanding with colleagues
Misunderstanding of the specifics of managerial work	The manager must achieve results not only by personal labor, but mainly through others. Until leaders evaluate the quality of their management of others, high results in the company they can not reach. Managers who do not understand staff motivation are severely limited by this understanding of leadership.
Poor organizational skills (inability to lead)	It is about the ability of the leader to organize work optimally. The uncoordinated work process and the inefficiency of methods lead to the fact that people feel weak and do not get job satisfaction and, accordingly, work below their abilities.
Failure to teach	Every manager must develop his subordinates. A good manager acts, among other things, in the role of a mentor, a senior. Professional development, in whatever form it is carried out, as well as the assessment of the head, - essential element managerial efficiency
Failure to form a team	Among stable groups of people, the most important role belongs to workforce. The formation of a team, taking into account the fundamental interests and goals of its members, the direction of these interests to the goals of the organization - necessary condition manager's success

Methods for evaluating managers used

in the practice of evaluation centers

Method name	Brief description of the method
biographical method	Evaluation of an employee based on data from his life, biography
Oral or written characteristics in any form	Description of achievements and omissions according to the method of critical incidents
Evaluation of achieved results	Oral or written description of a specific work and its results, their quality, degree, timing of other characteristics
Interview	Conducted in a structured or unstructured form. Compliance of the experience, professional knowledge, work behavior and attitude of the assessed employees with the established requirements is assessed
Group discussions	Assessment of knowledge, qualities, skills, leadership potential, level of communication, business abilities in the course of a joint discussion of the tasks assigned to the group
Analysis of specific situations (case - study)	Analysis of specific practical situations. The assessed managers should identify the most important problems of the situations proposed for analysis and develop proposals for their solution.
Selection of evaluation characteristics from a standard list	Comparison of the qualities that the person being assessed has with a certain general list of qualities presented in the evaluation form
Method expert assessments	Determination of the degree of manifestation of certain qualities among employees by putting down expert assessments on a certain set of scales presented in the evaluation form
Psychological testing	Elucidation of personality traits, knowledge, skills, abilities and other characteristics based on specially selected test items
Ranging	Determination with the help of experts of the rank (place) evaluated among other candidates based on the totality of evaluation results
business games	Playing out situations according to a pre-designed scenario that imitates working conditions and requiring decision-making based on available information
Target scoring method	Accrual of points for certain achievements (omissions) during the assessment of the head
Graphic Profile Method	Instead of quantitative or qualitative assessments of the leader, a personality profile is used. The method allows for a visual comparison of the “ideal” leader being assessed with the profile, as well as comparing different employees with each other.
Method of critical situations	It is assessed how the employee behaved in certain difficult situations (stress, making a responsible decision, solving a new unfamiliar problem, resolving conflict situation etc.)
"Manager's folder" (in-basket)	Development of an action plan and decision-making based on the analysis of a specially designed package of documents: letters, reports, memorandums, negotiations, etc.

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