INSERT INTO `resume` (`id`, `screeningId`, `adminId`, `candidateId`, `candidateDetailsId`, `resumeName`, `resumeOriginalName`, `resumeContent`, `isSkillScreened`, `isResumeScreened`, `isCron`, `isCandidate`, `candidateShortlist`, `enableInterviewReport`, `gptLanguageId`, `isInterviewAssign`, `interviewValidity`, `interviewAssignDate`, `isPsychoAssign`, `psychoValidity`, `psychoAssignDate`, `created`, `createdBy`) VALUES
(543, 138, 1, 132, NULL, '1_138_35558267966ffb490b0a3c_81_137_74423136066ffae6743056_A4-Psychometric-Book-Recovered.pdf', '81_137_74423136066ffae6743056_A4-Psychometric-Book-Recovered.pdf', '	\Z	\n\Z 		\n \Z	\Z	\n\r\n	\\b\r	\n\\b	 	\n	\n  \n\r \n\n \r \n\n\Z\Z	\n			\n\\b\n	\\b\n\Z	\n\Z\Z\n\r\Z\n	\r\\b \r\n\r\n\n	\n	\Z\n\n\n\r\\b\n\n&nbsp;&shy;	\r\n	\n\Z	\r\n&euro;\Z\r&sbquo; \n&euro;\Z\r\Z&fnof;\n&euro;\r\\b\Z\r&sbquo; \n&euro;&euro;\r&sbquo; \n	\n\Z	\Z\n&bdquo;\n\r&hellip;\n&dagger;\r&Dagger;\r\r\Z\r\n\n\n \n  \n\r \n\n\\b&nbsp;\n&shy;\n&shy;\Z\n\n&euro;&shy;\n\Z\n \n&sbquo;\Z\n&fnof;\n\Z&shy;\Z&bdquo;	\n&circ;\r\\b&permil;\n\r\r\r\n&Scaron;&dagger;&fnof;&lsaquo;&Scaron;\n\n\Z\Z	\n	\n	\n \r        \n	\\b \n\\b\\b\n\n\n\n\\b\n\\b\n\Z\r\n\\b\\b\n\\b\Z\n\\bD\nThe decisions they take in various complex situa�ons, \nthe approach they incorporate in work-related prob -\nlems or their conduct towards their colleagues and \nbosses; in short- their behavior is the core of any busi-\nness.\nMe�l&rsquo;s  Psychometric  tests  can  actually  measure  the \nbehavior and personality of a candidate and help you \nmake  be�er  work-related  decisions.  This  piece \ndescribes in detail the science behind psychometric \ntests  and  based  upon  which  Me�l&rsquo;s  psychometric \ntools  are  handcra�ed.  In  addi�on,  it  entails  the \ndetailed  descrip�on  of  each  of  the  psychometric \ntools and how can it be applied in businesses.\nAt  last,  a�er  understanding  why  people  behave  in  a \ncertain manner and that we can actually predict that \nbehavior in the workplace via certain psychometric \ntools, we&rsquo;ll take you on a tour. The tour of how these \ntools  impact  your  business  outcomes.  It&rsquo;ll  describe \nhow psychometric tests can be used in hiring, training \nand development of employees and hence making \nthem be�er leaders in the coming future.\nLet&rsquo;s  begin  with  understanding  the  science  behind \nthis.	\n	\n\n\n\n\r\\b\n\n&nbsp;&shy;	\r	\n	\n\Z	\n\Z\Z	\n	\n\\b	\n\Z   \Z	\n&euro;&nbsp;&euro;\Z&hellip;&dagger;&shy;&bdquo;\n\n		&nbsp;&shy;	\n&euro;&sbquo;&fnof;	\n\Z\Z	\n	\n	\Z\n\n\\b     \n   \n\\b  		\n\Z	\n\n &sbquo;\n\n\Z\nFor instance, extraversion is a trait while an extrovert \nsi�ng quietly in a mee�ng is a type of behavior. Since \nthe  traits  reﬂect  an  individual&rsquo;s  pa�erns  of  thoughts, \nfeelings,  and  behavior,  they  become  the  substratum \nfor an�cipa�ng future intended behavior.\n  \nTo be precise,  personality is what we are while behav-\nior  is  all  about  what  we  do.  Personality  traits,  as  a \nma�er  of  fact,  don&rsquo;t  change  over  �me,  however,  we \ncan adjust and alter the behavior  to an extent. The \npsychometric theory or the science behind them can \nbe established by this equa�on.\nLet&rsquo;s take a look on the factors that inﬂuence human \nbehavior on the basis of which our  psychometric \ntools are built.	\n\\b		\n\n\Z\Z	\n	\nBright SideX-factors\nCogni�ve\nAbility Dark Side	\n\\b	\n&Dagger;&bdquo;&Dagger;	&shy;\nThe bright side of human personality comprises of those posi�ve  personality \ntraits  which are no�ced quickly and capable of enhancing job performance. It is \nwhat we see when people are at their best.\nThe bright side of human personality is based on a Big Five Personality Traits of \nthe  Five-Factor  Model  which  speciﬁes  that  people  can  be  described  based  on \ntheir standing on the ﬁve broad personality traits.\n \nMe�l has, further, used these ﬁve factors as a construct to develop and catego-\nrize its set of behavioral competencies. \n	\n\n\Z\Z	\n&OElig;	\n\\b	\n\n&circ;\n\r&shy;\n\Z	\nPosi�ve  traits  in  an  individual  make  them  feel  conﬁ-\ndent, with the focus being on the be�erment of the \norganiza�on  and  not  on  individual  success.  People \nwho rank high on these traits tend to be fair-minded \nco-workers and are endeared by people as a profes-\nsional. \nLeaders exhibi�ng an overall posi�ve personality are \neﬃcient  enough  to  ar�culate  a  vision  in  a  way  that \nbuilds commitment towards the organiza�on&rsquo;s goal.\nHowever, you can&rsquo;t really judge a person only on the \nbasis of the bright side  of  human  personality.  If \nhuman personality could act as the drivers of suc-\ncess, then there are some hidden traits too, that can \nact as the derailers.\nLet&rsquo;s have a look on the traits as well as the determi -\nnants of personality.	\n	\n\n\Z\Z	\nŽ	\n\\b	\n\nTendency to be intellectually curious and open to consider new changes. \nTend to have a wide scope of interests and willing to try unusual ideas.\nStrengths:\nFamous Personality\nImagina�ve,  open  to  change, \ninquisi�ve, appreciate art  Weakness:\nImagina�ve,  open  to  change, \ninquisi�ve, appreciate art 	\n&bdquo;   \n  \n\n	  \n\n \n \n\n \n\\b      &nbsp; \n\\b	\Z	\n- Abraham Lincoln	\nPreference for novelty\nAc�ve Imagina�on\nValues\nOpen to change\nRisk taking	\nLOW\nHIGH	\nTend to be crea�ve Tend to fear new \ninven�ons\nTry out new things\nS�ck to the conven�onal \nhabits\nAre culturally ﬁt Face challenges while \nadjus�ng\nAble to adapt unfamiliar  situa�ons Tend to stay within \nboundaries\nEngage in dangerous  ac�vi�es to succeed Fear failure	\nFive Facets Of People With Openness Trait:\nBright Trait Variant	\nBright Trait Level	\n	\n\n\Z\Z	\n&lsquo;	\n\\b	\n\nTendency to behave in an organized and though�ul ways.\nStrengths:\nFamous Personality\nStrong  sense  of  duty,  achieve\n-\nment focused, disciplined Weakness:\nOverly  cau�ous,  leads  to  paral-\nysis by over analysis	\n&hellip;			\Z	\n- Barack Obama	\nChallenge &amp; \nDetermina�on\nDelibera�on\nDu�fulness\nSelf-discipline\nPlanning	\nLOW\nHIGH	\nHappily face challenges to \nprosper Lack of determina�on \nfor their work\nAre goal-driven hard \nworkers Aren&#039;t mo�vated to work \nhard\nThink carefully \nbefore discussing\nDon&#039;t naturally fear  dead ends Tend to lie\nHave morally relevant  mo�vators to work Lack consistency in \ntheir work\nTend to panic when \ndiverted from target\nTend to break down their \ngoal and work partly Avoid ac�vi�es that require \neﬀorts and persistence	\nSix Facets Of People With Conscien�ousness Trait:	\nAchievement striving	\nBright Trait Variant	\nBright Trait Level	\n	\n\n\Z\Z	\n&rsquo;	\n\\b	\n&circ;\nTendency  to  be  enthusias�c  and  outgoing.  Tendency  to  seek \ncompany of others.\nStrengths:\nFamous Personality\nDraw  from  a  crowd&#039;s  energy, \nprone to ac�on Weakness:\nDiﬃcult to work alone, might have \npoor listening skills, talka�ve 	\n&dagger;\n	&sbquo;&nbsp;	\n\n	\n- Bill Clinton	\nSociable\nAsser�veness\nPreference for fast \npaced work\nWarmth\nProac�veness	\nLOW\nHIGH	\nUnderstand, accept \nand value themselves Tend to hesitate to start \na conversa�on\nAre inclusive and \ndon&#039;t complain Tend to be shy and \nreserved in nature\nArrange quick mee�ngs  to wrap up eﬀeiciently Takes �me in follow-ups \nand delays the task\nA�en�vely listen to others  with interest Tend to be self-reliant\nMake things happen  instead of wai�ng Wai�ng for things \nto unfold	\nFive Facets Of People With Extraversion Trait:\nBright Trait Variant	\nBright Trait Level	\n	\n\n\Z\Z	\n&ldquo;	\n\\b	\n\r&shy;\nTendency  to  get  well  along  with  others.  To  priori�ze  and  con-\nstruc�vely address other&#039;s needs.\nStrengths:\nFamous Personality\nTrustworthy,  Compassionate, \nHelpful, Sympathe�c Weakness:\nProne  to  being  manipulated,  a \nyes-man type behavior	\n&hellip;	\n\n\n\n\Z	\n- Pope Francis	\nCompliance\nForgiveness\nBelief in others; \ngoodness\nEmpathy\nModesty	\nLOW\nHIGH	\nConform to a wish or \ncommand Fail to consider (some\n-\nthing signiﬁcant)\nLove to serve with \nno apparent beneﬁts Act with the state of being \nselﬁsh\nWillingness to  pardon\nAcknowledge and \nvalue their abili�es Tend to blame others\nPut people ﬁrst in their  decision making Do not rely on others \nfor work\nTend to brag themselves\nHave great intui�on skills\nAren&rsquo;t good listeners	\nSix Facets Of People With Agreeable Trait:	\nAltruism	\nBright Trait Variant	\nBright Trait Level	\n	\n\n\Z\Z	\n&rdquo;	\n\\b	\n\Z\nTendency to remain stable and balanced. To stay grounded and not \npanic\nStrengths:\nFamous Personality\nLess discouraged by disappoint-\nments,  able  to  recognize  their \nneeds Weakness:	\nMay not show emotion too \nmuch\n&Dagger;\n	\\b\Z	\n- Winston Churchill	\nEmo�onal Hardness\nOp�mism\nSelf Regard	\nLOW\nHIGH	\nAvoid naysayers and \nstrive for success May have destruc�ve \napproach\nDon&rsquo;t lose their sanity in \nstressful situa�ons Tend to make implusive \ndecisions\nTake steps to be�er  themselves Tend to get distracted \nby slight cri�cism 	\nThree Facets Of People With Emo�onally Stable Trait:\nBright Trait Variant	\nBright Trait Level	\n	\n\n&Dagger;&bdquo;&permil;	&nbsp;\nDark Personality Traits are stable characteris�cs of a \nperson when triggered, lead to the display of undesir-\nable,  counterproduc�ve  and  destruc�ve  behavior, \nthat  have  a  nega�ve  impact  on  surrounding  people \n(friends, family, co-worker or customers).\nTo measure these dark traits in the candidates,  Me�l \nhas created a dark personality inventory where \nalmost all the lowlights of an individual at work have \nbeen clubbed. \nHere&rsquo;s a brief look at the traits and related facets.	\n\Z\Z	\n\Z &Scaron;\n	\Z\Z\n\\b\n\\b\Z	\n	&Scaron;&nbsp;&shy;	\n\\b	\n	\n	\n\n\Z\Z	\ne\\b	\n\Z\nTendency to be decei�ul and manipula�ve. Tendency to possess cynical \nor nega�ve outlook towards inten�ons of others.\nStrengths:\nFamous Personality\nGood  at  Problem  Solving,  Pro-\nac�ve, and Meets Deadlines  Weakness:\nTeam  Work,  Rou�ne  Work, \nValuing Tradi�ons 	\n&circ;  	   &nbsp;	 \n&sbquo;\n\n\n\n	\\b\Z	\n- Henry Ford 	\nAmbi�ous \nCompe��ve\nGreedy	\nLOW\nHIGH	\nLies to get ahead Likes to stay ahead by \nworking hard\nSnatches opportuni�es\nWorks hard to get access to \ngood opportuni�es\nWants more for less work Demands propor�onately \nto eﬀorts	\nThree Facets Of People With Opportunis�c Trait:\nDark Trait Variant	\nDark Trait Level	\n	\n	\n\n\Z\Z	\ne\\b	\n&Scaron;\nTendency  to  possess  an  inﬂated  sense  of  self,  accompanied  by  a  fragile \nself esteem which makes the person vulnerable to cri�cism.\nStrengths:\nFamous Personality\nPerfec�onist, Self Driven\nWeakness:\nProud, Inﬂexible, Over Sensi�ve \nto Cri�cism	\n&permil; 		  	   \n  \n	\Z	\n- Donald Trump 	\nConceited\nA�en�on-Seeker\nDrama�zer	\nLOW\nHIGH	\nDemands unwavering accep -\ntance for any work done Keeps realis�c \nexpecta�ons\nRefuses to acknowledge \nhis ﬂaws Accommodates cri�cal \nfeedback\nReacts strongly to lack of  apprecia�on Intrinsically mo�vated	\nThree Facets Of People With Self-Obsessed Trait:\nDark Trait Variant	\nDark Trait Level	\n	\n	\n\n\Z\Z	\ne\\b	\n\\b\nInability to understand others&rsquo; pain, suﬀering and perspec�ve.\nStrengths:\nFamous Personality\nResilient,  Conﬁdent,  Good  at \nDealing with Diﬃcult Situa�ons Weakness:\nInability  to  Connect  and  Under-\nstand the Need of the Customer 	\n&bdquo;    &Scaron;     &sbquo;\n\n\n\n	&permil;\\b\r	\Z	\n- Adolf Hitler 	\nLogical\nInconsiderate\nCallous	\nLOW\nHIGH	\nUnaﬀected by others&rsquo; \nemo�ons Sympathe�c\nPrefers ra�onal decision \nmaking even if it hurts others Prejudiced opinions\nRevels in others&rsquo; misery Empathe�c	\nThree Facets Of People With Insensi�ve Trait:\nDark Trait Variant	\nDark Trait Level	\n	\n	\n\n\Z\Z	\ne\\b	\n	\Z\Z\nTendency  to  become  angry  at  the  slightest  provoca�on,  feeling  and \nengaging in anger related emo�ons pervasively and persistently.\nStrengths:\nFamous Personality\nConsiderate of Others&rsquo; Feelings \nWeakness:\nUnstable Moods, Easily Provoked	\n\n\\b    \\b \r &nbsp;  \n	\Z&lsaquo;\\b&OElig;		\Z	\n- Vincent Van Gogh 	\nAsser�ve \nVola�le\nViolent	\nLOW\nHIGH	\nFrequent anger \noutbursts Stays calm under stress\nImposes opinions on \nothers Easily inﬂuenced by \nothers\nProvoked without reasons Easily hurt by others	\nThree Facets Of People With Temperamental Trait:\nDark Trait Variant	\nDark Trait Level	\n&OElig;	\n	\n\n\Z\Z	\ne\\b	\n\\b\Z\nTendency to act on a whim, displaying behavior characterized by li�le or \nno forethought, reﬂec�on, or considera�on of the consequences.\nStrengths:\nFamous Personality\nQuick Decision Making\n  Weakness:\nRash Decision Making	\n&sbquo;\Z	\n- Princess Diana	\nSpontaneous \nCareless\nRash	\nLOW\nHIGH	\nCasual a�tude towards\nthings Guarded and cau�ous \ntowards things\nJumps to conclusions\nThinks through any \nsitua�on\nActs without carding \nabout consequences Plans, monitors, controls \nthings	\nThree Facets Of People With Implusive Trait:\nDark Trait Variant	\nDark Trait Level	\nŽ	\n	\n\n\Z\Z	\ne\\b	\n	&Scaron;&nbsp;&shy;\nThe  tendency  to  do  ac�vi�es  ﬁlled  with  experiences  and  Thrill-seeking \nunusual sensa�ons perceived as risky but rewarding.\nStrengths:\nFamous Personality\nOpen to New Ideas, Broad Minded, \nAdventurous, Out-Of-The-Box Thinker Weakness:\nUncalculated Risk Taker	\n&Scaron;\n\n		\n\\b\\b\n\n\n\\bŽ\nŽ\n\Z	\n- Elon Musk 	\nExcitable\nAdventurous\nDaredevil	\nLOW\nHIGH	\nLikes the unusual Conserva�ve in choices\nNovelty seeking\nLikes rou�ne\nTaking high stakes risk Prefers tried and \ntested paths	\nThree Facets Of People With Thrill-Seeking Trait:\nDark Trait Variant	\nDark Trait Level	\n&lsquo;	\n	\n\n\Z\Z	\n&rsquo;	\n\\b	\nDark traits get triggered by various factors such as:\nJust the presence of dark traits in a person does not ensure that they will act in \nan  unwanted  way.  The  dark  traits  have  to  be  ac�vated  in  order  to  present  the \ndark behavior, which gets triggered by various factors such as:\nGreater be the level of dark traits, higher would be the chances they \nget triggered, even with the slightest provoca�on.\n1. Level of Dark Traits	\nPlaces where people tend to be superior, there comes a subtle tendency \nto misuse that power, hence triggering dark traits. 2. Environment\nRelaxed-  where  the  person  is  at  ease  and  not  being  observed  &amp; \nStressed- where the person is made to do a lot in limited �me.\n3. Situa�on\nTo know everything about the dark side, do read our data-backed and scien�ﬁc \nreport on  Uncovering the Dark Side of Human Personality.	\n	�\n\n\Z\Z	\n&ldquo;	\n\\b	\n&Dagger;&bdquo;&lsaquo;	&shy;\r\nCogni�ve abili�es are brain-based skills one needs to \nprocess  any  ac�vity,  be  it  simple  or  complex.    It  is \nmore  of  the  ability  to  comprehend,  to  understand \nand beneﬁt as a ma�er of fact. \nThe way things are perceived, the strategic thinking, \nthe decision-making abili�es, all these also form the \nsubstratum of how people behave. It could be divid-\ned into two categories:	\n	�\n\n\Z\Z	\n&rdquo;	\n\\b	\nCrystal Intelligence\nFluid Intelligence\nThe ability to perceive things, absorb and retain new informa�on to tackle issues \nin novel circumstances. The core competencies used to measure this are:\nThe capacity to recover and u�lize data obtained over a life�me or leveraging the \nacquired knowledge to perform tasks. The core competencies used to measure this \nare:\nSpa�al Reasoning\nVisual Reasoning\nAbstract Reasoning\nLanguage &amp; Comprehension\nLogical &amp; Cri�cal Reasoning\nProblem Solving\nDecision Making 	\nA�������� S����\nM�����\nV������������\nCORE BRAIN  FUNCTIONS	\nWell, you can visit the guide to cogni�ve assessments  for the detailed explana�on.\nApart from the bright &amp; dark side and cogni�ve abili�es, there are some other fac-\ntors aﬀec�ng human behavior. These are clubbed under the X-factors.	\nAbstract Reasoning\nSpa�al Reasoning\nVisual Reasoning\nLanguage &amp; Comprehension\nLogical &amp; Cri�cal Reasoning\nProblem Solving\nDecision Making	\n	\n\n\Z\Z	\n	\n&Dagger;&bdquo;&OElig;	Ž&Scaron;&lsquo;\nAlthough the dark and bright sides form a signiﬁcant \npart of human personality, yet there are several other \nfactors, which we call The X-Factors, that act as cata-\nlysts and aﬀect the intended human behavior.\nThe  Nature vs. Nurture debate inﬂuences in ﬂuctuat-\ning  personali�es  through  the  course  of  �me.  It  pro-\nvides an image of whether surroundings determines \nhuman behavior or if it is the individual&rsquo;s gene.\nNature \nThis is pre-wiring and is aﬀected by biological factors, \nbasically  the  hereditary  legacy  or  the  gene�c  inheri-\ntance.\nNurture \nThis is the impact produced from external factors, for \nexample, the experience, acquired knowledge, learn-\ning or exposure of a person.	\n\\b		\n\nThe X-factors include certain factors discussed below:	\n\Z\Z	\n	\n\\b	\nKids are like sponges- they tend to learn and demonstrate behaviors \nthat  their  parents  portray.  This  can  be  seen  in  posi�ve  &amp;  nega�ve \nbehaviors they display.\n1. Upbringng\nThe  way  soldiers  behave  is  totally  unique  and  outstanding.  The  joy  of \nmee�ng  their  loved  ones  a�er  winning  the  ba�le  and  love  for  one&rsquo;s \ncountry keeps them pumped to behave accordingly even in the hardest \nsitua�ons. 2. Mo�va�on\nIf  we  think  of  an  organiza�on  as  a  decision-making  body,  then  values \nestablish the rela�onship between decisions and what happens conse-\nquently. They grow gradually over �me subject to an individual&rsquo;s social \nand psychological development.\n3. Values	\n	\n\n\Z\Z\r\n\r\n\n\r\Z\n\n	\r\\b	\n\Z\n		\n\Z\Z	\n	\n&bdquo;\\b&lsquo;	\n\Z   \Z	\n&euro;&nbsp;&euro;\Z&hellip;&dagger;&shy;&bdquo;\n\n\\b\n	\n	\n\n       \n\n  \n \n   \n\Z \n\n\n\\b		 &sbquo;\n\n\n&rsquo;\n\n&nbsp;\n\n&ldquo;\n\\b\n\\b\Z\n\Z	\nThey provide the best of the ways to evaluate human \nbehavior of an individual subject to several certain \nsitua�ons.  In  fact,  the  word  &lsquo;psychometric&rsquo;  funda -\nmentally  refers  to  the  measurement  of  the  mind.  In \nfact,  it  is  a  short  version  of  &ldquo;psychological  measure -\nment&rdquo;. \nThe psychometric tools are used in the recruitment \nprocess  and  for  training  purposes  to  make  selec�on \nand  engagement  experiences  be�er.  Familiarizing \noneself with these tests will help in a superior, quick -\ner and precise decision-making.	\n&bdquo;\\b&lsquo;\n\Z\Z	\n	\n	\n\n\Z\Z	\n&OElig;	\n&bdquo;\\b&lsquo;	\n&permil;&bdquo;&Dagger;\Z\n\nBe  it  hiring  or  developing  the  employees,  choosing \nthe correct set of assessments is the pivotal decision \nthat can actually make or break the success of a busi -\nness.  Two cri�cal proper�es of an assessment, from \na psychometric/sta�s�cal standpoint, are its reliabil -\nity and validity. Do the assessments measure what \nthey are supposed to measure? &amp; Do they assess the \nsame thing each �me with the similar set of results?\nIn addi�on to validity and reliability of tests, the stan-\ndardiza�on of the tests normed with respect to sever -\nal  aspects  such  as  age,  gender,  occupa�on,  employ-\nability, educa�on, etc. also determines the proper�es \nof assessments.	\n&rsquo;\n&ldquo; \Z&shy;	\n	\n\n&permil;&bdquo;&Dagger;&bdquo;&Dagger;&rsquo;\Z	\nThe reliability of an assessment refers to the consistency of scores obtained \nunder the repeated tes�ng of the same individual on the same test under iden�-\ncal condi�ons (including no changes within the person).\nSince this ideal is impossible to meet, one aspires to collect  evidence of reliabili-\nty  and express it in the form of a correla�on coeﬃcient that can range from .00 \nto 1.00. A perfectly reliable test would have a reliability coeﬃcient (Cronbach&rsquo;s \nalpha)  of  1.00,  and  a  completely  unreliable  test  would  have  a  reliability  coeﬃ-\ncient of .00. \nFor instance,  a batsman at 4th posi�on scored a century in each of the matches \nof a series. He, of course, is a reliable player, for he is consistent, however, can&rsquo;t \nassure the victory. \nReliability refers to the consistency of the test. \nReliable Player	\nMatch 1\n100 Runs	\nMatch 2\n100 Runs	\nMatch 3\n100 Runs	\n\Z\Z	\nŽ	\n&bdquo;\\b&lsquo;		\n\nThe reliability of an assessment can be evaluated in two broad ways:\nINTERNAL CONSISTENCY\nWhile taking the test, the test-takers might have no�ced that there are several \nitems that aim to measure the same thing, same competency in this case. Well, \nthis is inten�onal. This methodology assures the accuracy while measuring the \nconcept.\nFor instance, in order to evaluate the level of sa�sfac�on of your customers via \nyour  customer  services,  you  should  measure  overall  sa�sfac�on.  Op�ons \nshould  be  on  Likert  scaling;  varying  from  Strongly  Agree  to  Strongly  Disagree. \nSome of the certain items could portray:\n    Sa�sﬁed with the experience\n    Will recommend the company to peers\n    Will write a posi�ve online review\nIf  the  survey  turns  out  to  be  reliable  or  has  good  internal  consistency,  the \nanswers  would  be  the  same  for  all  the  ques�ons,  be  it  strongly  agree  or  dis-\nagree with all the three.	\n\Z\Z	\n&lsquo;	\n&bdquo;\\b&lsquo;	\nQues 1 Ques 2\nSame Outcome Ques 3	\n	\n\n\Z\Z	\n&rsquo;	\n&bdquo;\\b&lsquo;	\nTEST-RETEST RELIABILITY \nUnlike the former one, test-retest reliability is more of a �me-dependent way to \nmeasure the reliability of an assessment. It makes sure if candidates respond to \nthe items the same way each �me they take the test. It uses a correla�on (using \nPearson coeﬃcient) of scores from the ﬁrst test and then the second test over \n�me.\nFor instance, the IQ of a person does not suddenly change or experience a dras-\n�c jump. So, these IQ tests taken over each month would provide almost similar \nresults on the same set of candidates. This will extract out the test-retest reliabil-\nity of IQ tests.	\nGives Same Result Over \nTime\nTe s t\nTime T	1	Time T	2	\nTe s t	\n&permil;&bdquo;&Dagger;&bdquo;&permil;&ldquo;\Z	\nValidity is subjec�vely deﬁned as the test&rsquo;s capacity to measure what it claims to \nmeasure. It&#039;s impera�ve to say that a test with high validity guarantees the items \nremain ﬁrmly connected with the test&rsquo;s intended core interest.\n	�\n\n\Z\Z	\n&ldquo;	\n&bdquo;\\b&lsquo;	\nLet&rsquo;s take the case of a weighing machine. A person weighing 75 kg. each �me \nensures  the  machine  is  reliable;  validity  concerns  if  he  is  actually  75  kgs.  in \nweight.\nLet&rsquo;s go through the most important types of psychometric validity: \nPREDICTIVE VALIDITY\nThis tells us how precise a tool is at predic�ng a certain outcome and is the high -\nest possible extent of valida�on. In our case, a be�er tool will be the one which \npredicts how well an individual will perform their job. \nFor instance, the predic�ve validity of JEE (engineering entrance exam) is mea-\nsured through the correla�on of students&rsquo; JEE scores with their undergraduate \nscores.  If  high-scorers  in  JEE  perform  be�er  in  their  undergraduate  than  the \nones who score low, then the JEE is considered to be predic�vely valid.	\nRecommended Tool&rsquo;s Predic�on\nPresent Performance\nHigh\nNot Recommended Low	\nCONVERGENT VALIDITY \nTo establish the evidence of convergent validity, i.e; the second most precise val-\nida�on  methodology,  scores  on  a  test  must  relate  to  scores  on  other  tests  or \nvariables that purport to measure similar traits or constructs.\nFor instance,  IPL 2018 has seen the use of Decision Review System (DRS) which \nis but another set of a hawk-eyed test of decisions like LBW and other such vital \ndecisions, which either way the ﬁeld umpires decide. If both the ﬁeld umpire&rsquo;s \ndecision  and  decision  through  DRS  comes  out  to  be  the  same,  this  proves  the \nvalidity of the game.\n	\n\n\Z\Z	\n&rdquo;	\n&bdquo;\\b&lsquo;	\nRecommended\nTool&rsquo;s Predic�on\nOther Validated Tool&rsquo;s\nPredic�on\nNot Recommended	Recommended\nNot Recommended	\nCONSTRUCT VALIDITY  \nThis, unlike the former, doesn&rsquo;t concern the basic item of whether a test measures an \na�ribute. It comes a�er the predic�ve and convergent has been applied. Rather, it is \nmore  oriented  towards  whether  the  test  score  interpreta�ons  are  consistent  with \ntheore�cal and observa�onal terms around the construct.\nThe  phenomenon  to  be  measured  must  actually  exist  in  the  ﬁrst  place.  There  are \ndiﬀerent  approaches  (factor  analysis  and  other  correla�onal  methods)  compiled  to \ngenerate the overall construct validity of a test.\nFor  instance,  you  wish  to  develop  a  new  measure  to  assess  intelligence.  Construct \nvalidity is found by ensuring the new measure precisely predicts the ﬁndings derived \nfrom the theory of intelligence.	\nRecommended\nTool&rsquo;s Predic�on\nTheory Predic�on\nNot Recommended	Recommended\nNot Recommended	\n	�\n\nPsychometric  tests  are  frequently  normed  or  stan-\ndardized  against  groups  for  comparison.  It  likewise \navoids  taking  a  look  at  individual  items  or  ques�ons, \nand rather observe the total score of an individual in \ncomparison with a representa�ve sample.\nRepresenta�ve  sample  alludes  to  a  group  of  similar \npeople when developing a test. Let me be more clear. \nUsing  a  group  of  children  when  developing  a  test  for \nchildren,  and  an  adult  group  when  developing  a  test \nfor adults.\nDiﬀerent  test  taker  has  very  diﬀerent  performance \nlevels and therefore their scores diﬀer quite a bit. The \nimportance of norming are:\n     Assess the rela�ve performance of test-takers\n     Brings value to the assessments\n     Indicates the true objec�ve of a candidate \n     among the pool\n     Leads to a be�er interpreta�on of results\n     Can provide primary care for top scorers	\n\Z\Z	\n	\n&bdquo;\\b&lsquo;	\n������\Z��	\n	�\n\n\Z\Z	\n	\n�\\b�	\nThe diﬀerent parameters of the demographic of norming sample subject to the \ngender are as follows:\n     Age Distribu�on\n     Work Experience\n     Employment Status\n     Educa�onal Qualiﬁca�on\n     Occupa�onal Area	\n� \\b 	  �� \n    \n�   � �\n�\\b\n�\\b\n\n\\b���\n\n	����\n\n\\b\\b��\n���\Z	\n	�\n� \n�\n\n&permil;&bdquo;&permil;\Z	\n&lsquo;&nbsp;\nThe best tests expect that individuals will lie or fake \nand  take  that  into  account,  in  light  of  the  fact  that \nfaking  is  an  indica�on  of  competence.  Our  psycho -\nmetric tests cover almost all the response styles \napproach followed by the test-takers and interpret \nthe results accordingly.\nResponse style is the tendency of a person to respond \nto the tests in a biased manner either consciously or \nunconsciously. Response bias, on the other hand, is a \nsystema�c  tendency  to  respond  to  a  set  of  items  on \nsome other basis than the speciﬁed content.\nIn order to iden�fy which candidates&rsquo; responses were \nlikely to be genuine or less likely to be distorted, rea-\nsons  being  faking  or  careless  responding,  there  are \ncertain key points, put in place for hiring managers to \npriori�ze candidates for further considera�on.	\n\Z\Z	\n	\n�\\b�	\n\n&circ;\Z&rsquo;&shy; 	\n&rsquo;&shy; 	\n	\n\n\Z\Z	\n	\n&bdquo;\\b&lsquo;	\n\nIt is the tendency to portray oneself in an unrealis�cally posi�ve or socially relat-\nable manner. For instance, when a candidate  selected a response of &lsquo;most like \nme&rsquo;  out  of  other  responses,  more  than  an    expected  number  of  the  �me,  it \ndepicts something is not good. The candidate is then cau�ously recommended.\n�\Z��\nIt is the tendency of a respondent to endorse extreme response categories on a \nra�ng scale, even if they do not have that view. For instance, there are people \nwho aim to choose the least or the highest response, no ma�er what their true \nstance is. They target to either love or hate everything.\n	\nIt  also  indicates  the  person  is  prone  to  answering  with  the  utmost  honesty. \nUnlike extreme responding, it is the tendency of people which indicates either \nthe candidate is unsure about the response to the items or has chosen a safe \nmode of clicking only the middle one. The respondent is hence not recom-\nmended.\n	\n\n\Z\Z	\n&OElig;	\n&bdquo;\\b&lsquo;	\n&rsquo;&shy;\nIt is the tendency of the respondent where the person tends to pay insuﬃcient \na�en�on to the items before responding, leading to a biased es�ma�on of rela-\n�onships. The person intends to select only one response all the �mes deliber-\nately and hence is not recommended.\n\nWhen  a  candidate  is  not  ﬂagged  or  reported  using  any  of  the  above  response \nstyles and he/she can proceed with conﬁdence, that one is the genuine and rec-\nommended candidate.\nThe scaling methodologies used in our tools are of course a factor as to why \nour assessments are far too genuine to make be�er decisions. The two scales \non which our tools reside are:\nLIKERT SCALE\nIt is a type of ra�ng scale which is leveraged to evaluate the a�tudes or opinions. \nThe respondents are asked to rate items on a level of agreement with this scale. \nIt u�lizes a ﬁve-point scale, not limited to only  &ldquo;agree&rdquo; or &ldquo;disagree&rdquo;, but varies \nfrom  &ldquo;often&rsquo;  to  &ldquo;never&rdquo;,  &ldquo;very  good&rdquo;  to  &ldquo;very  bad&rdquo;,  or  be  it  &ldquo;Deﬁnitely&rdquo;  to \n&ldquo;Never&rdquo;.\n	\n\nWell, it would be important to understand that the Likert Scale is subject to dis-\ntor�on from several causes, such as Central Tendency bias or Social Desirability \nBias.	\n\Z\Z	\nŽ	\n&bdquo;\\b&lsquo;	\nQues�on: You prefer not to run away from challenges.\nStrongly \nDisagree	Disagree	Neither Agree \nNor Disagree	Agree	Strongly  Agree	\nSEMANTIC SCALE\nIt  is  a  bipolar  scaling  method  that  measures  the  response  with  respect  to  two \ncontras�ng items, both having posi�ve response op�ons with a neutral op�on in \nbetween. For instance, if you have money and given two op�ons as in going out \n&amp;  enjoy  with  that  money  and  have  fun  or  purchase  books  and  read.  You  could \nagree with either both or neutral.\nIt  could  be  distorted  from  response  styles  like  extreme  responding,  careless \nresponding and social desirability. \nQues�on: You enjoy sharing \nyour work with others Ques�on You prefer to go \nunno�ced\nStrongly \nAgree	Agree	Neutral	Agree	Strongly  Agree	\n	\n\n&euro;\Z\r&sbquo; \n&euro;\Z\r\Z&fnof;\n&euro;\r\\b\Z\r&sbquo; \n&euro;&euro;\r&sbquo; 	\n\Z	\r\n	\n\Z\Z	\n&lsquo;	\n\\b\n&rsaquo;\n	\n\Z   \Z	\n&euro;&nbsp;&euro;\Z&hellip;&dagger;&shy;&bdquo;\n\n\Z	\r\n\n\n\n\n\n\n\n\n\n\n\\b	\n\n	&nbsp; &sbquo;\n&oelig;\n\\b\n	&oelig;	\Z	\n\Z\Z	\n&rsquo;	\n\\b\n&rsaquo;\n		\n\n&lsaquo;&bdquo;&Dagger;\\b\n&rdquo;\\b&bull;\nThe  Me�l  Personality  Inventory  (MPI)  is an innova-\n�ve, data-backed personality assessment that evalu-\nates cri�cal work-relevant personality traits.\n&lsquo;Know Thyself &rsquo; is the key to professional growth and \npersonal  development.  Capturing  this  spirit,  the \nMe�l Personality Inventory (MPI) has been designed \nto  measure  the  person&rsquo;s  strengths  and  growth \nopportuni�es, gazing how his/her behavior inﬂuenc-\nes  himself/herself  and  others  and  having  a  be�er \nunderstanding of personality traits and how to deal \nwith them eﬀec�vely.	\n\Z\Z	\n�	\n\\b\n�\n	\nABOUT MPI\nThe  MPI  measures  work-relevant  bright  side  of  the \npersonality  traits.  Me�l  scien�sts  went  beyond  the \nwell-established  model  of  the  broad  &ldquo;Big  Five&rdquo;  per-\nsonality factors and developed 26 &lsquo;scales&rsquo; or narrow-\ner  facet-like  constructs,  which  form  the  building \nblocks of our assessments. These scales span a wide \ndomain of personality and are mapped to compa -\nnies&rsquo;  or  job  roles&rsquo;  speciﬁc  performance  models  or \nbehavioural competencies to obtain the op�mal pre-\ndic�on of job success.\nSCIENCE BEHIND MPI	\n	\n\nThe MPI is best used as part of a systema�c selec�on process, along with other \nscien�ﬁcally developed and job-relevant predictors of future success.\n           Recruitment\n           Cashier Hiring Test, Cab Drivers- Used in hiring blue-collar workers	\n\Z\Z	\n&rdquo;	\n\\b\n&rsaquo;\n	\nIdeally, the MPI should be administered to job applicants who have passed a few \nminimum  qualiﬁca�ons  for  the  job.  The  assessment  results  can  serve  as  an \nimportant piece in the jigsaw puzzle of the hiring decision &ndash; but not the only \ndeterminant.	\nFive Factors of MPI Validity ScoreReliability Score\nExtraversion\nAgreeableness .642\n.695\n.482 .624\nConscien�ousness\nOpenness to Experience .583\n.657\n.401 .701\nEmo�onal Stability .673\n.733\nOVERALL 0.4-0.67\n0.63-0.73	\nAPPLICATIONS\nTraining and Development\nLearning Agility Assessment to be�er evaluate the capacity to learn new \nthings in the employees\nHiPo Iden�ﬁca�on\nLeadership  Assessment,  Managerial  Poten�al  Assessment  &ndash;  to  have  a \nhealthy pipeline of future leaders\nSuccession Planning\nEmployee  Reten�on  Assessment-    to  fast-track  high  poten�al  to  retain \nthem\n	\n\n\Z\Z	\n	\n\\b\n&rsaquo;\n	\n������E\n����\nThe  Me�l Personality Proﬁler (MPP)  is an innova�ve, \nevidence-based  assessment,  that  measures  the  rele-\nvant  personality  traits  required  for  cri�cal  work.  It \nhelps predict behavioral competencies, which in turn, \nlead  to  organiza�onal  outcomes  of  interest.  It  is \ndesigned to help employers gain access to otherwise \nhidden  informa�on  about  a  job  applicant  or  an  em-\nployee, that is cri�cal in inﬂuencing her/his behavior \nat  work.  Key  highlights  and  func�onality  remain \ninalienably like the MPI with adaptability outside the \nMe�l Competency Framework.\nABOUT MPP\nThe  MPP  is  based  on  the  well  established  &ldquo;Big  Five&rdquo; \nmodel of personality traits and the corresponding \nfacets aligned to the bright side of human personality. \nThe MPP uses the seman�c diﬀeren�al item format to \nreduce the problem of respondents &lsquo;faking good&rsquo; and \nthereby improve the assessment usefulness. \nSCIENCE BEHIND MPP	\n	�\n\n\Z\Z	\n	\n\\b\n&rsaquo;\n\nReliability Score.639\n.624\n.738\n.704\n.705\n0.63-0.88\nFive Factors of MPP\nValidity Score\nExtraversion\nAgreeableness .661\n.464\nConscien�ousness\nOpenness to Experience .522\n.522\nEmo�onal Stability .691\nOVERALL 0.4-0.75	\nThe  MPP,  when  used  with  large  numbers  of  job  applicants,  in  recommended \nways, will yield a be�er-quality workforce over �me.\n             Recruitment\n             Avia�on Pilots, Insurance Sales Execu�ve- hiring white-collar employees\nAPPLICATIONS\nTraining and Development\nLearning Style Test to understand the current proﬁciency level of an em-\nployee; train and develop them eﬀec�vely\nHiPo Iden�ﬁca�on\nLeadership Assessments- to have a healthy pipeline of future leaders\nSuccession Planning\nEmployee Reten�on Tests- to retain the poten�al employees\nThe FFM speciﬁes that people can be described based on their standing on these \nﬁve  broad  personality  traits:  extraversion  (outgoing/energe�c  vs.  solitary/re-\nserved),  openness  to  experience  (inven�ve/curious  vs.  consistent/cau�ous), \nemo�onal  stability  (secure/conﬁdent  vs.  sensi�ve/nervous),  agreeableness \n(friendly/compassionate  vs.  cold/unkind),  and  conscien�ousness  (eﬃcient/or-\nganized vs. easy-going/careless).\n	\n\nDiﬀerence between MPI &amp; MPP\n \nWell, MPI and MPP are almost the same at the front end with more or less simi-\nlar  applica�ons.  The  basic  diﬀerence  lies  in  the  scaling  technique  used  in  its \ndevelopment;  Likert  in  MPI  whereas  Seman�c  in  MPP.  