1. TOTAL REPORT DEVELOPMENT CENTER
Personal and confidential

2. METHODOLOGY
This development centre has been tailor-made for HOUSE OF HR. The competences listed below were
determined in consultation with HOUSE OF HR.
The development centre took the form of an assessment. The assessment was designed in two phases:
1. An online testing: a combination of tests that gauge the predetermined competences.
2. A combination of in vivo exercises: conversation exercises, presentation exercises and an interview.
These are the competences that have been determined:
GENERIC COMPETENCES
Performance
Positivism - commitment
Professionalisme
FUNCTIONAL-COMPETENCES
LEVEL A LEVEL B
integrating Business understanding
organising Managing time, cost & progress
coaching Building teams
influencing Relating
flexibility Organisational ownership
GENERIC COMPETENCES
Three competences were identified that were mapped out for all participants. These were named as
the generic competences:
1. Performance: virtually synonymous with result-orientation. Result is the combination of
targeted work, to be effectively able to make sales and translate concept into action.
2. Positivism - commitment: the commitment and involvement with proactivity and initiative,
especially
3. Professionalism: the combination of results, building and monitoring of long-term
relationships

3. FUNCTIONAL COMPETENCES
Furthermore, five competences were identified depending on the job (functional) level.
A LEVEL
1. Integrating: information processing, analytical skills, conceptualization and operationalization,
understand all information and deal with the differences in information, setting priorities
2. Organizing: organizing teams in all its aspects: functional-structural, organizing education-
training-coaching, engage and inspire, feel and react to commercial opportunities
3. Coaching: a relational competence. It involves adaptation to different styles of people /
colleagues and the type of leadership (Quinn-model). Searching for a balance between a
steering form of coaching, supportive coaching and delegating. In line with the corporate
strategy and objectives but adapted to the individual and team.
4. Influencing:. Being able to build long-term relationships with both smaller (quicker) companies
as more bigger companies (slower) in addition to this sales-aspect, this competence also
involves inspirational leadership: putting people into motion, engage them.
5. Flexibility: agility (can be flexible with working hours, workplace and job content), the ability
to deal with change (eg change in organizational structure, strategy and management, ...)
B LEVEL
1. Business understanding: Strategic thinking, being able to integrate information at different
levels (operational, organizational sensitivity, economical - locally and globally), more than
variation: the crossing to creation.
2. Managing time, cost & progress: managing projects in all its aspects, namely respecting
budgets, dealing with ROI and retain insight into the progress to an informed conclusion
(forecasting).
3. Building teams: understanding and applying cohesion and this in the longer term: potentiating
people and understanding people in different areas (motivation, two-way communication).
Determine the type of leadership profile.
4. Relating: organic networking and insight in long term relationships. Being able to differentiate
and integrate at the same time different focus points in the workload.
5. Organisational ownership: intrapreneurship: taking responsibility within an organization as an
entrepreneur (in itself) would do. Integration of risk, motivating people and innovation. A high
degree of commitment.

4. Each competency was tested at a minimum of two moments in at least two different ways. Each
measurement moment was given a score out of ten. Thus, a composite score for each competence
was obtained, which was then converted to a score on a scale of ten again.
Since all competencies receive a score on a scale of ten, they can be compared. From there on,
conclusions can be formulated that transcend the scores on the individual level.
These are the measurement points per competency:
COMPETENCE Measure moment 1 Measure moment 2
PERFORMANCE interview Presentation exercise
POSITIVISM - COMMITMENT Online test interview
PROFESSIONALISM Online test Online test
Integrating – business
understanding
Online test interview
Organizing – managing time,
cost & progress
Online test Presentation exercise
Coaching – Building teams Roleplay exercise interview
Influencing - Relating Online test Roleplay exercise
Flexibility – Organizational
ownership
Online test interview

5. REPORT
FIRST IMPRESSION
The partcipant is relaxed and has a fluent style in all exercises. She is enthousiastic and knows how to
maintain herself during the assessment. She continues to maintain a high professional standard and a
high level of professionalism.
COMPETENCES
GENERIC COMPETENCES
 PERFORMANCE: 9/10
Is a very hard worker. Very demanding: sets criteria to evaluate whether he / she
reaches her goal, namely whether a given solution meets all the criteria. If this is not
the case is, she continues working untill she can meet all the criteria. Has high quality
standards for her work and that of others. Encourages others by example to deliver
performance, both qualitatively and quantitatively.
 POSITIVISM – ENGAGEMENT: 9/10
Mrs. Marino is very much involved in her work. She does a lot of extra effort, for
example to improve the quality of the work or to increase her career opportunities.
She will hardly use opportunities to stop working or to relax during working hours.
 PROFESSIONALISM: 9/10
Mrs. Marino attaches great importance to her work. She likes working and invests her
whole personality into her work. She loves her job and is proud if she has performed
well. Her life fulfillment and self-actualization are highly dependent on what she
achieves in her work.
She has a very strong competitive spirit. She wants to prove herself. She is looking for
challenging tasks and she works hard to accomplish these challenges. She wants to get
ahead, grow and be better than her peers. She sees hard work as an investment in
success.
She devotes much attention to planning. She spends a lot of time on the preparation
of the work. She decides on what is important or not and she plans a strategy for
herself. She divides the available time as efficiently as possible.
She spends an average amount of attention to the quality of the work. She works
systematically and wants to respect the schedule whenever possible.

