CheckUp for managers with CAPTain
CAPTain - software-based potential analysis for recruitment & personnel development
TARGET: Accurate potential analysis for choosing and developing personnel based on your own requirement criteria.
TARGET GROUP: Managers, Customer Service Representatives, Employees in Sales, Graduates
METHOD: CAPTain measures current, typical work and behavioural style, that is, the way in which people solve concrete tasks, treat colleagues and customers and the way they behave in the team. CAPTain differentiates, in the measurement of the behavioural disposition critical to success, between the objective behaviour of a person and the subjective self-perception.
The participant chooses everytime from 183 pairs of explanations the one of the pair that is more applicable to their working-style. The test takes about 45 minutes, the results are available online 5 seconds after the end of the test.
CAPTain calculates 38 scales in 6 groups: Work performance, management qualities, decision-making abilities, personality, team behaviour and potential. It offers a number of modules for the assessment: short and to the point, detailed and complex, in chart form or as a summary, in the form of a general description or referring to a specific requirement profile. This requirement profile is developed and checked to meet the specific requirements of the company and the position to be filled. The results have the success levels of an assessment centre.
CAPTain works with a criteria oriented diagnostic model and does not focus on the average values of the business world, but rather on the requirements of the specific work practice during the assessment. The scales from CAPTain have proven that they can distinguish between successful and less successful employees, predict success in assessment centres, distinguish between good and not so good managers and predict sales success, determine training needs and serve as a monitor of the success of PE- measures.
[CAPTain has been sold and permanently further developed for more than 15 years by CNT Hamburg in 10 European languages. GLP is a certified user of CAPTain.]
EXAMPLE: Extract from CAPTain - Test result, including requirement profile.
The colored profile shows you the requirements of a certain employer for a given position, differentiated in four levels of requirements: [ideal, acceptable, critical, inacceptable ]. The test results are marked bold for CAPTain's and underlined for the candidate's self-perception.
|
Leadership characteristics |
|
0 |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
8 |
9 |
10 |
|
|
Leadership style |
not leading at all |
1 |
1 |
2 |
1 |
11 |
11 |
1 |
1 |
1 |
9 |
1 |
authoritarian, dominant |
|
Delegation |
not delegating at all |
1 |
1 |
1 |
1 |
1 |
5 |
1 |
1 |
8 |
1 |
1 |
delegating everything |
|
Need to control |
low influence |
1 |
1 |
1 |
1 |
4 |
1 |
1 |
1 |
1 |
9 |
1 |
instruct others |
|
Authority dependence |
independent |
11 | 11 |
11 |
11 |
4 |
5 |
11 |
11 |
11 |
11 |
11 |
looking for authorities |
You can see at a glance how much a candidate fits into your demands as well as how clear his self-perception is. [And this candidate shouldn't be your first choice.]
CAPTain's above given numerical answers are related to precisely defined levels of typical behavior patterns clear distinguishable from each other. See the examples for the 4 categories chosen:
|
Range |
Leadership style |
| 0 - 1 | This person has no need to manage. He lets the group do what it wants. |
| 2 - 3 | This person does not feel comfortable in a typical management role. He prefers to work with a team that functions independently. He does not like giving instructions. |
| 4 - 6 | This person takes on a management role without wanting to dominate the group. |
| 7 - 8 | This person clearly adopts a managerial role. He allows others to have opinions, but usually decides alone and urges the group on. |
| 9 - 10 | This person has an absolute need to manage. He makes the decisions, and wants to have control over the group. |
| Delegation | |
| 0 - 3 | This person does not like to delegate. He avoids handing tasks or powers over to others. He usually deals with most things and details personally. |
| 4 - 5 | This person only delegates occasionally. He does not see it as an important part of his task, to hand duties and powers over to others. |
| 6 - 7 | This person delegates most tasks. However there are some tasks that he prefers to take care of personally. |
| 8 - 9 | This person works through other people. He sees his task chiefly in handing over tasks and authority to others, while retaining an overview. |
| 10 | This person does not want to look after details himself, he wants to delegate everything. He avoids all direct personal responsibility if possible. |
| Need to control | |
| 0 - 1 | This person does not want to take any responsibility for others and manage or instruct him. |
| 2 - 4 | Occasionally this person influences others. |
| 5 | This person is happy to be responsible for others and influence him, however he does not feel the need to interfere in everything. |
| 6 - 7 | This person likes to influence others often. |
| 8 -10 | This person always wants to take responsibility for others and manage or instruct him. |
|
Authority dependence |
|
| 0 - 1 | This person works very independently. It is the issue that motivates him, not his boss's personality. |
| 2 - 3 | This person works without his boss having to push or support him. |
| 4 - 5 | This person likes working for his superior. A good relationship with his boss is important to him. |
| 6 - 7 | This person orientates himself strongly towards his superiors' expectations. |
| 8 -10 | This person does not question instructions from his superior and wants to meet his expectations at any price. |
RESULT: The typical behavioural patterns of a person in everyday management life are described very precisely, in detail and comprehensibly, which leads to a high degree of acceptance by the participants. That is why it is a very good basis for choosing and developing personnel, for conflict solving, team development and coaching.