The  usage  of  Seman�c \nscale, the bipolar item approach accompanies with a bit more of thinking level \nand a signiﬁcant change in response style. \nTherefore,  MPP  is  basically  made  for  white-collar  workers.  The  major  reason \nbeing, it becomes a bit easier for some smart people to fake items based on MPI.	\n\Z\Z	\n	\n\\b\n&rsaquo;\n		�\n\n\Z\Z	\n	\n\\b\n&rsaquo;\n	\n�����\\bD�\n��\\b�E\nWith the increase in work pressure and subsiding \npa�ence,  workplaces  nowadays  provide  the  ideal \nenvironment,  appealing  and  triggering  of  dark  traits, \nwhich have a tendency to threaten the security of em-\nployees,  clients  and  work  culture  as  a  whole.  Me�l \nhas created a dark personality inventory that contains \n6 dark traits, aiming to measure nega�ve personality \nconstruct in poten�al hires and exis�ng employees as \nwell.\nABOUT MDPI\nWith  extensive  research,  we  came  up  to  a  point \nwhere we divided the human personality into six \ntraits,  on  the  basis  of  which  MDPI  has  been  built. \nWe&rsquo;ve already discussed those traits in the above sec-\n�ons  which  include  opportunism,  self-obsession, \ninsensi�vity,  temperamental,  impulsiveness  and \nthrill-seeking.\nWe studied several factors responsible for triggering \ndark traits and segregated the industries and job roles \ninto three categories in the decreasing order of risks:\nSCIENCE BEHIND MDPI	\n	�\n\n\Z\Z	\n&OElig;	\n\\b\n&rsaquo;\n	\nRed Zone- These are the high risk zones hold the power to jeopardize the com-\npany&rsquo;s reputa�on and customer safety. \nYellow  Zone- These are the medium  risk  zones, the reason being employees \nmight exploit internal work culture, intellectual property, and data stored by the \ncompany.\nGreen Zone- These are the low  risk  zones for employees can harm assets like \ncompany property, ﬁnancial assets, machinery or other physical assets.	\nSix Factors of MDPI Reliability Score\nOpportunist\nSelf-Obsessed .60\n.80\nInsensi�vity\nTemperamental .73\n.81\nImplusive .74\nThrill Seeking .68	\nKnowing  yourself  is  the  beginning  of  all  wisdom.  Find  Me�l  Dark  Personality \nInventory and other related tests to discover your dark and bright side.\n           Screening while Hiring \n           Cashier hiring, cab drivers, blue collar recruitment test- to ﬁlter out the \n           unwanted ones. APPLICATIONS\nSafeguard your culture\nWorkplace culture assessments- to ensure no danger to the work culture.\nSafeguard your customers\nschool safety assessments- to assure a safe place for customers &amp; employ-\nees. Validity\nConstruct validity es�ma�on with EFA and CFA\n	\n\n\Z\Z	\nŽ	\n\\b\n&rsaquo;\n	\n���\\b\n�\\b�\nJust as a smooth and intense motor is vital for the \ncon�nuous  working  of  the  car,  mo�vated  and  ﬁnely \ntuned  workforce  is  impera�ve  to  operate  the  busi-\nness  smoothly  and  adequately.  Me�l  Mo�va�on \nInventory  is a comprehensive test of mo�va�on, that \ngives a precise understanding of what actually drives \nand  mo�vates  a  person  to  eﬀec�vely  perform  and \nexcel at work.\nABOUT MMI\nAs a ma�er of fact, the more mo�vated and engaged \nthe  workforce,  the  greater  is  the  organiza�on&rsquo;s \npoten�al for success. Typically, it measures 8 key mo-\n�vators under 3 major needs listed below.\nSCIENCE BEHIND MMI\nSustainability Needs- This talks about the ele-\nments  that  aim  to  meet  the  needs  of  one&rsquo;s  cur-\nrent  situa�on  and  the  predicted  future.  The  key \nmo�vators pertaining to this are:\n      Money\n      Security	\n	�\n\n\Z\Z	\n&lsquo;	\n\\b\n&rsaquo;\n	\nRelatedness Needs- This refers to the part of a person&rsquo;s iden�ty which equates \nto the social and external esteem needs. This covers the following three mo�-\nvators:\n      Recogni�on\n      Aﬃlia�on\n      Compe��on\n       \nGrowth Needs- It  is  self-explanatory  and  alludes  to  the  individual&rsquo;s  internal \nexpecta�ons  and  desires  cons�tu�ng  what  they  will  obtain  from  their  work. \nThe key mo�vators here are:\n      Power\n      Advancement\n      Achievement\nThe  Me�l  Mo�va�on  Inventory&rsquo;s  in-depth  insights  and  range  of  business-rele-\nvant  reports  make  it  suitable  for  selec�on  of  graduate,  professional  and  man-\nagement posi�ons.\n             Reten�on\n             Employee Reten�on Test to explore the mo�vators needed to retain the \n             poten�al employees APPLICATIONS\nEngagement\nEmployee  Engagement  Assessment  to  uncover  the  factors  driving  a \nhealthy engagement at the workplace\nExit Interview\nExit  Interview  Assessment  to  discover  the  elements  badly  needed  at \nworkplace to mo�vate employees\n	�\n\n&bdquo;\n\r&hellip;\n&dagger;\r&Dagger;\r\r\Z\r	\n&ndash;&euro;\Z	\n\\b\Z\Z	\n\Z\Z	\n&rsquo;	\n\\bž	\n\Z   \Z	\n&euro;&nbsp;&euro;\Z&hellip;&dagger;&shy;&bdquo;\n\n\Z	\\b\Z\n\Z\n \\b &nbsp;	    \n\Z\n\n \\b     \n \n\n\\b\n\Z&bdquo;\n\n\n\n    \n&Yuml; 	   \n\Z \n&nbsp;	      	 &sbquo;\n \n \n  	   &iexcl;&hellip;\r\n&iexcl;&shy;\n\r\Z	\n\Z\Z	\n&ldquo;	\n\\bž	\nLeaving  aside  the  &lsquo;capital&rsquo;  side,  Me�l  solves  the \n&lsquo;human&rsquo; side of the equa�on. Me�l&rsquo;s tools can be lev-\neraged to have a strong and eﬀec�ve impact on each \nof the aspect of employee life-cycle. This starts with \nhiring the best ﬁt, culturally and role-wise, to training \nthem and ﬁnally transforming them into be�er lead-\ners.\nLet&rsquo;s take a gander at all the segments where psycho-\nmetric tools or the behavioral assessments could \nimpact a business.	\n	\n\n\Z\Z	\n&OElig;&rdquo;	\n\\bž	\nHire the Right PersonDevelop Right\nMake Be�er Leaders	\nBe�er\nBusiness Outcomes	\n	\n\n&OElig;&bdquo;&Dagger;&rsquo;\Z\nPrincipally, developing the business begins with hiring \nthe right people. This is the crucial step in building up \na business and so as to succeed, the HR team ought to \nhave a strategic recruitment process using the right \nkind of tools required for the same.\nLeveraging psychometric tools during the recruitment \nprocess provide a be�er overall evalua�on of a candi -\ndate and ideally secure the best ﬁt for the role. Typi -\ncally,  a  behavioral  assessment  for  employment \ndoesn&#039;t come in isola�on, however, as one segment of \na more extensive and coordinated assessment strate -\ngy. The people who already use this believe that it \ngives a more objec�ve diagram of a candidate&rsquo;s char-\nacter, quali�es, shortcomings and working style.\nBasically,  when  talking  about  recruitments,  psycho-\nmetric tests contribute in two diﬀerent areas:	\n\Z\Z	\n&OElig;	\n\\bž	\n&rsquo;&lsquo;\Z\n&lsquo;\Z	\n	\n\nChoosing the correct ﬁt is the fundamental objec�ve \nof the recruitment process. Based on the job role spe-\nciﬁc competency framework, organiza�ons use diﬀer-\nent kinds of Pre-Employment Assessments: \n     Cogni�ve Assessments\n     Domain Tests\n     Psychometric Tests\nNowadays, evalua�ng the candidate&rsquo;s behavior along-\nside  ap�tude  in  the  hiring  process  is  preferred  more \nthan evalua�ng just the ap�tude. Me�l&rsquo;s psychomet-\nric  tools:  MPI  and  MPP  which  are  based  on  the  Big \nFive Personality Traits aids in:\n     Uncovering the bright traits of candidates \n     Adding a scien�ﬁc ﬁlter to the recruiter&rsquo;s \n     gut-based decisions\nThis  ensures  that  the  organiza�on  has  hired  candi -\ndates worthy of their roles and that they will guaran-\ntee  the  overall  produc�vity  and  fewer  nuances,  for \nthey are hired to do what they actually are good at.\n&OElig;&bdquo;&Dagger;&bdquo;&Dagger;&rsquo;&lsquo;\Z	\n\Z\Z	\n&OElig;	\n\\bž	\n\nFor instance, psychometric tests assure that the person hired as a sales manager \nis actually a strategist, excellent at communica�on, having mentorship quali�es \nand qualifying other such criteria.\nThe outcomes this has on an organiza�on are:\n     Employees possess key performance indicators \n     Reduced a�ri�on rates\n     Achieve compe��ve advantage\n     Overall employees and business growth	\n\Z\Z	\n&OElig;	\n\\bž	�\n\n&rsaquo;\n\n	\n\\b\n\\b&cent;&scaron;&mdash;&sbquo;&pound;&scaron;&mdash;\n\n\\b\r\\b\n\\b\\b\n\\b&rdquo;&scaron;&mdash;\n&curren;&scaron;&scaron;&mdash;\n\Z	\n&OElig;&bdquo;&Dagger;&bdquo;&permil;&lsquo;\Z\nThe  organiza�on  culture  is  a  system  of  shared \nassump�ons,  values,  and  beliefs  that  regulate  how \npeople behave in organiza�ons. It presents the unique \nsocial and psychological environment of the company.	\n\Z\Z	\n&OElig;	\n\\bž	\nAn  organiza�on  needs  candidates  whose  quali�es, \njudgements,  outlook,  and  behavior  ﬁt  in  with  the \norganiza�onal culture. The role of psychometric tools \nin  discovering  out  the  cultural  ﬁt  employees  can  be \nseen as:\nMPI/MPP-  focuses  on  a  person&rsquo;s  strengths,  growth \nopportuni�es; the posi�ve side of human personality, \nwho&rsquo;ll ﬁt for long.\nMDPI-  uncovers the candidates with dark personali -\n�es along with the level of risks they accompany with \nthem.	\n	\n\n\Z\Z	\n&OElig;&OElig;	\n\\bž	\nNot  only  would  you  be  able  to  test  individuals  for  cultural  ﬁt  via  psychometric \ntests, you also ensure the absence of bad hires. The other major outcomes it will \nhave on a business are:\n     Sense of well-being\n     Reduced a�ri�on\n     Enhanced performance\n     Highly engaged employees\n	\n\n&OElig;&bdquo;&permil;	&shy;&mdash;\Z\nIn  this  dynamic  and  compe��ve  world,  we  wake  up \nwith something new in the business world every day. \nIt&rsquo;s  undeniable  that  an  innova�on  is  one  of  the  rea-\nsons  which  escort  to  changes  in  aims  and  objec�ves \nof the organiza�ons. This kind of situa�on demands a \nrecalibra�on  of  the  skills  of  employees  in  terms  of \ncompetencies aligned with the business objec�ves.\nTraining employees, in itself, is a complete long pro-\ncess where psychometric tests and tools play a vital \nrole.	\n	&shy;\\b\n	&shy;&dagger;	\n\Z\Z	\n&OElig;Ž	\n\\bž	\nIden�fying Training Needs\nPre-Training Assessment\nTraining\nPost-training Assessment	\n	\n\nThe key ﬁrst step in the training process is to iden�fy \nthe skill gaps in employees. This includes:Apart from physical assessment and development \ncenters  (AC/DC) \nwhich  include  ac�vi�es  like \nsailing, rope  climbing,  etc.,  there  is  a  virtual  AC/DC \nsetup  to  iden�fy  the  3-W&#039;s  of  training.  Ge�ng  to \nknow  to  the  exact  amount  of  training  to  the \nprecise  employees  would  become  an  excellent \npiece of data to train em-ployees\n&OElig;&bdquo;&permil;&bdquo;&Dagger;	&shy;\\b	\n\Z\Z	\n&OElig;&lsquo;	\n\\bž	\nWho to Train?	\nPicking out the employees \nwho need training based on  their competency levels.	\nWhy to Train?	\nIden�fy and develop key \ncompetencies in employees  to achieve business goals.\nWhat to Train for?	\n?	\nPreparing a customized \ntraining plan on the basis of \nskill gaps and training needs.	\n	\n\n\Z\Z	\n&OElig;&rsquo;	\n\\bž�����\n	��\nFor  an  organiza�on,  it  becomes  very  much  crucial  to \nknow if the training program incorporated post \nunderstanding  the  training  needs  is  eﬀec�ve \nenough.\nThis  talks  about  if  the  training  had  a  long-term \nlas�ng  impact  on  employees,  whether  the  training \nprogram  was  powerful  enough  to  help  candidates \napply  their  learning  eﬀec�vely  and  hence  increase \nperformance  at work.\nPsychometric assessments are again involved \nat  each stage of the process. 	\nPre-Training Assessment\nTo  measure  the  current  proﬁciency  level  of \nthe employees with respect to the desired \ncompetencies. \nPost-Training Assessment\nTo  evaluate  the  eﬀec�veness  of  training, \nleveraging the Kirk  Patrick  4  level  training \nevalua�on model.	\n	�\n\n\Z\Z	\n&OElig;&ldquo;	\n\\bžWith  such  a  detailed  process  concerning \ntraining  and  development of \nemploy-ees on the desired competencies using psychometric tests, a company \ncan deﬁ -nitely do a lot more in terms of its produc�vity. \nIf  the  employee  has been  trained  well on  the  skills  he wishes  to, the  chances \ngro w mul�f old that they&rsquo; ll sta y in  the  compan y for  long. This  leads to  reduced \na�ri �on  and a hug e decremen t in  the  investmen ts  made to  onboar d them, \nwhich  sums up approximately to half of their annua l salar y. \nThe  outcomes  of  a be�e r L&amp;D program  in an  organiza �on, apart from  the \nincrease d produc� vity of employee s ar e higher morale  and improv ed business \nresults.		\n\nOrganiza�onal planning means pinpoin�ng the orga-\nniza�on&rsquo;s short and long-term objec�ves, hence plan-\nning and organizing it for what will happen in the \nyears  ahead.  The  business-related  decisions  require \nproper jus�ﬁca�on with data-backed informa�on. \nEven  the Willis Tower Watson Study measured the \nu�lity  of  psychometric  assessments  by  the  organiza-\n�on  in  succession  planning  and  iden�fying  high\npoten�al across varied seniority.\nLet us move on to the use cases:\n&OElig;&bdquo;&lsaquo;&shy;&tilde;&shy;	\n\Z\Z	\nŽ&rdquo;	\n\\bž	\n&shy;\n&ndash;&shy;\\b	\n	\n\nSuccession planning  is  a  procedure  for  iden�fying \nand developing new pioneers who can subs�tute the \nold  leaders  on  the  oﬀ  chance  they  leave,  re�re  or \nexpire.  It  builds  the  accessibility  of  experienced  and \ncompetent employees that are already set up to \naccept these roles as they end up being available.\nThis would require the assessment of skills, seeking to \nﬁll  in  the  gaps  between  what  an  organiza�on  needs \nnext and the current skill set of employees aligned to \nbusiness  objec�ves.  This  may  also  accompany  train-\ning and development ini�a�ves, for be�er leadership \ndevelopment.  Psychometric  tests  track  and  develop \nthe right set of high poten�al employees and prepare \nthem for development through structures and the \nscien�ﬁc process.\n&OElig;&bdquo;&lsaquo;&bdquo;&Dagger;&shy;	\n\Z\Z	\nŽ	\n\\bž	\n\n\Z\Z	\nŽ	\n\\bž	\n1. Iden�fy\nDeﬁne  key  competencies  needed  to  succeed  in  cri�cal\nroles &amp; nominate candidates.\n2. Assess\nUse reliable &amp; valid tools to evaluate candidate readiness\non key competencies.\n3. Plan\nUse  customized  reports  to  hand  pick  the  right  candidates\nfor succession.\n4. Act\nDevelop &amp; track growth of selected candidates for prom-\nising future.\nIf we move on to the process, it goes like this.\nIt  negates  the  cost  and  �me  behind  external  recruitment  and  training,  which \nturns out to be sta�s�cally more expensive. \nSuccession  planning  aims  to  address  many  of  the  human  resource  issues  such \nas:\n     Increased turnover rates, \n     Rapid changes in work, \n     Desire for a sound workplace across diﬀerent levels.	\n	�\n\nHigh  poten�al  (HiPo)  iden�ﬁca�on determines the \nfurthest  reaches  of  an  employee&rsquo;s  development \nrange.  It  would  be  suﬃcient  to  say  that  the  more \npoten�al they have, the less expensive and speedier it \nis to develop them.\nIt  is  likewise  essen�al  that  poten�al  employees  are \nforce mul�pliers, pushing up the performance bar for \ntheir  co-workers,  and  obviously  for  their  immediate \nreports. By their words and ac�vi�es, they model and \npreach winning prac�ces that shape high-performing \ncultures.\nThere are psychometric tools around that aim to iden-\n�fy the high poten�al in an organiza�on. \n&OElig;&bdquo;&lsaquo;&bdquo;&permil;&ndash;&shy;\\b	\n\Z\Z	\n�	\n\\b�		\n \n   \n&Scaron; 	      \n   Ž    &sbquo;\n\\b&cent;&sbquo;&trade;&cent;&mdash;\Z\n\n\Z\Z	\nŽ	\n\\bžAbility\nCogni�ve  tests \nare designed  which measure  the intelligence  or \nbrain-based skills required to carry tasks to comple�on.\nSocial Skills\nMPI/	\nMPP evaluates  solid coopera�ve rela�onships  with coworkers, \nbe it colleagues or boss which can easily be measured b y.\nDrive\nMMI  depicts  hard work, willingness  to push  extra  miles, \nresponsibili -�es, the kind of ownership, and other such mo�vators.	\nThe ingredients or the generic markers of poten�al include:Although  iden�fying\n high  poten�al  employees  isn&rsquo;t an easy  task,  for  not  many \nemployees are highly able, socially skilled and driven. The use of scien�ﬁc and \ndata-backed  tools end  up  with  a  stronger  por�on  of  talented  employees  that \ncontribute signiﬁcantly to the organiza�on. \nThis has a tremendous impact on business and is the key to higher levels  of \nROI.\n	�\n\n\r	\\b\Z&yen;\r	\n\\b\\b\n \n \\b    \n\\b\n\n\nDepending  upon  the  bright  side,  dark  side,  cogni�ve \nabili�es,  and  some  X-factors,  the  intended  behavior \ncould diﬀer from human personality.\nThen,  there  are  valid  and  reliable  tools  based  on  the \nsame science to measure the precise personality and \nbehavior  of  people  at  workplaces.  You&rsquo;ve  also  got  to \nunderstand how psychometric tools and their results \nabout individuals could impact business outcomes, be \nit  recruitment,  training  and  planning  to  make  be�er \nleaders.	\n\Z\Z	\nŽ&OElig;	\n&shy;\n		�	\n�\Z�   \Z�	\n���\Z����E\n\nWhat is Mettl?	\nMettl&nbsp;is&nbsp;a&nbsp;Saas&nbsp;based&nbsp;assessment&nbsp;platform&nbsp;that&nbsp;enables&nbsp;organizations&nbsp;to&nbsp;create&nbsp;\ncustomized&nbsp;assessments&nbsp;for&nbsp;use&nbsp;across&nbsp;the&nbsp;entire&nbsp;employee&nbsp;lifecycle,&nbsp;beginning&nbsp;with&nbsp; pre-hiring&nbsp;screening&nbsp;and&nbsp;candidate&nbsp;skills&nbsp;assessment,&nbsp;training&nbsp;and&nbsp;development&nbsp; programs&nbsp;for&nbsp;employees/students,&nbsp;certifcation&nbsp;exams,&nbsp;contests&nbsp;and&nbsp;more.	\nTRY METTL FOR FREE	\ncontact@mettl.com	\nINDIA OFFICE\n+91-9555114444	\nPlot 85, Sector 44, Gurgaon,\nHaryana, India - 122003 Mettl Technologies Inc. \n113 Barksdale Professional Center, \nNewark, Delaware 19711, USA \nUS OFFICE\n+1-650-614-1816	\nAustralia \nIndonesia  \nSingapore  South Africa           \nUK           \n+61 3 90699664 \n+62 8 5574678938\n+65 3 1386714 +27 8 75517192\n+97 1 8000320460\n+44 1 422400843 	\nUAE              \nTRUSTED BY', 2, 2, 1, 'Recruiter', 'SL', 'N', 14, 1, '2024-11-11 17:05:27', '2024-11-08 17:05:27', 0, NULL, NULL, '2024-10-04 09:25:36', 0);
INSERT INTO `resume` (`id`, `screeningId`, `adminId`, `candidateId`, `candidateDetailsId`, `resumeName`, `resumeOriginalName`, `resumeContent`, `isSkillScreened`, `isResumeScreened`, `isCron`, `isCandidate`, `candidateShortlist`, `enableInterviewReport`, `gptLanguageId`, `isInterviewAssign`, `interviewValidity`, `interviewAssignDate`, `isPsychoAssign`, `psychoValidity`, `psychoAssignDate`, `created`, `createdBy`) VALUES
(544, 138, 1, NULL, NULL, '1_138_210286565066ffba2565a0b_81_137_74423136066ffae6743056_A4-Psychometric-Book-Recovered.pdf', '81_137_74423136066ffae6743056_A4-Psychometric-Book-Recovered.pdf', '	\Z	\n\Z 		\n \Z	\Z	\n\r\n	\\b\r	\n\\b	 	\n	\n  \n\r \n\n \r \n\n\Z\Z	\n			\n\\b\n	\\b\n\Z	\n\Z\Z\n\r\Z\n	\r\\b \r\n\r\n\n	\n	\Z\n\n\n\r\\b\n\n&nbsp;&shy;	\r\n	\n\Z	\r\n&euro;\Z\r&sbquo; \n&euro;\Z\r\Z&fnof;\n&euro;\r\\b\Z\r&sbquo; \n&euro;&euro;\r&sbquo; \n	\n\Z	\Z\n&bdquo;\n\r&hellip;\n&dagger;\r&Dagger;\r\r\Z\r\n\n\n \n  \n\r \n\n\\b&nbsp;\n&shy;\n&shy;\Z\n\n&euro;&shy;\n\Z\n \n&sbquo;\Z\n&fnof;\n\Z&shy;\Z&bdquo;	\n&circ;\r\\b&permil;\n\r\r\r\n&Scaron;&dagger;&fnof;&lsaquo;&Scaron;\n\n\Z\Z	\n	\n	\n \r        \n	\\b \n\\b\\b\n\n\n\n\\b\n\\b\n\Z\r\n\\b\\b\n\\b\Z\n\\bD\nThe decisions they take in various complex situa�ons, \nthe approach they incorporate in work-related prob -\nlems or their conduct towards their colleagues and \nbosses; in short- their behavior is the core of any busi-\nness.\nMe�l&rsquo;s  Psychometric  tests  can  actually  measure  the \nbehavior and personality of a candidate and help you \nmake  be�er  work-related  decisions.  This  piece \ndescribes in detail the science behind psychometric \ntests  and  based  upon  which  Me�l&rsquo;s  psychometric \ntools  are  handcra�ed.  In  addi�on,  it  entails  the \ndetailed  descrip�on  of  each  of  the  psychometric \ntools and how can it be applied in businesses.\nAt  last,  a�er  understanding  why  people  behave  in  a \ncertain manner and that we can actually predict that \nbehavior in the workplace via certain psychometric \ntools, we&rsquo;ll take you on a tour. The tour of how these \ntools  impact  your  business  outcomes.  It&rsquo;ll  describe \nhow psychometric tests can be used in hiring, training \nand development of employees and hence making \nthem be�er leaders in the coming future.\nLet&rsquo;s  begin  with  understanding  the  science  behind \nthis.	\n	\n\n\n\n\r\\b\n\n&nbsp;&shy;	\r	\n	\n\Z	\n\Z\Z	\n	\n\\b	\n\Z   \Z	\n&euro;&nbsp;&euro;\Z&hellip;&dagger;&shy;&bdquo;\n\n		&nbsp;&shy;	\n&euro;&sbquo;&fnof;	\n\Z\Z	\n	\n	\Z\n\n\\b     \n   \n\\b  		\n\Z	\n\n &sbquo;\n\n\Z\nFor instance, extraversion is a trait while an extrovert \nsi�ng quietly in a mee�ng is a type of behavior. Since \nthe  traits  reﬂect  an  individual&rsquo;s  pa�erns  of  thoughts, \nfeelings,  and  behavior,  they  become  the  substratum \nfor an�cipa�ng future intended behavior.\n  \nTo be precise,  personality is what we are while behav-\nior  is  all  about  what  we  do.  Personality  traits,  as  a \nma�er  of  fact,  don&rsquo;t  change  over  �me,  however,  we \ncan adjust and alter the behavior  to an extent. The \npsychometric theory or the science behind them can \nbe established by this equa�on.\nLet&rsquo;s take a look on the factors that inﬂuence human \nbehavior on the basis of which our  psychometric \ntools are built.	\n\\b		\n\n\Z\Z	\n	\nBright SideX-factors\nCogni�ve\nAbility Dark Side	\n\\b	\n&Dagger;&bdquo;&Dagger;	&shy;\nThe bright side of human personality comprises of those posi�ve  personality \ntraits  which are no�ced quickly and capable of enhancing job performance. It is \nwhat we see when people are at their best.\nThe bright side of human personality is based on a Big Five Personality Traits of \nthe  Five-Factor  Model  which  speciﬁes  that  people  can  be  described  based  on \ntheir standing on the ﬁve broad personality traits.\n \nMe�l has, further, used these ﬁve factors as a construct to develop and catego-\nrize its set of behavioral competencies. \n	\n\n\Z\Z	\n&OElig;	\n\\b	\n\n&circ;\n\r&shy;\n\Z	\nPosi�ve  traits  in  an  individual  make  them  feel  conﬁ-\ndent, with the focus being on the be�erment of the \norganiza�on  and  not  on  individual  success.  People \nwho rank high on these traits tend to be fair-minded \nco-workers and are endeared by people as a profes-\nsional. \nLeaders exhibi�ng an overall posi�ve personality are \neﬃcient  enough  to  ar�culate  a  vision  in  a  way  that \nbuilds commitment towards the organiza�on&rsquo;s goal.\nHowever, you can&rsquo;t really judge a person only on the \nbasis of the bright side  of  human  personality.  If \nhuman personality could act as the drivers of suc-\ncess, then there are some hidden traits too, that can \nact as the derailers.\nLet&rsquo;s have a look on the traits as well as the determi -\nnants of personality.	\n	\n\n\Z\Z	\nŽ	\n\\b	\n\nTendency to be intellectually curious and open to consider new changes. \nTend to have a wide scope of interests and willing to try unusual ideas.\nStrengths:\nFamous Personality\nImagina�ve,  open  to  change, \ninquisi�ve, appreciate art  Weakness:\nImagina�ve,  open  to  change, \ninquisi�ve, appreciate art 	\n&bdquo;   \n  \n\n	  \n\n \n \n\n \n\\b      &nbsp; \n\\b	\Z	\n- Abraham Lincoln	\nPreference for novelty\nAc�ve Imagina�on\nValues\nOpen to change\nRisk taking	\nLOW\nHIGH	\nTend to be crea�ve Tend to fear new \ninven�ons\nTry out new things\nS�ck to the conven�onal \nhabits\nAre culturally ﬁt Face challenges while \nadjus�ng\nAble to adapt unfamiliar  situa�ons Tend to stay within \nboundaries\nEngage in dangerous  ac�vi�es to succeed Fear failure	\nFive Facets Of People With Openness Trait:\nBright Trait Variant	\nBright Trait Level	\n	\n\n\Z\Z	\n&lsquo;	\n\\b	\n\nTendency to behave in an organized and though�ul ways.\nStrengths:\nFamous Personality\nStrong  sense  of  duty,  achieve\n-\nment focused, disciplined Weakness:\nOverly  cau�ous,  leads  to  paral-\nysis by over analysis	\n&hellip;			\Z	\n- Barack Obama	\nChallenge &amp; \nDetermina�on\nDelibera�on\nDu�fulness\nSelf-discipline\nPlanning	\nLOW\nHIGH	\nHappily face challenges to \nprosper Lack of determina�on \nfor their work\nAre goal-driven hard \nworkers Aren&#039;t mo�vated to work \nhard\nThink carefully \nbefore discussing\nDon&#039;t naturally fear  dead ends Tend to lie\nHave morally relevant  mo�vators to work Lack consistency in \ntheir work\nTend to panic when \ndiverted from target\nTend to break down their \ngoal and work partly Avoid ac�vi�es that require \neﬀorts and persistence	\nSix Facets Of People With Conscien�ousness Trait:	\nAchievement striving	\nBright Trait Variant	\nBright Trait Level	\n	\n\n\Z\Z	\n&rsquo;	\n\\b	\n&circ;\nTendency  to  be  enthusias�c  and  outgoing.  Tendency  to  seek \ncompany of others.\nStrengths:\nFamous Personality\nDraw  from  a  crowd&#039;s  energy, \nprone to ac�on Weakness:\nDiﬃcult to work alone, might have \npoor listening skills, talka�ve 	\n&dagger;\n	&sbquo;&nbsp;	\n\n	\n- Bill Clinton	\nSociable\nAsser�veness\nPreference for fast \npaced work\nWarmth\nProac�veness	\nLOW\nHIGH	\nUnderstand, accept \nand value themselves Tend to hesitate to start \na conversa�on\nAre inclusive and \ndon&#039;t complain Tend to be shy and \nreserved in nature\nArrange quick mee�ngs  to wrap up eﬀeiciently Takes �me in follow-ups \nand delays the task\nA�en�vely listen to others  with interest Tend to be self-reliant\nMake things happen  instead of wai�ng Wai�ng for things \nto unfold	\nFive Facets Of People With Extraversion Trait:\nBright Trait Variant	\nBright Trait Level	\n	\n\n\Z\Z	\n&ldquo;	\n\\b	\n\r&shy;\nTendency  to  get  well  along  with  others.  To  priori�ze  and  con-\nstruc�vely address other&#039;s needs.\nStrengths:\nFamous Personality\nTrustworthy,  Compassionate, \nHelpful, Sympathe�c Weakness:\nProne  to  being  manipulated,  a \nyes-man type behavior	\n&hellip;	\n\n\n\n\Z	\n- Pope Francis	\nCompliance\nForgiveness\nBelief in others; \ngoodness\nEmpathy\nModesty	\nLOW\nHIGH	\nConform to a wish or \ncommand Fail to consider (some\n-\nthing signiﬁcant)\nLove to serve with \nno apparent beneﬁts Act with the state of being \nselﬁsh\nWillingness to  pardon\nAcknowledge and \nvalue their abili�es Tend to blame others\nPut people ﬁrst in their  decision making Do not rely on others \nfor work\nTend to brag themselves\nHave great intui�on skills\nAren&rsquo;t good listeners	\nSix Facets Of People With Agreeable Trait:	\nAltruism	\nBright Trait Variant	\nBright Trait Level	\n	\n\n\Z\Z	\n&rdquo;	\n\\b	\n\Z\nTendency to remain stable and balanced. To stay grounded and not \npanic\nStrengths:\nFamous Personality\nLess discouraged by disappoint-\nments,  able  to  recognize  their \nneeds Weakness:	\nMay not show emotion too \nmuch\n&Dagger;\n	\\b\Z	\n- Winston Churchill	\nEmo�onal Hardness\nOp�mism\nSelf Regard	\nLOW\nHIGH	\nAvoid naysayers and \nstrive for success May have destruc�ve \napproach\nDon&rsquo;t lose their sanity in \nstressful situa�ons Tend to make implusive \ndecisions\nTake steps to be�er  themselves Tend to get distracted \nby slight cri�cism 	\nThree Facets Of People With Emo�onally Stable Trait:\nBright Trait Variant	\nBright Trait Level	\n	\n\n&Dagger;&bdquo;&permil;	&nbsp;\nDark Personality Traits are stable characteris�cs of a \nperson when triggered, lead to the display of undesir-\nable,  counterproduc�ve  and  destruc�ve  behavior, \nthat  have  a  nega�ve  impact  on  surrounding  people \n(friends, family, co-worker or customers).\nTo measure these dark traits in the candidates,  Me�l \nhas created a dark personality inventory where \nalmost all the lowlights of an individual at work have \nbeen clubbed. \nHere&rsquo;s a brief look at the traits and related facets.	\n\Z\Z	\n\Z &Scaron;\n	\Z\Z\n\\b\n\\b\Z	\n	&Scaron;&nbsp;&shy;	\n\\b	\n	\n	\n\n\Z\Z	\ne\\b	\n\Z\nTendency to be decei�ul and manipula�ve. Tendency to possess cynical \nor nega�ve outlook towards inten�ons of others.\nStrengths:\nFamous Personality\nGood  at  Problem  Solving,  Pro-\nac�ve, and Meets Deadlines  Weakness:\nTeam  Work,  Rou�ne  Work, \nValuing Tradi�ons 	\n&circ;  	   &nbsp;	 \n&sbquo;\n\n\n\n	\\b\Z	\n- Henry Ford 	\nAmbi�ous \nCompe��ve\nGreedy	\nLOW\nHIGH	\nLies to get ahead Likes to stay ahead by \nworking hard\nSnatches opportuni�es\nWorks hard to get access to \ngood opportuni�es\nWants more for less work Demands propor�onately \nto eﬀorts	\nThree Facets Of People With Opportunis�c Trait:\nDark Trait Variant	\nDark Trait Level	\n	\n	\n\n\Z\Z	\ne\\b	\n&Scaron;\nTendency  to  possess  an  inﬂated  sense  of  self,  accompanied  by  a  fragile \nself esteem which makes the person vulnerable to cri�cism.\nStrengths:\nFamous Personality\nPerfec�onist, Self Driven\nWeakness:\nProud, Inﬂexible, Over Sensi�ve \nto Cri�cism	\n&permil; 		  	   \n  \n	\Z	\n- Donald Trump 	\nConceited\nA�en�on-Seeker\nDrama�zer	\nLOW\nHIGH	\nDemands unwavering accep -\ntance for any work done Keeps realis�c \nexpecta�ons\nRefuses to acknowledge \nhis ﬂaws Accommodates cri�cal \nfeedback\nReacts strongly to lack of  apprecia�on Intrinsically mo�vated	\nThree Facets Of People With Self-Obsessed Trait:\nDark Trait Variant	\nDark Trait Level	\n	\n	\n\n\Z\Z	\ne\\b	\n\\b\nInability to understand others&rsquo; pain, suﬀering and perspec�ve.\nStrengths:\nFamous Personality\nResilient,  Conﬁdent,  Good  at \nDealing with Diﬃcult Situa�ons Weakness:\nInability  to  Connect  and  Under-\nstand the Need of the Customer 	\n&bdquo;    &Scaron;     &sbquo;\n\n\n\n	&permil;\\b\r	\Z	\n- Adolf Hitler 	\nLogical\nInconsiderate\nCallous	\nLOW\nHIGH	\nUnaﬀected by others&rsquo; \nemo�ons Sympathe�c\nPrefers ra�onal decision \nmaking even if it hurts others Prejudiced opinions\nRevels in others&rsquo; misery Empathe�c	\nThree Facets Of People With Insensi�ve Trait:\nDark Trait Variant	\nDark Trait Level	\n	\n	\n\n\Z\Z	\ne\\b	\n	\Z\Z\nTendency  to  become  angry  at  the  slightest  provoca�on,  feeling  and \nengaging in anger related emo�ons pervasively and persistently.\nStrengths:\nFamous Personality\nConsiderate of Others&rsquo; Feelings \nWeakness:\nUnstable Moods, Easily Provoked	\n\n\\b    \\b \r &nbsp;  \n	\Z&lsaquo;\\b&OElig;		\Z	\n- Vincent Van Gogh 	\nAsser�ve \nVola�le\nViolent	\nLOW\nHIGH	\nFrequent anger \noutbursts Stays calm under stress\nImposes opinions on \nothers Easily inﬂuenced by \nothers\nProvoked without reasons Easily hurt by others	\nThree Facets Of People With Temperamental Trait:\nDark Trait Variant	\nDark Trait Level	\n&OElig;	\n	\n\n\Z\Z	\ne\\b	\n\\b\Z\nTendency to act on a whim, displaying behavior characterized by li�le or \nno forethought, reﬂec�on, or considera�on of the consequences.\nStrengths:\nFamous Personality\nQuick Decision Making\n  Weakness:\nRash Decision Making	\n&sbquo;\Z	\n- Princess Diana	\nSpontaneous \nCareless\nRash	\nLOW\nHIGH	\nCasual a�tude towards\nthings Guarded and cau�ous \ntowards things\nJumps to conclusions\nThinks through any \nsitua�on\nActs without carding \nabout consequences Plans, monitors, controls \nthings	\nThree Facets Of People With Implusive Trait:\nDark Trait Variant	\nDark Trait Level	\nŽ	\n	\n\n\Z\Z	\ne\\b	\n	&Scaron;&nbsp;&shy;\nThe  tendency  to  do  ac�vi�es  ﬁlled  with  experiences  and  Thrill-seeking \nunusual sensa�ons perceived as risky but rewarding.\nStrengths:\nFamous Personality\nOpen to New Ideas, Broad Minded, \nAdventurous, Out-Of-The-Box Thinker Weakness:\nUncalculated Risk Taker	\n&Scaron;\n\n		\n\\b\\b\n\n\n\\bŽ\nŽ\n\Z	\n- Elon Musk 	\nExcitable\nAdventurous\nDaredevil	\nLOW\nHIGH	\nLikes the unusual Conserva�ve in choices\nNovelty seeking\nLikes rou�ne\nTaking high stakes risk Prefers tried and \ntested paths	\nThree Facets Of People With Thrill-Seeking Trait:\nDark Trait Variant	\nDark Trait Level	\n&lsquo;	\n	\n\n\Z\Z	\n&rsquo;	\n\\b	\nDark traits get triggered by various factors such as:\nJust the presence of dark traits in a person does not ensure that they will act in \nan  unwanted  way.  The  dark  traits  have  to  be  ac�vated  in  order  to  present  the \ndark behavior, which gets triggered by various factors such as:\nGreater be the level of dark traits, higher would be the chances they \nget triggered, even with the slightest provoca�on.\n1. Level of Dark Traits	\nPlaces where people tend to be superior, there comes a subtle tendency \nto misuse that power, hence triggering dark traits. 2. Environment\nRelaxed-  where  the  person  is  at  ease  and  not  being  observed  &amp; \nStressed- where the person is made to do a lot in limited �me.\n3. Situa�on\nTo know everything about the dark side, do read our data-backed and scien�ﬁc \nreport on  Uncovering the Dark Side of Human Personality.	\n	�\n\n\Z\Z	\n&ldquo;	\n\\b	\n&Dagger;&bdquo;&lsaquo;	&shy;\r\nCogni�ve abili�es are brain-based skills one needs to \nprocess  any  ac�vity,  be  it  simple  or  complex.    It  is \nmore  of  the  ability  to  comprehend,  to  understand \nand beneﬁt as a ma�er of fact. \nThe way things are perceived, the strategic thinking, \nthe decision-making abili�es, all these also form the \nsubstratum of how people behave. It could be divid-\ned into two categories:	\n	�\n\n\Z\Z	\n&rdquo;	\n\\b	\nCrystal Intelligence\nFluid Intelligence\nThe ability to perceive things, absorb and retain new informa�on to tackle issues \nin novel circumstances. The core competencies used to measure this are:\nThe capacity to recover and u�lize data obtained over a life�me or leveraging the \nacquired knowledge to perform tasks. The core competencies used to measure this \nare:\nSpa�al Reasoning\nVisual Reasoning\nAbstract Reasoning\nLanguage &amp; Comprehension\nLogical &amp; Cri�cal Reasoning\nProblem Solving\nDecision Making 	\nA�������� S����\nM�����\nV������������\nCORE BRAIN  FUNCTIONS	\nWell, you can visit the guide to cogni�ve assessments  for the detailed explana�on.\nApart from the bright &amp; dark side and cogni�ve abili�es, there are some other fac-\ntors aﬀec�ng human behavior. These are clubbed under the X-factors.	\nAbstract Reasoning\nSpa�al Reasoning\nVisual Reasoning\nLanguage &amp; Comprehension\nLogical &amp; Cri�cal Reasoning\nProblem Solving\nDecision Making	\n	\n\n\Z\Z	\n	\n&Dagger;&bdquo;&OElig;	Ž&Scaron;&lsquo;\nAlthough the dark and bright sides form a signiﬁcant \npart of human personality, yet there are several other \nfactors, which we call The X-Factors, that act as cata-\nlysts and aﬀect the intended human behavior.\nThe  Nature vs. Nurture debate inﬂuences in ﬂuctuat-\ning  personali�es  through  the  course  of  �me.  It  pro-\nvides an image of whether surroundings determines \nhuman behavior or if it is the individual&rsquo;s gene.\nNature \nThis is pre-wiring and is aﬀected by biological factors, \nbasically  the  hereditary  legacy  or  the  gene�c  inheri-\ntance.\nNurture \nThis is the impact produced from external factors, for \nexample, the experience, acquired knowledge, learn-\ning or exposure of a person.	\n\\b		\n\nThe X-factors include certain factors discussed below:	\n\Z\Z	\n	\n\\b	\nKids are like sponges- they tend to learn and demonstrate behaviors \nthat  their  parents  portray.  This  can  be  seen  in  posi�ve  &amp;  nega�ve \nbehaviors they display.\n1. Upbringng\nThe  way  soldiers  behave  is  totally  unique  and  outstanding.  The  joy  of \nmee�ng  their  loved  ones  a�er  winning  the  ba�le  and  love  for  one&rsquo;s \ncountry keeps them pumped to behave accordingly even in the hardest \nsitua�ons. 2. Mo�va�on\nIf  we  think  of  an  organiza�on  as  a  decision-making  body,  then  values \nestablish the rela�onship between decisions and what happens conse-\nquently. They grow gradually over �me subject to an individual&rsquo;s social \nand psychological development.