6. Possibly the candidate has no clear picture of the stages in a sales process. She does
not see the elements as related. It is also possible that she does not have much insight
into her sales skills, for example by little training or experience.
Argumenting strongly: she is good at argumenting. Argumenting is to convince others.
By argumenting one wants not only to convince the customer but also keep them
interested in the sales process.
Refuting objections strongly: she is strong in refuting objections. Refuting objections
requires a certain creativity from the seller: they must listen carefully and hereby
develop appropriate counter-arguments.

7. FUNCTIONAL COMPETENCES
 BUSINESS UNDERSTANDING: 8/10
Mrs. Marino can solve complex numerical series, distinguish very indistinct patterns
and unravel highly entangled series. In addition to a strong reasoning ability, a lot of
creativity is also needed to resolve these items.
 BUILDING TEAMS: 8/10
Examines strengths and weaknesses in the performance of the employees. Provides
specific and constructive feedback to employees on their performance. I able to
develop a specific training and allows the employee to cooperate in a personalised
development plan.
Takes the lead. Knows how to steer a group, tries to involve everybody in the group.
Takes account of everyone's contribution, manages to reconcile the different points of
view and has good knowledge of the objectives to achieve in an efficient manner.
Provides clarity of the goals for everyone's role. Motivates and inspires her employees.
Showing recognition and appreciation for team performance.
She recognizes an average degree of effective responses to difficult social situations.
Type of leader:
The stimulator handles conflicts, strives for coherent team, and has an eye for
participation by employees.
The mentor is a strong communicator. She is accessible and ensures the development
potential of her team.
 RELATING: 9/10
Knows how to find the right man / woman for the right assignment. Takes account of
everyone's abilities and interests. Trusts employees completely in the performance of
their duties and provides the necessary flow of information. Evaluates with employees
the end result. Makes sure the employees are able to learn from their own mistakes.
Makes others eager for a certain opinion on a certain behavior. Can bring about change
in people's behavior. Achieves that others gain new insights / attitudes. Can focus her
thoughts into words. (If necessary: strong language, while still being diplomatically, so
the others agree). In a conflictuous situation she keeps looking for a win-win solution
and appoints the common interest. Strategically argumenting. Harmonizes the nature
of her arguments to the reactions of her audience. Knows ho wand when to restrain
herself in argumenting when there is resistance or annoyance.

8. She is a very skilled negotiator.
She is slightly less likely than average to continue to defend her opinion, regardless of
the reactions of others. She performs less assertive. She sometimes makes an effort to
push her opinion. This style can be useful when decisions have to be quick or resistance
must be broken.
 ORGANIZATIONAL OWNERSHIP: 8/10
The candidate describes herself as a "dynamic", "creative", "critical" and average
"careful" person. She emphasizes her proactive side and her need to invest in
improvement and development projects. She likes to be busy. She wants to show what
she is worth, and she tries to attain objectives. She wants to perform and prove that
she can solve problems, thanks to her logical and creative mind. She wants to
immediately realize her ideas and wants to go forward. She likes to start new projects
and she is often willing to work so that she can complete tasks. Although she can
sometimes be impatient, she obliges herself to check her work and can not be to
rushed because it is her intention to provide a sufficient level of quality. Finally, she is
generally inclined to develop her own opinions and to analyze problems in depth.
 MANAGING TIME, COST & PROGRESS: 9/10
Provides a complete working plan containing proposals and standards for controlling
the proces and the achievement of the goal. Creates preconditions to finish things in
an orderly and efficient manner. Takes into account side effects and developments in
the longer term.
Feels 100% responsible for the results and will not rest until the objectives are fully
achieved. Manages to achieve an optimal ratio quality / quantity. Has long-term
planning and continues to strive for improvement.
Self-image information analyzing low average: she considers herself having a little less
than average skills in analyzing complex information. Relevant skills are:
- Integrate complex information
- Evaluate information critically
- Information found in sources outside the organization of work
- Integrate information from different sources
- Summarize Information
- Decisions based on sufficient information.

9. divergent thinking: very skilled at divergent thinking. A high score on divergent thinking
suggests strong creative, inventive thinking, and less logical-deductive thinking.
Whether this mindset is effective depends on the job. Relevant skills are: (+: positive
score, -: scored negative):
+ Apply Original ideas
+ Circumvent restrictions by creative solutions
+ Bring new ideas to a group discussion
+ deliver during a brainstorming
- Efficient planning of the duties of employees
- Check employees if they do what they have committed to do
- agree deadlines with employees.
social leadership: very proficient in social leadership. Relevant skills are:
- Motivating Employees
- Employee-engagement in changes
- Appreciate the commitment of employees
- Supervise less experienced staff
- Quickly see where employees need help
- Helping others through difficult periods
- Pass knowledge on to others
- Interest for others
- Quickly understand others
- Being able to empathize into the mindset of others
Problem-solving high average: she is more than averagely skilled at quick and effective
solving practical problems. Relevant skills are:
- Make decisions on time
- self confidence
- Good coping with stress
- remain unperturbed under pressure
- address unknown situations
- Appropriate solutions to unexpected problems
- Keep track in a variety of tasks
- Quickly understand the essence of an assignment
- Realize what is a priority and what is not

