SHL OPQ32 – premium candidate and manager report
From completing the SHL OPQ questionnaire, extended analysis of the candidate’s report can be reflected into other contexts that include but not limited to:
The Competency element of the report summarises how the candidate’s preferred style or typical way of behaving is likely to influence his/her potential on a range of sixteen management competencies. Due to the forced choice nature of the questionnaire it is not possible to achieve a high potential rating for all competencies, so the profile provided is best viewed as indicating his/her likely strengths and limitations across the competencies considered.
The key competencies are categorised into four key qualities:
- Managerial qualities such as leadership, planning and organising, quality orientation and persuasiveness
- Professional qualities such as specialist knowledge, problem solving and analysis, verbal and written communication
- Entrepreneurial qualities such as commercial awareness, creativity and innovation, action orientation and strategic thinking
- Personal qualities such as interpersonal sensitivity, flexibility, resilience, and personal motivation
This element of the report identifies the candidate’s preferred ‘team role’ or ‘team type’ based on the original extensive research by Meredith Belbin (1981)*
In this research eight particular roles, or team ‘types’ were highlighted that appear to have special relevance in most organisational structures. Each type contributes an important element towards good group performance, and teams incorporating each of these types, as opposed to a predominance of any one, tend to be more successful.
More recent research revealed a ninth ‘team role’ of a specialist, narrow field of expertise. For further information, please refer to www.belbin.com.
*Belbin, RM (1981); Management Teams, Heinemann.
This element of the report summarises the candidate’s preferred leadership styles based on an analysis of leadership by Bass(1981)*
Bass suggested five broad leadership styles. Four of these are based on the fundamental ‘task v people’ interaction; the fifth on that of negotiation. For each of the five leadership styles it is possible to define a complementary reporting role.
*Bass, B M (1981) Stodgill’s Handbook of Leadership: A survey of theory and research. Free Press.
This element of the report summarises the candidate’s preferred reporting styles based upon his/her personality profile. It identifies the styles he/she is likely to adopt, those he/she may adopt under some circumstances, and those he/she is unlikely to adopt when being managed. This report then describes likely behaviours of people with a similar level of preference for that reporting style. Finally, it identifies the type of leader he is likely to work well for.