\n3. Values	\n	\n\n\Z\Z\r\n\r\n\n\r\Z\n\n	\r\\b	\n\Z\n		\n\Z\Z	\n	\n&bdquo;\\b&lsquo;	\n\Z   \Z	\n&euro;&nbsp;&euro;\Z&hellip;&dagger;&shy;&bdquo;\n\n\\b\n	\n	\n\n       \n\n  \n \n   \n\Z \n\n\n\\b		 &sbquo;\n\n\n&rsquo;\n\n&nbsp;\n\n&ldquo;\n\\b\n\\b\Z\n\Z	\nThey provide the best of the ways to evaluate human \nbehavior of an individual subject to several certain \nsitua�ons.  In  fact,  the  word  &lsquo;psychometric&rsquo;  funda -\nmentally  refers  to  the  measurement  of  the  mind.  In \nfact,  it  is  a  short  version  of  &ldquo;psychological  measure -\nment&rdquo;. \nThe psychometric tools are used in the recruitment \nprocess  and  for  training  purposes  to  make  selec�on \nand  engagement  experiences  be�er.  Familiarizing \noneself with these tests will help in a superior, quick -\ner and precise decision-making.	\n&bdquo;\\b&lsquo;\n\Z\Z	\n	\n	\n\n\Z\Z	\n&OElig;	\n&bdquo;\\b&lsquo;	\n&permil;&bdquo;&Dagger;\Z\n\nBe  it  hiring  or  developing  the  employees,  choosing \nthe correct set of assessments is the pivotal decision \nthat can actually make or break the success of a busi -\nness.  Two cri�cal proper�es of an assessment, from \na psychometric/sta�s�cal standpoint, are its reliabil -\nity and validity. Do the assessments measure what \nthey are supposed to measure? &amp; Do they assess the \nsame thing each �me with the similar set of results?\nIn addi�on to validity and reliability of tests, the stan-\ndardiza�on of the tests normed with respect to sever -\nal  aspects  such  as  age,  gender,  occupa�on,  employ-\nability, educa�on, etc. also determines the proper�es \nof assessments.	\n&rsquo;\n&ldquo; \Z&shy;	\n	\n\n&permil;&bdquo;&Dagger;&bdquo;&Dagger;&rsquo;\Z	\nThe reliability of an assessment refers to the consistency of scores obtained \nunder the repeated tes�ng of the same individual on the same test under iden�-\ncal condi�ons (including no changes within the person).\nSince this ideal is impossible to meet, one aspires to collect  evidence of reliabili-\nty  and express it in the form of a correla�on coeﬃcient that can range from .00 \nto 1.00. A perfectly reliable test would have a reliability coeﬃcient (Cronbach&rsquo;s \nalpha)  of  1.00,  and  a  completely  unreliable  test  would  have  a  reliability  coeﬃ-\ncient of .00. \nFor instance,  a batsman at 4th posi�on scored a century in each of the matches \nof a series. He, of course, is a reliable player, for he is consistent, however, can&rsquo;t \nassure the victory. \nReliability refers to the consistency of the test. \nReliable Player	\nMatch 1\n100 Runs	\nMatch 2\n100 Runs	\nMatch 3\n100 Runs	\n\Z\Z	\nŽ	\n&bdquo;\\b&lsquo;		\n\nThe reliability of an assessment can be evaluated in two broad ways:\nINTERNAL CONSISTENCY\nWhile taking the test, the test-takers might have no�ced that there are several \nitems that aim to measure the same thing, same competency in this case. Well, \nthis is inten�onal. This methodology assures the accuracy while measuring the \nconcept.\nFor instance, in order to evaluate the level of sa�sfac�on of your customers via \nyour  customer  services,  you  should  measure  overall  sa�sfac�on.  Op�ons \nshould  be  on  Likert  scaling;  varying  from  Strongly  Agree  to  Strongly  Disagree. \nSome of the certain items could portray:\n    Sa�sﬁed with the experience\n    Will recommend the company to peers\n    Will write a posi�ve online review\nIf  the  survey  turns  out  to  be  reliable  or  has  good  internal  consistency,  the \nanswers  would  be  the  same  for  all  the  ques�ons,  be  it  strongly  agree  or  dis-\nagree with all the three.	\n\Z\Z	\n&lsquo;	\n&bdquo;\\b&lsquo;	\nQues 1 Ques 2\nSame Outcome Ques 3	\n	\n\n\Z\Z	\n&rsquo;	\n&bdquo;\\b&lsquo;	\nTEST-RETEST RELIABILITY \nUnlike the former one, test-retest reliability is more of a �me-dependent way to \nmeasure the reliability of an assessment. It makes sure if candidates respond to \nthe items the same way each �me they take the test. It uses a correla�on (using \nPearson coeﬃcient) of scores from the ﬁrst test and then the second test over \n�me.\nFor instance, the IQ of a person does not suddenly change or experience a dras-\n�c jump. So, these IQ tests taken over each month would provide almost similar \nresults on the same set of candidates. This will extract out the test-retest reliabil-\nity of IQ tests.	\nGives Same Result Over \nTime\nTe s t\nTime T	1	Time T	2	\nTe s t	\n&permil;&bdquo;&Dagger;&bdquo;&permil;&ldquo;\Z	\nValidity is subjec�vely deﬁned as the test&rsquo;s capacity to measure what it claims to \nmeasure. It&#039;s impera�ve to say that a test with high validity guarantees the items \nremain ﬁrmly connected with the test&rsquo;s intended core interest.\n	�\n\n\Z\Z	\n&ldquo;	\n&bdquo;\\b&lsquo;	\nLet&rsquo;s take the case of a weighing machine. A person weighing 75 kg. each �me \nensures  the  machine  is  reliable;  validity  concerns  if  he  is  actually  75  kgs.  in \nweight.\nLet&rsquo;s go through the most important types of psychometric validity: \nPREDICTIVE VALIDITY\nThis tells us how precise a tool is at predic�ng a certain outcome and is the high -\nest possible extent of valida�on. In our case, a be�er tool will be the one which \npredicts how well an individual will perform their job. \nFor instance, the predic�ve validity of JEE (engineering entrance exam) is mea-\nsured through the correla�on of students&rsquo; JEE scores with their undergraduate \nscores.  If  high-scorers  in  JEE  perform  be�er  in  their  undergraduate  than  the \nones who score low, then the JEE is considered to be predic�vely valid.	\nRecommended Tool&rsquo;s Predic�on\nPresent Performance\nHigh\nNot Recommended Low	\nCONVERGENT VALIDITY \nTo establish the evidence of convergent validity, i.e; the second most precise val-\nida�on  methodology,  scores  on  a  test  must  relate  to  scores  on  other  tests  or \nvariables that purport to measure similar traits or constructs.\nFor instance,  IPL 2018 has seen the use of Decision Review System (DRS) which \nis but another set of a hawk-eyed test of decisions like LBW and other such vital \ndecisions, which either way the ﬁeld umpires decide. If both the ﬁeld umpire&rsquo;s \ndecision  and  decision  through  DRS  comes  out  to  be  the  same,  this  proves  the \nvalidity of the game.\n	\n\n\Z\Z	\n&rdquo;	\n&bdquo;\\b&lsquo;	\nRecommended\nTool&rsquo;s Predic�on\nOther Validated Tool&rsquo;s\nPredic�on\nNot Recommended	Recommended\nNot Recommended	\nCONSTRUCT VALIDITY  \nThis, unlike the former, doesn&rsquo;t concern the basic item of whether a test measures an \na�ribute. It comes a�er the predic�ve and convergent has been applied. Rather, it is \nmore  oriented  towards  whether  the  test  score  interpreta�ons  are  consistent  with \ntheore�cal and observa�onal terms around the construct.\nThe  phenomenon  to  be  measured  must  actually  exist  in  the  ﬁrst  place.  There  are \ndiﬀerent  approaches  (factor  analysis  and  other  correla�onal  methods)  compiled  to \ngenerate the overall construct validity of a test.\nFor  instance,  you  wish  to  develop  a  new  measure  to  assess  intelligence.  Construct \nvalidity is found by ensuring the new measure precisely predicts the ﬁndings derived \nfrom the theory of intelligence.	\nRecommended\nTool&rsquo;s Predic�on\nTheory Predic�on\nNot Recommended	Recommended\nNot Recommended	\n	�\n\nPsychometric  tests  are  frequently  normed  or  stan-\ndardized  against  groups  for  comparison.  It  likewise \navoids  taking  a  look  at  individual  items  or  ques�ons, \nand rather observe the total score of an individual in \ncomparison with a representa�ve sample.\nRepresenta�ve  sample  alludes  to  a  group  of  similar \npeople when developing a test. Let me be more clear. \nUsing  a  group  of  children  when  developing  a  test  for \nchildren,  and  an  adult  group  when  developing  a  test \nfor adults.\nDiﬀerent  test  taker  has  very  diﬀerent  performance \nlevels and therefore their scores diﬀer quite a bit. The \nimportance of norming are:\n     Assess the rela�ve performance of test-takers\n     Brings value to the assessments\n     Indicates the true objec�ve of a candidate \n     among the pool\n     Leads to a be�er interpreta�on of results\n     Can provide primary care for top scorers	\n\Z\Z	\n	\n&bdquo;\\b&lsquo;	\n������\Z��	\n	�\n\n\Z\Z	\n	\n�\\b�	\nThe diﬀerent parameters of the demographic of norming sample subject to the \ngender are as follows:\n     Age Distribu�on\n     Work Experience\n     Employment Status\n     Educa�onal Qualiﬁca�on\n     Occupa�onal Area	\n� \\b 	  �� \n    \n�   � �\n�\\b\n�\\b\n\n\\b���\n\n	����\n\n\\b\\b��\n���\Z	\n	�\n� \n�\n\n&permil;&bdquo;&permil;\Z	\n&lsquo;&nbsp;\nThe best tests expect that individuals will lie or fake \nand  take  that  into  account,  in  light  of  the  fact  that \nfaking  is  an  indica�on  of  competence.  Our  psycho -\nmetric tests cover almost all the response styles \napproach followed by the test-takers and interpret \nthe results accordingly.\nResponse style is the tendency of a person to respond \nto the tests in a biased manner either consciously or \nunconsciously. Response bias, on the other hand, is a \nsystema�c  tendency  to  respond  to  a  set  of  items  on \nsome other basis than the speciﬁed content.\nIn order to iden�fy which candidates&rsquo; responses were \nlikely to be genuine or less likely to be distorted, rea-\nsons  being  faking  or  careless  responding,  there  are \ncertain key points, put in place for hiring managers to \npriori�ze candidates for further considera�on.	\n\Z\Z	\n	\n�\\b�	\n\n&circ;\Z&rsquo;&shy; 	\n&rsquo;&shy; 	\n	\n\n\Z\Z	\n	\n&bdquo;\\b&lsquo;	\n\nIt is the tendency to portray oneself in an unrealis�cally posi�ve or socially relat-\nable manner. For instance, when a candidate  selected a response of &lsquo;most like \nme&rsquo;  out  of  other  responses,  more  than  an    expected  number  of  the  �me,  it \ndepicts something is not good. The candidate is then cau�ously recommended.\n�\Z��\nIt is the tendency of a respondent to endorse extreme response categories on a \nra�ng scale, even if they do not have that view. For instance, there are people \nwho aim to choose the least or the highest response, no ma�er what their true \nstance is. They target to either love or hate everything.\n	\nIt  also  indicates  the  person  is  prone  to  answering  with  the  utmost  honesty. \nUnlike extreme responding, it is the tendency of people which indicates either \nthe candidate is unsure about the response to the items or has chosen a safe \nmode of clicking only the middle one. The respondent is hence not recom-\nmended.\n	\n\n\Z\Z	\n&OElig;	\n&bdquo;\\b&lsquo;	\n&rsquo;&shy;\nIt is the tendency of the respondent where the person tends to pay insuﬃcient \na�en�on to the items before responding, leading to a biased es�ma�on of rela-\n�onships. The person intends to select only one response all the �mes deliber-\nately and hence is not recommended.\n\nWhen  a  candidate  is  not  ﬂagged  or  reported  using  any  of  the  above  response \nstyles and he/she can proceed with conﬁdence, that one is the genuine and rec-\nommended candidate.\nThe scaling methodologies used in our tools are of course a factor as to why \nour assessments are far too genuine to make be�er decisions. The two scales \non which our tools reside are:\nLIKERT SCALE\nIt is a type of ra�ng scale which is leveraged to evaluate the a�tudes or opinions. \nThe respondents are asked to rate items on a level of agreement with this scale. \nIt u�lizes a ﬁve-point scale, not limited to only  &ldquo;agree&rdquo; or &ldquo;disagree&rdquo;, but varies \nfrom  &ldquo;often&rsquo;  to  &ldquo;never&rdquo;,  &ldquo;very  good&rdquo;  to  &ldquo;very  bad&rdquo;,  or  be  it  &ldquo;Deﬁnitely&rdquo;  to \n&ldquo;Never&rdquo;.\n	\n\nWell, it would be important to understand that the Likert Scale is subject to dis-\ntor�on from several causes, such as Central Tendency bias or Social Desirability \nBias.	\n\Z\Z	\nŽ	\n&bdquo;\\b&lsquo;	\nQues�on: You prefer not to run away from challenges.\nStrongly \nDisagree	Disagree	Neither Agree \nNor Disagree	Agree	Strongly  Agree	\nSEMANTIC SCALE\nIt  is  a  bipolar  scaling  method  that  measures  the  response  with  respect  to  two \ncontras�ng items, both having posi�ve response op�ons with a neutral op�on in \nbetween. For instance, if you have money and given two op�ons as in going out \n&amp;  enjoy  with  that  money  and  have  fun  or  purchase  books  and  read.  You  could \nagree with either both or neutral.\nIt  could  be  distorted  from  response  styles  like  extreme  responding,  careless \nresponding and social desirability. \nQues�on: You enjoy sharing \nyour work with others Ques�on You prefer to go \nunno�ced\nStrongly \nAgree	Agree	Neutral	Agree	Strongly  Agree	\n	\n\n&euro;\Z\r&sbquo; \n&euro;\Z\r\Z&fnof;\n&euro;\r\\b\Z\r&sbquo; \n&euro;&euro;\r&sbquo; 	\n\Z	\r\n	\n\Z\Z	\n&lsquo;	\n\\b\n&rsaquo;\n	\n\Z   \Z	\n&euro;&nbsp;&euro;\Z&hellip;&dagger;&shy;&bdquo;\n\n\Z	\r\n\n\n\n\n\n\n\n\n\n\n\\b	\n\n	&nbsp; &sbquo;\n&oelig;\n\\b\n	&oelig;	\Z	\n\Z\Z	\n&rsquo;	\n\\b\n&rsaquo;\n		\n\n&lsaquo;&bdquo;&Dagger;\\b\n&rdquo;\\b&bull;\nThe  Me�l  Personality  Inventory  (MPI)  is an innova-\n�ve, data-backed personality assessment that evalu-\nates cri�cal work-relevant personality traits.\n&lsquo;Know Thyself &rsquo; is the key to professional growth and \npersonal  development.  Capturing  this  spirit,  the \nMe�l Personality Inventory (MPI) has been designed \nto  measure  the  person&rsquo;s  strengths  and  growth \nopportuni�es, gazing how his/her behavior inﬂuenc-\nes  himself/herself  and  others  and  having  a  be�er \nunderstanding of personality traits and how to deal \nwith them eﬀec�vely.	\n\Z\Z	\n�	\n\\b\n�\n	\nABOUT MPI\nThe  MPI  measures  work-relevant  bright  side  of  the \npersonality  traits.  Me�l  scien�sts  went  beyond  the \nwell-established  model  of  the  broad  &ldquo;Big  Five&rdquo;  per-\nsonality factors and developed 26 &lsquo;scales&rsquo; or narrow-\ner  facet-like  constructs,  which  form  the  building \nblocks of our assessments. These scales span a wide \ndomain of personality and are mapped to compa -\nnies&rsquo;  or  job  roles&rsquo;  speciﬁc  performance  models  or \nbehavioural competencies to obtain the op�mal pre-\ndic�on of job success.\nSCIENCE BEHIND MPI	\n	\n\nThe MPI is best used as part of a systema�c selec�on process, along with other \nscien�ﬁcally developed and job-relevant predictors of future success.\n           Recruitment\n           Cashier Hiring Test, Cab Drivers- Used in hiring blue-collar workers	\n\Z\Z	\n&rdquo;	\n\\b\n&rsaquo;\n	\nIdeally, the MPI should be administered to job applicants who have passed a few \nminimum  qualiﬁca�ons  for  the  job.  The  assessment  results  can  serve  as  an \nimportant piece in the jigsaw puzzle of the hiring decision &ndash; but not the only \ndeterminant.	\nFive Factors of MPI Validity ScoreReliability Score\nExtraversion\nAgreeableness .642\n.695\n.482 .624\nConscien�ousness\nOpenness to Experience .583\n.657\n.401 .701\nEmo�onal Stability .673\n.733\nOVERALL 0.4-0.67\n0.63-0.73	\nAPPLICATIONS\nTraining and Development\nLearning Agility Assessment to be�er evaluate the capacity to learn new \nthings in the employees\nHiPo Iden�ﬁca�on\nLeadership  Assessment,  Managerial  Poten�al  Assessment  &ndash;  to  have  a \nhealthy pipeline of future leaders\nSuccession Planning\nEmployee  Reten�on  Assessment-    to  fast-track  high  poten�al  to  retain \nthem\n	\n\n\Z\Z	\n	\n\\b\n&rsaquo;\n	\n������E\n����\nThe  Me�l Personality Proﬁler (MPP)  is an innova�ve, \nevidence-based  assessment,  that  measures  the  rele-\nvant  personality  traits  required  for  cri�cal  work.  It \nhelps predict behavioral competencies, which in turn, \nlead  to  organiza�onal  outcomes  of  interest.  It  is \ndesigned to help employers gain access to otherwise \nhidden  informa�on  about  a  job  applicant  or  an  em-\nployee, that is cri�cal in inﬂuencing her/his behavior \nat  work.  Key  highlights  and  func�onality  remain \ninalienably like the MPI with adaptability outside the \nMe�l Competency Framework.\nABOUT MPP\nThe  MPP  is  based  on  the  well  established  &ldquo;Big  Five&rdquo; \nmodel of personality traits and the corresponding \nfacets aligned to the bright side of human personality. \nThe MPP uses the seman�c diﬀeren�al item format to \nreduce the problem of respondents &lsquo;faking good&rsquo; and \nthereby improve the assessment usefulness. \nSCIENCE BEHIND MPP	\n	�\n\n\Z\Z	\n	\n\\b\n&rsaquo;\n\nReliability Score.639\n.624\n.738\n.704\n.705\n0.63-0.88\nFive Factors of MPP\nValidity Score\nExtraversion\nAgreeableness .661\n.464\nConscien�ousness\nOpenness to Experience .522\n.522\nEmo�onal Stability .691\nOVERALL 0.4-0.75	\nThe  MPP,  when  used  with  large  numbers  of  job  applicants,  in  recommended \nways, will yield a be�er-quality workforce over �me.\n             Recruitment\n             Avia�on Pilots, Insurance Sales Execu�ve- hiring white-collar employees\nAPPLICATIONS\nTraining and Development\nLearning Style Test to understand the current proﬁciency level of an em-\nployee; train and develop them eﬀec�vely\nHiPo Iden�ﬁca�on\nLeadership Assessments- to have a healthy pipeline of future leaders\nSuccession Planning\nEmployee Reten�on Tests- to retain the poten�al employees\nThe FFM speciﬁes that people can be described based on their standing on these \nﬁve  broad  personality  traits:  extraversion  (outgoing/energe�c  vs.  solitary/re-\nserved),  openness  to  experience  (inven�ve/curious  vs.  consistent/cau�ous), \nemo�onal  stability  (secure/conﬁdent  vs.  sensi�ve/nervous),  agreeableness \n(friendly/compassionate  vs.  cold/unkind),  and  conscien�ousness  (eﬃcient/or-\nganized vs. easy-going/careless).\n	\n\nDiﬀerence between MPI &amp; MPP\n \nWell, MPI and MPP are almost the same at the front end with more or less simi-\nlar  applica�ons.  The  basic  diﬀerence  lies  in  the  scaling  technique  used  in  its \ndevelopment;  Likert  in  MPI  whereas  Seman�c  in  MPP.  The  usage  of  Seman�c \nscale, the bipolar item approach accompanies with a bit more of thinking level \nand a signiﬁcant change in response style. \nTherefore,  MPP  is  basically  made  for  white-collar  workers.  The  major  reason \nbeing, it becomes a bit easier for some smart people to fake items based on MPI.	\n\Z\Z	\n	\n\\b\n&rsaquo;\n		�\n\n\Z\Z	\n	\n\\b\n&rsaquo;\n	\n�����\\bD�\n��\\b�E\nWith the increase in work pressure and subsiding \npa�ence,  workplaces  nowadays  provide  the  ideal \nenvironment,  appealing  and  triggering  of  dark  traits, \nwhich have a tendency to threaten the security of em-\nployees,  clients  and  work  culture  as  a  whole.  Me�l \nhas created a dark personality inventory that contains \n6 dark traits, aiming to measure nega�ve personality \nconstruct in poten�al hires and exis�ng employees as \nwell.\nABOUT MDPI\nWith  extensive  research,  we  came  up  to  a  point \nwhere we divided the human personality into six \ntraits,  on  the  basis  of  which  MDPI  has  been  built. \nWe&rsquo;ve already discussed those traits in the above sec-\n�ons  which  include  opportunism,  self-obsession, \ninsensi�vity,  temperamental,  impulsiveness  and \nthrill-seeking.\nWe studied several factors responsible for triggering \ndark traits and segregated the industries and job roles \ninto three categories in the decreasing order of risks:\nSCIENCE BEHIND MDPI	\n	�\n\n\Z\Z	\n&OElig;	\n\\b\n&rsaquo;\n	\nRed Zone- These are the high risk zones hold the power to jeopardize the com-\npany&rsquo;s reputa�on and customer safety. \nYellow  Zone- These are the medium  risk  zones, the reason being employees \nmight exploit internal work culture, intellectual property, and data stored by the \ncompany.\nGreen Zone- These are the low  risk  zones for employees can harm assets like \ncompany property, ﬁnancial assets, machinery or other physical assets.	\nSix Factors of MDPI Reliability Score\nOpportunist\nSelf-Obsessed .60\n.80\nInsensi�vity\nTemperamental .73\n.81\nImplusive .74\nThrill Seeking .68	\nKnowing  yourself  is  the  beginning  of  all  wisdom.  Find  Me�l  Dark  Personality \nInventory and other related tests to discover your dark and bright side.\n           Screening while Hiring \n           Cashier hiring, cab drivers, blue collar recruitment test- to ﬁlter out the \n           unwanted ones. APPLICATIONS\nSafeguard your culture\nWorkplace culture assessments- to ensure no danger to the work culture.\nSafeguard your customers\nschool safety assessments- to assure a safe place for customers &amp; employ-\nees. Validity\nConstruct validity es�ma�on with EFA and CFA\n	\n\n\Z\Z	\nŽ	\n\\b\n&rsaquo;\n	\n���\\b\n�\\b�\nJust as a smooth and intense motor is vital for the \ncon�nuous  working  of  the  car,  mo�vated  and  ﬁnely \ntuned  workforce  is  impera�ve  to  operate  the  busi-\nness  smoothly  and  adequately.  Me�l  Mo�va�on \nInventory  is a comprehensive test of mo�va�on, that \ngives a precise understanding of what actually drives \nand  mo�vates  a  person  to  eﬀec�vely  perform  and \nexcel at work.\nABOUT MMI\nAs a ma�er of fact, the more mo�vated and engaged \nthe  workforce,  the  greater  is  the  organiza�on&rsquo;s \npoten�al for success. Typically, it measures 8 key mo-\n�vators under 3 major needs listed below.\nSCIENCE BEHIND MMI\nSustainability Needs- This talks about the ele-\nments  that  aim  to  meet  the  needs  of  one&rsquo;s  cur-\nrent  situa�on  and  the  predicted  future.  The  key \nmo�vators pertaining to this are:\n      Money\n      Security	\n	�\n\n\Z\Z	\n&lsquo;	\n\\b\n&rsaquo;\n	\nRelatedness Needs- This refers to the part of a person&rsquo;s iden�ty which equates \nto the social and external esteem needs. This covers the following three mo�-\nvators:\n      Recogni�on\n      Aﬃlia�on\n      Compe��on\n       \nGrowth Needs- It  is  self-explanatory  and  alludes  to  the  individual&rsquo;s  internal \nexpecta�ons  and  desires  cons�tu�ng  what  they  will  obtain  from  their  work. \nThe key mo�vators here are:\n      Power\n      Advancement\n      Achievement\nThe  Me�l  Mo�va�on  Inventory&rsquo;s  in-depth  insights  and  range  of  business-rele-\nvant  reports  make  it  suitable  for  selec�on  of  graduate,  professional  and  man-\nagement posi�ons.\n             Reten�on\n             Employee Reten�on Test to explore the mo�vators needed to retain the \n             poten�al employees APPLICATIONS\nEngagement\nEmployee  Engagement  Assessment  to  uncover  the  factors  driving  a \nhealthy engagement at the workplace\nExit Interview\nExit  Interview  Assessment  to  discover  the  elements  badly  needed  at \nworkplace to mo�vate employees\n	�\n\n&bdquo;\n\r&hellip;\n&dagger;\r&Dagger;\r\r\Z\r	\n&ndash;&euro;\Z	\n\\b\Z\Z	\n\Z\Z	\n&rsquo;	\n\\bž	\n\Z   \Z	\n&euro;&nbsp;&euro;\Z&hellip;&dagger;&shy;&bdquo;\n\n\Z	\\b\Z\n\Z\n \\b &nbsp;	    \n\Z\n\n \\b     \n \n\n\\b\n\Z&bdquo;\n\n\n\n    \n&Yuml; 	   \n\Z \n&nbsp;	      	 &sbquo;\n \n \n  	   &iexcl;&hellip;\r\n&iexcl;&shy;\n\r\Z	\n\Z\Z	\n&ldquo;	\n\\bž	\nLeaving  aside  the  &lsquo;capital&rsquo;  side,  Me�l  solves  the \n&lsquo;human&rsquo; side of the equa�on. Me�l&rsquo;s tools can be lev-\neraged to have a strong and eﬀec�ve impact on each \nof the aspect of employee life-cycle. This starts with \nhiring the best ﬁt, culturally and role-wise, to training \nthem and ﬁnally transforming them into be�er lead-\ners.\nLet&rsquo;s take a gander at all the segments where psycho-\nmetric tools or the behavioral assessments could \nimpact a business.	\n	\n\n\Z\Z	\n&OElig;&rdquo;	\n\\bž	\nHire the Right PersonDevelop Right\nMake Be�er Leaders	\nBe�er\nBusiness Outcomes	\n	\n\n&OElig;&bdquo;&Dagger;&rsquo;\Z\nPrincipally, developing the business begins with hiring \nthe right people. This is the crucial step in building up \na business and so as to succeed, the HR team ought to \nhave a strategic recruitment process using the right \nkind of tools required for the same.\nLeveraging psychometric tools during the recruitment \nprocess provide a be�er overall evalua�on of a candi -\ndate and ideally secure the best ﬁt for the role. Typi -\ncally,  a  behavioral  assessment  for  employment \ndoesn&#039;t come in isola�on, however, as one segment of \na more extensive and coordinated assessment strate -\ngy. The people who already use this believe that it \ngives a more objec�ve diagram of a candidate&rsquo;s char-\nacter, quali�es, shortcomings and working style.\nBasically,  when  talking  about  recruitments,  psycho-\nmetric tests contribute in two diﬀerent areas:	\n\Z\Z	\n&OElig;	\n\\bž	\n&rsquo;&lsquo;\Z\n&lsquo;\Z	\n	\n\nChoosing the correct ﬁt is the fundamental objec�ve \nof the recruitment process. Based on the job role spe-\nciﬁc competency framework, organiza�ons use diﬀer-\nent kinds of Pre-Employment Assessments: \n     Cogni�ve Assessments\n     Domain Tests\n     Psychometric Tests\nNowadays, evalua�ng the candidate&rsquo;s behavior along-\nside  ap�tude  in  the  hiring  process  is  preferred  more \nthan evalua�ng just the ap�tude. Me�l&rsquo;s psychomet-\nric  tools:  MPI  and  MPP  which  are  based  on  the  Big \nFive Personality Traits aids in:\n     Uncovering the bright traits of candidates \n     Adding a scien�ﬁc ﬁlter to the recruiter&rsquo;s \n     gut-based decisions\nThis  ensures  that  the  organiza�on  has  hired  candi -\ndates worthy of their roles and that they will guaran-\ntee  the  overall  produc�vity  and  fewer  nuances,  for \nthey are hired to do what they actually are good at.\n&OElig;&bdquo;&Dagger;&bdquo;&Dagger;&rsquo;&lsquo;\Z	\n\Z\Z	\n&OElig;	\n\\bž	\n\nFor instance, psychometric tests assure that the person hired as a sales manager \nis actually a strategist, excellent at communica�on, having mentorship quali�es \nand qualifying other such criteria.\nThe outcomes this has on an organiza�on are:\n     Employees possess key performance indicators \n     Reduced a�ri�on rates\n     Achieve compe��ve advantage\n     Overall employees and business growth	\n\Z\Z	\n&OElig;	\n\\bž	�\n\n&rsaquo;\n\n	\n\\b\n\\b&cent;&scaron;&mdash;&sbquo;&pound;&scaron;&mdash;\n\n\\b\r\\b\n\\b\\b\n\\b&rdquo;&scaron;&mdash;\n&curren;&scaron;&scaron;&mdash;\n\Z	\n&OElig;&bdquo;&Dagger;&bdquo;&permil;&lsquo;\Z\nThe  organiza�on  culture  is  a  system  of  shared \nassump�ons,  values,  and  beliefs  that  regulate  how \npeople behave in organiza�ons. It presents the unique \nsocial and psychological environment of the company.	\n\Z\Z	\n&OElig;	\n\\bž	\nAn  organiza�on  needs  candidates  whose  quali�es, \njudgements,  outlook,  and  behavior  ﬁt  in  with  the \norganiza�onal culture. The role of psychometric tools \nin  discovering  out  the  cultural  ﬁt  employees  can  be \nseen as:\nMPI/MPP-  focuses  on  a  person&rsquo;s  strengths,  growth \nopportuni�es; the posi�ve side of human personality, \nwho&rsquo;ll ﬁt for long.\nMDPI-  uncovers the candidates with dark personali -\n�es along with the level of risks they accompany with \nthem.	\n	\n\n\Z\Z	\n&OElig;&OElig;	\n\\bž	\nNot  only  would  you  be  able  to  test  individuals  for  cultural  ﬁt  via  psychometric \ntests, you also ensure the absence of bad hires. The other major outcomes it will \nhave on a business are:\n     Sense of well-being\n     Reduced a�ri�on\n     Enhanced performance\n     Highly engaged employees\n	\n\n&OElig;&bdquo;&permil;	&shy;&mdash;\Z\nIn  this  dynamic  and  compe��ve  world,  we  wake  up \nwith something new in the business world every day. \nIt&rsquo;s  undeniable  that  an  innova�on  is  one  of  the  rea-\nsons  which  escort  to  changes  in  aims  and  objec�ves \nof the organiza�ons. This kind of situa�on demands a \nrecalibra�on  of  the  skills  of  employees  in  terms  of \ncompetencies aligned with the business objec�ves.\nTraining employees, in itself, is a complete long pro-\ncess where psychometric tests and tools play a vital \nrole.	\n	&shy;\\b\n	&shy;&dagger;	\n\Z\Z	\n&OElig;Ž	\n\\bž	\nIden�fying Training Needs\nPre-Training Assessment\nTraining\nPost-training Assessment	\n	\n\nThe key ﬁrst step in the training process is to iden�fy \nthe skill gaps in employees. This includes:Apart from physical assessment and development \ncenters  (AC/DC) \nwhich  include  ac�vi�es  like \nsailing, rope  climbing,  etc.,  there  is  a  virtual  AC/DC \nsetup  to  iden�fy  the  3-W&#039;s  of  training.  Ge�ng  to \nknow  to  the  exact  amount  of  training  to  the \nprecise  employees  would  become  an  excellent \npiece of data to train em-ployees\n&OElig;&bdquo;&permil;&bdquo;&Dagger;	&shy;\\b	\n\Z\Z	\n&OElig;&lsquo;	\n\\bž	\nWho to Train?	\nPicking out the employees \nwho need training based on  their competency levels.	\nWhy to Train?	\nIden�fy and develop key \ncompetencies in employees  to achieve business goals.\nWhat to Train for?	\n?	\nPreparing a customized \ntraining plan on the basis of \nskill gaps and training needs.	\n	\n\n\Z\Z	\n&OElig;&rsquo;	\n\\bž�����\n	��\nFor  an  organiza�on,  it  becomes  very  much  crucial  to \nknow if the training program incorporated post \nunderstanding  the  training  needs  is  eﬀec�ve \nenough.\nThis  talks  about  if  the  training  had  a  long-term \nlas�ng  impact  on  employees,  whether  the  training \nprogram  was  powerful  enough  to  help  candidates \napply  their  learning  eﬀec�vely  and  hence  increase \nperformance  at work.\nPsychometric assessments are again involved \nat  each stage of the process. 	\nPre-Training Assessment\nTo  measure  the  current  proﬁciency  level  of \nthe employees with respect to the desired \ncompetencies. \nPost-Training Assessment\nTo  evaluate  the  eﬀec�veness  of  training, \nleveraging the Kirk  Patrick  4  level  training \nevalua�on model.	\n	�\n\n\Z\Z	\n&OElig;&ldquo;	\n\\bžWith  such  a  detailed  process  concerning \ntraining  and  development of \nemploy-ees on the desired competencies using psychometric tests, a company \ncan deﬁ -nitely do a lot more in terms of its produc�vity. \nIf  the  employee  has been  trained  well on  the  skills  he wishes  to, the  chances \ngro w mul�f old that they&rsquo; ll sta y in  the  compan y for  long. This  leads to  reduced \na�ri �on  and a hug e decremen t in  the  investmen ts  made to  onboar d them, \nwhich  sums up approximately to half of their annua l salar y. \nThe  outcomes  of  a be�e r L&amp;D program  in an  organiza �on, apart from  the \nincrease d produc� vity of employee s ar e higher morale  and improv ed business \nresults.		\n\nOrganiza�onal planning means pinpoin�ng the orga-\nniza�on&rsquo;s short and long-term objec�ves, hence plan-\nning and organizing it for what will happen in the \nyears  ahead.  The  business-related  decisions  require \nproper jus�ﬁca�on with data-backed informa�on. \nEven  the Willis Tower Watson Study measured the \nu�lity  of  psychometric  assessments  by  the  organiza-\n�on  in  succession  planning  and  iden�fying  high\npoten�al across varied seniority.\nLet us move on to the use cases:\n&OElig;&bdquo;&lsaquo;&shy;&tilde;&shy;	\n\Z\Z	\nŽ&rdquo;	\n\\bž	\n&shy;\n&ndash;&shy;\\b	\n	\n\nSuccession planning  is  a  procedure  for  iden�fying \nand developing new pioneers who can subs�tute the \nold  leaders  on  the  oﬀ  chance  they  leave,  re�re  or \nexpire.  It  builds  the  accessibility  of  experienced  and \ncompetent employees that are already set up to \naccept these roles as they end up being available.\nThis would require the assessment of skills, seeking to \nﬁll  in  the  gaps  between  what  an  organiza�on  needs \nnext and the current skill set of employees aligned to \nbusiness  objec�ves.  This  may  also  accompany  train-\ning and development ini�a�ves, for be�er leadership \ndevelopment.  Psychometric  tests  track  and  develop \nthe right set of high poten�al employees and prepare \nthem for development through structures and the \nscien�ﬁc process.\n&OElig;&bdquo;&lsaquo;&bdquo;&Dagger;&shy;	\n\Z\Z	\nŽ	\n\\bž	\n\n\Z\Z	\nŽ	\n\\bž	\n1. Iden�fy\nDeﬁne  key  competencies  needed  to  succeed  in  cri�cal\nroles &amp; nominate candidates.\n2. Assess\nUse reliable &amp; valid tools to evaluate candidate readiness\non key competencies.\n3. Plan\nUse  customized  reports  to  hand  pick  the  right  candidates\nfor succession.\n4. Act\nDevelop &amp; track growth of selected candidates for prom-\nising future.\nIf we move on to the process, it goes like this.\nIt  negates  the  cost  and  �me  behind  external  recruitment  and  training,  which \nturns out to be sta�s�cally more expensive. \nSuccession  planning  aims  to  address  many  of  the  human  resource  issues  such \nas:\n     Increased turnover rates, \n     Rapid changes in work, \n     Desire for a sound workplace across diﬀerent levels.	\n	�\n\nHigh  poten�al  (HiPo)  iden�ﬁca�on determines the \nfurthest  reaches  of  an  employee&rsquo;s  development \nrange.  It  would  be  suﬃcient  to  say  that  the  more \npoten�al they have, the less expensive and speedier it \nis to develop them.\nIt  is  likewise  essen�al  that  poten�al  employees  are \nforce mul�pliers, pushing up the performance bar for \ntheir  co-workers,  and  obviously  for  their  immediate \nreports. By their words and ac�vi�es, they model and \npreach winning prac�ces that shape high-performing \ncultures.\nThere are psychometric tools around that aim to iden-\n�fy the high poten�al in an organiza�on. \n&OElig;&bdquo;&lsaquo;&bdquo;&permil;&ndash;&shy;\\b	\n\Z\Z	\n�	\n\\b�		\n \n   \n&Scaron; 	      \n   Ž    &sbquo;\n\\b&cent;&sbquo;&trade;&cent;&mdash;\Z\n\n\Z\Z	\nŽ	\n\\bžAbility\nCogni�ve  tests \nare designed  which measure  the intelligence  or \nbrain-based skills required to carry tasks to comple�on.\nSocial Skills\nMPI/	\nMPP evaluates  solid coopera�ve rela�onships  with coworkers, \nbe it colleagues or boss which can easily be measured b y.\nDrive\nMMI  depicts  hard work, willingness  to push  extra  miles, \nresponsibili -�es, the kind of ownership, and other such mo�vators.	\nThe ingredients or the generic markers of poten�al include:Although  iden�fying\n high  poten�al  employees  isn&rsquo;t an easy  task,  for  not  many \nemployees are highly able, socially skilled and driven. The use of scien�ﬁc and \ndata-backed  tools end  up  with  a  stronger  por�on  of  talented  employees  that \ncontribute signiﬁcantly to the organiza�on. \nThis has a tremendous impact on business and is the key to higher levels  of \nROI.\n	�\n\n\r	\\b\Z&yen;\r	\n\\b\\b\n \n \\b    \n\\b\n\n\nDepending  upon  the  bright  side,  dark  side,  cogni�ve \nabili�es,  and  some  X-factors,  the  intended  behavior \ncould diﬀer from human personality.\nThen,  there  are  valid  and  reliable  tools  based  on  the \nsame science to measure the precise personality and \nbehavior  of  people  at  workplaces.  You&rsquo;ve  also  got  to \nunderstand how psychometric tools and their results \nabout individuals could impact business outcomes, be \nit  recruitment,  training  and  planning  to  make  be�er \nleaders.	\n\Z\Z	\nŽ&OElig;	\n&shy;\n		�	\n�\Z�   \Z�	\n���\Z����E\n\nWhat is Mettl?	\nMettl&nbsp;is&nbsp;a&nbsp;Saas&nbsp;based&nbsp;assessment&nbsp;platform&nbsp;that&nbsp;enables&nbsp;organizations&nbsp;to&nbsp;create&nbsp;\ncustomized&nbsp;assessments&nbsp;for&nbsp;use&nbsp;across&nbsp;the&nbsp;entire&nbsp;employee&nbsp;lifecycle,&nbsp;beginning&nbsp;with&nbsp; pre-hiring&nbsp;screening&nbsp;and&nbsp;candidate&nbsp;skills&nbsp;assessment,&nbsp;training&nbsp;and&nbsp;development&nbsp; programs&nbsp;for&nbsp;employees/students,&nbsp;certifcation&nbsp;exams,&nbsp;contests&nbsp;and&nbsp;more.	\nTRY METTL FOR FREE	\ncontact@mettl.com	\nINDIA OFFICE\n+91-9555114444	\nPlot 85, Sector 44, Gurgaon,\nHaryana, India - 122003 Mettl Technologies Inc. \n113 Barksdale Professional Center, \nNewark, Delaware 19711, USA \nUS OFFICE\n+1-650-614-1816	\nAustralia \nIndonesia  \nSingapore  South Africa           \nUK           \n+61 3 90699664 \n+62 8 5574678938\n+65 3 1386714 +27 8 75517192\n+97 1 8000320460\n+44 1 422400843 	\nUAE              \nTRUSTED BY', 2, 2, 1, 'Recruiter', NULL, 'N', 14, 0, NULL, NULL, 0, NULL, NULL, '2024-10-04 09:49:25', 0);