10. CONCLUSION – PERSONALIZED TEXT
GENERIC COMPETENCES
performance
Mrs. Marino has a very strong competitive spirit. She wants to prove herself and will not shy
away from challenges.
During the exercises on the development center we see someone who is completely
commitment and yet without losing herself. She works really determined by the purpose that
it has provided and, integrating different aspects: the process-they guarded, she calculates
human aspects and wants to build a high level of quality.
Ahead of its score on "business understanding" we see someone who can translate strongly
from concept to action.
positivism
Mrs. Marino is very strongly committed. She makes a strong overlap between her own life and
her work - the two are, as it were, strongly linked to each other. She takes initiative, she has
the urge her to turn ideas into reality.
Professionalism
Mrs. Marino is someone who combines a high performance drive with high commitment. She
spends a lot of time planning and has an average aye for quality. Chances are that the quality
is at an average level because the performance drive is at a very high level. Under less pressure
she will probably spend even more time to upgrade the quality.
Loking forward to her score on "building teams," we can say that she is very strong in building
professional relationships: she loves an atmosphere that is communicative and in which people
can develop. She brings an organic aspect in her professional relationships and transcends the
functional – job content.
Organic relationships are relationships in which space and time for the human, connective
aspect is present. Such relationships are less vulnerable, deeper and more personal. These
relationships also have much more of a long-term aspect.
Commercially speaking, the assessors notice that she makes less cohesion in the stages of a
commercial process. Yet, she has strong partial talents: she is very capable when it comes to
argumenting and refuting objections. Chances are that she relies heavily on her strengths in
the commercial process and spends less time on the commercial stages where she has a lesser
interest. Let it be noted that anyone who relies heavily on strong arguments and refuting
objections must have a stabile and strong personality. We see this confirmed by her high score
on the aspect of "self-confidence" in the tests.

11. FUNCTIONAL COMPETENCES
Business Understanding
Mrs. Marino is very good in finding patterns and trends in a multitude of information.
Even though these patterns are well hidden, it does not take much to notice that and
she can apply the principles very well from that moment on to further analyze the
information. Furthermore, she can discover different principles together and integrate
them into a practical application.
The assessors see the profile of someone who strongly manages to understand her
economic environment and does not need much information to distill the necessary
concepts. She can convert these concepts into strong practical measures.
Building teams
The assessors see the profile of someone who is strongly committed to a group of
employees and who wants to build a strong team that supports and develops itself.
She examines the strengths and weaknesses amongst people and encourages personal
growth without losing the leadership role.
She recognizes when she must intervene in in interpersonal relationships and she is
constantly striving to engage employees in a constructive way. She can simultaneously
provide very clear communication so everyone in her team knows what must happen.
At the same time she also moves people using her own personality.
Relating
Mrs. Marino manages to differentiate significantly in the different focus points in the
workload. She can assign information at different levels and thus keeps overview over
what is a priority and what is not.
In building relationships, we refer to the aspect of "professionalism": she succeeds
strongly in building organic relationships. This way, she gains loyalty with customers
and employees.
She is able to negotiate strongly when needed but remains - according to the testing -
a little less than average assertive. The question is whether this is necessary in her
style: she can engage stronger and beyond the need to convince people.

12. Organisational ownership
In the classic interpretation, Mrs. Marino succeeds with flying colors: she adapts to
changing circumstances and adapts in this way to her jobcontent, working time and
working space.
In the extended context we see someone who evolves strongly with the organization.
What is striking here is that she puts a real strong emphasis on the development of her
team in respect with the common goals and targets. She steers her team to improve
and to develop.
Managing time, cost & progress
A number of issues have already been addressed here. Mrs. Marino can handle a
multitude of information very well and she can translate this into practical objectives.
She does this in a very well structured fashion and she performs a good follow-up on
these objectives. She delivers an efficient working plan quickly and can distribute this
in a personalized and engaging way to her team members.
She underestimates herself on “analyzing information”.
She has strong problem solving and creative skills.

13. STRENGTHS
+ A strong drive to achieve, high commitment, high reliability
+ Strong commercial partial talent to convince
+ Strong planning and monitoring quality at the same time
+ Action and results oriented
+ Very good dealing with multitude of information
+ Strong coaching attitude without losing leadership
+ Result orientation does not outweigh human aspects
Considerations
- Apply more cohesion in commercial process (leans on strengths)
Helping hands:
Education in “coaching” (in order to strengthen her natural style
Notes during development center
"Very people-oriented approach, without losing sight of the figures and results. Is convinced that figures
follow automatically when employees feel good."
“Does more, finds very creative solutions. Is convincing in a charming way. Is the kind of leader that
motivates and engages by her own enthusiasm and personal approach."