This document describes a non-managerial competence test that assesses 15 competencies in areas such as handling difficult situations, problem solving, organizing, communication, and emotional intelligence. It was completed by over 500 non-managers and showed convincing validity and reliability. The test results are presented on a scale of 1-6 and indicate basic, middle, good, or excellent levels of competence. Sample questions and a sample test report are provided to illustrate the assessment and how individuals are evaluated on each competence.

1. NON-MANAGERIAL COMPETENCE
TEST
www.en.icons.hu

2.  Scale: 1-6
 Non-managerial version of a managerial competence
test which were completed by more than 500
managers
 Convincing Validity and Reliability results
 The test can indicate when the answers were
overcritical or overoptimistic
 Test has an on-line version
MAIN FEATURES

3. INTRODUCING THE MODEL
 We identified 90 features of successful managers in our research.
 These were grouped into the following 15 competences: Handling
difficult situations, Systems thinking, Problem solving, Organising, Benchmarking,
Managing change, Handling people issues, Co-operation, Influencing, Leadership,
Team building, Developing people, Time management, Clear communication, EQ.
 These competences were structured by these 2 dimensions:
 TASK or PEOPLE FOCUS,
 SITUATION or PROCESS FOCUS,
 And there are some competences with GENERAL
RELEVANCE.

4. MANAGERIAL – NON-MANAGERIAL
Managerial Non-managerial
Handling difficult situations Handling difficult situations
Systems thinking Systems thinking
Problemsolving Problemsolving
Organising Self-organising
Benchmarking Benchmarking
Managing Change Handling change
Handling people issues Handling people issues
Co-operation Co-operation
Influencing Influencing
Leadership Self-motivation
Developing people Self-development
Team building Team spirit
Time management Time management
EQ EQ
Clear communication Clear communication

5. COMPETENCE MODEL
Time
management
EQ
Clear
communication
Self-Organising
Benchmarking
Handling
Change
Self-Motivation
Self-
Development
Team Spirit
Handling
people issues
Co-operation
Influencing
Handling
difficult
situations
Systems
thinking
Problem
solving
T
A
S
K
P
E
O
P
L
E
SITUATION
PROCESS

6. VALIDITY
To scale to examine the validity of answers:
• Well being:
 Bellow 40 - the answers van be too critical,
 Above 60 – the questions perhaps were not
taken seriously enough
• Good impression:
 Above 60 – the results can be overoptimistic

7. EVALUATION
• The results were converted to a T-Scale (mean: 50 and deviation: 10).
What does it mean for understanding the results?
• Below 40: Basic level – 1/6 of the sample
• 40-50: Middle level – 1/3 of the sample
• 51-60: Good level – 1/3 of the sample
• Above 60: Excellent level – 1/6 of the sample

8. SAMPLE QUESTIONS

9. SAMPLE REPORT - DIAGRAM
Excelent
(61-100)
Good
(50-60)
Average
(40-49)
Basic
(0-39)

10. SAMPLE REPORT - TEXT
SAMPLE REPORT
Results of Managerial Competences Test
Well being: 55
Alright
Good impression: 22
Alright
Managerial
Competences
Mark Level Description
Handling difficult
situations 50 Good
Unambiguosly identifies the situation, finds solutions matching the situation and encroaches in time.
Able to easily apply solutions which work fine based on previous experince. Is characterized by
readiness and accuracy when employing routin solutions.
Systems thinking
37 Basic
Recognizes a few important connections. Revealing difficult connections is not his strength, but
able to understand the outlined guidelines and connections.
Problem solving
33 Basic
Characterized by recognizing and more or less consciously solving certain problems. Is not
concerned with the causes of the problems. The unit is struggling with several returning problems.
His decisions are more ad hoc, or based on his mood, he is not concerned with the efficiency of the
decisions.
Self-Organising
40 Average
Task planning is sometimes poor, sometimes good. There are always minor shortcomings in the
arrangements that set back work efficiency. Tends to over- or underestimate the resources necessary
for solving the tasks.
Benchmarking
54 Good
He develops the operation of his unit based on the needs of the connected units and the company.
He knows more the advantages of their operation, and hardly sees where the operation could be
improved. Only superficially knows or analyze the best solutions of the competitors and the trends
to be expected.