INSERT INTO `resume` (`id`, `screeningId`, `adminId`, `candidateId`, `candidateDetailsId`, `resumeName`, `resumeOriginalName`, `resumeContent`, `isSkillScreened`, `isResumeScreened`, `isCron`, `isCandidate`, `candidateShortlist`, `enableInterviewReport`, `gptLanguageId`, `isInterviewAssign`, `interviewValidity`, `interviewAssignDate`, `isPsychoAssign`, `psychoValidity`, `psychoAssignDate`, `created`, `createdBy`) VALUES
(545, 138, 1, NULL, NULL, '1_138_44747170066ffbcb2e2f99_81_137_74423136066ffae6743056_A4-Psychometric-Book-Recovered.pdf', '81_137_74423136066ffae6743056_A4-Psychometric-Book-Recovered.pdf', '	\Z	\n\Z 		\n \Z	\Z	\n\r\n	\\b\r	\n\\b	 	\n	\n  \n\r \n\n \r \n\n\Z\Z	\n			\n\\b\n	\\b\n\Z	\n\Z\Z\n\r\Z\n	\r\\b \r\n\r\n\n	\n	\Z\n\n\n\r\\b\n\n&nbsp;&shy;	\r\n	\n\Z	\r\n&euro;\Z\r&sbquo; \n&euro;\Z\r\Z&fnof;\n&euro;\r\\b\Z\r&sbquo; \n&euro;&euro;\r&sbquo; \n	\n\Z	\Z\n&bdquo;\n\r&hellip;\n&dagger;\r&Dagger;\r\r\Z\r\n\n\n \n  \n\r \n\n\\b&nbsp;\n&shy;\n&shy;\Z\n\n&euro;&shy;\n\Z\n \n&sbquo;\Z\n&fnof;\n\Z&shy;\Z&bdquo;	\n&circ;\r\\b&permil;\n\r\r\r\n&Scaron;&dagger;&fnof;&lsaquo;&Scaron;\n\n\Z\Z	\n	\n	\n \r        \n	\\b \n\\b\\b\n\n\n\n\\b\n\\b\n\Z\r\n\\b\\b\n\\b\Z\n\\bD\nThe decisions they take in various complex situa�ons, \nthe approach they incorporate in work-related prob -\nlems or their conduct towards their colleagues and \nbosses; in short- their behavior is the core of any busi-\nness.\nMe�l&rsquo;s  Psychometric  tests  can  actually  measure  the \nbehavior and personality of a candidate and help you \nmake  be�er  work-related  decisions.  This  piece \ndescribes in detail the science behind psychometric \ntests  and  based  upon  which  Me�l&rsquo;s  psychometric \ntools  are  handcra�ed.  In  addi�on,  it  entails  the \ndetailed  descrip�on  of  each  of  the  psychometric \ntools and how can it be applied in businesses.\nAt  last,  a�er  understanding  why  people  behave  in  a \ncertain manner and that we can actually predict that \nbehavior in the workplace via certain psychometric \ntools, we&rsquo;ll take you on a tour. The tour of how these \ntools  impact  your  business  outcomes.  It&rsquo;ll  describe \nhow psychometric tests can be used in hiring, training \nand development of employees and hence making \nthem be�er leaders in the coming future.\nLet&rsquo;s  begin  with  understanding  the  science  behind \nthis.	\n	\n\n\n\n\r\\b\n\n&nbsp;&shy;	\r	\n	\n\Z	\n\Z\Z	\n	\n\\b	\n\Z   \Z	\n&euro;&nbsp;&euro;\Z&hellip;&dagger;&shy;&bdquo;\n\n		&nbsp;&shy;	\n&euro;&sbquo;&fnof;	\n\Z\Z	\n	\n	\Z\n\n\\b     \n   \n\\b  		\n\Z	\n\n &sbquo;\n\n\Z\nFor instance, extraversion is a trait while an extrovert \nsi�ng quietly in a mee�ng is a type of behavior. Since \nthe  traits  reﬂect  an  individual&rsquo;s  pa�erns  of  thoughts, \nfeelings,  and  behavior,  they  become  the  substratum \nfor an�cipa�ng future intended behavior.\n  \nTo be precise,  personality is what we are while behav-\nior  is  all  about  what  we  do.  Personality  traits,  as  a \nma�er  of  fact,  don&rsquo;t  change  over  �me,  however,  we \ncan adjust and alter the behavior  to an extent. The \npsychometric theory or the science behind them can \nbe established by this equa�on.\nLet&rsquo;s take a look on the factors that inﬂuence human \nbehavior on the basis of which our  psychometric \ntools are built.	\n\\b		\n\n\Z\Z	\n	\nBright SideX-factors\nCogni�ve\nAbility Dark Side	\n\\b	\n&Dagger;&bdquo;&Dagger;	&shy;\nThe bright side of human personality comprises of those posi�ve  personality \ntraits  which are no�ced quickly and capable of enhancing job performance. It is \nwhat we see when people are at their best.\nThe bright side of human personality is based on a Big Five Personality Traits of \nthe  Five-Factor  Model  which  speciﬁes  that  people  can  be  described  based  on \ntheir standing on the ﬁve broad personality traits.\n \nMe�l has, further, used these ﬁve factors as a construct to develop and catego-\nrize its set of behavioral competencies. \n	\n\n\Z\Z	\n&OElig;	\n\\b	\n\n&circ;\n\r&shy;\n\Z	\nPosi�ve  traits  in  an  individual  make  them  feel  conﬁ-\ndent, with the focus being on the be�erment of the \norganiza�on  and  not  on  individual  success.  People \nwho rank high on these traits tend to be fair-minded \nco-workers and are endeared by people as a profes-\nsional. \nLeaders exhibi�ng an overall posi�ve personality are \neﬃcient  enough  to  ar�culate  a  vision  in  a  way  that \nbuilds commitment towards the organiza�on&rsquo;s goal.\nHowever, you can&rsquo;t really judge a person only on the \nbasis of the bright side  of  human  personality.  If \nhuman personality could act as the drivers of suc-\ncess, then there are some hidden traits too, that can \nact as the derailers.\nLet&rsquo;s have a look on the traits as well as the determi -\nnants of personality.	\n	\n\n\Z\Z	\nŽ	\n\\b	\n\nTendency to be intellectually curious and open to consider new changes. \nTend to have a wide scope of interests and willing to try unusual ideas.\nStrengths:\nFamous Personality\nImagina�ve,  open  to  change, \ninquisi�ve, appreciate art  Weakness:\nImagina�ve,  open  to  change, \ninquisi�ve, appreciate art 	\n&bdquo;   \n  \n\n	  \n\n \n \n\n \n\\b      &nbsp; \n\\b	\Z	\n- Abraham Lincoln	\nPreference for novelty\nAc�ve Imagina�on\nValues\nOpen to change\nRisk taking	\nLOW\nHIGH	\nTend to be crea�ve Tend to fear new \ninven�ons\nTry out new things\nS�ck to the conven�onal \nhabits\nAre culturally ﬁt Face challenges while \nadjus�ng\nAble to adapt unfamiliar  situa�ons Tend to stay within \nboundaries\nEngage in dangerous  ac�vi�es to succeed Fear failure	\nFive Facets Of People With Openness Trait:\nBright Trait Variant	\nBright Trait Level	\n	\n\n\Z\Z	\n&lsquo;	\n\\b	\n\nTendency to behave in an organized and though�ul ways.\nStrengths:\nFamous Personality\nStrong  sense  of  duty,  achieve\n-\nment focused, disciplined Weakness:\nOverly  cau�ous,  leads  to  paral-\nysis by over analysis	\n&hellip;			\Z	\n- Barack Obama	\nChallenge &amp; \nDetermina�on\nDelibera�on\nDu�fulness\nSelf-discipline\nPlanning	\nLOW\nHIGH	\nHappily face challenges to \nprosper Lack of determina�on \nfor their work\nAre goal-driven hard \nworkers Aren&#039;t mo�vated to work \nhard\nThink carefully \nbefore discussing\nDon&#039;t naturally fear  dead ends Tend to lie\nHave morally relevant  mo�vators to work Lack consistency in \ntheir work\nTend to panic when \ndiverted from target\nTend to break down their \ngoal and work partly Avoid ac�vi�es that require \neﬀorts and persistence	\nSix Facets Of People With Conscien�ousness Trait:	\nAchievement striving	\nBright Trait Variant	\nBright Trait Level	\n	\n\n\Z\Z	\n&rsquo;	\n\\b	\n&circ;\nTendency  to  be  enthusias�c  and  outgoing.  Tendency  to  seek \ncompany of others.\nStrengths:\nFamous Personality\nDraw  from  a  crowd&#039;s  energy, \nprone to ac�on Weakness:\nDiﬃcult to work alone, might have \npoor listening skills, talka�ve 	\n&dagger;\n	&sbquo;&nbsp;	\n\n	\n- Bill Clinton	\nSociable\nAsser�veness\nPreference for fast \npaced work\nWarmth\nProac�veness	\nLOW\nHIGH	\nUnderstand, accept \nand value themselves Tend to hesitate to start \na conversa�on\nAre inclusive and \ndon&#039;t complain Tend to be shy and \nreserved in nature\nArrange quick mee�ngs  to wrap up eﬀeiciently Takes �me in follow-ups \nand delays the task\nA�en�vely listen to others  with interest Tend to be self-reliant\nMake things happen  instead of wai�ng Wai�ng for things \nto unfold	\nFive Facets Of People With Extraversion Trait:\nBright Trait Variant	\nBright Trait Level	\n	\n\n\Z\Z	\n&ldquo;	\n\\b	\n\r&shy;\nTendency  to  get  well  along  with  others.  To  priori�ze  and  con-\nstruc�vely address other&#039;s needs.\nStrengths:\nFamous Personality\nTrustworthy,  Compassionate, \nHelpful, Sympathe�c Weakness:\nProne  to  being  manipulated,  a \nyes-man type behavior	\n&hellip;	\n\n\n\n\Z	\n- Pope Francis	\nCompliance\nForgiveness\nBelief in others; \ngoodness\nEmpathy\nModesty	\nLOW\nHIGH	\nConform to a wish or \ncommand Fail to consider (some\n-\nthing signiﬁcant)\nLove to serve with \nno apparent beneﬁts Act with the state of being \nselﬁsh\nWillingness to  pardon\nAcknowledge and \nvalue their abili�es Tend to blame others\nPut people ﬁrst in their  decision making Do not rely on others \nfor work\nTend to brag themselves\nHave great intui�on skills\nAren&rsquo;t good listeners	\nSix Facets Of People With Agreeable Trait:	\nAltruism	\nBright Trait Variant	\nBright Trait Level	\n	\n\n\Z\Z	\n&rdquo;	\n\\b	\n\Z\nTendency to remain stable and balanced. To stay grounded and not \npanic\nStrengths:\nFamous Personality\nLess discouraged by disappoint-\nments,  able  to  recognize  their \nneeds Weakness:	\nMay not show emotion too \nmuch\n&Dagger;\n	\\b\Z	\n- Winston Churchill	\nEmo�onal Hardness\nOp�mism\nSelf Regard	\nLOW\nHIGH	\nAvoid naysayers and \nstrive for success May have destruc�ve \napproach\nDon&rsquo;t lose their sanity in \nstressful situa�ons Tend to make implusive \ndecisions\nTake steps to be�er  themselves Tend to get distracted \nby slight cri�cism 	\nThree Facets Of People With Emo�onally Stable Trait:\nBright Trait Variant	\nBright Trait Level	\n	\n\n&Dagger;&bdquo;&permil;	&nbsp;\nDark Personality Traits are stable characteris�cs of a \nperson when triggered, lead to the display of undesir-\nable,  counterproduc�ve  and  destruc�ve  behavior, \nthat  have  a  nega�ve  impact  on  surrounding  people \n(friends, family, co-worker or customers).\nTo measure these dark traits in the candidates,  Me�l \nhas created a dark personality inventory where \nalmost all the lowlights of an individual at work have \nbeen clubbed. \nHere&rsquo;s a brief look at the traits and related facets.	\n\Z\Z	\n\Z &Scaron;\n	\Z\Z\n\\b\n\\b\Z	\n	&Scaron;&nbsp;&shy;	\n\\b	\n	\n	\n\n\Z\Z	\ne\\b	\n\Z\nTendency to be decei�ul and manipula�ve. Tendency to possess cynical \nor nega�ve outlook towards inten�ons of others.\nStrengths:\nFamous Personality\nGood  at  Problem  Solving,  Pro-\nac�ve, and Meets Deadlines  Weakness:\nTeam  Work,  Rou�ne  Work, \nValuing Tradi�ons 	\n&circ;  	   &nbsp;	 \n&sbquo;\n\n\n\n	\\b\Z	\n- Henry Ford 	\nAmbi�ous \nCompe��ve\nGreedy	\nLOW\nHIGH	\nLies to get ahead Likes to stay ahead by \nworking hard\nSnatches opportuni�es\nWorks hard to get access to \ngood opportuni�es\nWants more for less work Demands propor�onately \nto eﬀorts	\nThree Facets Of People With Opportunis�c Trait:\nDark Trait Variant	\nDark Trait Level	\n	\n	\n\n\Z\Z	\ne\\b	\n&Scaron;\nTendency  to  possess  an  inﬂated  sense  of  self,  accompanied  by  a  fragile \nself esteem which makes the person vulnerable to cri�cism.\nStrengths:\nFamous Personality\nPerfec�onist, Self Driven\nWeakness:\nProud, Inﬂexible, Over Sensi�ve \nto Cri�cism	\n&permil; 		  	   \n  \n	\Z	\n- Donald Trump 	\nConceited\nA�en�on-Seeker\nDrama�zer	\nLOW\nHIGH	\nDemands unwavering accep -\ntance for any work done Keeps realis�c \nexpecta�ons\nRefuses to acknowledge \nhis ﬂaws Accommodates cri�cal \nfeedback\nReacts strongly to lack of  apprecia�on Intrinsically mo�vated	\nThree Facets Of People With Self-Obsessed Trait:\nDark Trait Variant	\nDark Trait Level	\n	\n	\n\n\Z\Z	\ne\\b	\n\\b\nInability to understand others&rsquo; pain, suﬀering and perspec�ve.\nStrengths:\nFamous Personality\nResilient,  Conﬁdent,  Good  at \nDealing with Diﬃcult Situa�ons Weakness:\nInability  to  Connect  and  Under-\nstand the Need of the Customer 	\n&bdquo;    &Scaron;     &sbquo;\n\n\n\n	&permil;\\b\r	\Z	\n- Adolf Hitler 	\nLogical\nInconsiderate\nCallous	\nLOW\nHIGH	\nUnaﬀected by others&rsquo; \nemo�ons Sympathe�c\nPrefers ra�onal decision \nmaking even if it hurts others Prejudiced opinions\nRevels in others&rsquo; misery Empathe�c	\nThree Facets Of People With Insensi�ve Trait:\nDark Trait Variant	\nDark Trait Level	\n	\n	\n\n\Z\Z	\ne\\b	\n	\Z\Z\nTendency  to  become  angry  at  the  slightest  provoca�on,  feeling  and \nengaging in anger related emo�ons pervasively and persistently.\nStrengths:\nFamous Personality\nConsiderate of Others&rsquo; Feelings \nWeakness:\nUnstable Moods, Easily Provoked	\n\n\\b    \\b \r &nbsp;  \n	\Z&lsaquo;\\b&OElig;		\Z	\n- Vincent Van Gogh 	\nAsser�ve \nVola�le\nViolent	\nLOW\nHIGH	\nFrequent anger \noutbursts Stays calm under stress\nImposes opinions on \nothers Easily inﬂuenced by \nothers\nProvoked without reasons Easily hurt by others	\nThree Facets Of People With Temperamental Trait:\nDark Trait Variant	\nDark Trait Level	\n&OElig;	\n	\n\n\Z\Z	\ne\\b	\n\\b\Z\nTendency to act on a whim, displaying behavior characterized by li�le or \nno forethought, reﬂec�on, or considera�on of the consequences.\nStrengths:\nFamous Personality\nQuick Decision Making\n  Weakness:\nRash Decision Making	\n&sbquo;\Z	\n- Princess Diana	\nSpontaneous \nCareless\nRash	\nLOW\nHIGH	\nCasual a�tude towards\nthings Guarded and cau�ous \ntowards things\nJumps to conclusions\nThinks through any \nsitua�on\nActs without carding \nabout consequences Plans, monitors, controls \nthings	\nThree Facets Of People With Implusive Trait:\nDark Trait Variant	\nDark Trait Level	\nŽ	\n	\n\n\Z\Z	\ne\\b	\n	&Scaron;&nbsp;&shy;\nThe  tendency  to  do  ac�vi�es  ﬁlled  with  experiences  and  Thrill-seeking \nunusual sensa�ons perceived as risky but rewarding.\nStrengths:\nFamous Personality\nOpen to New Ideas, Broad Minded, \nAdventurous, Out-Of-The-Box Thinker Weakness:\nUncalculated Risk Taker	\n&Scaron;\n\n		\n\\b\\b\n\n\n\\bŽ\nŽ\n\Z	\n- Elon Musk 	\nExcitable\nAdventurous\nDaredevil	\nLOW\nHIGH	\nLikes the unusual Conserva�ve in choices\nNovelty seeking\nLikes rou�ne\nTaking high stakes risk Prefers tried and \ntested paths	\nThree Facets Of People With Thrill-Seeking Trait:\nDark Trait Variant	\nDark Trait Level	\n&lsquo;	\n	\n\n\Z\Z	\n&rsquo;	\n\\b	\nDark traits get triggered by various factors such as:\nJust the presence of dark traits in a person does not ensure that they will act in \nan  unwanted  way.  The  dark  traits  have  to  be  ac�vated  in  order  to  present  the \ndark behavior, which gets triggered by various factors such as:\nGreater be the level of dark traits, higher would be the chances they \nget triggered, even with the slightest provoca�on.\n1. Level of Dark Traits	\nPlaces where people tend to be superior, there comes a subtle tendency \nto misuse that power, hence triggering dark traits. 2. Environment\nRelaxed-  where  the  person  is  at  ease  and  not  being  observed  &amp; \nStressed- where the person is made to do a lot in limited �me.\n3. Situa�on\nTo know everything about the dark side, do read our data-backed and scien�ﬁc \nreport on  Uncovering the Dark Side of Human Personality.	\n	�\n\n\Z\Z	\n&ldquo;	\n\\b	\n&Dagger;&bdquo;&lsaquo;	&shy;\r\nCogni�ve abili�es are brain-based skills one needs to \nprocess  any  ac�vity,  be  it  simple  or  complex.    It  is \nmore  of  the  ability  to  comprehend,  to  understand \nand beneﬁt as a ma�er of fact. \nThe way things are perceived, the strategic thinking, \nthe decision-making abili�es, all these also form the \nsubstratum of how people behave. It could be divid-\ned into two categories:	\n	�\n\n\Z\Z	\n&rdquo;	\n\\b	\nCrystal Intelligence\nFluid Intelligence\nThe ability to perceive things, absorb and retain new informa�on to tackle issues \nin novel circumstances. The core competencies used to measure this are:\nThe capacity to recover and u�lize data obtained over a life�me or leveraging the \nacquired knowledge to perform tasks. The core competencies used to measure this \nare:\nSpa�al Reasoning\nVisual Reasoning\nAbstract Reasoning\nLanguage &amp; Comprehension\nLogical &amp; Cri�cal Reasoning\nProblem Solving\nDecision Making 	\nA�������� S����\nM�����\nV������������\nCORE BRAIN  FUNCTIONS	\nWell, you can visit the guide to cogni�ve assessments  for the detailed explana�on.\nApart from the bright &amp; dark side and cogni�ve abili�es, there are some other fac-\ntors aﬀec�ng human behavior. These are clubbed under the X-factors.	\nAbstract Reasoning\nSpa�al Reasoning\nVisual Reasoning\nLanguage &amp; Comprehension\nLogical &amp; Cri�cal Reasoning\nProblem Solving\nDecision Making	\n	\n\n\Z\Z	\n	\n&Dagger;&bdquo;&OElig;	Ž&Scaron;&lsquo;\nAlthough the dark and bright sides form a signiﬁcant \npart of human personality, yet there are several other \nfactors, which we call The X-Factors, that act as cata-\nlysts and aﬀect the intended human behavior.\nThe  Nature vs. Nurture debate inﬂuences in ﬂuctuat-\ning  personali�es  through  the  course  of  �me.  It  pro-\nvides an image of whether surroundings determines \nhuman behavior or if it is the individual&rsquo;s gene.\nNature \nThis is pre-wiring and is aﬀected by biological factors, \nbasically  the  hereditary  legacy  or  the  gene�c  inheri-\ntance.\nNurture \nThis is the impact produced from external factors, for \nexample, the experience, acquired knowledge, learn-\ning or exposure of a person.	\n\\b		\n\nThe X-factors include certain factors discussed below:	\n\Z\Z	\n	\n\\b	\nKids are like sponges- they tend to learn and demonstrate behaviors \nthat  their  parents  portray.  This  can  be  seen  in  posi�ve  &amp;  nega�ve \nbehaviors they display.\n1. Upbringng\nThe  way  soldiers  behave  is  totally  unique  and  outstanding.  The  joy  of \nmee�ng  their  loved  ones  a�er  winning  the  ba�le  and  love  for  one&rsquo;s \ncountry keeps them pumped to behave accordingly even in the hardest \nsitua�ons. 2. Mo�va�on\nIf  we  think  of  an  organiza�on  as  a  decision-making  body,  then  values \nestablish the rela�onship between decisions and what happens conse-\nquently. They grow gradually over �me subject to an individual&rsquo;s social \nand psychological development.\n3. Values	\n	\n\n\Z\Z\r\n\r\n\n\r\Z\n\n	\r\\b	\n\Z\n		\n\Z\Z	\n	\n&bdquo;\\b&lsquo;	\n\Z   \Z	\n&euro;&nbsp;&euro;\Z&hellip;&dagger;&shy;&bdquo;\n\n\\b\n	\n	\n\n       \n\n  \n \n   \n\Z \n\n\n\\b		 &sbquo;\n\n\n&rsquo;\n\n&nbsp;\n\n&ldquo;\n\\b\n\\b\Z\n\Z	\nThey provide the best of the ways to evaluate human \nbehavior of an individual subject to several certain \nsitua�ons.  In  fact,  the  word  &lsquo;psychometric&rsquo;  funda -\nmentally  refers  to  the  measurement  of  the  mind.  In \nfact,  it  is  a  short  version  of  &ldquo;psychological  measure -\nment&rdquo;. \nThe psychometric tools are used in the recruitment \nprocess  and  for  training  purposes  to  make  selec�on \nand  engagement  experiences  be�er.  Familiarizing \noneself with these tests will help in a superior, quick -\ner and precise decision-making.	\n&bdquo;\\b&lsquo;\n\Z\Z	\n	\n	\n\n\Z\Z	\n&OElig;	\n&bdquo;\\b&lsquo;	\n&permil;&bdquo;&Dagger;\Z\n\nBe  it  hiring  or  developing  the  employees,  choosing \nthe correct set of assessments is the pivotal decision \nthat can actually make or break the success of a busi -\nness.  Two cri�cal proper�es of an assessment, from \na psychometric/sta�s�cal standpoint, are its reliabil -\nity and validity. Do the assessments measure what \nthey are supposed to measure? &amp; Do they assess the \nsame thing each �me with the similar set of results?\nIn addi�on to validity and reliability of tests, the stan-\ndardiza�on of the tests normed with respect to sever -\nal  aspects  such  as  age,  gender,  occupa�on,  employ-\nability, educa�on, etc. also determines the proper�es \nof assessments.	\n&rsquo;\n&ldquo; \Z&shy;	\n	\n\n&permil;&bdquo;&Dagger;&bdquo;&Dagger;&rsquo;\Z	\nThe reliability of an assessment refers to the consistency of scores obtained \nunder the repeated tes�ng of the same individual on the same test under iden�-\ncal condi�ons (including no changes within the person).\nSince this ideal is impossible to meet, one aspires to collect  evidence of reliabili-\nty  and express it in the form of a correla�on coeﬃcient that can range from .00 \nto 1.00. A perfectly reliable test would have a reliability coeﬃcient (Cronbach&rsquo;s \nalpha)  of  1.00,  and  a  completely  unreliable  test  would  have  a  reliability  coeﬃ-\ncient of .00. \nFor instance,  a batsman at 4th posi�on scored a century in each of the matches \nof a series. He, of course, is a reliable player, for he is consistent, however, can&rsquo;t \nassure the victory. \nReliability refers to the consistency of the test. \nReliable Player	\nMatch 1\n100 Runs	\nMatch 2\n100 Runs	\nMatch 3\n100 Runs	\n\Z\Z	\nŽ	\n&bdquo;\\b&lsquo;		\n\nThe reliability of an assessment can be evaluated in two broad ways:\nINTERNAL CONSISTENCY\nWhile taking the test, the test-takers might have no�ced that there are several \nitems that aim to measure the same thing, same competency in this case. Well, \nthis is inten�onal. This methodology assures the accuracy while measuring the \nconcept.\nFor instance, in order to evaluate the level of sa�sfac�on of your customers via \nyour  customer  services,  you  should  measure  overall  sa�sfac�on.  Op�ons \nshould  be  on  Likert  scaling;  varying  from  Strongly  Agree  to  Strongly  Disagree. \nSome of the certain items could portray:\n    Sa�sﬁed with the experience\n    Will recommend the company to peers\n    Will write a posi�ve online review\nIf  the  survey  turns  out  to  be  reliable  or  has  good  internal  consistency,  the \nanswers  would  be  the  same  for  all  the  ques�ons,  be  it  strongly  agree  or  dis-\nagree with all the three.	\n\Z\Z	\n&lsquo;	\n&bdquo;\\b&lsquo;	\nQues 1 Ques 2\nSame Outcome Ques 3	\n	\n\n\Z\Z	\n&rsquo;	\n&bdquo;\\b&lsquo;	\nTEST-RETEST RELIABILITY \nUnlike the former one, test-retest reliability is more of a �me-dependent way to \nmeasure the reliability of an assessment. It makes sure if candidates respond to \nthe items the same way each �me they take the test. It uses a correla�on (using \nPearson coeﬃcient) of scores from the ﬁrst test and then the second test over \n�me.\nFor instance, the IQ of a person does not suddenly change or experience a dras-\n�c jump. So, these IQ tests taken over each month would provide almost similar \nresults on the same set of candidates. This will extract out the test-retest reliabil-\nity of IQ tests.	\nGives Same Result Over \nTime\nTe s t\nTime T	1	Time T	2	\nTe s t	\n&permil;&bdquo;&Dagger;&bdquo;&permil;&ldquo;\Z	\nValidity is subjec�vely deﬁned as the test&rsquo;s capacity to measure what it claims to \nmeasure. It&#039;s impera�ve to say that a test with high validity guarantees the items \nremain ﬁrmly connected with the test&rsquo;s intended core interest.\n	�\n\n\Z\Z	\n&ldquo;	\n&bdquo;\\b&lsquo;	\nLet&rsquo;s take the case of a weighing machine. A person weighing 75 kg. each �me \nensures  the  machine  is  reliable;  validity  concerns  if  he  is  actually  75  kgs.  in \nweight.\nLet&rsquo;s go through the most important types of psychometric validity: \nPREDICTIVE VALIDITY\nThis tells us how precise a tool is at predic�ng a certain outcome and is the high -\nest possible extent of valida�on. In our case, a be�er tool will be the one which \npredicts how well an individual will perform their job. \nFor instance, the predic�ve validity of JEE (engineering entrance exam) is mea-\nsured through the correla�on of students&rsquo; JEE scores with their undergraduate \nscores.  If  high-scorers  in  JEE  perform  be�er  in  their  undergraduate  than  the \nones who score low, then the JEE is considered to be predic�vely valid.	\nRecommended Tool&rsquo;s Predic�on\nPresent Performance\nHigh\nNot Recommended Low	\nCONVERGENT VALIDITY \nTo establish the evidence of convergent validity, i.e; the second most precise val-\nida�on  methodology,  scores  on  a  test  must  relate  to  scores  on  other  tests  or \nvariables that purport to measure similar traits or constructs.\nFor instance,  IPL 2018 has seen the use of Decision Review System (DRS) which \nis but another set of a hawk-eyed test of decisions like LBW and other such vital \ndecisions, which either way the ﬁeld umpires decide. If both the ﬁeld umpire&rsquo;s \ndecision  and  decision  through  DRS  comes  out  to  be  the  same,  this  proves  the \nvalidity of the game.\n	\n\n\Z\Z	\n&rdquo;	\n&bdquo;\\b&lsquo;	\nRecommended\nTool&rsquo;s Predic�on\nOther Validated Tool&rsquo;s\nPredic�on\nNot Recommended	Recommended\nNot Recommended	\nCONSTRUCT VALIDITY  \nThis, unlike the former, doesn&rsquo;t concern the basic item of whether a test measures an \na�ribute. It comes a�er the predic�ve and convergent has been applied. Rather, it is \nmore  oriented  towards  whether  the  test  score  interpreta�ons  are  consistent  with \ntheore�cal and observa�onal terms around the construct.\nThe  phenomenon  to  be  measured  must  actually  exist  in  the  ﬁrst  place.  There  are \ndiﬀerent  approaches  (factor  analysis  and  other  correla�onal  methods)  compiled  to \ngenerate the overall construct validity of a test.\nFor  instance,  you  wish  to  develop  a  new  measure  to  assess  intelligence.  Construct \nvalidity is found by ensuring the new measure precisely predicts the ﬁndings derived \nfrom the theory of intelligence.	\nRecommended\nTool&rsquo;s Predic�on\nTheory Predic�on\nNot Recommended	Recommended\nNot Recommended	\n	�\n\nPsychometric  tests  are  frequently  normed  or  stan-\ndardized  against  groups  for  comparison.  It  likewise \navoids  taking  a  look  at  individual  items  or  ques�ons, \nand rather observe the total score of an individual in \ncomparison with a representa�ve sample.\nRepresenta�ve  sample  alludes  to  a  group  of  similar \npeople when developing a test. Let me be more clear. \nUsing  a  group  of  children  when  developing  a  test  for \nchildren,  and  an  adult  group  when  developing  a  test \nfor adults.\nDiﬀerent  test  taker  has  very  diﬀerent  performance \nlevels and therefore their scores diﬀer quite a bit. The \nimportance of norming are:\n     Assess the rela�ve performance of test-takers\n     Brings value to the assessments\n     Indicates the true objec�ve of a candidate \n     among the pool\n     Leads to a be�er interpreta�on of results\n     Can provide primary care for top scorers	\n\Z\Z	\n	\n&bdquo;\\b&lsquo;	\n������\Z��	\n	�\n\n\Z\Z	\n	\n�\\b�	\nThe diﬀerent parameters of the demographic of norming sample subject to the \ngender are as follows:\n     Age Distribu�on\n     Work Experience\n     Employment Status\n     Educa�onal Qualiﬁca�on\n     Occupa�onal Area	\n� \\b 	  �� \n    \n�   � �\n�\\b\n�\\b\n\n\\b���\n\n	����\n\n\\b\\b��\n���\Z	\n	�\n� \n�\n\n&permil;&bdquo;&permil;\Z	\n&lsquo;&nbsp;\nThe best tests expect that individuals will lie or fake \nand  take  that  into  account,  in  light  of  the  fact  that \nfaking  is  an  indica�on  of  competence.  Our  psycho -\nmetric tests cover almost all the response styles \napproach followed by the test-takers and interpret \nthe results accordingly.\nResponse style is the tendency of a person to respond \nto the tests in a biased manner either consciously or \nunconsciously. Response bias, on the other hand, is a \nsystema�c  tendency  to  respond  to  a  set  of  items  on \nsome other basis than the speciﬁed content.\nIn order to iden�fy which candidates&rsquo; responses were \nlikely to be genuine or less likely to be distorted, rea-\nsons  being  faking  or  careless  responding,  there  are \ncertain key points, put in place for hiring managers to \npriori�ze candidates for further considera�on.	\n\Z\Z	\n	\n�\\b�	\n\n&circ;\Z&rsquo;&shy; 	\n&rsquo;&shy; 	\n	\n\n\Z\Z	\n	\n&bdquo;\\b&lsquo;	\n\nIt is the tendency to portray oneself in an unrealis�cally posi�ve or socially relat-\nable manner. For instance, when a candidate  selected a response of &lsquo;most like \nme&rsquo;  out  of  other  responses,  more  than  an    expected  number  of  the  �me,  it \ndepicts something is not good. The candidate is then cau�ously recommended.\n�\Z��\nIt is the tendency of a respondent to endorse extreme response categories on a \nra�ng scale, even if they do not have that view. For instance, there are people \nwho aim to choose the least or the highest response, no ma�er what their true \nstance is. They target to either love or hate everything.\n	\nIt  also  indicates  the  person  is  prone  to  answering  with  the  utmost  honesty. \nUnlike extreme responding, it is the tendency of people which indicates either \nthe candidate is unsure about the response to the items or has chosen a safe \nmode of clicking only the middle one. The respondent is hence not recom-\nmended.\n	\n\n\Z\Z	\n&OElig;	\n&bdquo;\\b&lsquo;	\n&rsquo;&shy;\nIt is the tendency of the respondent where the person tends to pay insuﬃcient \na�en�on to the items before responding, leading to a biased es�ma�on of rela-\n�onships. The person intends to select only one response all the �mes deliber-\nately and hence is not recommended.\n\nWhen  a  candidate  is  not  ﬂagged  or  reported  using  any  of  the  above  response \nstyles and he/she can proceed with conﬁdence, that one is the genuine and rec-\nommended candidate.\nThe scaling methodologies used in our tools are of course a factor as to why \nour assessments are far too genuine to make be�er decisions. The two scales \non which our tools reside are:\nLIKERT SCALE\nIt is a type of ra�ng scale which is leveraged to evaluate the a�tudes or opinions. \nThe respondents are asked to rate items on a level of agreement with this scale. \nIt u�lizes a ﬁve-point scale, not limited to only  &ldquo;agree&rdquo; or &ldquo;disagree&rdquo;, but varies \nfrom  &ldquo;often&rsquo;  to  &ldquo;never&rdquo;,  &ldquo;very  good&rdquo;  to  &ldquo;very  bad&rdquo;,  or  be  it  &ldquo;Deﬁnitely&rdquo;  to \n&ldquo;Never&rdquo;.\n	\n\nWell, it would be important to understand that the Likert Scale is subject to dis-\ntor�on from several causes, such as Central Tendency bias or Social Desirability \nBias.	\n\Z\Z	\nŽ	\n&bdquo;\\b&lsquo;	\nQues�on: You prefer not to run away from challenges.\nStrongly \nDisagree	Disagree	Neither Agree \nNor Disagree	Agree	Strongly  Agree	\nSEMANTIC SCALE\nIt  is  a  bipolar  scaling  method  that  measures  the  response  with  respect  to  two \ncontras�ng items, both having posi�ve response op�ons with a neutral op�on in \nbetween. For instance, if you have money and given two op�ons as in going out \n&amp;  enjoy  with  that  money  and  have  fun  or  purchase  books  and  read.  You  could \nagree with either both or neutral.\nIt  could  be  distorted  from  response  styles  like  extreme  responding,  careless \nresponding and social desirability. \nQues�on: You enjoy sharing \nyour work with others Ques�on You prefer to go \nunno�ced\nStrongly \nAgree	Agree	Neutral	Agree	Strongly  Agree	\n	\n\n&euro;\Z\r&sbquo; \n&euro;\Z\r\Z&fnof;\n&euro;\r\\b\Z\r&sbquo; \n&euro;&euro;\r&sbquo; 	\n\Z	\r\n	\n\Z\Z	\n&lsquo;	\n\\b\n&rsaquo;\n	\n\Z   \Z	\n&euro;&nbsp;&euro;\Z&hellip;&dagger;&shy;&bdquo;\n\n\Z	\r\n\n\n\n\n\n\n\n\n\n\n\\b	\n\n	&nbsp; &sbquo;\n&oelig;\n\\b\n	&oelig;	\Z	\n\Z\Z	\n&rsquo;	\n\\b\n&rsaquo;\n		\n\n&lsaquo;&bdquo;&Dagger;\\b\n&rdquo;\\b&bull;\nThe  Me�l  Personality  Inventory  (MPI)  is an innova-\n�ve, data-backed personality assessment that evalu-\nates cri�cal work-relevant personality traits.\n&lsquo;Know Thyself &rsquo; is the key to professional growth and \npersonal  development.  Capturing  this  spirit,  the \nMe�l Personality Inventory (MPI) has been designed \nto  measure  the  person&rsquo;s  strengths  and  growth \nopportuni�es, gazing how his/her behavior inﬂuenc-\nes  himself/herself  and  others  and  having  a  be�er \nunderstanding of personality traits and how to deal \nwith them eﬀec�vely.	\n\Z\Z	\n�	\n\\b\n�\n	\nABOUT MPI\nThe  MPI  measures  work-relevant  bright  side  of  the \npersonality  traits.  Me�l  scien�sts  went  beyond  the \nwell-established  model  of  the  broad  &ldquo;Big  Five&rdquo;  per-\nsonality factors and developed 26 &lsquo;scales&rsquo; or narrow-\ner  facet-like  constructs,  which  form  the  building \nblocks of our assessments. These scales span a wide \ndomain of personality and are mapped to compa -\nnies&rsquo;  or  job  roles&rsquo;  speciﬁc  performance  models  or \nbehavioural competencies to obtain the op�mal pre-\ndic�on of job success.\nSCIENCE BEHIND MPI	\n	\n\nThe MPI is best used as part of a systema�c selec�on process, along with other \nscien�ﬁcally developed and job-relevant predictors of future success.\n           Recruitment\n           Cashier Hiring Test, Cab Drivers- Used in hiring blue-collar workers	\n\Z\Z	\n&rdquo;	\n\\b\n&rsaquo;\n	\nIdeally, the MPI should be administered to job applicants who have passed a few \nminimum  qualiﬁca�ons  for  the  job.  The  assessment  results  can  serve  as  an \nimportant piece in the jigsaw puzzle of the hiring decision &ndash; but not the only \ndeterminant.	\nFive Factors of MPI Validity ScoreReliability Score\nExtraversion\nAgreeableness .642\n.695\n.482 .624\nConscien�ousness\nOpenness to Experience .583\n.657\n.401 .701\nEmo�onal Stability .673\n.733\nOVERALL 0.4-0.67\n0.63-0.73	\nAPPLICATIONS\nTraining and Development\nLearning Agility Assessment to be�er evaluate the capacity to learn new \nthings in the employees\nHiPo Iden�ﬁca�on\nLeadership  Assessment,  Managerial  Poten�al  Assessment  &ndash;  to  have  a \nhealthy pipeline of future leaders\nSuccession Planning\nEmployee  Reten�on  Assessment-    to  fast-track  high  poten�al  to  retain \nthem\n	\n\n\Z\Z	\n	\n\\b\n&rsaquo;\n	\n������E\n����\nThe  Me�l Personality Proﬁler (MPP)  is an innova�ve, \nevidence-based  assessment,  that  measures  the  rele-\nvant  personality  traits  required  for  cri�cal  work.  It \nhelps predict behavioral competencies, which in turn, \nlead  to  organiza�onal  outcomes  of  interest.  It  is \ndesigned to help employers gain access to otherwise \nhidden  informa�on  about  a  job  applicant  or  an  em-\nployee, that is cri�cal in inﬂuencing her/his behavior \nat  work.  Key  highlights  and  func�onality  remain \ninalienably like the MPI with adaptability outside the \nMe�l Competency Framework.\nABOUT MPP\nThe  MPP  is  based  on  the  well  established  &ldquo;Big  Five&rdquo; \nmodel of personality traits and the corresponding \nfacets aligned to the bright side of human personality. \nThe MPP uses the seman�c diﬀeren�al item format to \nreduce the problem of respondents &lsquo;faking good&rsquo; and \nthereby improve the assessment usefulness. \nSCIENCE BEHIND MPP	\n	�\n\n\Z\Z	\n	\n\\b\n&rsaquo;\n\nReliability Score.639\n.624\n.738\n.704\n.705\n0.63-0.88\nFive Factors of MPP\nValidity Score\nExtraversion\nAgreeableness .661\n.464\nConscien�ousness\nOpenness to Experience .522\n.522\nEmo�onal Stability .691\nOVERALL 0.4-0.75	\nThe  MPP,  when  used  with  large  numbers  of  job  applicants,  in  recommended \nways, will yield a be�er-quality workforce over �me.\n             Recruitment\n             Avia�on Pilots, Insurance Sales Execu�ve- hiring white-collar employees\nAPPLICATIONS\nTraining and Development\nLearning Style Test to understand the current proﬁciency level of an em-\nployee; train and develop them eﬀec�vely\nHiPo Iden�ﬁca�on\nLeadership Assessments- to have a healthy pipeline of future leaders\nSuccession Planning\nEmployee Reten�on Tests- to retain the poten�al employees\nThe FFM speciﬁes that people can be described based on their standing on these \nﬁve  broad  personality  traits:  extraversion  (outgoing/energe�c  vs.  solitary/re-\nserved),  openness  to  experience  (inven�ve/curious  vs.  consistent/cau�ous), \nemo�onal  stability  (secure/conﬁdent  vs.  sensi�ve/nervous),  agreeableness \n(friendly/compassionate  vs.  cold/unkind),  and  conscien�ousness  (eﬃcient/or-\nganized vs. easy-going/careless).\n	\n\nDiﬀerence between MPI &amp; MPP\n \nWell, MPI and MPP are almost the same at the front end with more or less simi-\nlar  applica�ons.  The  basic  diﬀerence  lies  in  the  scaling  technique  used  in  its \ndevelopment;  Likert  in  MPI  whereas  Seman�c  in  MPP.  The  usage  of  Seman�c \nscale, the bipolar item approach accompanies with a bit more of thinking level \nand a signiﬁcant change in response style. \nTherefore,  MPP  is  basically  made  for  white-collar  workers.  The  major  reason \nbeing, it becomes a bit easier for some smart people to fake items based on MPI.	\n\Z\Z	\n	\n\\b\n&rsaquo;\n		�\n\n\Z\Z	\n	\n\\b\n&rsaquo;\n	\n�����\\bD�\n��\\b�E\nWith the increase in work pressure and subsiding \npa�ence,  workplaces  nowadays  provide  the  ideal \nenvironment,  appealing  and  triggering  of  dark  traits, \nwhich have a tendency to threaten the security of em-\nployees,  clients  and  work  culture  as  a  whole.  Me�l \nhas created a dark personality inventory that contains \n6 dark traits, aiming to measure nega�ve personality \nconstruct in poten�al hires and exis�ng employees as \nwell.\nABOUT MDPI\nWith  extensive  research,  we  came  up  to  a  point \nwhere we divided the human personality into six \ntraits,  on  the  basis  of  which  MDPI  has  been  built. \nWe&rsquo;ve already discussed those traits in the above sec-\n�ons  which  include  opportunism,  self-obsession, \ninsensi�vity,  temperamental,  impulsiveness  and \nthrill-seeking.\nWe studied several factors responsible for triggering \ndark traits and segregated the industries and job roles \ninto three categories in the decreasing order of risks:\nSCIENCE BEHIND MDPI	\n	�\n\n\Z\Z	\n&OElig;	\n\\b\n&rsaquo;\n	\nRed Zone- These are the high risk zones hold the power to jeopardize the com-\npany&rsquo;s reputa�on and customer safety. \nYellow  Zone- These are the medium  risk  zones, the reason being employees \nmight exploit internal work culture, intellectual property, and data stored by the \ncompany.\nGreen Zone- These are the low  risk  zones for employees can harm assets like \ncompany property, ﬁnancial assets, machinery or other physical assets.	\nSix Factors of MDPI Reliability Score\nOpportunist\nSelf-Obsessed .60\n.80\nInsensi�vity\nTemperamental .73\n.81\nImplusive .74\nThrill Seeking .68	\nKnowing  yourself  is  the  beginning  of  all  wisdom.  Find  Me�l  Dark  Personality \nInventory and other related tests to discover your dark and bright side.\n           Screening while Hiring \n           Cashier hiring, cab drivers, blue collar recruitment test- to ﬁlter out the \n           unwanted ones. APPLICATIONS\nSafeguard your culture\nWorkplace culture assessments- to ensure no danger to the work culture.\nSafeguard your customers\nschool safety assessments- to assure a safe place for customers &amp; employ-\nees. Validity\nConstruct validity es�ma�on with EFA and CFA\n	\n\n\Z\Z	\nŽ	\n\\b\n&rsaquo;\n	\n���\\b\n�\\b�\nJust as a smooth and intense motor is vital for the \ncon�nuous  working  of  the  car,  mo�vated  and  ﬁnely \ntuned  workforce  is  impera�ve  to  operate  the  busi-\nness  smoothly  and  adequately.  Me�l  Mo�va�on \nInventory  is a comprehensive test of mo�va�on, that \ngives a precise understanding of what actually drives \nand  mo�vates  a  person  to  eﬀec�vely  perform  and \nexcel at work.\nABOUT MMI\nAs a ma�er of fact, the more mo�vated and engaged \nthe  workforce,  the  greater  is  the  organiza�on&rsquo;s \npoten�al for success. Typically, it measures 8 key mo-\n�vators under 3 major needs listed below.\nSCIENCE BEHIND MMI\nSustainability Needs- This talks about the ele-\nments  that  aim  to  meet  the  needs  of  one&rsquo;s  cur-\nrent  situa�on  and  the  predicted  future.  The  key \nmo�vators pertaining to this are:\n      Money\n      Security	\n	�\n\n\Z\Z	\n&lsquo;	\n\\b\n&rsaquo;\n	\nRelatedness Needs- This refers to the part of a person&rsquo;s iden�ty which equates \nto the social and external esteem needs. This covers the following three mo�-\nvators:\n      Recogni�on\n      Aﬃlia�on\n      Compe��on\n       \nGrowth Needs- It  is  self-explanatory  and  alludes  to  the  individual&rsquo;s  internal \nexpecta�ons  and  desires  cons�tu�ng  what  they  will  obtain  from  their  work. \nThe key mo�vators here are:\n      Power\n      Advancement\n      Achievement\nThe  Me�l  Mo�va�on  Inventory&rsquo;s  in-depth  insights  and  range  of  business-rele-\nvant  reports  make  it  suitable  for  selec�on  of  graduate,  professional  and  man-\nagement posi�ons.\n             Reten�on\n             Employee Reten�on Test to explore the mo�vators needed to retain the \n             poten�al employees APPLICATIONS\nEngagement\nEmployee  Engagement  Assessment  to  uncover  the  factors  driving  a \nhealthy engagement at the workplace\nExit Interview\nExit  Interview  Assessment  to  discover  the  elements  badly  needed  at \nworkplace to mo�vate employees\n	�\n\n&bdquo;\n\r&hellip;\n&dagger;\r&Dagger;\r\r\Z\r	\n&ndash;&euro;\Z	\n\\b\Z\Z	\n\Z\Z	\n&rsquo;	\n\\bž	\n\Z   \Z	\n&euro;&nbsp;&euro;\Z&hellip;&dagger;&shy;&bdquo;\n\n\Z	\\b\Z\n\Z\n \\b &nbsp;	    \n\Z\n\n \\b     \n \n\n\\b\n\Z&bdquo;\n\n\n\n    \n&Yuml; 	   \n\Z \n&nbsp;	      	 &sbquo;\n \n \n  	   &iexcl;&hellip;\r\n&iexcl;&shy;\n\r\Z	\n\Z\Z	\n&ldquo;	\n\\bž	\nLeaving  aside  the  &lsquo;capital&rsquo;  side,  Me�l  solves  the \n&lsquo;human&rsquo; side of the equa�on. Me�l&rsquo;s tools can be lev-\neraged to have a strong and eﬀec�ve impact on each \nof the aspect of employee life-cycle. This starts with \nhiring the best ﬁt, culturally and role-wise, to training \nthem and ﬁnally transforming them into be�er lead-\ners.\nLet&rsquo;s take a gander at all the segments where psycho-\nmetric tools or the behavioral assessments could \nimpact a business.	\n	\n\n\Z\Z	\n&OElig;&rdquo;	\n\\bž	\nHire the Right PersonDevelop Right\nMake Be�er Leaders	\nBe�er\nBusiness Outcomes	\n	\n\n&OElig;&bdquo;&Dagger;&rsquo;\Z\nPrincipally, developing the business begins with hiring \nthe right people. This is the crucial step in building up \na business and so as to succeed, the HR team ought to \nhave a strategic recruitment process using the right \nkind of tools required for the same.\nLeveraging psychometric tools during the recruitment \nprocess provide a be�er overall evalua�on of a candi -\ndate and ideally secure the best ﬁt for the role. Typi -\ncally,  a  behavioral  assessment  for  employment \ndoesn&#039;t come in isola�on, however, as one segment of \na more extensive and coordinated assessment strate -\ngy. The people who already use this believe that it \ngives a more objec�ve diagram of a candidate&rsquo;s char-\nacter, quali�es, shortcomings and working style.\nBasically,  when  talking  about  recruitments,  psycho-\nmetric tests contribute in two diﬀerent areas:	\n\Z\Z	\n&OElig;	\n\\bž	\n&rsquo;&lsquo;\Z\n&lsquo;\Z	\n	\n\nChoosing the correct ﬁt is the fundamental objec�ve \nof the recruitment process. Based on the job role spe-\nciﬁc competency framework, organiza�ons use diﬀer-\nent kinds of Pre-Employment Assessments: \n     Cogni�ve Assessments\n     Domain Tests\n     Psychometric Tests\nNowadays, evalua�ng the candidate&rsquo;s behavior along-\nside  ap�tude  in  the  hiring  process  is  preferred  more \nthan evalua�ng just the ap�tude. Me�l&rsquo;s psychomet-\nric  tools:  MPI  and  MPP  which  are  based  on  the  Big \nFive Personality Traits aids in:\n     Uncovering the bright traits of candidates \n     Adding a scien�ﬁc ﬁlter to the recruiter&rsquo;s \n     gut-based decisions\nThis  ensures  that  the  organiza�on  has  hired  candi -\ndates worthy of their roles and that they will guaran-\ntee  the  overall  produc�vity  and  fewer  nuances,  for \nthey are hired to do what they actually are good at.\n&OElig;&bdquo;&Dagger;&bdquo;&Dagger;&rsquo;&lsquo;\Z	\n\Z\Z	\n&OElig;	\n\\bž	\n\nFor instance, psychometric tests assure that the person hired as a sales manager \nis actually a strategist, excellent at communica�on, having mentorship quali�es \nand qualifying other such criteria.\nThe outcomes this has on an organiza�on are:\n     Employees possess key performance indicators \n     Reduced a�ri�on rates\n     Achieve compe��ve advantage\n     Overall employees and business growth	\n\Z\Z	\n&OElig;	\n\\bž	�\n\n&rsaquo;\n\n	\n\\b\n\\b&cent;&scaron;&mdash;&sbquo;&pound;&scaron;&mdash;\n\n\\b\r\\b\n\\b\\b\n\\b&rdquo;&scaron;&mdash;\n&curren;&scaron;&scaron;&mdash;\n\Z	\n&OElig;&bdquo;&Dagger;&bdquo;&permil;&lsquo;\Z\nThe  organiza�on  culture  is  a  system  of  shared \nassump�ons,  values,  and  beliefs  that  regulate  how \npeople behave in organiza�ons. It presents the unique \nsocial and psychological environment of the company.	\n\Z\Z	\n&OElig;	\n\\bž	\nAn  organiza�on  needs  candidates  whose  quali�es, \njudgements,  outlook,  and  behavior  ﬁt  in  with  the \norganiza�onal culture. The role of psychometric tools \nin  discovering  out  the  cultural  ﬁt  employees  can  be \nseen as:\nMPI/MPP-  focuses  on  a  person&rsquo;s  strengths,  growth \nopportuni�es; the posi�ve side of human personality, \nwho&rsquo;ll ﬁt for long.\nMDPI-  uncovers the candidates with dark personali -\n�es along with the level of risks they accompany with \nthem.	\n	\n\n\Z\Z	\n&OElig;&OElig;	\n\\bž	\nNot  only  would  you  be  able  to  test  individuals  for  cultural  ﬁt  via  psychometric \ntests, you also ensure the absence of bad hires. The other major outcomes it will \nhave on a business are:\n     Sense of well-being\n     Reduced a�ri�on\n     Enhanced performance\n     Highly engaged employees\n	\n\n&OElig;&bdquo;&permil;	&shy;&mdash;\Z\nIn  this  dynamic  and  compe��ve  world,  we  wake  up \nwith something new in the business world every day. \nIt&rsquo;s  undeniable  that  an  innova�on  is  one  of  the  rea-\nsons  which  escort  to  changes  in  aims  and  objec�ves \nof the organiza�ons. This kind of situa�on demands a \nrecalibra�on  of  the  skills  of  employees  in  terms  of \ncompetencies aligned with the business objec�ves.\nTraining employees, in itself, is a complete long pro-\ncess where psychometric tests and tools play a vital \nrole.	\n	&shy;\\b\n	&shy;&dagger;	\n\Z\Z	\n&OElig;Ž	\n\\bž	\nIden�fying Training Needs\nPre-Training Assessment\nTraining\nPost-training Assessment	\n	\n\nThe key ﬁrst step in the training process is to iden�fy \nthe skill gaps in employees. This includes:Apart from physical assessment and development \ncenters  (AC/DC) \nwhich  include  ac�vi�es  like \nsailing, rope  climbing,  etc.,  there  is  a  virtual  AC/DC \nsetup  to  iden�fy  the  3-W&#039;s  of  training.  Ge�ng  to \nknow  to  the  exact  amount  of  training  to  the \nprecise  employees  would  become  an  excellent \npiece of data to train em-ployees\n&OElig;&bdquo;&permil;&bdquo;&Dagger;	&shy;\\b	\n\Z\Z	\n&OElig;&lsquo;	\n\\bž	\nWho to Train?	\nPicking out the employees \nwho need training based on  their competency levels.	\nWhy to Train?	\nIden�fy and develop key \ncompetencies in employees  to achieve business goals.\nWhat to Train for?	\n?	\nPreparing a customized \ntraining plan on the basis of \nskill gaps and training needs.	\n	\n\n\Z\Z	\n&OElig;&rsquo;	\n\\bž�����\n	��\nFor  an  organiza�on,  it  becomes  very  much  crucial  to \nknow if the training program incorporated post \nunderstanding  the  training  needs  is  eﬀec�ve \nenough.\nThis  talks  about  if  the  training  had  a  long-term \nlas�ng  impact  on  employees,  whether  the  training \nprogram  was  powerful  enough  to  help  candidates \napply  their  learning  eﬀec�vely  and  hence  increase \nperformance  at work.\nPsychometric assessments are again involved \nat  each stage of the process. 	\nPre-Training Assessment\nTo  measure  the  current  proﬁciency  level  of \nthe employees with respect to the desired \ncompetencies. \nPost-Training Assessment\nTo  evaluate  the  eﬀec�veness  of  training, \nleveraging the Kirk  Patrick  4  level  training \nevalua�on model.	\n	�\n\n\Z\Z	\n&OElig;&ldquo;	\n\\bžWith  such  a  detailed  process  concerning \ntraining  and  development of \nemploy-ees on the desired competencies using psychometric tests, a company \ncan deﬁ -nitely do a lot more in terms of its produc�vity. \nIf  the  employee  has been  trained  well on  the  skills  he wishes  to, the  chances \ngro w mul�f old that they&rsquo; ll sta y in  the  compan y for  long. This  leads to  reduced \na�ri �on  and a hug e decremen t in  the  investmen ts  made to  onboar d them, \nwhich  sums up approximately to half of their annua l salar y. \nThe  outcomes  of  a be�e r L&amp;D program  in an  organiza �on, apart from  the \nincrease d produc� vity of employee s ar e higher morale  and improv ed business \nresults.		\n\nOrganiza�onal planning means pinpoin�ng the orga-\nniza�on&rsquo;s short and long-term objec�ves, hence plan-\nning and organizing it for what will happen in the \nyears  ahead.  The  business-related  decisions  require \nproper jus�ﬁca�on with data-backed informa�on. \nEven  the Willis Tower Watson Study measured the \nu�lity  of  psychometric  assessments  by  the  organiza-\n�on  in  succession  planning  and  iden�fying  high\npoten�al across varied seniority.\nLet us move on to the use cases:\n&OElig;&bdquo;&lsaquo;&shy;&tilde;&shy;	\n\Z\Z	\nŽ&rdquo;	\n\\bž	\n&shy;\n&ndash;&shy;\\b	\n	\n\nSuccession planning  is  a  procedure  for  iden�fying \nand developing new pioneers who can subs�tute the \nold  leaders  on  the  oﬀ  chance  they  leave,  re�re  or \nexpire.  It  builds  the  accessibility  of  experienced  and \ncompetent employees that are already set up to \naccept these roles as they end up being available.\nThis would require the assessment of skills, seeking to \nﬁll  in  the  gaps  between  what  an  organiza�on  needs \nnext and the current skill set of employees aligned to \nbusiness  objec�ves.  This  may  also  accompany  train-\ning and development ini�a�ves, for be�er leadership \ndevelopment.  Psychometric  tests  track  and  develop \nthe right set of high poten�al employees and prepare \nthem for development through structures and the \nscien�ﬁc process.\n&OElig;&bdquo;&lsaquo;&bdquo;&Dagger;&shy;	\n\Z\Z	\nŽ	\n\\bž	\n\n\Z\Z	\nŽ	\n\\bž	\n1. Iden�fy\nDeﬁne  key  competencies  needed  to  succeed  in  cri�cal\nroles &amp; nominate candidates.\n2. Assess\nUse reliable &amp; valid tools to evaluate candidate readiness\non key competencies.\n3. Plan\nUse  customized  reports  to  hand  pick  the  right  candidates\nfor succession.\n4. Act\nDevelop &amp; track growth of selected candidates for prom-\nising future.\nIf we move on to the process, it goes like this.\nIt  negates  the  cost  and  �me  behind  external  recruitment  and  training,  which \nturns out to be sta�s�cally more expensive. \nSuccession  planning  aims  to  address  many  of  the  human  resource  issues  such \nas:\n     Increased turnover rates, \n     Rapid changes in work, \n     Desire for a sound workplace across diﬀerent levels.	\n	�\n\nHigh  poten�al  (HiPo)  iden�ﬁca�on determines the \nfurthest  reaches  of  an  employee&rsquo;s  development \nrange.  It  would  be  suﬃcient  to  say  that  the  more \npoten�al they have, the less expensive and speedier it \nis to develop them.\nIt  is  likewise  essen�al  that  poten�al  employees  are \nforce mul�pliers, pushing up the performance bar for \ntheir  co-workers,  and  obviously  for  their  immediate \nreports. By their words and ac�vi�es, they model and \npreach winning prac�ces that shape high-performing \ncultures.\nThere are psychometric tools around that aim to iden-\n�fy the high poten�al in an organiza�on. \n&OElig;&bdquo;&lsaquo;&bdquo;&permil;&ndash;&shy;\\b	\n\Z\Z	\n�	\n\\b�		\n \n   \n&Scaron; 	      \n   Ž    &sbquo;\n\\b&cent;&sbquo;&trade;&cent;&mdash;\Z\n\n\Z\Z	\nŽ	\n\\bžAbility\nCogni�ve  tests \nare designed  which measure  the intelligence  or \nbrain-based skills required to carry tasks to comple�on.\nSocial Skills\nMPI/	\nMPP evaluates  solid coopera�ve rela�onships  with coworkers, \nbe it colleagues or boss which can easily be measured b y.\nDrive\nMMI  depicts  hard work, willingness  to push  extra  miles, \nresponsibili -�es, the kind of ownership, and other such mo�vators.	\nThe ingredients or the generic markers of poten�al include:Although  iden�fying\n high  poten�al  employees  isn&rsquo;t an easy  task,  for  not  many \nemployees are highly able, socially skilled and driven. The use of scien�ﬁc and \ndata-backed  tools end  up  with  a  stronger  por�on  of  talented  employees  that \ncontribute signiﬁcantly to the organiza�on. \nThis has a tremendous impact on business and is the key to higher levels  of \nROI.\n	�\n\n\r	\\b\Z&yen;\r	\n\\b\\b\n \n \\b    \n\\b\n\n\nDepending  upon  the  bright  side,  dark  side,  cogni�ve \nabili�es,  and  some  X-factors,  the  intended  behavior \ncould diﬀer from human personality.\nThen,  there  are  valid  and  reliable  tools  based  on  the \nsame science to measure the precise personality and \nbehavior  of  people  at  workplaces.  You&rsquo;ve  also  got  to \nunderstand how psychometric tools and their results \nabout individuals could impact business outcomes, be \nit  recruitment,  training  and  planning  to  make  be�er \nleaders.	\n\Z\Z	\nŽ&OElig;	\n&shy;\n		�	\n�\Z�   \Z�	\n���\Z����E\n\nWhat is Mettl?	\nMettl&nbsp;is&nbsp;a&nbsp;Saas&nbsp;based&nbsp;assessment&nbsp;platform&nbsp;that&nbsp;enables&nbsp;organizations&nbsp;to&nbsp;create&nbsp;\ncustomized&nbsp;assessments&nbsp;for&nbsp;use&nbsp;across&nbsp;the&nbsp;entire&nbsp;employee&nbsp;lifecycle,&nbsp;beginning&nbsp;with&nbsp; pre-hiring&nbsp;screening&nbsp;and&nbsp;candidate&nbsp;skills&nbsp;assessment,&nbsp;training&nbsp;and&nbsp;development&nbsp; programs&nbsp;for&nbsp;employees/students,&nbsp;certifcation&nbsp;exams,&nbsp;contests&nbsp;and&nbsp;more.	\nTRY METTL FOR FREE	\ncontact@mettl.com	\nINDIA OFFICE\n+91-9555114444	\nPlot 85, Sector 44, Gurgaon,\nHaryana, India - 122003 Mettl Technologies Inc. \n113 Barksdale Professional Center, \nNewark, Delaware 19711, USA \nUS OFFICE\n+1-650-614-1816	\nAustralia \nIndonesia  \nSingapore  South Africa           \nUK           \n+61 3 90699664 \n+62 8 5574678938\n+65 3 1386714 +27 8 75517192\n+97 1 8000320460\n+44 1 422400843 	\nUAE              \nTRUSTED BY', 2, 2, 1, 'Recruiter', NULL, 'N', 14, 0, NULL, NULL, 0, NULL, NULL, '2024-10-04 10:00:18', 0);
INSERT INTO `resume` (`id`, `screeningId`, `adminId`, `candidateId`, `candidateDetailsId`, `resumeName`, `resumeOriginalName`, `resumeContent`, `isSkillScreened`, `isResumeScreened`, `isCron`, `isCandidate`, `candidateShortlist`, `enableInterviewReport`, `gptLanguageId`, `isInterviewAssign`, `interviewValidity`, `interviewAssignDate`, `isPsychoAssign`, `psychoValidity`, `psychoAssignDate`, `created`, `createdBy`) VALUES
(546, 138, 1, NULL, NULL, '1_138_132145619966ffc090b0756_Ajay+Bharti+Cv.pdf', 'Ajay+Bharti+Cv.pdf', 'PR O FIL EI  Am   work in g   As  a  Php\nB ack e n d  D eve lo p er.	 	\nI&#039;m  use d   to   w ork in g   un d er\np re ssu re   an d   I  lo ve   all  of\ncre a tiv e  p ro ce ss.\nw hic h  w ill  h elp  m e t o  e xp lo re\nm yse lf   fu lly   an d   re a liz e   m y\npote n tia l.	 	\nL A RA V EL B A C KEN D	\nDEV ELO PER	A ja y B hart i	\n211,  S ta tio n  R oad  K ota ,\n(R aja sth an )\n8 233 8465 96w ww .l in ke d in .c o m /in /a ja y\n-b harti- 6 a3 899227/\naja yb harti6 9 96@ gm ail .c o m	W ORK  E X PER IE N CE	Sta rt W ork in g  h ere  O n C od eIg nit e r A nd  W ord pre ss\nB uild  B ack e n d  d ash b ord  a n d  W ord pre ss	 	\nA ls o  B uild  A  D ro p  S hip in g  W ord pre ss P lu g in .	\n      	E -c o m merc e  W eb sit e s.	\nP H P,  W ORD PR ES S D EV ELO PERT W S T EC H N O LO GY K O TA	Ju ne  2 0 20  -  J a n  2 0 22	A sh m ar T ech nolo gie s &amp;\nR ese arc h  P vt L td .\nPH P L A RA V EL D EV ELO PERApril  2 0 22 -  P re se nt	 E D U CA TIO N  H IS TO RY	Gra d uate d  in  C om pute r E ng in eerin g .	 	\nG ain ed   exte n siv e   tr a in in g   an d   su cce ssfu lly\na cco m plis h ed   all  co u rs e s  fo r  Com pute r\nE ng in eerin g  W It h  6 4 %  A ggre g ate  p erc e n ta g e.\nS um m er T ra in in g  f r o m  W eb in fo te ch  .	\n       	P H P A nd  M yS ql,	\n        	P hoto sh op ,  f la sh  p la ye r,	\nB .T ech\nC om pute r E n g in eerin g\nR aja sth an  T ech nic a l U niv e rs it y ,  K ota	10  N ove m ber 2 0 19	S O FT W ARE &amp;  T O OLSS K IL LSP hp ,  C od eig nit e r,  L ara ve lja va sc rip t,  jq ueryH tm l,  C ss,  B oots tr a pW ord pre ss	V S C od e,  G it  B ash ,  X am pp,  P ostm an ,  F ile zilaF ig m a,  P hoto sh op ,  P hoto p ia ,  C an vaG it  H ub ,  M yS ql  W ork b en ch ,T in y P N G,\nRem ove  b g ,	 	\nI  am  w ork in g   on   M on et  Netw ork s  dep artm en t  of\nA sh m ar I P	 a s a  la ra ve l  b ack e n d  d eve lo p er.	\nM on et  is   th e  fir s t  A I  p ow ere d  P la tfo rm  to   h um an iz e\nd ata  in  s e rv ic e  o f c re a tiv it y .	 	\nW e a re  w ork in g  o n  L ara ve l  6 .0  L T S  v e rs io n ,  h ere  m y jo b\nro le  to  cre a te  A pi,  g en era te  re p orts ,  d ata  tr a n sfe r  to\nM yS ql  t o  M on g o d b.\np ro je cts  :  e em o,  D IY ,	  e em o d ash b oard .', 2, 2, 1, 'Recruiter', NULL, 'N', 14, 0, NULL, NULL, 0, NULL, NULL, '2024-10-04 10:16:48', 0),
(547, 138, 1, NULL, NULL, '1_138_194463533266ffc090b0d69_CV+Pardeep.pdf', 'CV+Pardeep.pdf', 'P A RD EEP	 	\n \nM obi le  N o .	  \n: +91 -9306835883	 	\n \nE-mail :	  \npardeepbaghel0311@gmail.com	 	\n \nCURRICULUM VIT AE	 	\n \nO bje ctiv e :	 	\n \nC are er O bje ct	 	 \n: 	\n \nI  \nw ou ld	  \nl ik e	  \na  \nc a re er	  \nt h at	  \ng iv e s	  \nme	  \nr ic h	  \ne xp osu re	  \nt h ro u gh	  \nd iv e rs e	  \na ssig n men t	  \na n d	 	 \nw ork in g	  \nw it h	  \np eop le	  \no f	  \nh ig h	  \nc a lib re .	  \nI  \nw ou ld	  \nc o n sta n tly	  \nl o ok	  \no u t	  \nf o r	  \nc h alle n ge s,	  \nw hic h	 	\n \nw ou ld  h elp  me t o a ch ie ve  my  p ers o n al  a n d  p ro fe ssio n al  g o al.	 	\n \nP e rs on al  In fo rm atio n :	 	\n \nN am e	 	 \n: 	 \nP A RD EEP	 	\n \nC o rre sp o ndin g A ddre ss	 	 \n: 	 \nS h iv  v ih ar,  P a lw al,  H ary a n a(1 21102)	 	\n \nP h on e N um ber	 	 \n: 	 \n+ 91-9 306835883	 	\n \nD ate  o f B irt h	 	 \n: 	 \n0 3-N ove mb er-2 000	 	\n \nS k ills	 	 \n: 	 \nW eb  D eve lo p men t,	  \nS o \0 w are  D eve lo per,	  \nP ro gra mmi ng	 	\n \nL an gu age  K now n	 	 \n: 	 \nE n glis h  a n d  H in d i	 	\n \nE d u ca tio n al  Q uali f ic a tio n :	 	\n \nD egre e	 	 \nI n stit u te /C olle ge	 	 \nB oard /U niv e rs it y	 	 \nY e ar of  P assin g	 	 \nD iv is io n	 	\n \nM atric u la tio n  ( 1 0th )	 	 \nB .K  S r.  S e c. S c h ool	 	 \nH BSE	 	 \n2 016	 	 \n1  \ns t 	\n \nI n te rmed ia te (N O N M ED ICA L)	 	 \nB .K  S r.  S e c. S c h ool	 	 \nH BSE	 	 \n2 018	 	 \n1  \ns t 	\n \nB .T e ch .(C. S.E )	 	\n \n( P urs u in g)	 	\n \nS a ty a  G ro u p  O f	 	\n \nI n stit u tio n	 	 \nJ C BO SE  Y M CA	 	 \n2 022	 	 \n- 	\n \nJ o b  E xp eri en ce :	 	\n \nS IX  M ONTH  E X PER IE N CE	 	\n \nC om pu te r P rofic ie n cy :	 	\n \nO pera tin g s y ste m s	 	 \n: 	 \nW in d ow s 9 8/2000/X P /7/8/8.1 /10	 	\n \n: 	 \nM S O ffic e  ( M s-W ord ,M s-P o w erP o in t)	 	\n \nP ro gra m min g L an gu age s	 	 \n: 	 \nC , C#.N ET, . N ET  M VC ,	  \nC SS	  \n,  H TM L,J Q UERY, S Q L	 	\n \nD ecla ra tio n :-	 	\n \n&ldquo; I	  \nh ere b y	  \nd ecla re	  \nt h at	  \nt h e	  \na b ove -men tio n ed	  \ni n fo rma tio n	  \ni s  \nc o rre ct	  \nu p	  \nt o	  \nmy	  \nk n ow le d ge	  \na n d	  \nI  \nb ear	  \nt h e	  \nr e sp on sib il it y	  \nf o r	 	\n \nt h e c o rre ctn ess o f t h e a b ove -men tio n ed  p art ic u la rs &rdquo;	 	\n \nP la ce : P a lw al,  H ary a n a	 	\n \nD ate :  0 3/03/2022	 	\n \n( P a rd eep )', 2, 2, 1, 'Recruiter', NULL, 'N', 14, 0, NULL, NULL, 0, NULL, NULL, '2024-10-04 10:16:48', 0),
(548, 138, 1, NULL, NULL, '1_138_4908308166ffc090b0f2d_Varun_Marothia_-_Director_Digital_Commerce_-_1_9.pdf', 'Varun Marothia - Director Digital Commerce - 1.9.pdf', 'EXECUTIVE	 SUMMARY	 	EXPERTISE	 	\neCommerce 	&amp; digital marketing	 	\nDigital Transformation Consulting 	 	\nPre	-Sales Solutioning	 	\nProduct Management	 	\nProgram 	Management	 	\nAround 1	8+ years of global IT industry experience in delivering digital product innovations 	\n&amp; enterprise	-level	 eCommerce transformations 	for fortune 500 clients	 across 	geographies	. 	\nA  thought  leader 	&amp; 	established 	digital 	consulting 	partner	 for 	clients 	across  digital 	\ncommerce 	&amp; marketing 	value chains 	in B2C, B2B, and D2C landscape	.  	\n  \nVerticurl	 India	 (Nov	 202	2 &ndash; Till Date)	  	\n&bull; 	Commerce  c	onsulting 	practice 	head	- Leading  overall 	eCommerce 	consulting 	\npractice	 with 	20+  resources	. Strategy  &amp;  optimization  consulting  for  technology 	\nagnostic  landscape  across	- retail,  manufacturing,  Pharma,  CPG  &amp;  BFSI  vertical. 	\nManaging 	annual 	revenue  targets 	of  $8  Mn	. Maturity  assessments, 	Consulting 	\ndelivery, p	ipeline building, sales GTM 	connect &amp; conducting webinars.	    	\n&bull; 	eCommerce  Strategy	 	Consulting	: 	Leading 	end	-to-end  digital  commerce 	\ntransformation 	consulting	 across 	value 	chains	 centered  around 	functional,  data, 	\ncustomer experience 	(CX) 	and	 technology 	landscape	. Leading strategic initiatives &amp; 	\nroadmap strategy for CMO 	organizations for content &amp; commerce market activation 	\nacross multi	-brand, multi	-geography landscapes	  	\n&bull; 	Optimization  Consulting	 &ndash; outside	-in assessments 	&amp;  strategy  roadmap 	across 	\nbusiness  imperatives.	 Market  assessment,  competitive  analysis,	 identify  sector 	\nspecific	 marketing  trends  and  growth  opportunities  across  multiple  capabilities	- 	\nomnichannel, social commerce, live commerce, hyper personalization	, etc.	,  	\n&bull; 	Driving presales solutions	- Providing solutions across	- Adobe Commerce (Magento), 	\nSAP  Hybris,  Commerce  tools	,  Shopify	 for  RFP  responses.  Leading  a	ccelerator 	\ndevelopment 	track 	and building partnerships with eCommerce product vendors. 	 	\n&bull; 	Developed 	frameworks 	&amp;  assets 	for  eCommerce  landscape 	maturity  assessment	, 	\nomnichannel	 maturity  assessment,	 platform  evaluation, 	KPI  benchmarking, 	\npersonalization maturity assessment, 	etc. 	  	\n&bull; 	Experience 	in 	managing 	enterprise	-level	 implement	ation  of	 Adobe  commerce 	\n(Magento 2.0)	- Cloud/ 	on	-premises	 solutions	 for multi	-brand, multi	-geography	. 	\n&bull; 	Extensive experience in product 	management	 across 	in multiple domains	 with Agile 	\nways of working	 and managing it	&rsquo;s PnL	 	\n&bull; 	Thought  leadership	 &ndash; driving  CMO  charters  for  practice  growth  and  market 	\nactivation.  Publishing  white  papers,  managing  capability  decks  &amp;  conducting \nwebinars. 	 	\n&bull; 	Partnership 	Management	 &ndash; managing  partnerships  with 	Shopify  Plus, 	Commerce 	\ntools, 	VTex	 to establish 	Verticurl	 as 	a service partner and define joint 	GTM	 strategy	 	\n \n \n \n 	\n 	VARUN MAROTHIA	 	\nDirector	- CX &amp; 	Digital Commerce	 	\n2004 	- 2006	 	\nMASTER OF 	BUSINESS 	\nADMINISTRATION	  	\nICFAI Business School, Hyderabad	 	\nCGPA: 8.22	 	\n \n1999 	- 2003	 	\nBACHELOR OF ENGINEERING 	(Chemical)	  	\nPanjab Engg. College, Chandigarh	 	\nCGPA: 70.2% (Honors)	 	\n 	\n 	\n 	\n \nPLATFORMS/ PRODUCTS	 	\nOVERVIEW	 	\nEDUCATION	 	\nOmnichannel Transformation \nStrategy	 	\nOmnichannel benefits for \ncustomers &amp; business	 	\n 	\nPUBLICATIONS	 	\nAdobe Commerce \n(Magento)	 	\nShopify	 	\nSAP Hybris Cloud	 	\nAdobe Target	 	\nVarun.marothia@gmail.com	       	     	     	+91 9910091820	 	\nhttps:	 //www.linkedin.com/in/varun	-marothia	-3410996/	 	\nC-245	, Pocket	-7, Kendriya Vihar	-2, Sector	-82, Noida, UP\n\nVerticurl (An Ogilvy division)	- (Nov&rsquo; 22	- Till Date	) 	\nDirector	- CX &amp; Digital Commerce	 	 	 	 	 	 	 	\n \nResponsibilities	 	\n&bull; 	Commerce practice growth in India region	 across three metro cities	- Mumbai, Delhi	 and 	Bangalore	.  	\n&bull; 	Closely working 	with Ogilvy Experience team in 	India	 to cross sell digital capabilities in addition to media ca	pabilities	 	\n&bull; 	Set up consulting framework 	for maturity assessment	s and optimization assessments. 	Capacity to be positione	d at 	\na price point 	of $200 K	 per account in 	D2C/ B2B 	space.	 	\n&bull; 	Managing team of eCommerce consultants and business development 	 	\n&bull; 	Focus on deep	-tech techn	ologies in Generative AI and Digital Humans 	space.	 	\n&bull; 	Focus on building acceler	ators 	using generative AI 	technology.	 	\n&bull; 	Strategies ideation for large D2C brands for helping in increasing online revenue share	.  	\nKey achievements	 	\n&bull; 	Successfully 	established	 consulting frameworks at price point of $200K.	 Account conversion 	&ndash; 2 in Q4	&rsquo;22 &ndash; Q1	&rsquo;22	 	\n&bull; 	Practice building from 	lean team to a 	mid	-size	 team.	 	\n \nWipro Ltd. (April 2021 	&ndash; Nov&rsquo; 22	) 	\nDigital Commerce 	&ndash; Consulting Practice Head	 	 	 	 	 	 	April 2021 	&ndash; Till Date	 	\n \nResponsibilities	 	\n&bull; 	Responsible for 	establishing myself as 	a business 	partner	 to strategic clients in 	the 	eCommerce space, with 	a 	\nfocus  on  aligning  their  vision  &amp;  roadmap  with  Wipro&rsquo;s  service  offerings  and 	helping	 a client  in  identifying  new 	\ncapabilities areas to invest	 in. Create opportunities in eCommerce consulting, implementation, support areas.	 	\n&bull; 	As a consulting practice head with	in 	eCommerce practice	, I act in capacity of 	a thought leader to identify areas of 	\nopportunity with the latest industry	-aligned trends, publishing articles, building new capabilities within practice.	 	\n&bull; 	Instrumental  role  in  building  consulting  practice  within 	BU  from  bottom  to  top  and  converting  the  incremental 	\nrevenue opportunities	 	\n&bull; 	Expertise  in 	Adobe  Commerce	 (Magento),  Commerce  Tools,  SAP  Commerce  (Hybris)	 space  for  providing 	\nsolutions to proposals, bid 	defense	. 	\n&bull; 	As a part of pre	-sales responsibilities, owning and managing end to end 	solutions	 for eCommerce implementation, 	\nmigration, upgrade and Customization proposals. Managing client presentations and bid 	defense	 	\n&bull; 	Owning  complete  service  line  of 	commerce  optimizat	ion	 &ndash; This  focuses  on  customer  experience,  AB  testing/ 	\nmulti	-variate testing, developing capabilities in Adobe Target, Google Optimize for personalization. 	 	\n&bull; 	Leading accelerator development in 	the 	eCommerce landscape by focusing on new trends in 	the 	market 	 	\nKey achievements	 	\n&bull; 	Successfully 	led enterprise level	 discovery workshops for 	4 clients 	in 	a span of 	7 months 	and proposed 	1-3 years 	\nCAREER TIMELINE	 	\nWORK EXPERIENCE	 	\nSep&rsquo; 19 	&ndash; Mar&rsquo; 21	 	\nApr	&rsquo; 0	6- Se	p&rsquo; 	19	 	Apr&rsquo; 21 	&ndash; Nov&rsquo; 22	 	\nNov&rsquo; 22 	&ndash; Till Date\n\nroadmap	. 	\n&bull; 	Helped in establishing 	a high	-level	 capability 	roadmap	 for 	the 	business to plan and implement. 	 	\n&bull; 	Optimization	 assessments with 4 existing clients for focusing on incremental revenue. Generated revenue pipeline 	\nof avg $ 200 K 	- $ 300 K value per 	assessment	.   	\n&bull; 	Managing large scale RFP&rsquo;s for providing 	solu	tions	 in 	the 	Adobe Commerce space	 across industries, new avenues	. 	\n 	\nDigital 	Commerce 	Strategy Consulting for 	B2B	 	 	 	 	 	 	Sept	 20	21	 &ndash; Nov 	2021	 	\n \nDetails	- The 	client	 is 	a  global  leader  in  enterprise  IT  had  a  mandate  to  accelerate  sales  among  SMB  &amp;  B2B businesses 	\nalong  with  increasing  customers&rsquo;  lifetime  value  through  their 	eCommerce	 portal.  Initiated  4  weeks 	of 	experience  led 	a 	\nconsulting workshop for 	the 	complete 	eCommer	ce	 landscape. 	 	\nRole 	&ndash; Program Transformation Head	 	\nTech Stack: 	SAP Hybris, Mirakl Marketplace, Adobe AEM	. 	\nResponsibilities	- 	\n&bull; 	Responsible for delivering complete program transformation of 	the 	existing eCommerce landscape	 	\n&bull; 	Established  as  business  partner 	post  completion  of  innovation 	consulting	-led	 assessment  (Value  realization 	\nassessment	- framework developed by myself)	 	\n&bull; 	Led	 end  to  end  CX  assessment,  eCommerce 	functional 	assessment,  Digital  analytics  assessment  and  Platform 	\nmaturity assessment	 	\n&bull; 	Managed 	discovery phase	, define	d AS IS digital capability framework for gap assessment and 	To Be 	ideation.	 	\n&bull; 	Defined short term &amp; long	-term 	roadmap strategy	 	\nOutcome	- 	\n&bull; 	17	 value chains evaluated across 	4 business imperatives	 	\n&bull; 	Score based maturity assessment	 	\n&bull; 	85+	 gaps identified across value chains	- functional/ technical	 	\n&bull; 	65+	 Ideas/ solution generated across 	45	 capability area. 	 	\n&bull; 	5 - Key strategic initiatives identification	 	\n&bull; 	2-phased strategic roadmap mapped to	 capability value matrix 	 	\n \neCommerce	- Optimization Strategy Consulting	 	 	 	 	 	 	Aug 2021 	&ndash; Sept 2021	 	\n \nDetails	- Multi	-country	, D2C commerce platform was facing challenges in providing great customer experience and were 	\nnot able to increase their average order value. High cart 	abandonment	 &amp; high dropouts at checkout. A detailed consulting 	\ndriven assessment (experience led) was co	nducted by Wipro proactively to provide an 	outside	-in view to 	the 	client	. 	\nRole 	&ndash; Program Transformation Head	 	\nTech Stack: 	SAP 	Commerce Cloud (CCV 2)	, Adobe AEM, Miro Board	 	\nResponsibilities	- 	\n&bull; 	Responsible for delivering optimization strategy to 	the 	client for their eCommerce landscape	 	\n&bull; 	Detailed assessment &amp; recommendation report, Roadmap strategy (Short/ Long term)	 	\n&bull; 	Led	 CX assessment	, eCommerce assessment	, Digital analytics assessment	 and 	Platform maturity assessment	 	\n&bull; 	Value	-based backlog	 	\n&bull; 	Defined short term &amp; long	-term 	roadmap strategy	 	\nOutcome	- 	\n&bull; 	Lower  conversion  rates  at 	1.29%,	 much  lower  than  competitors  at 	3%.	 Identified  potential  gaps  &amp;  recommended 	\nideas/	solutions	 to improve the gap. 	 	\n&bull; 	Higher checkouts drop rate at 60%, assessed the potential cause and re	-defined solution journey to achieve target 	\nreduction by 	20%.	 	\n&bull; 	Higher  bounce  rate  at 	72%.	 Recommended  landing	 page  strategy,  SWO  optimization  strategy  &amp;  Home  page 	\npersonalization strategy to improve.	 	\n&bull; 	Devised strategy to improve avg order value by increasing checkouts as 	logged	-in users	 by 	2%	 of vs guest users 	\n(current guest user checkouts were at 98%)	 	\n \nNagarro Pv	t Ltd. (Sept 2019 	&ndash; March 2021	) 	\nDigital Commerce Implementation 	&ndash; Large Retail Enterprise, EMEA	  	 	 	Jul 2020 	&ndash; March 2021\n\nProject Details	- Nagarro helped a	 large retail giant in 	the 	EMEA region in 	the 	rapid transformation of their digital 	\ncommerce landscape during COVID season. Due to 	the 	urgency of business digitization, 	Nagarro performed 	due 	\ndiligence in 	a span of just 3 weeks to take up the new implementation roadmap. 	 	\nRole 	&ndash; Principal consultant	 (Ad	obe Commerce 2.	4.2	) 	\n \nResponsibilities	- 	\n&bull; 	Perform due diligence for existing commerce digital landscape across 	the 	value chain ( Awareness, 	\nConsideration, Conversion, Retention &amp; Advocacy) and user journey	 	\n&bull; 	Define digital product roadmap strategy for 	Next	-Gen	 transformation &amp; upgrade to 	the 	latest platform	 	\n&bull; 	Functional consultant/ Product Owner for multi	-brands/ multi	-geography upgrade at program level	 	\n&bull; 	Manage functional integration/ headless architecture with CMS, PIM, Pricing System, Salesforce, SAP, etc.	 	\n&bull; 	Manage	 releases as per business priorities 	 	\n&bull; 	Manage proposals, SOW for multiple new opportunities	 	\n \neBusiness Digital Strategy Consulting for US, EMEA Clients	  	 	 	 	Dec 2019 	&ndash; June 2020	 	\n \nDetails	- As a part of digital transformation, I provide consulting services in the domain of Retail/ 	eCommerce	 space for 	a 	\nlarge enterprise in 	the 	US, EMEA, APAC regions. They need our services to perform discovery of current business 	\nlandscape and propose digital 	roadmap strategy. 	 	\nRole 	&ndash; Principal consultant	 	\n \nResponsibilities	- 	\n&bull; 	Conduct discovery phase &amp; perform AS IS assessment of enterprise for commerce domain.	 	\n&bull; 	Define AS IS digital capability framework for gap assessment and solution ideation.	 	\n&bull; 	Define client&rsquo;s TO B	E business roadmap and strategy	- define 	multi	-geography	/ brands strategy, best fit product 	\nassessment, B2B/ B2C commerce, integrations recommendation.	 	\n&bull; 	Define 	omnichannel	 strategy for commerce implementation across various channels	 	\n&bull; 	Prepare RFI, 	involved	 in 	the 	vendor selection proces	s 	\n \n \nHCL Technologies (April 2006 	&ndash; Sept 2019)	 	 	 	 	 	 	 	 	\nIoT based Mobile App for VRF Industrial AC&rsquo;s/ Residential AC&rsquo;s	 	 	 	March 2019 	&ndash; Aug 2019	 	\n(Leading Air conditioning company, Japan)	 	\n \nProject Details	-  	\nAn embedded IOT project for JCH, Japan within &ldquo;Industrial Engineering 	&ndash; HVAC Domain&rdquo;. It involved developing an IOT 	\nmobile application for their 	Residential 	air	-conditioners at 	a global level. The project involved 	IoT	 Mobile App using Azure 	\nDevOps and Cloud platform, Hardware 	Wi	-Fi Pairing with mobile app and ability to control full operations of AC units. 	 	\n \nRole 	&ndash; Senior Product Owner	 	\n \nResponsibilities	- 	\n&bull; 	Product 	AS	-IS Assessment to manage communication between hardware and remote app. 	 	\n&bull; 	Usability Study 	&ndash; Stakeholder Interviews, Affinity mapping, Technology Trends assessment.	 	\n&bull; 	Product Owner 	&ndash; Agile based Product backlog management, Develop &amp; Prioritize user stories, Using	 Design 	\nThinking approach &amp; DCO derived app requirements, User story creations, Manage acceptance criteria&rsquo;s. 	 	\n&bull; 	Product Manager 	- Managed 	region	-specific	 program backlog at global level, created product roadmap, 	\ninvolvement in defining strategy for User eng	agement, product release management, managed user engagement 	\nmetrics, involvement in 	the 	go	-to-market plan, Product Launch 	- strategic planning to Tactical activities,	 	\n&bull; 	Release Management 	&ndash; Managing overall releases to market, product version management, pl	an for usability 	\ntesting, weekly status reporting to management.	 	\n&bull; 	Resource Management 	&ndash; Manage 	a team of product owners (Approx. 5) and mentor them 	 	\n \nKey Achievement&rsquo;s	- 	\n&bull; 	Successfully managed program backlog for 5 scrum teams along with feature priority	 	\n&bull; 	Defin	ed SAAS based revenue model.', 2, 2, 1, 'Recruiter', NULL, 'N', 14, 0, NULL, NULL, 0, NULL, NULL, '2024-10-04 10:16:48', 0),
(549, 139, 1, NULL, NULL, '1_139_209278228666ffc1dc21acb_Shailja_Tyagi_CV.docx', 'Shailja Tyagi_CV.docx', '\r\nShailja Tyagi Sr. Business Analyst \r\nHCL Technologies  Email:   shailjatyagi28@gmail.comPhone: +91-9540063311\r\nPROFESSIONAL SUMMARY\r\nExperienced Business Analyst with overall 11+ years&rsquo; experience as 6+ years&rsquo; in analyzing business requirements in software development and 5 years&rsquo; track record in Operations\r\nProfile Summary Business Analysis &ndash; Planning &amp;amp; Scoping, AS IS &amp;amp; TO BE Process Modelling, Requirement Analysis &amp;amp; Documentation, managing backlog, prioritizing feature scope, defining Use stories, Manage Stakeholder&#039;s Sign offs.\r\nWell versed with SDLC methods &ndash; Agile and waterfall, experienced in requirements gathering, Group Discussions and Use Cases. Experienced with creating and modifying process flow diagrams and Use Case Diagrams. Excellent communication, analytical, interpersonal, and presentation skills; highly adept at handling the expectations of Multiple Stakeholders\r\nScrums/ Project Management &ndash; Performed scrum master/project manager role and successfully delivered the release on time\r\nTransition Management &ndash; Project planning, Application risk assessment, Transition Go Live\r\nOperations &ndash; Assisting Ops delivery and change management, Improvement projects by using LEAN quality tools, Automations of reports to enhance productivity and efficiency, analyzing processes and recommending modifications to enhance operational efficiency\r\nIndustry/ Domain  Industrial Air Condition Software Product (HVAC)\r\nClinical Trial Management\r\nApplication Transition Management\r\nOperation delivery and change management\r\nEducation  Graduated in BSC-IT from Kuvempu University (Year: 2012)\r\nGNIIT from NIIT Ltd. (Year)\r\nTools Exposure in Visio for requirement modelling, Azure- VSTS, JIRA, Top Team, Kanban Board, HP ALM, SNOW, GCRS, Business Object, Cognos 8\r\nCurrent Organization HCL Technologies\r\nRole Product Owner cum Business Analyst Duration Apr&rsquo;15 &ndash; Till Date\r\nKEY PROJECT DETAILS\r\nClient Name  Johnson Controls Hitachi - Japan Development Methodology Agile and Waterfall\r\nRole Product Owner cum Business Analyst  Duration Jan&rsquo;19 &ndash; Till Date\r\nProject 1 Commercial App (Agile -Jan&rsquo;19 till Date) Project 2 Residential App (Waterfall -Aug&rsquo;19 &ndash; Till Date)\r\nResponsibilities  Collaborate with business users, product owners and business partners to gather and identify requirements and further define and document requirements.\r\nLead requirements discussion/review sessions with users, vendors, and the partners to further refine/scope requirements.\r\nAnalyze business requirements by doing a research work on To-Be proposed solutions to business teams by understanding the competitors&rsquo; applications, current market expectations from the product. \r\nPrioritize the scope based on product strategy.\r\nManage and prioritize backlog items on each iteration.\r\nCreate Use cases, user stories by capturing requirements from multiple stakeholders and getting signed off on the same in timely manner.\r\nAssist in planning, estimates, testing and rollouts of new software release and&nbsp;establish critical project related milestones, and participate in quality assurance.\r\nSupported in user acceptance of a release or feature, and provide value management reporting\r\nInvolved in solution design discussions to improve system usability/UI experiences.\r\nResponsible for delivering status reports to client as and when required.\r\nKey Achievements Received appreciation from client\r\nClient Name Q2 Solutions Development Methodology Agile\r\nRole Business Analyst &ndash; Clinical Trial Management Duration Apr&#039;18 &ndash; Jan&rsquo;19\r\nResponsibilities  Working in capacity of business analyst for Q2 Solution and managing and developing the LTMS application used for clinical trials laboratories services\r\nPlan execute and manage the integration of new applications into existing network infrastructure, systems &amp;amp; software throughout the enterprise\r\nGathering requirements and creating user stories and managing requirements in top team\r\nManaging the scoping of requirements and discussing the same with different stakeholders\r\nStepped up and played scrum master/project manager role when project was short of resources\r\nManaging daily calls and reporting on status on weekly basis to client\r\nKey Achievements Received appreciation from Senior BA(client) and Project Manager/Scrum Master\r\nClient Name UBS Bank Development Methodology Agile\r\nRole Business Analyst - Application Transition Management Duration Apr&#039;15 &ndash;Mar&rsquo;18\r\nResponsibilities  Working as a business analyst for UBS and managing applications risk assessment for finance stream\r\nRequirement planning &amp;amp; management &ndash; Prepare plan for gathering requirement &amp;amp; delivering within milestones\r\nApplication scoping, Requirement gathering and documentation, Elicitation using multiple techniques- User discussions, System documentation, meetings, etc.\r\nLiaison between business &amp;amp; team, stakeholder management, governance reporting\r\nResponsible for overall application Risk Assessment\r\nInvolvement in application transition Go Live\r\nWeekly project reporting\r\nKey Achievements Managed SLA&rsquo;s &amp;gt;95% transactions for all projects within timeframe\r\nValue idea creation of approx. US $ 15K in cost savings per annum &amp;amp; process improvements\r\nReceived &ldquo;Live Wire&rdquo; Certification &ndash; 2Q17, 3Q17\r\nPrevious Organization  Wipro Ltd.\r\nRole Analyst - Asset Data Management &amp;amp; Reporting Duration Dec&#039;09 - Apr&#039;15\r\nResponsibilities  Possess comprehensive understanding of database management systems\r\nInteracting with management in implementation of business, process, and technology improvements\r\nPlanning, implement quality and process improvement initiatives and UAT testing for production environment for enhance productivity\r\nPreparing data for a Dashboard (ORB) and other related reporting in a timely, accurate and consistent format/manner\r\nAnalyze monthly, Quarterly and Annual reporting requirements &amp;amp; prepare month-on-month &ldquo;Trend &amp;amp; Gap analysis&rdquo; &amp;amp; forecasting reports\r\nPublishing the documents or reports on intranet web page\r\nReporting sustainability performance against the KPIs for the business sector \r\nAnalyzed data in case of anomalies and carried out quality checks for the reports\r\nKey Achievements Lean Certified for Value idea creation for process improvements &ndash; Jun&rsquo;14\r\nReceived &ldquo;Star of the Month&rdquo; for performance - Sep&rsquo;14, Jul&rsquo;14, Jun&rsquo;14, May&rsquo;14, Jan&rsquo;14\r\nReceived &ldquo;Star of the Quarter&rdquo; for performance &ndash; 2Q12, 3Q14\r\nReceived &ldquo;Letter of Appreciation&rdquo;- Oct&#039;12, Mar&#039;13\r\nPromoted from &ldquo;Officer&rdquo; to &ldquo;Sr. Officer&rdquo; - Sep&rsquo;12\r\nPERSONAL DETAILS\r\nDate of Birth 28th Jun&rsquo;91\r\nMarital Status Single\r\n', 2, 2, 1, 'Recruiter', NULL, 'N', 14, 0, NULL, NULL, 0, NULL, NULL, '2024-10-04 10:22:20', 0),
(550, 139, 1, NULL, NULL, '1_139_102803454366ffc1dc29830_Varun_Marothia_-_Director_Digital_Commerce_-_1_9.pdf', 'Varun Marothia - Director Digital Commerce - 1.9.pdf', 'EXECUTIVE	 SUMMARY	 	EXPERTISE	 	\neCommerce 	&amp; digital marketing	 	\nDigital Transformation Consulting 	 	\nPre	-Sales Solutioning	 	\nProduct Management	 	\nProgram 	Management	 	\nAround 1	8+ years of global IT industry experience in delivering digital product innovations 	\n&amp; enterprise	-level	 eCommerce transformations 	for fortune 500 clients	 across 	geographies	. 	\nA  thought  leader 	&amp; 	established 	digital 	consulting 	partner	 for 	clients 	across  digital 	\ncommerce 	&amp; marketing 	value chains 	in B2C, B2B, and D2C landscape	.  	\n  \nVerticurl	 India	 (Nov	 202	2 &ndash; Till Date)	  	\n&bull; 	Commerce  c	onsulting 	practice 	head	- Leading  overall 	eCommerce 	consulting 	\npractice	 with 	20+  resources	. Strategy  &amp;  optimization  consulting  for  technology 	\nagnostic  landscape  across	- retail,  manufacturing,  Pharma,  CPG  &amp;  BFSI  vertical. 	\nManaging 	annual 	revenue  targets 	of  $8  Mn	. Maturity  assessments, 	Consulting 	\ndelivery, p	ipeline building, sales GTM 	connect &amp; conducting webinars.	    	\n&bull; 	eCommerce  Strategy	 	Consulting	: 	Leading 	end	-to-end  digital  commerce 	\ntransformation 	consulting	 across 	value 	chains	 centered  around 	functional,  data, 	\ncustomer experience 	(CX) 	and	 technology 	landscape	. Leading strategic initiatives &amp; 	\nroadmap strategy for CMO 	organizations for content &amp; commerce market activation 	\nacross multi	-brand, multi	-geography landscapes	  	\n&bull; 	Optimization  Consulting	 &ndash; outside	-in assessments 	&amp;  strategy  roadmap 	across 	\nbusiness  imperatives.	 Market  assessment,  competitive  analysis,	 identify  sector 	\nspecific	 marketing  trends  and  growth  opportunities  across  multiple  capabilities	- 	\nomnichannel, social commerce, live commerce, hyper personalization	, etc.	,  	\n&bull; 	Driving presales solutions	- Providing solutions across	- Adobe Commerce (Magento), 	\nSAP  Hybris,  Commerce  tools	,  Shopify	 for  RFP  responses.  Leading  a	ccelerator 	\ndevelopment 	track 	and building partnerships with eCommerce product vendors. 	 	\n&bull; 	Developed 	frameworks 	&amp;  assets 	for  eCommerce  landscape 	maturity  assessment	, 	\nomnichannel	 maturity  assessment,	 platform  evaluation, 	KPI  benchmarking, 	\npersonalization maturity assessment, 	etc. 	  	\n&bull; 	Experience 	in 	managing 	enterprise	-level	 implement	ation  of	 Adobe  commerce 	\n(Magento 2.0)	- Cloud/ 	on	-premises	 solutions	 for multi	-brand, multi	-geography	. 	\n&bull; 	Extensive experience in product 	management	 across 	in multiple domains	 with Agile 	\nways of working	 and managing it	&rsquo;s PnL	 	\n&bull; 	Thought  leadership	 &ndash; driving  CMO  charters  for  practice  growth  and  market 	\nactivation.  Publishing  white  papers,  managing  capability  decks  &amp;  conducting \nwebinars. 	 	\n&bull; 	Partnership 	Management	 &ndash; managing  partnerships  with 	Shopify  Plus, 	Commerce 	\ntools, 	VTex	 to establish 	Verticurl	 as 	a service partner and define joint 	GTM	 strategy	 	\n \n \n \n 	\n 	VARUN MAROTHIA	 	\nDirector	- CX &amp; 	Digital Commerce	 	\n2004 	- 2006	 	\nMASTER OF 	BUSINESS 	\nADMINISTRATION	  	\nICFAI Business School, Hyderabad	 	\nCGPA: 8.22	 	\n \n1999 	- 2003	 	\nBACHELOR OF ENGINEERING 	(Chemical)	  	\nPanjab Engg. College, Chandigarh	 	\nCGPA: 70.2% (Honors)	 	\n 	\n 	\n 	\n \nPLATFORMS/ PRODUCTS	 	\nOVERVIEW	 	\nEDUCATION	 	\nOmnichannel Transformation \nStrategy	 	\nOmnichannel benefits for \ncustomers &amp; business	 	\n 	\nPUBLICATIONS	 	\nAdobe Commerce \n(Magento)	 	\nShopify	 	\nSAP Hybris Cloud	 	\nAdobe Target	 	\nVarun.marothia@gmail.com	       	     	     	+91 9910091820	 	\nhttps:	 //www.linkedin.com/in/varun	-marothia	-3410996/	 	\nC-245	, Pocket	-7, Kendriya Vihar	-2, Sector	-82, Noida, UP\n\nVerticurl (An Ogilvy division)	- (Nov&rsquo; 22	- Till Date	) 	\nDirector	- CX &amp; Digital Commerce	 	 	 	 	 	 	 	\n \nResponsibilities	 	\n&bull; 	Commerce practice growth in India region	 across three metro cities	- Mumbai, Delhi	 and 	Bangalore	.  	\n&bull; 	Closely working 	with Ogilvy Experience team in 	India	 to cross sell digital capabilities in addition to media ca	pabilities	 	\n&bull; 	Set up consulting framework 	for maturity assessment	s and optimization assessments. 	Capacity to be positione	d at 	\na price point 	of $200 K	 per account in 	D2C/ B2B 	space.	 	\n&bull; 	Managing team of eCommerce consultants and business development 	 	\n&bull; 	Focus on deep	-tech techn	ologies in Generative AI and Digital Humans 	space.	 	\n&bull; 	Focus on building acceler	ators 	using generative AI 	technology.	 	\n&bull; 	Strategies ideation for large D2C brands for helping in increasing online revenue share	.  	\nKey achievements	 	\n&bull; 	Successfully 	established	 consulting frameworks at price point of $200K.	 Account conversion 	&ndash; 2 in Q4	&rsquo;22 &ndash; Q1	&rsquo;22	 	\n&bull; 	Practice building from 	lean team to a 	mid	-size	 team.	 	\n \nWipro Ltd. (April 2021 	&ndash; Nov&rsquo; 22	) 	\nDigital Commerce 	&ndash; Consulting Practice Head	 	 	 	 	 	 	April 2021 	&ndash; Till Date	 	\n \nResponsibilities	 	\n&bull; 	Responsible for 	establishing myself as 	a business 	partner	 to strategic clients in 	the 	eCommerce space, with 	a 	\nfocus  on  aligning  their  vision  &amp;  roadmap  with  Wipro&rsquo;s  service  offerings  and 	helping	 a client  in  identifying  new 	\ncapabilities areas to invest	 in. Create opportunities in eCommerce consulting, implementation, support areas.	 	\n&bull; 	As a consulting practice head with	in 	eCommerce practice	, I act in capacity of 	a thought leader to identify areas of 	\nopportunity with the latest industry	-aligned trends, publishing articles, building new capabilities within practice.	 	\n&bull; 	Instrumental  role  in  building  consulting  practice  within 	BU  from  bottom  to  top  and  converting  the  incremental 	\nrevenue opportunities	 	\n&bull; 	Expertise  in 	Adobe  Commerce	 (Magento),  Commerce  Tools,  SAP  Commerce  (Hybris)	 space  for  providing 	\nsolutions to proposals, bid 	defense	. 	\n&bull; 	As a part of pre	-sales responsibilities, owning and managing end to end 	solutions	 for eCommerce implementation, 	\nmigration, upgrade and Customization proposals. Managing client presentations and bid 	defense	 	\n&bull; 	Owning  complete  service  line  of 	commerce  optimizat	ion	 &ndash; This  focuses  on  customer  experience,  AB  testing/ 	\nmulti	-variate testing, developing capabilities in Adobe Target, Google Optimize for personalization. 	 	\n&bull; 	Leading accelerator development in 	the 	eCommerce landscape by focusing on new trends in 	the 	market 	 	\nKey achievements	 	\n&bull; 	Successfully 	led enterprise level	 discovery workshops for 	4 clients 	in 	a span of 	7 months 	and proposed 	1-3 years 	\nCAREER TIMELINE	 	\nWORK EXPERIENCE	 	\nSep&rsquo; 19 	&ndash; Mar&rsquo; 21	 	\nApr	&rsquo; 0	6- Se	p&rsquo; 	19	 	Apr&rsquo; 21 	&ndash; Nov&rsquo; 22	 	\nNov&rsquo; 22 	&ndash; Till Date\n\nroadmap	. 	\n&bull; 	Helped in establishing 	a high	-level	 capability 	roadmap	 for 	the 	business to plan and implement. 	 	\n&bull; 	Optimization	 assessments with 4 existing clients for focusing on incremental revenue. Generated revenue pipeline 	\nof avg $ 200 K 	- $ 300 K value per 	assessment	.   	\n&bull; 	Managing large scale RFP&rsquo;s for providing 	solu	tions	 in 	the 	Adobe Commerce space	 across industries, new avenues	. 	\n 	\nDigital 	Commerce 	Strategy Consulting for 	B2B	 	 	 	 	 	 	Sept	 20	21	 &ndash; Nov 	2021	 	\n \nDetails	- The 	client	 is 	a  global  leader  in  enterprise  IT  had  a  mandate  to  accelerate  sales  among  SMB  &amp;  B2B businesses 	\nalong  with  increasing  customers&rsquo;  lifetime  value  through  their 	eCommerce	 portal.  Initiated  4  weeks 	of 	experience  led 	a 	\nconsulting workshop for 	the 	complete 	eCommer	ce	 landscape. 	 	\nRole 	&ndash; Program Transformation Head	 	\nTech Stack: 	SAP Hybris, Mirakl Marketplace, Adobe AEM	. 	\nResponsibilities	- 	\n&bull; 	Responsible for delivering complete program transformation of 	the 	existing eCommerce landscape	 	\n&bull; 	Established  as  business  partner 	post  completion  of  innovation 	consulting	-led	 assessment  (Value  realization 	\nassessment	- framework developed by myself)	 	\n&bull; 	Led	 end  to  end  CX  assessment,  eCommerce 	functional 	assessment,  Digital  analytics  assessment  and  Platform 	\nmaturity assessment	 	\n&bull; 	Managed 	discovery phase	, define	d AS IS digital capability framework for gap assessment and 	To Be 	ideation.	 	\n&bull; 	Defined short term &amp; long	-term 	roadmap strategy	 	\nOutcome	- 	\n&bull; 	17	 value chains evaluated across 	4 business imperatives	 	\n&bull; 	Score based maturity assessment	 	\n&bull; 	85+	 gaps identified across value chains	- functional/ technical	 	\n&bull; 	65+	 Ideas/ solution generated across 	45	 capability area. 	 	\n&bull; 	5 - Key strategic initiatives identification	 	\n&bull; 	2-phased strategic roadmap mapped to	 capability value matrix 	 	\n \neCommerce	- Optimization Strategy Consulting	 	 	 	 	 	 	Aug 2021 	&ndash; Sept 2021	 	\n \nDetails	- Multi	-country	, D2C commerce platform was facing challenges in providing great customer experience and were 	\nnot able to increase their average order value. High cart 	abandonment	 &amp; high dropouts at checkout. A detailed consulting 	\ndriven assessment (experience led) was co	nducted by Wipro proactively to provide an 	outside	-in view to 	the 	client	. 	\nRole 	&ndash; Program Transformation Head	 	\nTech Stack: 	SAP 	Commerce Cloud (CCV 2)	, Adobe AEM, Miro Board	 	\nResponsibilities	- 	\n&bull; 	Responsible for delivering optimization strategy to 	the 	client for their eCommerce landscape	 	\n&bull; 	Detailed assessment &amp; recommendation report, Roadmap strategy (Short/ Long term)	 	\n&bull; 	Led	 CX assessment	, eCommerce assessment	, Digital analytics assessment	 and 	Platform maturity assessment	 	\n&bull; 	Value	-based backlog	 	\n&bull; 	Defined short term &amp; long	-term 	roadmap strategy	 	\nOutcome	- 	\n&bull; 	Lower  conversion  rates  at 	1.29%,	 much  lower  than  competitors  at 	3%.	 Identified  potential  gaps  &amp;  recommended 	\nideas/	solutions	 to improve the gap. 	 	\n&bull; 	Higher checkouts drop rate at 60%, assessed the potential cause and re	-defined solution journey to achieve target 	\nreduction by 	20%.	 	\n&bull; 	Higher  bounce  rate  at 	72%.	 Recommended  landing	 page  strategy,  SWO  optimization  strategy  &amp;  Home  page 	\npersonalization strategy to improve.	 	\n&bull; 	Devised strategy to improve avg order value by increasing checkouts as 	logged	-in users	 by 	2%	 of vs guest users 	\n(current guest user checkouts were at 98%)	 	\n \nNagarro Pv	t Ltd. (Sept 2019 	&ndash; March 2021	) 	\nDigital Commerce Implementation 	&ndash; Large Retail Enterprise, EMEA	  	 	 	Jul 2020 	&ndash; March 2021\n\nProject Details	- Nagarro helped a	 large retail giant in 	the 	EMEA region in 	the 	rapid transformation of their digital 	\ncommerce landscape during COVID season. Due to 	the 	urgency of business digitization, 	Nagarro performed 	due 	\ndiligence in 	a span of just 3 weeks to take up the new implementation roadmap. 	 	\nRole 	&ndash; Principal consultant	 (Ad	obe Commerce 2.	4.2	) 	\n \nResponsibilities	- 	\n&bull; 	Perform due diligence for existing commerce digital landscape across 	the 	value chain ( Awareness, 	\nConsideration, Conversion, Retention &amp; Advocacy) and user journey	 	\n&bull; 	Define digital product roadmap strategy for 	Next	-Gen	 transformation &amp; upgrade to 	the 	latest platform	 	\n&bull; 	Functional consultant/ Product Owner for multi	-brands/ multi	-geography upgrade at program level	 	\n&bull; 	Manage functional integration/ headless architecture with CMS, PIM, Pricing System, Salesforce, SAP, etc.	 	\n&bull; 	Manage	 releases as per business priorities 	 	\n&bull; 	Manage proposals, SOW for multiple new opportunities	 	\n \neBusiness Digital Strategy Consulting for US, EMEA Clients	  	 	 	 	Dec 2019 	&ndash; June 2020	 	\n \nDetails	- As a part of digital transformation, I provide consulting services in the domain of Retail/ 	eCommerce	 space for 	a 	\nlarge enterprise in 	the 	US, EMEA, APAC regions. They need our services to perform discovery of current business 	\nlandscape and propose digital 	roadmap strategy. 	 	\nRole 	&ndash; Principal consultant	 	\n \nResponsibilities	- 	\n&bull; 	Conduct discovery phase &amp; perform AS IS assessment of enterprise for commerce domain.	 	\n&bull; 	Define AS IS digital capability framework for gap assessment and solution ideation.	 	\n&bull; 	Define client&rsquo;s TO B	E business roadmap and strategy	- define 	multi	-geography	/ brands strategy, best fit product 	\nassessment, B2B/ B2C commerce, integrations recommendation.	 	\n&bull; 	Define 	omnichannel	 strategy for commerce implementation across various channels	 	\n&bull; 	Prepare RFI, 	involved	 in 	the 	vendor selection proces	s 	\n \n \nHCL Technologies (April 2006 	&ndash; Sept 2019)	 	 	 	 	 	 	 	 	\nIoT based Mobile App for VRF Industrial AC&rsquo;s/ Residential AC&rsquo;s	 	 	 	March 2019 	&ndash; Aug 2019	 	\n(Leading Air conditioning company, Japan)	 	\n \nProject Details	-  	\nAn embedded IOT project for JCH, Japan within &ldquo;Industrial Engineering 	&ndash; HVAC Domain&rdquo;. It involved developing an IOT 	\nmobile application for their 	Residential 	air	-conditioners at 	a global level. The project involved 	IoT	 Mobile App using Azure 	\nDevOps and Cloud platform, Hardware 	Wi	-Fi Pairing with mobile app and ability to control full operations of AC units. 	 	\n \nRole 	&ndash; Senior Product Owner	 	\n \nResponsibilities	- 	\n&bull; 	Product 	AS	-IS Assessment to manage communication between hardware and remote app. 	 	\n&bull; 	Usability Study 	&ndash; Stakeholder Interviews, Affinity mapping, Technology Trends assessment.	 	\n&bull; 	Product Owner 	&ndash; Agile based Product backlog management, Develop &amp; Prioritize user stories, Using	 Design 	\nThinking approach &amp; DCO derived app requirements, User story creations, Manage acceptance criteria&rsquo;s. 	 	\n&bull; 	Product Manager 	- Managed 	region	-specific	 program backlog at global level, created product roadmap, 	\ninvolvement in defining strategy for User eng	agement, product release management, managed user engagement 	\nmetrics, involvement in 	the 	go	-to-market plan, Product Launch 	- strategic planning to Tactical activities,	 	\n&bull; 	Release Management 	&ndash; Managing overall releases to market, product version management, pl	an for usability 	\ntesting, weekly status reporting to management.	 	\n&bull; 	Resource Management 	&ndash; Manage 	a team of product owners (Approx. 5) and mentor them 	 	\n \nKey Achievement&rsquo;s	- 	\n&bull; 	Successfully managed program backlog for 5 scrum teams along with feature priority	 	\n&bull; 	Defin	ed SAAS based revenue model.', 2, 2, 1, 'Recruiter', NULL, 'N', 14, 0, NULL, NULL, 0, NULL, NULL, '2024-10-04 10:22:20', 0);
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(551, 141, 87, NULL, NULL, '87_141_10932818806724b8d080d30_1583996961830.pdf', '1583996961830.pdf', 'Executive Profile	 	 \nCertified Project Management Professional 	&amp; Six Sigma Black Belt Practi	tio	ner 	offering 	over 14 	years of rich	 &amp; valued 	\nexperience in 	Program 	Management, 	Change Management	, Financial System Analysi	s, Process Automation, 	Operations	 	\nManagement	 and 	global implementation	 track record for definition 	&amp; optimization of best	-in-class	 IT 	applications and 	\noperations.	 	 \n 	Led 	Investment &amp; Private 	Banking, Securities &amp; Derivatives	: Trading, Clearing &amp; Settlement 	(Front 2 Back) 	Lifecycle, 	\nRegulatory  Reporting  MiFID/II  and  Securitization  &amp;  Asset  Man	agement, 	Collateral  Lending  Portfolio,  Back  Office 	\nIntegration 	project deliv	ery and business 	transformation	s.  	\n 	Managed &amp; delivered project for 	prestigious clients	 such as Goldman Sachs, Deutsche Bourse AG, Morgan Stanley, Royal 	\nBank of Scotland, ABN AMRO Bank, ENI Trading, Western Union, Axis Bank, American Express, UK Asset Resolution and \nUIDAI	- Aadhaar	; worked in 	18 countries across Europe, UK and Asia Pacific	 	\n 	Worked  in  capacity  of  Program  Manager;  successfully  led  and  executed  multiple  mid	-to-large  projects  in  across  SDLC 	\nAgile (Scrum), Waterfall, BPM	-SOA, and Six Sigma	 (DMAIC, DMADV) framework	. 	\n 	Extensive  exposure  to  requirement  &amp;  business  process  management  fr	amework  in  capital  market  domain  with  assets 	\nclasses: 	equity, derivatives, fixed income,	 commodities &amp;	 risk management	. 	\n 	Scaled  up 	organizational  business 	by  supporting  business  agility, 	tra	nsforming  struggling  departments  into 	\nsuccessful	, revenue generating operations through 	IT-enabled business processing	 	\n 	Recognized as 	high	-valued 	Process	 evangelist	, defined enterprise 	wide transformation	 strategies 	&amp; solution	 design	 to 	\nreduce costs, improve efficiencies, support goals and maximize productivity	 	\n 	\nKey Impact Areas	 	Soft 	Skills	 	\n \n    \n   Program Management	 	\nBusiness 	Excellence and Analysis	 	\nBusiness Change Management	 	\nDigital Transformation	 	\nAgile Framework 	Implementation	 	\nRobotic Automation Framework	 	\nProcess Excellence	 	\nVendor Governance &amp; Audit	 	\n Operational Excellence 	 	 	\n  \nLeadership	 	 	\nVisionary	 	 	\nIntuitive	 	 	\nInnovator	 	 	\nCollaborator	 	 	\nMotivator	 	 	\nAnalytical	 	 	\nTeam Builder	 	 	 	\n Career Timeline	 	\n \n \n \n \n \n \n \n \n \n \n \n 	\nNikhil Goel	 	 	\nTargeting assignments in 	Program Management / 	IT Project Delivery	 / Digital 	\nTransformation/ Business Analysis 	with an organization o	f repute	 in IT 	\nDepartment of Banking/ Financial Institution	 	\nLocation Preference: 	Any Metropolitan	 	\n Phone:+91	-860010075	 	\n E-mail: 	pacific.nik@gmail.com	 	\n \n 	\n 	\nJun&rsquo;04	-May&rsquo;08	 	\nJun&rsquo;08	-Jun&rsquo;09	 	\nJun&rsquo;09	-Sep&rsquo;10	 	\nOct&rsquo;10	-Jul&rsquo;16	 	\nOct&rsquo;10	-Jul&rsquo;16\n\nNotable Accomplishments Across 	the 	Career	 	\n \n 	Delivered projects in wide verity of functions in financial services &amp;	 captive finance such as 	Financial Transformation, 	\nSystem Integration, Process Improvement	/ Automation 	&amp; Transition	 in Investment Banking 	&amp; Financial Market	 	\n 	Acted  as 	Project  Manager  in  Axis  Bank	- Product  Strategy  Team	;  played  a 	pivotal	 role 	in  front  to  bac	k  office 	\nimplementation of Axis Bank 	Private Banking Division 	with 	implementation of Olympic	, 3rd party product	 	\n 	Recognized for introduction of 	order pro	-rata matching concept	 at Eurex market of German Stock Exchange	 	\n 	Leveraged exposure to 	process excellence	, executed Lean six sigma projects with 	value proposition of USD 560 K	 	\n 	Realized 	margin improvement of USD 240 K	 with change management and ADKAR framework	 	\n 	Led &amp; stabilized 	change management and process excellence	 initiatives	, applied 	Lean, Kaizen, ADKAR, 	MoSCoW on 	\nBPM	, BPR, 	&amp; CI 	Projects	 	\n 	Established 	governance  model  and  operations  for  large  accounts 	such  as 	Goldman  Sachs,  Axis  Bank,  Western  Union 	\n(Digital Remittance Platform	), UKAR, 	Aadhaar	-UIDAI from due diligence, requirement analysis to steady state 	with peak 	\nteam size of over 200 	resources with budget in e	xcess of USD 	24 	Million 	annually	 	\n 	Gained  exposure  to  NFR,  ETL,  Data  Model  in  BFS  product  implementation  with  data  model  mapping,  upstream  and \ndownstream analysis, data profiling, data reliability &amp; i	ntegrity checks, and MDM	 	\n 	Translate	d open  ended  business  problems  into  a  structured  hypothesis,  KPIs  to  provide  customer  value  an	d  strategic 	\nbusiness excellence	 	 	\n Professional 	Experience	 	\n \nSapient 	Global Markets	, Noida	 as 	Program Manage	r 	 	 	                                   	 	       	Jun&rsquo;16	-Present	 	 \nLeading 	Agile  Product  &amp;  Project  Management	 across 	strategic	 projects  to  achieve 	client	 goals,  designing  multi	-year 	business 	\ntransformation 	strategies, 	implementation IT 	roadmap. Proven record of 	timely cost	-effective delivery with	 best in class quality 	\nstandards  thereby,	 managing  the  full  scope  of  projects  from  inception  to  post	-go	-line  &amp;  sign	-off, 	due  diligence, 	proposal 	\ndevelopment, planning,	 solution 	design	, quality reviews,	 roll	-out, delivery	 excellence	, operational governance	. Effective in large 	\nproject  charters  and  multi	-vendor  environment	.  Standardizing  risk  assessment,  risk  treatment  plans, 	project  management 	\nframework, 	definition of done	, health checks, 	administering resources, SLA	-based s	upport, 	audit	 &amp; training. 	 	\n \nKey Projects:	 	\n \nTitle:	 	 	Collateral Lending Portfolio	 	\nDescription:	 	Provided a private lending platform for loan origination and addressed the needs of broker/dealer, 	 	\n 	 	custodian, lending bank and servicer.	 	\nKey Responsibilities:	 	\n 	Performed  business  due  diligence,  program  planning  to  envisage  &amp;  support  strategic  objectives  of  Goldman  private \nlending business model	 	\n 	Transitioned  product  knowledge  from  client  product  strategy  &amp;  IT  Advisory  Teams  and  delivered  a  private  lending \nproduct,	 COLT	 	\n 	Formulated  &amp; tracked program plan, scope baseline, governance  &amp; change management framework; increased  the size \nof the team to 86 FTEs	 	\n 	Led  end	-to-end  Agile  delivery,  ensured  poker  planning,  backlog  grooming,  sprint  planning,  tracked  burndown  &amp; 	\nimprov	ed velocity, product demo &amp; sprint retrospection, RAID log, &amp; reported the same to senior leadership	 	\n 	Institutionalized  process  matrices,  quality  adherence,  audit,  &amp;  tollgate,  SOW  formalization,  P&amp;L  creation  and  budget \napproval, utilization, PM%, milestone 	billing, invoice creation, margin improvement	 	\n \nTitle:	 	 	Back Office Integration	 	\nDescription:	 	Project aimed at Endur Trading System Integration of Front to back office trade confirmation &amp; 	 	\n 	 	settlement process.	 	\nKey Responsibilities:	 	\n 	Defined HLP, MLP, LLP, S	cope, RTM in line with back	-office integration roadmap to rollout derivatives products such as 	\nGas, Power, LNG, Emission for seamless processing of trades with generation of confirm &amp; settlement invoices	 	\n 	Delivered process efficiency and enhanced customer e	xperience by reduction of the trade processing lead time, used Lean 	\nmethods/tools &amp; BPR framework in MO/BO application landscape\n\nPrevious Experience	 	\n \nHCL Technologies Ltd., 	Noida	 as 	Program Manager	 	 	 	 	 	 	Oct&rsquo;10	-Jul&rsquo;16	 	\n \nKey Projects:	 	\n \nTitle:	 	 	R3 	International	 	\nClient:	  	Western Union	 	\nDescription:	 	Project aims to uplift western union operations in 16 countries on digital web, mobile platform. HCL to       	 	\n 	                	transition out two incumbent suppliers and provide development &amp;	 support as one stop shop. 	 	\nKey Responsibilities:	 	\n 	Managed business process &amp; in	-flight projects, set	-up WU account, led POCs, mid	-to-large strategic client programs such 	\nas web platform, Walgreen stores, &amp; 	WeChat	 mobility platform	 	\n 	Established  off/onshore  d	elivery  model,  agile++  framework,  scrum  of  scrum,  backlog  grooming,  burndown, 	\nretrospection,  team  ramp	-up  to  over  200  resources,  ODC  setup,  PMO  procedures,  process  matrices,  SLA,  governance, 	\nphysical &amp; information security, quality 	and 	ODC audits	 	\n 	Played  a  pivotal  role 	in  account  revenue  growth  from 	USD 	500	 K  to 	USD 	24	 M 	in  18  months  and 	executed 	margin 	\nimprovement initiatives of 	USD 240 K	 	\n 	Executed 	Lean Six Sigma 	Project and realized the following changes:	 	\n 	Enhanced invoice efficiency, 	reduce	d UAR, i	mprove	d utilization	 which resulted in cost savings of USD 	324	 K 	\n 	Reduce	d hiring cycle 	to less than 	10 days, 	and 	on	-boarding 	to 	15 days	, thereby, saving USD 	125	  	 \nAxis Bank	, Mumbai	 as 	Business Manager	 	 	 	 	 	 	 	Jun&rsquo;09	-Sep&rsquo;10	 	\n \nDescription:	 	Implement  Olympic  banking  system  for  Axis  private  banking  business.  Roll  out  private  banking  features 	\n 	 	with third party product implementation.	 	\nKey Responsibilities:	 	\n 	Front to back office third party product (Olympic banking suite) implementation for Axis 	private banking division.	 	\n 	Responsible  for  due  diligence,  product  parameterization,  cost  benefit  analysis,  build/buy	-vendor  selection,  gather 	\nrequirements  from  internal  cross  functional  teams  (RM,  product  strategy,  risk  compliance,  legal,  operations,  IT	-inf	ra), 	\ncharter,  budget  estimate,  stakeholder  approvals,  Project  planning  (MPP),  scope  baseline,  staffing,  vendor  onboarding, \ntools &amp; training, RAID log, test and audit vendor delivery, milestone approval for invoice payment. 	 	\n 	Setup and institutionalized prog	ram governance 	&ndash; checkpoints, business (MBR, QBR) and tech (TDC) reviews, DSR, MSR, 	\nWSR, steering meeting, risk &amp; change board reviews, CXO reporting. 	 	 \nIBM	, Gurgaon	 as 	BPM Consultant       	 	 	 	 	 	 	 	                	Jun&rsquo;08	-Jun&rsquo;09	 	 \nTata Consultancy Services	, Europe	 as 	Business	 Analyst	  	                                        	 	 	Jun&rsquo;04	-May&rsquo;08	 	 	\n Certifications	 	\n \n \n \n \n  	\n Technical Skills	 	 \n 	MS Projects, Visio, SQL, Clarity,	 JIRA, WebSphere Business Modeler, MiniTab, iGrafix, RPA (BluePrism)	 	\n 	Third Party Products: Fidessa, Summit, DealAxis, Olympic, Eurex, Tosca, End	ur 	 	\n Education	 	 \n \n 	 	\n Personal Details	 	 \nDate of Birth:	 	 	January 15	th, 1980	 	\nLanguages Known:	 	Engli	sh, Hindi	, and 	German	 	\nAddress:	 	 	B-165, Surajmal Vihar, Delhi	-110092	 	\nPMP, valid 	till 	2019	 	Robotic Process Automation (BluePrism)	 	\nLean Six Sigma Black Belt	 	\n2004	 	MBA (Finance)	 	\n 	\n2002	 	B.Tech.', 2, 2, 1, 'Recruiter', '', 'N', 14, 0, NULL, NULL, 0, NULL, NULL, '2024-11-01 11:17:36', 0),
(552, 141, 87, NULL, NULL, '87_141_19595223336724b8d0822a6_AB_BTG-29-05-2022.pdf', 'AB_BTG-29-05-2022.pdf', 'Ankit Bansal 	\nankban	1@	gmail	.com 	/ +919891585155 / 	Rajnagar Extension	, Ghaziabad	, Uttar Pradesh\n \n \n \n \n 	\nSummary\n 	\n 	I have	 experience	 of clocking	 `9 yrs	 into	 Digital	 Marketing	 from	 the	 day	 one	 since	 when	 I have	 had	 Embarked 	\nmy	 Journey.\n	\n 	I&#039;m	 a Full	 Stack	 Digital	 Marketer	 which	 implies	 have	 worked	 on	 Entire	 Gamut of Digital	 Marketing	 &amp; being	 as 	\naforesaid I have worked on App, Web and 	M-web	 too.\n	\n 	I&#039;m	 always	 Ardent	 to Play	 a Devoid	 of Bias	 Role	 as	 i do	 believe	 that nothing	 is arduous	 if you	 have	 zeal	 and	 	\nzest then you can do whatsoever you are asked 	to 	do so even you can 	make 	wonders	 too	.\n\n 	\nExperience\n 	\nVice President	- Digital Marketing	 	\nBa	nsal Group	 &bull; Bhopal, M.P	 	\n01	/2022	&ndash; Present	 	\n 	\n&bull; 	Laying the foundation of Integrated Marketing &amp; forging the pillars as well.	 	\n&bull; 	Liasioning with Cross Functional Teams to roll out the cutting edge product.	 	\n&bull; 	Formulating a stellar Team for Integrated Marketing and Customer Delight accompanied by to spearhead \nthem.	 	\n&bull; 	Have got coined Cloud Telephony etc.	 	\nVice President	- Digital Marketing	 	\nSafexpay 	&bull; Than	e, Maharashtra 	\n05/2021 	&ndash; 01/	2022\n \n 	\n&bull; 	Laying the Foundation of Integrated Marketing and Forging the Pillars as	 well.\n 	\n&bull; 	Devised and Inculcated the SOP of	 Marketing.\n 	\n&bull; 	Incorporated	 GTM,	 GWMT,	 GA,	 Google	 Ads,	 FB/IG,	 Affiliate	 Marketing,	 E-mail	 Marketing,	 Linkedin	 and	 Stack 	\nof other pertinent Facets of Digital	 Marketing.\n 	\n&bull; 	Formulating	 Brand	 Aura, Persona	 and	 Crafting	 the	 Brand	 Positioning	 that	 will	 leads	 to intact	 the	 brand	 Equity 	\nand Brand Recall as	 well.\n 	\n&bull; 	Devised and Spearheading a Team of 11 Turks and More are in	 Pipeline.\n 	\n&bull; 	Devised	 and	 Inculcating	 Growth	 Hacking Tactics	 which	 are	 leading	 to Drive	 SQL/MQL	 at a handful	 of CPL.\n 	\n&bull; 	Formulated	 and	 Incorporating	 Substantial	 Roadmap	 to Steer	 Potential	 Traction	 which	 will	 eventually	 leads	 to 	\nbecome a	 pioneer.\n 	\n&bull; 	Have done Co	-Marketing and Branding for Sponsorships &amp; 	Cricket 	Team Acquisition too.\n 	\n&bull; 	Formulated	 SWOT.\n \n \n \nVice President -   Digital Marketing  \nRetreatsforme  &bull;  De lhi, New Delhi \n12/2019  -   05 /2021  \n 	\n&bull; 	Formulated	 Startup	 from	 Nascent	 Stage	 until	 last	 lap	 either	 in terms	 of Formulation	 of Stellar	 Team,	 SOP	 etc.\n 	\n&bull; 	Have had Outranked the Preeminent keywords of Rivals within 3 months that were even not in	 SERP.\n 	\n&bull; 	Drove SQL at a handful of bucks even below the Slated	 CPL.\n 	\n&bull; 	Devised and Incorporated Compelling Digital Marketing Roadmap 	to 	Stand out of the	 Crowd.\n 	\n&bull; 	Spearheaded a team of 18	 Turks.\n 	\n&bull; 	Have had Outranked the preeminent keywords of Rivals within 3 	months 	that were even not in	 SERP.\n 	\n&bull; 	Drove SQL at a handful of bucks even below the Slated	 CPL.\n 	\n&bull; 	Tested	 the	 Fixes	 or any	 Enhancement	 to the	 Portal	 in UAT	 Environment	 and	 used	 to give	 the	 heads	 up	 to 	\nDeploy it on	 Production.\n 	\n&bull; 	Verified the changes in Production 	and 	Execute the backup plan in case of any adverse	 impact.\n\nGeneral Manager -   Digital Marketing  \nIchamp  &bull;  Gurgaon, Haryana \n07/2019  -   12/2019  \n &bull; 	Laid the Foundation of Inbound and Outbound Marketing &amp; Forged the Pillars as	 well.\n 	\n&bull; 	Steered CPI @ Pit of Iceberg accompanied by Hard	 KPIs.\n 	\n&bull; 	Inculcated T	-shaped Digital Marketing like SEM, SMM, Affiliate Marketing, RTB, Native	 etc.\n 	\n&bull; 	Tailored	 the	 App	 by	 Drivin	g In-App	 Traffic,Engagement	 that	 Led	 to Unprecedented	 Stickiness	 by 	\nincorporating Hard	 KPIs.\n 	\n&bull; 	Spearheaded a Plethora of Affiliates at one	 go.\n 	\n&bull; 	Looked	 After	 a Stack	 of Real	-Time	 Attribution	 Platforms/MMPs	 of Affiliate	 Marketing	 like	 Cake,	 Hasoffers, 	\nAffise, Vnative, Appsflyer, Singular, Offerslook, Offers18, Branch.io, Trackier	 etc.\n 	\n&bull; 	Looked After Firebase, Google Play and Appstore	 console.\n \n \nManager -   Digital Marketing  \nHitbullseye  &bull;  Chandigarh, Punjab \n06/2018  -   06/2019  \n 	\n&bull; 	Inculcated	 Affiliate	 Marketing	 and	 Spearheaded	 a herd	 of affiliates	 to drive	 SQL	 and	 GMV	 on	 Hard	 KPIs.\n 	\n&bull; 	Drove SQL for B2B and B2C @ pit of	 iceberg.\n 	\n&bull; 	Brought Category Rank 	to 	1 on Amazon within a month without infusing any single penny on	 AMS.\n 	\n&bull; 	Incorporated Pertinent Tools of Digital Marketing such as GTM, Heatmap	 etc.\n 	\n&bull; 	Integrated SMS Marketing by which drove phenominally well when it comes 	to Growth.\n 	\n&bull; 	Looked After Omnichannel Platform like Amazon, Snapdeal	 etc.\n 	\n&bull; 	Spearheaded	 Real	-Time	 Attribution	 Platforms/MMPs	 of Affiliate	 Marketing	 like	 Cake,	 Hasoffers,	 Affise, 	\nVnative, Appsflyer	 etc.\n \n \nSenior E - commerce Executive  \nVishal Mega Mart  &bull;  Gurgaon, Haryana \n11 / /2017  -   06/2018  \n 	\n&bull; 	Laid the Foundation of Digital Marketing and Forged the Pillars as	 well.\n 	\n&bull; 	Inculca	ted and Spearheaded Affiliate Marketing that led 	to 	unprecedented	 GMV.\n 	\n&bull; 	Looked After Omnichannel Platforms like Amazon, Flipkart, Paytmmall, Snapdeal,	 etc.\n 	\n&bull; 	Listing and Cataloging of products on myvishal.com and as well as across all Ominchannel	 Platforms.\n 	\n&bull; 	Worked as KAM for all online	 Marketplaces.\n 	\n&bull; 	Looked	 After	 Last	 Mile	 Delivery,	 Order	 Execution,	 Payments,	 Tracking	 and	 Scheduling	 of orders	 and	 dispatch 	\nthereof.\n 	\n&bull; 	Spearheaded Unicommerce to manage orders,payments,Inventory for all the	 marketplaces.\n 	\n&bull; 	Spearheaded	 the	 Inventory	 and	 Timely	 Execution	 of Orders	 vide	 SAP	 ERP	 application	 and	 Item	 Master is 	\nalso maintained in	 SAP.\n \n \n \nOnline Sales Executive  \nBjain Publishers Pvt Ltd  &bull;  N oida, Uttar Pradesh \n11/2015  -   11 /2017  	\n&bull; 	Inculcated and Spearheaded Digital Marketing Facets that eventually led 	to 	stand out of the	 crowd.\n 	\n&bull; 	Spearheaded Brandstore(Magento) for any anew Enhancement Integration, Listing and Cataloging	 etc.\n 	\n&bull; 	Looked	 After	 Omnichannel	 platforms	 like	 Amazon,	 Flipkart,	 FirstCry,	 Snapdeal,	 Rediff,	 Hopscotch	 etc.	 and 	\nran AMS(Amazon Marketing Services) as well that led 	to 	7x	 Growth.\n 	\n&bull; 	Looked After Order Execution, Tracking, Scheduling and dispatch	 thereof.\n 	\n&bull; 	Spearheaded the Inventory and timely Execution of Orders vide ERP Tool i.e. 	&ldquo;Microsoft Navision	 2016&quot;.\n 	\n&bull; 	Looked After Customers Grievances and Facilitated the pertinent	 Resolution.\n \n \nTeam Leader  \nNeedsthesupermarket  &bull;  Ghaziabad, Uttar Pradesh \n07/2013  -   11/2015  \n 	\n&bull; 	Incorporated Entire Gamut of Digital Marketing that Comprised of Inbound and Outbound	 Marketing\n 	\n&bull; 	Devised	 and	 Incorporated	 Comprehensive	 Digital	 Marketing	 Roadmap	 to stay 	\nahead of the	 Curve.\n 	\n&bull; 	Formulated Brand Aura and Persona that led to Brand	 Recall.\n 	\n&bull; 	Optim	ized	 campaigns	 on	 day	 to day	 basis	 across	 Digital	 Media	 Facets	 tostrive	 for	 maximum	 throughput	 and 	\nto intact slated	 Metrics/KPIs.\n 	\n&bull; 	Liaison with Cross	-Functional teams 	to 	get the work	 done.\n 	\n&bull; 	Overseeing Brandstore (Prestashop) for any anew Enhancement, Integration	 etc.\n 	\n&bull; 	Spearheaded	 Heap	 of Digital	 Marketing	 tools	 that	 Comprises	 of Google 	\nAnalytics, 	GWMT, 	GTM, Google Ads Editor	 etc.\n\nSkills  \n 	\nGoogle	 Ads	 	Facebook/IG	 Ads	 	Afﬁliate Marketing 	\nDV360, SSP	 and	 DSP	 	Programmatic	 Marketing	 	Native  Advertising 	\nProximity	 Marketing	 	SMS	 Marketing	 	E-mail	 Marketing\n 	\nLinkedin/Quora	 Ads	 	Google	 Ads	 Editor	 	Hyperlocal	 Marketing 	\nWhatsapp	 Automation	 Marketing	 	Real	-time	 Attribution	 Platforms	 	Google Optimize 	\nPush	 Notiﬁcations	 	Inﬂuencer	 Marketing	 	Go	-to-Market\n 	\nRTB,PMP	 &amp; 	DMP	 	Drip	 Marketing	 	Cross 	Channel	 Marketing\n 	\nApp	 Marketing	 	ATL	 and	 BTL	 	Google 	Play Store &amp;	 App Store 	\nConsole\n 	\nFirebase/GA	 	Google	 Data	 Studio	 	Hubspot and	 Zapier\n 	\nA/B Testing &amp; Multivariate \nExperiments\n 	\nClevertap 	and	 MoEngage	 etc	 	Heatmaps  \n 	\nGrowth	 Hacker	 	Disruptive	 Game	 Changer	 	Innovator and Path 	Breaker 	\nPivotal Decision	 Maker\n \n 	\nEducation\n \n 	\nB.Tech	(CSE	)\n 	\nUPTU 	&bull; Ghaziabad	, Uttar Pradesh\n 	\n07/2013	   \n \n \n \n                                                                                                           	\nLanguages  \n 	\nHindi	 	English\n \n \n 	\n         	Social Links\n \n 	\nLinkedin:\n \n \nhttps://	www.linkedin.com/in/ankit	-bansal	-btg/\n \n \n                                                                                   	\nCertification and Professional Affiliations  \n 	\nGoogle Analytics Platform Principle\n \n \nAdvanced Google Analytics	- May&#039;2020	-May&#039;2023 	\nGoogle	 Tag	 Manager	 Fundamentals	- May&#039;2020	-May&#039;2023 	\nBloomberg Assessment Test:	- Score	- 89%', 2, 2, 1, 'Recruiter', '', 'N', 14, 0, NULL, NULL, 0, NULL, NULL, '2024-11-01 11:17:36', 0),
(553, 141, 87, NULL, NULL, '87_141_15989752756724b8d08257d_Abhishek+Mishra_Resume.docx', 'Abhishek+Mishra_Resume.docx', '', 2, 3, 1, 'Recruiter', '', 'N', 14, 0, NULL, NULL, 0, NULL, NULL, '2024-11-01 11:17:36', 0),
(554, 141, 87, NULL, NULL, '87_141_7749263966724b8d08567f_ABHISHEK+SHARMA.pdf', 'ABHISHEK+SHARMA.pdf', 'ab h is h 924 6924 6@ gm ail . c o mP ost :-  R aya  M ath ura ,  U tta r\nP ra d esh  P in  C od e :-  2 8 12 0 4\n20 22	E nglis hH in diU P L o cal  L an gu ag e	B SA  C olle g e o f E ngin eerin g &amp;\nT ech nolo g y M ath ura\n2 0 18R astriy a  In te r C olle g e R aya\nA bh is h ek\nS harm a\nCO M PU TE R  S C IE N CE\nEN GIN EER\n63976 773 4 4I  am  a  B .T ech   gra d u ate   in   C om pu te r  S cie n ce   an d\nE ngin eerin g a n d fo rw ard in g m y re su m e to  y o u  w it h\ng re at  hop es  th at  yo u r  co m pan y  m ay  help   m e  in\nf in din g  a  dyn am ic   posit io n   in   Com pu te r  Scie n ce\nE ngin eer  I  am  ve ry   m uch   in te re ste d   an d  ke en   to\nc o n tin ue  m y  care er  in   yo u r  org an iz a tio n .I   stro n gly\nb elie ve   in   te am work .  I  belie ve   th at  m y  kn ow le d g e,\nen erg y,  s in ce rit y  a n d a b il it y  t o  h an dle  m ult it a skin g\nw il l  b e a n  a sse t t o  y o u r c o m pan y.\nE D U CA TIO NLA N G U AG EEX PER IE N CECO N TA CTPR O FIL E	\nB.T ech  ( C om pu te r S cie n ce  a n d\nE ngin eerin g),  7 3 .5 0 % ,\nHig h er S eco n dary  ( P C M ),\n7 1.4 0 % ,  2 0 18	\nP ro je ct D eta il sR eal  t im e h um an  d ete ctio n  a n d\nco u n tin g s y ste m	\nA  r e al  lif e  a p plic atio n  o f h um an  o b je ct d ete ctio n\nm od el.   U se  o f im ag e 	p ro ce ssin g,  o b je ct d ete ctio n	\nan d d eep  n eu ra l  n etw ork s .	 	\nT h e p ro je ct w il l  f o cu s o n  h um an  o b je ct d ete ctio n\nan d c o u n t o f p eo p le  in  a  im ag e o r in  a  r e al\nI  c o m ple te d  m y c o rp ora te  t ra in in g f o r f re sh er\nw it h  K ero l  S yste m  a n d	\n       	t im e v id eo  c am era  o r s o m e o th er	\n       	s o u rc e s.	\n       	d u ra tio n  o f 3  m on th s	\n2 0 16R astriy a  In te r C olle g e R aya	S eco n dary  E du catio n ( S cie n ce ),\n8 2.5 0 % ,  2 0 16	\nS kil ls  -  P yth on , S Q L, D ata  S tru ctu re ,C , H TM L, C SS ,  J av aS tre n gth  -  H ard  W ork , T im e M an ag em en t, H on estH ob bie s -  C ookin g, L is te n  t o  m usic , P hoto g ra p h yA ch ie ve m en ts -C lo n e t h e r e p osit o ry  o n  G it H ub, W ork  o n  U I, W ork  o n  F la sk', 2, 2, 1, 'Recruiter', '', 'N', 14, 0, NULL, NULL, 0, NULL, NULL, '2024-11-01 11:17:36', 0),
(555, 141, 87, NULL, NULL, '87_141_7762679866724b8d085853_AdarshSingh.docx', 'AdarshSingh.docx', '\r\n\r\nAdarsh Singh \r\n \r\nContact \r\nPhone: 6354280290 Email: \r\nsoftadarsh9162@gmail.com \r\n \r\n \r\n \r\nTOOLS AND \r\nTECHNOLOGIES \r\n \r\n      12249151392555\r\n\r\n\r\nOBJECTIVE \r\n \r\nTo work in an organization that inspires to learn, enhance skills, contribute towards development of organization, and believes in continuous value addition, with being an asset to the company. \r\n \r\nWORKEXPERIENCE. \r\nWorked as a Software Test Engineer in Procohort Technologies Pvt Ltd from Feb 2020 till July 2023 \r\n \r\nPROFESSIONAL SUMMARY: \r\n\r\n                  \r\n                    \r\n                      \r\n                        \r\n                        \r\n                      \r\n                    \r\n                  \r\n                 \r\nHaving 3.6years of software industry experience in both Automation and Manual Testing. \r\nExprience in API Automation testing using tools like Rest \r\nTesting Tools  Selenium Web \r\nDriver \r\nProgramming Languages  JAVA \r\nTest \r\nFramework  Hybrid \r\nBuild tool  Maven \r\nProcess  Agile-Scrum \r\nDefect \r\nTracking Tool  JIRA \r\nCI/CD Tool  Jenkins \r\nVersion \r\nControl Tool  Git Hub \r\nAPI Testing Tool  Postman \r\nRest Assured \r\n1914525-1374370\r\n            \r\n              \r\n                \r\n                  \r\n                  \r\n                \r\n                \r\n                  \r\n                  \r\n                \r\n                \r\n              \r\n            \r\n          Assured\r\nWell Versed in CRUD operation using Rest Assured.\r\nHaving Clear Concepts in like Parameters Request Chaining used Rest Assured.\r\nExprience in POSTMAN &amp;amp; Newman.\r\nHaving Knowledge in Serialization and Deserialization and DataDrivenTesting..\r\nAbility to work on different projects simultaneously. \r\nAbility to handle the most stressed situations confidently and patiently. \r\nPerformed Smoke Testing, Component Testing, Integration Testing, System Testing, Regression Testing . \r\nExpertise in working with Selenium Web Driver using TestNG and Hybrid framework. \r\nPerformed Data driven testing using Selenium WebDriver, TestNG functions and JDBC Connections which reads data from property ,excel files and Database. \r\nExcellent knowledge and working experience in complete Java Package \r\nWorked on Test Management Tool Jira for Defect Logging and Defect Tracking. \r\nMade use of inbuilt Assertion.  Participating in regular project meetings with team members. \r\n \r\n            \r\n              \r\n                \r\n                  \r\n                  \r\n                \r\n              \r\n            \r\n          \r\n \r\nTECHNICAL SKILLS \r\nExperience on  Hybrid Frameworks. \r\nGood at handling Synchronization issue. \r\nGood at handling Exceptions and writing Custom Exceptions. \r\nExperience in designing scripts with Collections. \r\nExperience with implementing Java OOPS concepts in Framework. \r\nExperience in designing patterns, type casting and String. \r\nExperience in working with Git, Maven, Jenkins. \r\nWorked with project and defect management tool &ndash; JIRA. \r\nGood Knowledge on MySQL database. \r\n \r\nPROJECT 1 \r\n \r\nProject Name :Pet Portal \r\nDomain:          :ZooManagement \r\nRole                  :Automation Tester. \r\n Process : Agile \r\n Duration : 1.5years \r\nRest Assured \r\nExperienced with Rest Assured API Testing using BDD Approach. \r\nWell versed in different methods like GET, PUT, POST, DELETE. \r\nGood at verifying complex response using JSON path. \r\nWell versed with HTTP Status Code. \r\nGood at working with REST Assured supported Authentication. \r\nProficient in making use of inbuilt Assertion.  Knowledge on xml and JSON. \r\nDescription: \r\n  This software will help My client in adequately manages and process all works of the Zoo.This software can manages Visitors and store all the details of Animals and Ticket Distribution provide ticket to those who visit the zoo with their families.This web application provide a way to mange Sick Animal through Veterinary doctor and Test Report of animal. \r\nRoles and Responsibilities \r\n \r\nStudying and understanding the product from the SRS. \r\nDeveloped the Automation Test Scripts in Selenium WebDriver using Java based on the design pattern - Page Object Model for reusability and TestNG. \r\nDeveloped the POM class and Business libraries. \r\nPrepared test data using Excel files. \r\nUsed Maven as build management tool, usage of plugins for invoking XML files. \r\nPerformed functional testing of Restful Web Services. \r\nUsed BDD framework in Rest Assured. \r\nVerified complex responses using JSON path and using inbuilt Assertion. \r\nInvolved in tracking and reporting defects using JIRA. \r\nParticipation in Retrospect meeting. \r\n \r\n \r\nPROJECT 2 \r\nProject Name :Sapience \r\nDomain:          :CRM Domain \r\nRole                  :Automation  and \r\nManual Tester \r\n Process : Agile \r\n Duration : 2years \r\n \r\n \r\n  Description: \r\n It is designed to help the customers in order to collect all the information      systematically and organized way and designed to be instinctive so that locating customer data is quick painless and no more squinting and this software makes one centralized platform for client business which made it easy to enter customer data as well as clearly spell out when to follow up the potential buyers, and store all the details.. Roles and Responsibilities \r\n \r\nUnderstanding the application thoroughly with help of SRS document. \r\nConverting manual test cases to Automation scripts\r\nConfigured Testing Framework using TestNG to execute Selenium scripts.\r\nPreparing Test Cases for module, integration and system testing. \r\nInvolved in Functionality testing, Smoke testing, Integration testing and Regression testing. \r\nReviewed Test cases and updated the review comments. \r\nInvolved in Analyzing Test Results, Reporting and Tracking Defects in JIRA. \r\nInvolved in Review Meetings. \r\n \r\n \r\nEDUCATION \r\n                                                                            Bachelor of Science from Magadh University, Bodh Gaya. \r\n \r\n                                                          PERSONAL DETAILS \r\n                                                                                   Date of Birth :  24-07-1996 \r\nNationality :  Indian \r\nHobbies :  Travelling,Photography. \r\nLanguages Known :  English, Hindi. \r\nPermanent Address :   Veraval,Somnath,Gujarat. \r\nDECLARATION:   \r\nI hereby assure that the information stated above is true to the best of my knowledge \r\n \r\n', 2, 2, 1, 'Recruiter', NULL, 'N', 14, 0, NULL, NULL, 0, NULL, NULL, '2024-11-01 11:17:36', 0),
(556, 141, 87, 61, 19, '87_141_61_354462626724bba1d995e_Varun_Marothia_-_Agile_Product_Owner-_Ver_2_4.pdf', 'Varun Marothia - Agile Product Owner- Ver 2.4.pdf', 'PROFESSIONAL SUMMARY    \n \nHCL Technologies Ltd .  (April 2006  –   Till Date)    \n13  years of IT  experience in  products innovation and digital service excellence    \n \n   Experience  of  working   with  fortune  clients  like -   Johnson  Controls  Hitachi, \nUBS,  Lloyds  Bank - UK,  Elsevier -   US,  GE,  Quest  Diagnostics,  etc.   and \nM anaging  S takeholders   in  diverse geographies -   US, UK, APAC.  \n \n \n   Agile  Product  Owner –   Extensive  e xperience  in  managing  Product  Backlog \nfor  IOT products   via  D esign T hinking  A pproach   and   Digital Lean Principals.    \no   Managing  business  value s  and  prioritizations ,  EPIC’s,  Features ,  U ser \nS tories ,  A cceptance  C riteria , release management.  \no   Stakeholder Management, Sprint Reviews, Product Backlog Refinement. , \nCI/ CD,   TDD.  \no   E xpertise  in  Requirements   M anagement   (BRDs,  PRDs,  FSDs,  SRS, \nNFRs),  Change Management , Cloud Strategy, Risk Managemen t.  \n \n \n   Product  Manager   –   Extensive  e xperience  in  managing   S AAS   &  IOT  based \nWeb/ Mobile Apps Using  Azure DevOps /   C loud   based  software  platforms .   \no   Product  Roadmap ,  Market  Research,  Competitive  Benchmarking, \nTechnological Trend Assessment and  Go - To - Market (GTM) strategy .  \no   S trategic  planning  for   managing   P roduct  L ifecycle   (PLM) ,  product \nplatform selection & its development ,  ability  to  develop  revenue   model .  \no   Product Release   &  distribution   strategy ,  U ser  A cquisition /  E ngagement  \nstrategy ,  U ser  E ngagement  metrics,   m arketing &  t raining Supports .  \n \n \n   Certified  scrum  master  and  SAFe  4.6  Practitioner ,  experience   in  managing \nscrums, distributed agile, scrum  events , CFD, Burn - Up & Burn Down   Charts .  \n \n   Digital Transformation : Business  consultation   services to fortune  clients’   area \nof  Digital technologies , IOT Apps,  DevOps  Cloud Platforms   and  BPM .  \n \n   Experience in  D igital  Marketing Automation   –   Integrate CRM ’s   with marketing \nautomation , Campaign Builder, Digital Advertising,  Marketo, Hub - spot.    \n \n   Member  of  ‘Disruptive  and   Transformational  Technologies’   Centre  of \nExcellence ( CoE ).  \n \n   Bid  Management/  Pre -   Sales   –   Rich  experience  in  managing  end  to  end  Bid \nresponse.  P rovide functional solutions in  RFP’s/ RFI’s   in digital technologies ,        \n \n   Leadership  Role :  Experience  in  managing  large  team  of  product  owners , \nmentoring younger talents, pres entations to senior management.  \n \nPROJECT TYPES    \n \n   SaaS  based platform   using  subscription   model over Cloud.  \n   IoT based Web/ Mobile Apps   on IOS & Android.  \n   Digital Interactive Voice AI –   Amazon Alexa, Google Home Projects  \n   Azure DevOps , Azure  Cloud based App development/ Support  \n   Magento   E - Commerce Platform  \n \nTOOLS & TECHNOLOGIES  \n \n   Azure DevOps ,   Azure Cloud,  Magento , Digital Analytics ( Power BI, \nTableau ), Hub -   Spot, Marketo,  MS Visio, BPMN 2.0   Process Modelling ,  \nPega 7.0, MS Project Plan,  JIRA and Confluence , Axure Prototype.  \n Master of Business Administration \n(Finance + Marketing)  \nICFAI Business School, Hyderabad  \n2004 to   2006,  \n \nBachelor of Engineering \n(Chemical)   \nPanjab Engg. College, Chandigarh   \n1999 to 2003  VARUN MAROTHIA  \n \nAGILE P RODUCT  OWNER   –   IOT/ SAAS  \nVarun.marothia@gmail.com  \n+91  9910091820  \nHCL Technologies , Noida  \nhttps:   //www.linkedin.com/in/varun -\nmarothia - 3410996/  \nSKILLS  \nEDUCATION  \n Product  Owner  –   Scrum/  Scaled Agile  \n \nProduct Manager  –   S AA S / IOT   Apps  \n \nAzure DevOps /   Cloud  \n \nDesign Thinking   Approach  \n \nDigital  Marketing Automation  \n \nDigital Analytics  –   Descriptive/  Predictive  \nDOMAINS/ METHODOLOGIES  \n   IoT, SAAS,  E - Commerce -  \n(Magento),   Digital   Marketing \nAutomation ,  Retail -   Order to \nCash ,  Industrial   Engineering -  \nHVAC   (VRF, RAC) ,  E mergency \nServices (UK Policing)\n \n   Azure  DevOps /  Cloud ,   CI/ CD , \nTDD, Pair Programming,  SAFe \nAgile, Scrum,   Kanban ,   Iterative, \nWaterfall\n\nP rojects   Summary  \nProduct/ Project Name   Domain   Client Name/ Geography   Period  \nRAC  Mobile App/ Alexa, Google \nHome App   IOT   –   Digital Transformation   Johnson Controls Hitachi, Japan   4 Months   \nVRF Product Selection    Industrial Engineering  –   VRF   Johnson Controls Hitachi, Japan   12 Months   \nFinancial  Application Transition \nUBS   BFSI   UBS, Switzerland   16 Months   \nOps Application  Development   BFSI   Lloyds Bank, UK   17 Months  \nCRM product Development   Compliance   Red Flag Group, Hong Kong   15 Months  \nAutomation of Order to Cash        Retail  –   Order to Cash;   \ne -   Commerce   Southern Graphics System –   US   15 Months   \nExam Assessment Product   Publishing   Elsevier Inc.   23 Months   \nIP Phone based application.   Healthcare   GE Healthcare, UK   3 Months   \nApplication Enhancement   Life Science   Quest Diagnostics, US   15 Months   \nMobile App Development   Emergency Services  –  \nPolicing   Wiltshire Police, UK   12 Months   \nMobile App Development   Emergency Services  –  \nPolicing   Hertfordshire Police, UK   12 Months   \n \n \nWork Experience    \nIoT based Mobile App for  VRF  Industrial  AC’s/ Residential AC’s         March 2019  –   Till Date  \n( Johnson Controls Hitachi ,  China )  \n \nProject Details -    \nUndertook an embedded IOT project for JCH, Japan within “Industrial Engineering  –   HVAC Domain”. It involved \ndeveloping a IOT based mobile application for their  Residential  air - conditioners at global level. The project involved IOT \nMobile  App using Azure DevOps and Cloud platform, Hardware W i Fi Pairing with mobile app and ability to control full \noperations of AC units.   \n \nRole  –   Senior  Product  Owner  \n \nResponsibilities -  \n   Product  AS IS Assessment  to manage communication between hardware and remote app.    \n   Usability Study  –   Stakeholder Interviews, Affin ity mapping, Technology Trends assessment.  \n   Product Owner  –   Agile based  Product backlog management,  Develop & Prioritize user stories, Using Design \nThinking approach & DCO derived app requirements and documented the same, User story creations, Manage \nacceptance criteria’s.   \n   Product  Manager   -   Managed  region specific   program backlog   at global level , create d   product roadmap, \ninvolvement in defining strategy for User engagement,  product release management , managed user engagement \nmetrics,  involvement in go - to - market plan, Product Launch  -   strategic planning to Tactical activities,  \n   Release Management  –   Managin g overall releases to market, product version management, plan for usability \ntesting, weekly status reporting to management.  \n   Resource Management  –   Manage t eam of product owners (Approx.  5)   and mentor them   \n \nKey Achievement’s -  \n   Successfully managed  program   backlog for 5  scrum teams   along with  feature  priority  \n   Defined SAAS based revenue model.  \n \n \nHVAC Product Selection Software                            March 201 8   –   Feb 2019  \n( Johnson Controls Hitachi ,  Japan )  \n \nProject Details -\n\nProject targeted to develop Web , Desktop   & Mobile  Software Product   for  HVAC  global  AC Equipment   selection that \ndirectly impact’s their sales   Process .  Re - defining their customer’s user experience, increase the bid win ratio and bring \nHitachi brand among top 3 players globally were key drivers of  project.  \n \nRole   – Product   Manager   cum Product Owner  \n \nResponsibilities -  \n   Senior Product  Owner   (Managing 5+ product  Owners )  \n   Market Assessment of HVAC Software’s,   \n   P erform software’s usability study across geographies,   \n   Product Management  –   Competitive benchmarking with top 5 brands globally,  Asses  technology trends and  study \nm arket requirements,  p ropose a suitable  product  roadmap , g o to  m arket  p lan,  u ser engagement metrics,   p roduct \nd istribution  s trategy  \n   Product  Owner   -   P roduct backlog management, Develop & prioritize user stories,  acceptance criteria’s, feature \nprioritization,  product release management,  Elicited  market requirements through primary research & stakeholder \ninterviews, create product  roadmap, product feature   study.  \n   Release Management  –   Managing overall releases to market, product version management, plan for usability \ntesting, weekly status reporting to management.  \n \nKey Achievement’s -  \n   Successfully managed product backlog for  multiple   geographies along with region wise priority  \n   Requirement Coverage  –   100%, Completeness > 98%,   Leakage < 2 %,  \n \n \n \nFinancial  Application Transition                            Nov   2016  –   Feb 2018  \n( UBS Bank, Europe )  \n \nProject Details -    \nUBS had outsourced its apps transition projects to HCL. It involved managing application’s transitions across geographies \nfrom either UBS intra - entity or external vendors. HCL took up whole transition project via apps risk management process \nand accordingl y validate the apps on - boarding to vendors or UBS  entity.    \n \nRole   –   Application  Transition Manager (Head ed   team of 30+ Size across geographies)\n \nResponsibilities -  \n \n   Transition Management  –   Delivery of around 50 large transition projects per year .  Manage high level business \nfunction transition across geographies.   \n   Application Analysis, perform risk assessment and get applications on - barded.  \n   Transition   Governance -   Escalation Management, Steering committee meetings, Status reporting  \n   Resource Managemen t  –   Business Analyst Resource   forecasting, Team handling, Rewards & recognition, etc.  \n   Deliver additional Value ideas and lead generation.  \n \nKey Achievement’s -  \n   Successfully managed application transition projects of around 50 large transitions per year.  \n   Successfully delivered L1 application with 100% risk assessment and on - boarding.  \n   Generated value ideas of  scoping process   automation worth USD  28 K   \n \n \nApplication  Development                             June 2015   –   Oct   2016    \n( Lloyds Bank, UK )  \n \nProject Details -    \nHCL was involved in HR process automation for Lloyd’s bank in UK.   \n \nRole   –   Product   Owner   cum Scrum Master  \n \nResponsibilities -  \n \n   Contribution in Agile Scrums in capacity of  Product Owner   cum  Scrum Master .  \n   Product Backlog management,  Involvement in  Sprint  planning, Define User stories   and prioritize it , acceptance \ncriteria  \n   Product backlog prioritization ,  User Stories creation and define acceptance  criteria’s .\n\n   Manage scrum events, create burn down, burn up charts, CFD diagrams, facilitator for executing  scrums.  \n   Involvement in  release management  \n   Manage Stakeholder Escalations, product release.  \n \nKey Achievement’s -  \n   Successfully managed product backlog for Lloyds operation area  \n   Generated value ideas of process improvement worth USD 50K   \n \n \nDevelopment and  support of CRM product                         March 2014  –   May 2015  \n( Red Flag Group , Hong Kong )  \n \nProject Details -    \nThis project involved managing RFG’s in - house CRM application from end to end. Team was responsible for managing \nproduct releases, enhancement and  support  \n \nRole   –   Product Owner / Business Analyst  \n \nResponsibilities -  \n \n   Product  Owner   –   Managed product backlog, involvement in product life - cycle vision, feature prioritization, \nmanage product releases.  \n   Business Analyst  –   Managed business requirement, BRD/ FR D creation, process mapping using BPMN, \nmanaged team of BA’s to guide in Process Modelling & Requirement gathering   \n   Along with above, also played role of engagement manager to help HCL deliver multiple projects smoothly and \nmaintain client relationship.  \n \nK ey Achievement’s -  \n   Standardization of business processes using BPMN  \n   Automation of their risk assessment workflow  \n \n \nAutomation of Order to Cash                                        Nov   2012  –   Jan 2014  \n( Southern Graphics System –   US )  \n \nProject Details -    \nThis was a process re - engineering project involving integration & automation of order to cash process at enterprise level. \nThis involved sun - setting of legacy system AS/400 and utilize next - gen technologies for  bringing product  scalability & \nefficiency   in  their order to cash management application.  \n \nRole   –   Lead  Business Analyst   \n \nResponsibilities -  \n \n   Managed Business case deliverables   \n   Integrated Enterprise level Order to Cash business process via common component based business processes.  \nIntegration of  multiple web - based apps with Microsoft Dynamics ERP  \n   Requirement Management, gathering, documentation, use case modelling, Process modelling, Functional testing.  \n   UAT Coordination, Coordination of production release.  \n \nKey Achievement’s -  \n   Helped client in Sun  setting legacy AS 400 App, providing savings of 400 FTE’s.', 2, 2, 1, 'Candidate', 'SL', 'N', 14, 1, '2024-11-15 11:05:33', '2024-11-12 11:05:33', 0, NULL, NULL, '2024-11-01 11:29:37', 61),
(557, 141, 87, 127, 20, '87_141_127_3401100306724c4cd1bf47_Isaac_Ashish_-_Resume.pdf', 'Isaac Ashish - Resume.pdf', 'Isaac Ashish R | Executive 	– Talent Acquisition	 	\nAddress 	- Chennai, Tamil Nadu | Phone 	- +91	-8667863882 | Email 	– isaacherian13@gmail.com	 | LinkedIn 	- https://bit.ly/3oKpSFz	 	\n________________________________	______________________	 	\n \nProfessional Profile	 	\n \nTalent  Acquisition 	Executive  with  2	.9 years  of  experience  adept  in  end	-to-end  recruitment,  both 	\ntechnical and non	-technical. Expertise in campus recruitment and bulk hiring. Skilled in streamlining 	\nTalent  Acquisition  Operations,  acting  as  a 	SPOC	 for  vendor  management.  Strong  communicator, 	\nstrategic  thinker,  relationship  builder,  and  committed  to  continuous  learning  and  delivering \nexceptional results.	 	\n__________________________________________________________________	 	\n \nEmployment History	 	\n \nMay 2022 to Present	 	Executive 	– Talent Acquisition, Mindsprint Digital (India) Pvt. Ltd, 	\nChennai	 	  	\n• 	Execute end	-to-end recruitment process for 	IT	 and 	Non	-IT	 hiring.	 	\n• 	Established  consistent  language  and  methodology  for  talent  discussions,  development,  and \nsuccession.	 	\n• 	Periodical  connects  with  Senior  stakeholders 	and  Leaders 	to  understand  quality  of  hire  and 	\nensuring effective stakeholder management.	 	\n• 	Recruit	ed	 for 	200+ 	roles at entry/mid/mid	-senior levels	. 	\n• 	Manage  candidate  relationships,  providing  a  positive 	candidate  experience  throughout  the 	\nrecruitment process.	 	\n• 	New ATS (Darwinbox) implementation as part of a team of 2 for the recruitment module.	 	\n• 	Utilization  of  ATS  (Success  Factors)  with  Skillate  (AI  Bot)  to  track  and  manage  candidate \npipeline, ensuring a seamless and organized recruitment process.	 	\n• 	Initiated and spearheaded fresher recruitment from various finishing schools, and traditional \neducational  institutions  laying  a 	watertight	 relationship  and  conduct  bulk  hiring  initiatives 	\nthrough effective campus recruitment strategies.	 	\n• 	Act  as  a  business  SPOC  Talent  Acquisition  Operations,  collaborating  with  HR  Admin, \nFinance  teams,  and  internal  stakeholders  by  streamlining  vendor  onboarding,  vendor \nmanagement, and payment processes to optimize efficiency.	 	\n• 	Built  and  maintained  relationships  with  external  partners,  such  as  recruitment  agencies  and \njob boards.	 	\n• 	Strategi	ca	l  a	ppr	oach  with	 knowledge  in  dat	a 	representation	 by  creating	 leadership  level 	\ndashboard	s. 	\n• 	Hired, 	mentored,	 and led team of sourcers in day	-to-day process.\n\nMay 202	1 to 	May 2022	 	Trainee/Retainer	 – Talent Acquisition, Mindsprint	 Digital (India) 	\nPvt. Ltd, Chennai	 	  	\n• 	End  to  End 	sourcing 	support  to  Talent  Acquisition  team  by  gathering  basic  information, 	\nscheduling,	 and  coordination  of  interviews, 	collecting,	 and  validating  documents,  and 	\nproposing for Offer discussion.	 	\n• 	Assisted with writing job postings and job descriptions for boards.	 	\n• 	Sourcing 	support for technical and non	-technical requirements	. 	\n• 	Executing recruitment drives both weekend and weekdays.	 	\n• 	Assisted in hiring 150+ finance professionals across levels.	 	\n• 	Coordinated in building Talent Pipeline in ATS for various roles and skills.	 	\n \nAwards	 	\n \nOctober 2022	 	HR Excellence Award	 	\nJune 2021, June/August 	– 2022	 	SPOT Award	 	\n__________________________________________________________________	 	\n \nEducation	 	\n  June 2019 to May 2021	 	MSW 	– HRDM, Christ Deemed to be University	 	Bengaluru	 	 	 	 	June 2016 to April 2019	 	BSW | Madras School of Social Work	 	Chennai	 	\n__________________________________________________________________	 	\n \nSkills	 	\n• 	Recruitment (Fresher & Lateral)	 	\n• 	Salary & Benefits Negotiations	 	\n• 	Candidate Experience Management	 	\n• 	Effective Communication & Stakeholder Management	 	\n• 	Talent Pipeline Management	 	\n__________________________________________________________________	 	\n \nCertification	 	\n \nDec	ember	, 2022	 	Business Intelligence Using Power BI	 	Chennai	 	\n 	 	 	\nApr	il, 2020	 	Anger Management & Conflict Resolution	 	Chennai', 2, 2, 1, 'Candidate', 'SL', 'N', 14, 0, NULL, NULL, 0, NULL, NULL, '2024-11-01 12:08:45', 127);
INSERT INTO `resume` (`id`, `screeningId`, `adminId`, `candidateId`, `candidateDetailsId`, `resumeName`, `resumeOriginalName`, `resumeContent`, `isSkillScreened`, `isResumeScreened`, `isCron`, `isCandidate`, `candidateShortlist`, `enableInterviewReport`, `gptLanguageId`, `isInterviewAssign`, `interviewValidity`, `interviewAssignDate`, `isPsychoAssign`, `psychoValidity`, `psychoAssignDate`, `created`, `createdBy`) VALUES
(558, 141, 87, 128, 21, '87_141_128_831245586724cd8568e45_Isaac_Ashish_-_Recruitment.pdf', 'Isaac Ashish - Recruitment.pdf', 'Isaac Ashish R | Executive 	– Talent Acquisition	 	\nAddress 	- Chennai, Tamil Nadu | Phone 	- +91	-8667863882 | Email 	– isaacherian13@gmail.com	 | LinkedIn 	- https://bit.ly/3oKpSFz	 	\n________________________________	______________________	 	\n \nProfessional Profile	 	\n \nDynamic Talent Acquisition professional with 3 years of experience in full	-cycle recruitment for IT, 	\nDigital, IT Infrastructure, and 	Corporate 	Functions. Adept at sourcing, interviewing, and hiring talent 	\nacross  various  levels,  from  freshers  to  mid	-senior  grades.  Committed  to  delivering  a  seamless 	\nrecruitment process while driving organizational success	. 	\n________________________________	______________________	 	\n \nEmployment History	 	\n \nMay 2022 to Present	 	Executive 	– Talent Acquisition, Mindsprint Digital (India) Pvt. Ltd, 	\nChennai	 	  	\n• 	Manage  end	-to-end  recruitment  for  IT,  Digital,  IT  Infrastructure,  and 	Corporate 	Functions 	\nacross 	bands	  	\n• 	Collaborate  with  hiring  managers  to  understand  job  requirements  and  design  tailored \nrecruitment strategies	 	\n• 	Source  candidates  using  various  platforms,  including  job  boards,  social  media,  and \nprofessional networks.	  	\n• 	Successfully  filled 	130	+ positions  within 	an  average  of 	48 days’	 timeframe	,  improving 	\nrecruitment efficiency	 across skills and 	exper	ience ranges.	 	\n• 	Develop strong pipelines of qualified candidates, reducing time	-to-hire by 	30	%.	 	\n• 	Periodical  connects  with  Senior  stakeholders 	and  Leaders 	to  understand  quality  of  hire  and 	\nensuring effective stakeholder management.	 	\n• 	Negotiated 	benefits	 and extended offers to successful candidates.	 	\n• 	Maintain  and  manage  Applicant  Tracking  System  (ATS)  to  ensure  accurate  and  up	-to-date 	\ncandidate information.	 	\nAdd	itional Project	s: 	\n• 	Fresher  Hiring:	 Initiated  and  spearheaded  fresher  recruitment  from  various  finishing 	\nschools, and traditional educational institutions laying a 	watertight	 relationship and conduct 	\nbulk hiring initiatives through effective campus recruitment strategies.	 	\n• 	TA  Operati	ons:	 Streamline  vendor  onboarding,  management,  and  payment  processes  to 	\nenhance operational efficiency and reduce costs.\n\nMay 202	1 to 	May 2022	 	Trainee/Retainer	 – Talent Acquisition, Mindsprint Digital (India) 	\nPvt. Ltd, Chennai	 	  	\n• 	Assisted with writing job postings and job descriptions for boards.	 	\n• 	Sourcing 	support for 	IT a	nd N	on	-IT	 roles	. 	\n• 	Executing recruitment drives	. 	\n• 	Assisted in hiring 150+ finance professionals across 	experi	ence rang	es. 	\n• 	Coordinated in building Talent Pipeline in ATS for various roles and skills.	 	\n________________________________________________________________________________	 	\nAwards	 	\n \nJuly	 202	3 	Champi	on of the Year	 	\nOctober 2022	 	HR Excellence Award	 	\n__________________________________________________________________	______________	 	\n \nEducation	 	\n  June 2019 to May 2021	 	MSW 	– HRDM, Christ Deemed to be University	 	Bengaluru	 	 	 	 	June 	2016 to April 2019	 	BSW	 – Madras School of Social Work	 	Chennai	 	\n__________________________________________________________________	 	\n \nSkills	 	\n• 	Niche Hiring	 	\n• 	Salary & Benefits Negotiations	 	\n• 	Ma	rket Intelligence	 	\n• 	Stakeholder Management	 	\n• 	Talent	 Pipeline	 Management	 	\n__________________________________________________________________	 	\n \nATS 	Used:	 	\n \n• 	SAP	 Success F	actors	 	\n• 	Darwinbox', 2, 2, 1, 'Candidate', 'SL', 'N', 14, 0, NULL, NULL, 0, NULL, NULL, '2024-11-01 12:45:57', 128),
(559, 141, 87, 129, 22, '87_141_129_11446865316724d299f03e3_Parthasarathys_Resume.pdf', 'Parthasarathy\'s Resume.pdf', 'Part h asa ra th y S  \nAnaly st \nAs a  d ed ic a te d  a n d  r e su lt s -d riv e n  a n aly st, I  b rin g  a  s tro ng  a n aly tic a l m in d se t, a tte n tio n t o  d eta il , a n d  a  p ro ve n  t ra ck\nre co rd  o f d eliv e rin g  d ata -d riv e n  i n sig hts  t h at d riv e  b usin ess g ro w th . M y p assio n f o r s o lv in g  c o m ple x p ro ble m s a n d  m y\npro ﬁ cie n cy  i n  d ata  a n aly sis  t o ols  m ake  m e a  v a lu ab le  a sse t t o  a n y t e am  s e ekin g  t o  m ake  i n fo rm ed  d ecis io ns a n d\nach ie ve  s tra te g ic  o bje ctiv e s. \npart h asa ra th y0 811@ gm ail .c o m  \n9600731882 \nMad ura i, I n d ia  \nlin ke d in .c o m /in /p art h asa ra th y-s -a 0 81061a1  \nfa ce b o ok.c o m /P art h asa ra th y \nWORK  E X PER IE N CE \nAnaly st \nHCLT e ch  \n03/2 021 -  P re se n t\n, \n \nExch an g e, O 365-E xch an g e, E xch an g e P o w ers h ell, C is c o  E m ail\nse cu rit y  A pplia n ce s, C is c o  S e cu rit y  M an ag em en t\nApplia n ce s.M ic ro so ft  A zu re  ·  A ctiv e  D ir e cto ry , \nExp erie n ce  w it h  P o w erS h ell, E xch an g e O nlin e P ro te ctio n, S M TP,\nmessa g in g  r o utin g , e m ail  a rc h iv in g , u niﬁ ed  m essa g in g , m essa g e\nhyg ie n e, m obil e  d evic e s, a n d  p ro je ct p la n nin g  F a m il ia rit y  w it h  E m ail .\nBuil d  p o lic ie s f o r D efe n d er f o r O ﬃ ce  s u ch  a s S afe Lin k, S afe\nAtta ch m en ts , A nti- p his h in g , A nti- m alw are , A nti- s p am , A bil it y  t o\nbuil d  p o lic ie s f o r D efe n d er f o r I d en tit y  t o  d ete ct c h an g es t o\nse n sit iv e  g ro up s, s e n sit iv e  a cco unts , P ub lis h  l a b els  t o  c la ssif y  t h e\nco nte n t o n M ic ro so ft  I n fo rm atio n p ro te ctio n. \nTe n an t S e cu rit y  C om plia n ce  C en te r E xch an g e O nlin e 2  P ro vid e\nove ra ll O ﬃ ce  3 65 s e cu rit y  e xp ert is e  i n clu d in g  s tro ng  k n o w le d ge o f\nAzu re  A ctiv e  D ir e cto ry , A zu re  I n fo rm atio n P ro te ctio n. \nIn  d ep th  u nd ers ta n d in g  o f t h e c a p ab il it ie s o f M S O ﬃ ce  3 65 -  O n\nPre m is e s a n d  C lo ud  \nArc h it e ct, i m ple m en t, d o cu m en t, s e cu re , a n d  m an ag e a ll t h in g s\nre la te d  t o  e m ail . \nMan ag e r e la te d  o n-p re m is e s a n d  c lo ud -b ase d  I T\nin fra stru ctu re , i n clu d in g  A zu re  a n d  M ic ro so ft  3 65 \nIT  S u p po rt  E ng in eer \nSo uth ern  P etro ch em ic a l I n d ustria l C orp o ra tio n \n09/2 016 -  1 1/2 020\n, \n  Tu tic o rin  \nDesk to p L 1  s u p po rt\n  OS,S o ft w are  I n sta lla tio n,\nLa p to p,D esk to p,H ard w are  i n sta lla tio n a n d  s e rv ic e . \nNetw ork  L e ve l 1  S u p po rt  \n: N etw ork  l a y in g , t ra cin g , d ia g no sin g  a n d\nCab le  C rim pin g  \nED UCATIO N \nBach elo r o f S cie n ce  \nSu b bala ksh m i L a ksh m ip ath y C olle g e o f S cie n ce  \n06/2 012 -  0 8/2 015\n, \n  Mad u ra i \nCom pute r S cie n ce  a n d\nNetw ork o ng  \nHig her S e co nd ary  C ert iﬁ ca te -1 2th  \nSP IC  N ag ar H r. S e c. S ch o ol \n06/2 011 -  0 6/2 012\n, \n  Tu tic o rin  \nCom pute r S cie n ce  \nSK IL L S  \nMic ro so ft  O ﬃ ce  3 65 a p plic a tio ns s u ch  a s W ord , E xce l,\nPo w erP o in t, O utlo ok a n d  T e am s. \nNetw ork  m onit o rin g  \nDesk to p T ro ub le  s h o otin g  \nHard w are  I n sta lla tio n a n d  s e rv ic e s \nOS I n sta lla tio n \nMic ro so ft  O 365 a d m in  E xch an g e \nCER TIF IC ATIO NS \n(C ert iﬁ ca tio n I D - 4 19734171478G KD J) \nCom ple te d  C C N A C ert iﬁ ca tio n. \nMic ro so ft  C ert iﬁ ed  S p ecia lis t o n S e rv e r V ir t u aliz a tio n w it h  W in d o w s S e rv e r\nHyp er-V . \n(C ert iﬁ ca tio n I D - 1 0701928) \nCert iﬁ ed  a s M ic ro so ft  P ro fe ssio nal \nCom ple te d  C lo ud  C om putin g  c e rt iﬁ ca tio n f ro m  R ack S p ace  \nLA N GUAG ES \nTa m il  \nNativ e  o r B il in gual P ro ﬁ cie n cy  \nEn g lis h  \nPro fe ssio nal W ork in g P ro ﬁ cie n cy  \nIN TER EST S \nVolu nte er w ork  \nFix in g  o r t ro ub le sh o otin g  c o m pute rs  \nTra v e l \nSp o rt s  \nWork  S u m mary  \nResp o nsib il it y  \nCours e s \nCours e s', 2, 2, 1, 'Candidate', 'SL', 'N', 14, 1, '2024-11-15 11:11:22', '2024-11-12 11:11:22', 0, NULL, NULL, '2024-11-01 13:07:38', 129),
(560, 142, 88, 130, NULL, '88_142_9445895672ca2e2ea6dd_HARISH_MANGADE.pdf', 'HARISH MANGADE.pdf', '(+ 91) 7 875217821http s:/ /w ww.lin ked in .c o m /in /h\na ris h -m an gad e-1 856a4 145/\nm an gad eh aris h @ outlo ok.c o m\nH ARIS H\nM AN GAD E\nWORK  E X PER IE N CE\n                 	B ig  D ata	  A dm in is tr a to r	\n                	( P ro ce ss  E xe cu tiv e  a t S p ectr u m  i n d ia .P vt.L td  )	\nL eve ra g ed  S n ow fla ke  D ocu m en t A I t o  a u to m ate\nd ocu m en t p ro ce ssin g  a n d  e xtr a ctio n  o f s tr u ctu re d\nd ata  f r o m  u n str u ctu re d  s o u rc e s.\nD eve lo p ed  a n d  d ep lo ye d  A I m od els  f o r d ocu m en t\ncla ssif ic a tio n , t e xt e xtr a ctio n , a n d  d ata  e n ric h m en t\nw it h in  S n ow fla ke .\nIm ple m en te d  s o lu tio n s t o  e n han ce  d ocu m en t-\nd riv e n  w ork flo w s a n d  a n aly tic s i n  t h e c lo u d .	\n13N O V2017 -  9 JU N E2 023	\nE xp erie n ce  i n  r e so lv in g  h ig h p rio rit y  t ic ke ts  ( K afk a , S p ark , H DFS ,\nYA RN ) w it h in  t h e g iv e n  S LA .\nExp erie n ce  o n  K afk a  f o r s tr e am  p ro ce ssin g  o f D ata .\nM on it o rin g  o f K afk a  s e rv e rs  a n d  s e rv ic e s.\nF am il ia r w it h  K afk a  c o m man d s, C lie n t f a cin g  i s su es, S tr o n g\nexp erie n ce  i n  t r o u b le sh ootin g , E xp erie n ce  i n  M is sio n  c rit ic a l\np ro je ct.\nT ro u b le sh oote d  v a rio u s s lo w  r u n nin g  a n d  f a il e d  j o b s i n  K afk a\n,h d fs , y a rn .\n In vo lv e d  i n  t h e C om ple te  p ro ce ss o f H ad oop  c lu ste r s e tu p\nw here in  i n sta lla tio n , c o n fig ura tio n , a n d  m on it o rin g  t h e H ad oop\nC lu ste r.\nU se d  r a n g er f o r a u th oriz a tio n s i n  m ult ip le  p ro je cts .\nD eve lo p in g  a  m ig ra tio n  p la n  f o r o th er d ata  s o u rc e s i n to  t h e\nH ad oop  e co sy ste m .\nW e p ro vid e S u p port 2 4/7  i f  a n y t im e r e q uir e d .\nH an d le d  e n d  t o  e n d  p ro ce ss o f c lo u d era  c lu ste r i n sta ll a tio n ,\nco n fig ura tio n  i n  A W S e n vir o m en t.\nS h ad ow ed  c lo u d  t e am  f o r s e rv ic e s l ik e  E C 2,S 3,V PC .\nD id  P O C o n  E M R\nExp erie n ce  m on it o rin g  a n d  t r o u b le sh ootin g  i s su es w it h  L in ux\nm em ory , C PU , O S, s to ra g e a n d  n etw ork .	\nE D UC ATIO N	\nMSB TE U niv e rs it y	 	S P PU  P un e, U niv e rs it yD ip lo m a i n  E &amp; TC	 	B A C H ELO R O F E N GIN EER IN G	 	2011 -  2 0142014 -  2 017\nE X PER TIS EC ER TIF IC ATE	\nSn ow fla ke : D ocu m en t A I ,  D ata  p ip elin e, D ata  L ake\nE n te rp ris e  C lo u d era : C D H\nAW S C lo u d : E C 2 |  V PC  |  S 3 |  E M R |  I A M  |  R ed sh if t .\nH AD O OP E C O SYS T EM :  H DFS  |  Y A RN  |  H IV E |\nH UE |  K A FK A  |  S Q L |  L in ux |  Z O OKEEP ER\nSN O W FL A KE.	  	\nN orth sta r D ata  E n g in eerin g  W ork sh op\n2024\nS n ow fla ke  H an d s o n  E sse n tia ls  -  D ata\nW are h ou se , D ata  L ake , D ata\nE n g in eerin g , D ata  A pplic a tio n s\n A W S c lo u d  p ra ctit io n er e sse n tia ls\nS n ow fla ke  F u n d am en ta l\nC lo u d era  :  E sse n tia ls  F o r C D P.\nC yb ers e cu rit y  &amp;  D ata  P riv a cy b y N VID IA .\nU dem y C ertif ie d  C CA131 C lo u d era  C D H\n5 &amp;  6  H ad oop  A dm in is tr a to r M aste r\nC ou rs e .	\nB IG  D ATA	  	A D M IN IT R A TO R &amp;	\nD ATA  E N GIN NER\nResu lt s -d riv e n  a n d  d eta il - o rie n te d	  A dm in is tr a to r w it h  6 +	\no f e xp erie n ce  i n  m an ag in g  a n d  o p tim iz in g  c lo u d -b ase d\nd ata  w are h ou sin g  s o lu tio n s. P ro ve n  e xp ertis e  i n  u se r\nm an ag em en t, q uery  p erfo rm an ce  o p tim iz a tio n , s e cu rit y ,\na n d  s y ste m  m ain te n an ce .\n              	S n ow fla k e D ata  E n g in eer	\n             	(  D ata  E n g in eer	  a t T ech Jar T ech nolo g ie s P V T L T D	)	\n12JU N E2 023-3 1M ay  2 024	M an ag ed  a n d  m ain ta in ed  v ir tu al w are h ou se s, a d ju stin g\nsiz e s  base d   on   work lo ad   re q uir e m en ts   an d\nim ple m en tin g  r o u tin e m ain te n an ce  t a sk s i n  S n ow fla ke .\nM on it o re d  s to ra g e u sa g e,  im ple m en te d  c o st-e ffe ctiv e\nsto ra g e p olic ie s, a n d  a d dre sse d  s to ra g e-r e la te d  i s su es.\nA dm in is te re d   use r  acco u n ts ,  ro le s,  an d   priv il e g es,\ne n su rin g  d ata  s e cu rit y  a n d  c o m plia n ce .	\nD O B :  2 0 O CT 1 995Lo ca tio n :  P un e1  J u n e 2 024 -  w ork in g              	S n ow fla k e D ata  E n g in eer	\n             	(  D ata  E n g in eer	  a t M an sc h aft .i t .p vt.l t d  )', 2, 2, 1, 'Recruiter', 'SL', 'N', 14, 1, '2024-11-10 17:31:44', '2024-11-07 17:31:44', 0, NULL, NULL, '2024-11-07 11:22:10', 0),
(561, 143, 87, 126, NULL, '87_143_78611114672dbf2d5f362.pdf', '87_141_128_831245586724cd8568e45_Isaac_Ashish_-_Recruitment.pdf', 'Isaac Ashish R | Executive 	&ndash; Talent Acquisition	 	\nAddress 	- Chennai, Tamil Nadu | Phone 	- +91	-8667863882 | Email 	&ndash; isaacherian13@gmail.com	 | LinkedIn 	- https://bit.ly/3oKpSFz	 	\n________________________________	______________________	 	\n \nProfessional Profile	 	\n \nDynamic Talent Acquisition professional with 3 years of experience in full	-cycle recruitment for IT, 	\nDigital, IT Infrastructure, and 	Corporate 	Functions. Adept at sourcing, interviewing, and hiring talent 	\nacross  various  levels,  from  freshers  to  mid	-senior  grades.  Committed  to  delivering  a  seamless 	\nrecruitment process while driving organizational success	. 	\n________________________________	______________________	 	\n \nEmployment History	 	\n \nMay 2022 to Present	 	Executive 	&ndash; Talent Acquisition, Mindsprint Digital (India) Pvt. Ltd, 	\nChennai	 	  	\n&bull; 	Manage  end	-to-end  recruitment  for  IT,  Digital,  IT  Infrastructure,  and 	Corporate 	Functions 	\nacross 	bands	  	\n&bull; 	Collaborate  with  hiring  managers  to  understand  job  requirements  and  design  tailored \nrecruitment strategies	 	\n&bull; 	Source  candidates  using  various  platforms,  including  job  boards,  social  media,  and \nprofessional networks.	  	\n&bull; 	Successfully  filled 	130	+ positions  within 	an  average  of 	48 days&rsquo;	 timeframe	,  improving 	\nrecruitment efficiency	 across skills and 	exper	ience ranges.	 	\n&bull; 	Develop strong pipelines of qualified candidates, reducing time	-to-hire by 	30	%.	 	\n&bull; 	Periodical  connects  with  Senior  stakeholders 	and  Leaders 	to  understand  quality  of  hire  and 	\nensuring effective stakeholder management.	 	\n&bull; 	Negotiated 	benefits	 and extended offers to successful candidates.	 	\n&bull; 	Maintain  and  manage  Applicant  Tracking  System  (ATS)  to  ensure  accurate  and  up	-to-date 	\ncandidate information.	 	\nAdd	itional Project	s: 	\n&bull; 	Fresher  Hiring:	 Initiated  and  spearheaded  fresher  recruitment  from  various  finishing 	\nschools, and traditional educational institutions laying a 	watertight	 relationship and conduct 	\nbulk hiring initiatives through effective campus recruitment strategies.	 	\n&bull; 	TA  Operati	ons:	 Streamline  vendor  onboarding,  management,  and  payment  processes  to 	\nenhance operational efficiency and reduce costs.\n\nMay 202	1 to 	May 2022	 	Trainee/Retainer	 &ndash; Talent Acquisition, Mindsprint Digital (India) 	\nPvt. Ltd, Chennai	 	  	\n&bull; 	Assisted with writing job postings and job descriptions for boards.	 	\n&bull; 	Sourcing 	support for 	IT a	nd N	on	-IT	 roles	. 	\n&bull; 	Executing recruitment drives	. 	\n&bull; 	Assisted in hiring 150+ finance professionals across 	experi	ence rang	es. 	\n&bull; 	Coordinated in building Talent Pipeline in ATS for various roles and skills.	 	\n________________________________________________________________________________	 	\nAwards	 	\n \nJuly	 202	3 	Champi	on of the Year	 	\nOctober 2022	 	HR Excellence Award	 	\n__________________________________________________________________	______________	 	\n \nEducation	 	\n  June 2019 to May 2021	 	MSW 	&ndash; HRDM, Christ Deemed to be University	 	Bengaluru	 	 	 	 	June 	2016 to April 2019	 	BSW	 &ndash; Madras School of Social Work	 	Chennai	 	\n__________________________________________________________________	 	\n \nSkills	 	\n&bull; 	Niche Hiring	 	\n&bull; 	Salary &amp; Benefits Negotiations	 	\n&bull; 	Ma	rket Intelligence	 	\n&bull; 	Stakeholder Management	 	\n&bull; 	Talent	 Pipeline	 Management	 	\n__________________________________________________________________	 	\n \nATS 	Used:	 	\n \n&bull; 	SAP	 Success F	actors	 	\n&bull; 	Darwinbox', 2, 2, 1, 'Recruiter', 'SL', 'N', 14, 1, '2024-11-11 13:10:50', '2024-11-08 13:10:50', 0, NULL, NULL, '2024-11-08 07:35:09', 0),
(562, 143, 87, 131, NULL, '87_143_1905599146672dbf2d5f94b.pdf', '87_141_127_3401100306724c4cd1bf47_Isaac_Ashish_-_Resume.pdf', 'Isaac Ashish R | Executive 	&ndash; Talent Acquisition	 	\nAddress 	- Chennai, Tamil Nadu | Phone 	- +91	-8667863882 | Email 	&ndash; isaacherian13@gmail.com	 | LinkedIn 	- https://bit.ly/3oKpSFz	 	\n________________________________	______________________	 	\n \nProfessional Profile	 	\n \nTalent  Acquisition 	Executive  with  2	.9 years  of  experience  adept  in  end	-to-end  recruitment,  both 	\ntechnical and non	-technical. Expertise in campus recruitment and bulk hiring. Skilled in streamlining 	\nTalent  Acquisition  Operations,  acting  as  a 	SPOC	 for  vendor  management.  Strong  communicator, 	\nstrategic  thinker,  relationship  builder,  and  committed  to  continuous  learning  and  delivering \nexceptional results.	 	\n__________________________________________________________________	 	\n \nEmployment History	 	\n \nMay 2022 to Present	 	Executive 	&ndash; Talent Acquisition, Mindsprint Digital (India) Pvt. Ltd, 	\nChennai	 	  	\n&bull; 	Execute end	-to-end recruitment process for 	IT	 and 	Non	-IT	 hiring.	 	\n&bull; 	Established  consistent  language  and  methodology  for  talent  discussions,  development,  and \nsuccession.	 	\n&bull; 	Periodical  connects  with  Senior  stakeholders 	and  Leaders 	to  understand  quality  of  hire  and 	\nensuring effective stakeholder management.	 	\n&bull; 	Recruit	ed	 for 	200+ 	roles at entry/mid/mid	-senior levels	. 	\n&bull; 	Manage  candidate  relationships,  providing  a  positive 	candidate  experience  throughout  the 	\nrecruitment process.	 	\n&bull; 	New ATS (Darwinbox) implementation as part of a team of 2 for the recruitment module.	 	\n&bull; 	Utilization  of  ATS  (Success  Factors)  with  Skillate  (AI  Bot)  to  track  and  manage  candidate \npipeline, ensuring a seamless and organized recruitment process.	 	\n&bull; 	Initiated and spearheaded fresher recruitment from various finishing schools, and traditional \neducational  institutions  laying  a 	watertight	 relationship  and  conduct  bulk  hiring  initiatives 	\nthrough effective campus recruitment strategies.	 	\n&bull; 	Act  as  a  business  SPOC  Talent  Acquisition  Operations,  collaborating  with  HR  Admin, \nFinance  teams,  and  internal  stakeholders  by  streamlining  vendor  onboarding,  vendor \nmanagement, and payment processes to optimize efficiency.	 	\n&bull; 	Built  and  maintained  relationships  with  external  partners,  such  as  recruitment  agencies  and \njob boards.	 	\n&bull; 	Strategi	ca	l  a	ppr	oach  with	 knowledge  in  dat	a 	representation	 by  creating	 leadership  level 	\ndashboard	s. 	\n&bull; 	Hired, 	mentored,	 and led team of sourcers in day	-to-day process.\n\nMay 202	1 to 	May 2022	 	Trainee/Retainer	 &ndash; Talent Acquisition, Mindsprint	 Digital (India) 	\nPvt. Ltd, Chennai	 	  	\n&bull; 	End  to  End 	sourcing 	support  to  Talent  Acquisition  team  by  gathering  basic  information, 	\nscheduling,	 and  coordination  of  interviews, 	collecting,	 and  validating  documents,  and 	\nproposing for Offer discussion.	 	\n&bull; 	Assisted with writing job postings and job descriptions for boards.	 	\n&bull; 	Sourcing 	support for technical and non	-technical requirements	. 	\n&bull; 	Executing recruitment drives both weekend and weekdays.	 	\n&bull; 	Assisted in hiring 150+ finance professionals across levels.	 	\n&bull; 	Coordinated in building Talent Pipeline in ATS for various roles and skills.	 	\n \nAwards	 	\n \nOctober 2022	 	HR Excellence Award	 	\nJune 2021, June/August 	&ndash; 2022	 	SPOT Award	 	\n__________________________________________________________________	 	\n \nEducation	 	\n  June 2019 to May 2021	 	MSW 	&ndash; HRDM, Christ Deemed to be University	 	Bengaluru	 	 	 	 	June 2016 to April 2019	 	BSW | Madras School of Social Work	 	Chennai	 	\n__________________________________________________________________	 	\n \nSkills	 	\n&bull; 	Recruitment (Fresher &amp; Lateral)	 	\n&bull; 	Salary &amp; Benefits Negotiations	 	\n&bull; 	Candidate Experience Management	 	\n&bull; 	Effective Communication &amp; Stakeholder Management	 	\n&bull; 	Talent Pipeline Management	 	\n__________________________________________________________________	 	\n \nCertification	 	\n \nDec	ember	, 2022	 	Business Intelligence Using Power BI	 	Chennai	 	\n 	 	 	\nApr	il, 2020	 	Anger Management &amp; Conflict Resolution	 	Chennai', 2, 2, 1, 'Recruiter', 'SL', 'N', 14, 1, '2024-11-11 13:11:05', '2024-11-08 13:11:05', 0, NULL, NULL, '2024-11-08 07:35:09', 0),
(563, 143, 87, 126, 24, '87_143_126_14895162786731b159bb17b_Intrvuz_-_Dummy_CV.docx', '', '\r\nSurya K\r\nk.surya@mindsprint.org9597263646\r\nSummary:\r\nTo secure a challenging position in an organization where there is a scope for acquiring and updating my knowledge and skill for the development of self as well as the organization.\r\nEducation:\r\nB.Tech CSE, 2018\r\nKalinga University\r\nEXPERIENCE\r\nTechnical Associate | Sutherland Global Service Oct 2018 to Feb 2020\r\nI started my career in Sutherland Global Services as an Associate Engineer in International Non voice process.\r\nI handled chat support for the Amazon Kindle devices regarding the subscriptions and technical queries.\r\nLater I moved to the voice process under the same profile. It included problem solving with direct cx and holding data for each call taken.\r\nProject Manager | Lumina Datamatics Jul 2020 to Aug 2021\r\nI was offered a Project Management Executive in Lumina Datamatics for Macmillan as well as Willey and Sons project.\r\nIt is an e-publishing domain, including content and technology solutions for publishers, retailers, and global marketers\r\nIt implements project plans and officially starts projects by conducting meetings with clients and PPM\r\nProject plans outline the scope, schedule, and budget of the project. Guiding the client through release planning in support of the overall project schedule.\r\nTracking project hours and submitting project progress reports by due dates.\r\nTechnical Associate L2 | Concentrix Technologies Nov 2021 to Jun 2024\r\nI worked in Concentrix from November 25,2021 as a Technical associate L1 for HP Printer support\r\nI handle calls from The United States cx regarding the hardware troubleshooting for printers and scanners\r\nAfter a year I was promoted to HP PS as Technical Associate L2.\r\nI interact with the customers (Inbound / Outbound process) to resolve the issues that the customers are facing\r\nAlso, it includes the documentation handling of each activity per CX and will be evaluated on my CSAT scores.\r\n', 2, 2, 1, 'Candidate', NULL, 'N', 14, 0, NULL, NULL, 0, NULL, NULL, '2024-11-11 07:25:13', 126),
(564, 144, 75, 134, 25, '75_144_134_589620407673e15326fb0c_SIVA_Resume.pdf', 'SIVA Resume.pdf', 'SIVAKUMAR BS	 	\n“KAMAKOTI” GOKULAM FLATS OLD NO35/ NEW 6	 	\nFLAT H 22	ND	 STREET THILLAI GANGA NAGAR CHENNAI 61	 	\n 	9841959029	; sivaiyer98@gmail.com	 	 	\n \nDate of birth	 	 	 	 	 	: 	22	nd Nov 1964 	 	\n \nEducation	 	 	 	 	 	: 	Diploma in Mechanical Engineering 	– 1983	 	\n \nAreas of 	experience	 	: 	Project management, Pro	curement, Operation 	\nManagement, Design & Engineering, 	 	\n \nProfessional experience	 	: 	41 Years	 	\n \nDetails of Job Experience 	 	\n(from the latest one(	 	: 	1) 	Worked 	as 	Vice  President	 – Reporting  to 	\nExecutive Director,  	 in Enexio Power Cooling 	Solutions India 	\nPvt Ltd Chennai	- a Company engaged in 	–Design Engineering 	\nmanufacture,  supply  erection  testing  and  commissioning  of \nAir  cooled  condenser	 and  cooling  towers	 for  Captive  power 	\nplants for steel. Cement, sugar and other process 	industries. 	\nJoined  this 	origination	 as  Manager 	Projects	 & Manager 	\nMaterials  In 	July 	2001	, During  that  period  when  I  was  in	-	\ncharge  of  procurement,  b	esides  being	 responsible  for 	\nprocurement as In charge was also doing checking of vendor \ndrawings  and  approvals. 	 All  through  these  years  in  this 	\ncompany, 	I have held 	various 	positions in 	through	 Continuous	 	\nelevations  .	last  worked  as	 Vice 	president 	(since	 2020	).  Total 	\nexperience in this 	firm	 23 years 	 	\n \n 	Responsibilities 	 	\n 	Overall  Project  Management  / 	Operations  of  the  Proj	ects  / 	\nOperations from receipt of order till commissioning /handing \nover till end of guarantee period. During this period under my \ncontrol have 	executed lot of projects	 	\n 	 	\n 	The details of some of the Major	 customers and projects 	– 	\nexecuted during my 	tenure:	 	\n 	\n- 	Maruthi Suzuki Manesar	 & Gurgaon 	 	\n- 	Aditya Cements through BHEL 95 mw CPP	 	\n- 	Gujarat 	Ambuja 	Cements for their various CPPs in 	\nMaratha cements 	Upperwahi Chandrapur	. Ambuja 	\nNagar, Bhattapara, 	Rabriyawas	 	\n- 	Larsen	 and Toubro for TNEB Valathur 	 	\n- 	TNEB Perungulam through BHEL 	 	\n- 	Sterlite copper 	, Tuticorin Tamilnadu 	CPP\n\n- 	Hi-tech	 carbon Chennai CPP	 	\n- 	Ragurama 	Renewable	 energy CPP at Paramakudi	 	\n- 	Dalmia cements’ various projects	 	\n- 	Chettinad Cements for various 	projects	 	\n- 	Indsil energy Raipur	 	\n- 	Sangam Spinners BHilwara	 	\n- 	Rajashree Sugars, GInjgee	 	\n- 	Mangalam Cements kota	 	\n- 	RCR Energy Western 	Australia	 	\n- 	Cabot 	International 	Indonesia	 	\n- 	Cabot India, Thane 	 	\n- 	Mid 	India	 power and steel Gujarat 	 	\n- 	Action ispat and power Jhasarguda	 	\n- 	Luna infra prop	 Kashipur 	 	\n- 	Soma power Kashipur	 	\n- 	ARS Steel and power Chennai 	 	\n- 	Associated	 cements co Madu	kkarai	 	\n- 	OPG power 	at Bhadreswahr and Gummidipoondi	 	\n- 	Enmass GB power Chennai	 	\n- 	Various Projects for ISGEC 	 	\n- 	RLJ Concast 	 	\n- 	 	\nThe  details  of  major	 consultants  like 	Fitchner 	Aqua  therm	, 	\nAvant garde, Tata Consulting Engineer, Holtec, Desin ARK 	etc.	 	\n- 	 	\n 	Besides  the  Operation  /  Project  Management  was \nresponsible for	 getting and maintaining ISO	 Certification and 	\naudit management	. ISO 9001	-2015 implementation was done 	\nwith  self  being  the  in  charge  and  certification  was  received. \nAlso  the  implementation  of  SAP  system  and  GST  under  SAP \nwas achieved under my 	leadership. 	Looked after the IT Team 	\nmanagement;	 also	 was 	coordinating	 the  Legal  cases  with 	\nAdvocate  firms	 . Handling  of  insurance  was  also  part  of  my 	\nresponsibilities. 	 	\n 	 	\n 	In  Apr  2021, 	The 	Company	 had  decided  to  set  up 	a 	\nmanufacturing of Tube bundle factory by procuring the used \nmachine	ry  from  Chinese  firm;  I  was  made  as  the  Head  of 	\nsetting up the factory. The 	responsibilities included	. 	\n 	\n- 	Valuation  of  the  machinery  in  China  including  the  left \nover life of the machinery	 	\n- 	Dismantling  of  the  machinery  under  third  party \ninspection	 	\n- 	Insurance for these machinery 	 	\n- 	Logistics  for moving the machinery from Chinese factory \nto Indian port\n\n- 	Customs clearance in India and arrange for local storage \nat ware house 	 	\n- 	Getting  the  technical 	knowhow	 including  all  the  macro 	\ndata for all the machinery, processes 	 	\n- 	Identification  of  factory  site  ,  commercial  negotiation, \nlease agreements	 	\n- 	Al civil works, installation work including electrical work \nfor setting up the factory 	 	\n- 	All 	statutory	 approvals for the factory 	 	\n- 	Getting expertise support from Chinese including \narranging Visa Process including close follow up with \nExternal affairs ministry and embassy 	 	\n- 	Sourcing of raw material and spares	 	\n- 	Arranging and coordination with machinery experts for \ntrial run and testing of machinery 	 	\n- 	Trial run, test production of the machinery 	 	\n- 	Getting the finished product 	 	\n \n 	\n2) Worked as 	“DEPUTY	 MANAGER PROUCURMENT AND 	\nPROEJCTS 	“ In BALCKE  DURR  WABAG  TECHNOLOGIES  IN 	\ntheir 	 COOLING TOWER DIVISION. Between Sep 1998 and 	\nJune  2001	. 	Was  in  charge  of  procurement  of  all 	\nequipment  and  system  including  civil  contracting.  As  an \nadditional responsibility was also handling projects 	 	\n \n3) Worked  As 	“SENIOR	 	ENGINEER” 	IN  SACEDE 	\nENGIN	EERS  AND  CONSULTNTS 	– A  Company  engaged  in 	\nthe Business	 of Water, Waste water	, Sewage 	and Effluent	 	\nTreatment plants	. I J	oined this organization 	in JAN	 90 	and 	\nhad	 worked  in	 multiple 	roles  in	 this  Organization 	\nincluding  in  Design  Department	 cost  Estimation  & 	\nProposals,  Procurement	, 	Quality  Assurance	,  Project	 	\nManagement	, Worked in this origination between Jan 90 	\nand Sep 98.	 	\n \nPlayed  key  role  in 	development  &	 manufacture  of 	\nAerators, 	Clarifiers	 including  drive  heads	; and  tankages, 	\nagitator  and  other  equipment  for  the  treatment  plants. \nWas  also  the  lead  In  Manufacturing  of  the  import \nsubstitute  of	 Equipment	 of  Jones  and  Atwood 	 Major 	\nCustomers  and  Projects  Tannery  Effluent  Treatment \nPlants In Dindigul , (TN). Kunnankanpalayam (TN), Tirupur \nCEPT, CETP For  Thane Belapur Industrial area, 	HMWSSB 	\nNEAR  HUSSIEN  SAGAR  LAKE,  VARIOUS  DAIRY  PLANT  OF \nNDDB, L&T 	NTPC Ramagundam and Farakkah\n\n4) 	Worked with Beardsell Engineering Limited ( A Division 	\nof Nava Bharat Ferro Alloys) 	 between March 1985 & Jan 	\n1990. At the time of leaving this organization was 	working 	\nas Assistant Marketing 	Officer. 	In this organization too, I 	\nhad  worked  in  Design  Department  taking  care  of  design \nof  pressure  vessels,  tankages  and  Heat  exchanger, 	, 	\nincluding  checking  and  release  of  General  arrangement \nand  fabrication  drawings.    Coordinating  with  customer \nand  consultant  for  approvals  of  design  calculation  and \ndrawings.  Also  worked  in  the  Estimation  and  Proposals \ndepartment  for  their  General  Engineerin	g  Prod	ucts 	\nDivision  manufacturing  Pressure  vessels,  tankages  and \nHeat  exchangers  and  other  process;  Due  to  internal \ntransfer  was  shifted  to  their  Material  handling  Division  \nand there I was responsible for Pre	-order /Tender design 	\nof  Material  handling  system  lik	e  Bet  Conveyor,  Chain 	\nconvey	or  etc.  Then  was  made  as  ASST 	MARKETING 	\nOFFICE	R responsible	 for  Marketing  of  Material  handling 	\nsystems and Imported Crushers from MMD UK	 	\n \n5)  Worked  in  Mechnofab  Engineers  and  Consultants \nPrivate Limited Chennai 	– A small scale industry engaged 	\nin  the  business  of  Fabrication  of  Pressure  vessels, \ntankages, heat exchangers, piping  system and  structural \ncomponents I Joined this organization imme	diately upon 	\ncompletion  of  my  Diploma  as  Trainee  engineer  in  July \n1983  and  by  the  time  I  quit  this  company  I  was  a  Junior \nEngineer in 1985 March. Here I was a part of the Design \n&  Engineering    carrying  out  design  of  Pressure  vessels, \nStorage tanks, Heat Ex	changers, and piping system as per 	\nASME and IS Codes 	 During later stages I was also involved 	\nin making proposal and marketing.	 	\n \nReference 	 	 	 	 	 	 	1) 	Mr. 	T Par	asuram 9710401371	 	\n2) 	Mr. 	KVSSB 	Sarma 9382783429	 	\n 	 	 	 	 	 	 	2) 	Mr. 	Bhagavanulu DS 98840 24510', 2, 2, 1, 'Candidate', 'SL', 'N', 14, 1, '2024-11-23 22:39:23', '2024-11-20 22:39:23', 1, '2024-11-23 22:39:23', '2024-11-20 22:39:23', '2024-11-20 16:58:26', 134),
(565, 144, 75, NULL, NULL, '75_144_790042415673e1675988b2_Mumbai_Indians-Resume.pdf', 'Mumbai Indians-Resume.pdf', '', 0, 0, NULL, 'Recruiter', NULL, 'N', 14, 0, NULL, NULL, 0, NULL, NULL, '2024-11-20 17:03:49', 0),
(566, 144, 75, 134, NULL, '75_144_1582605826674022d407579_cv.pdf', 'cv.pdf', 'SHUBHANGI  GOEL	                       	        	          	goellshubhi@gm a il.com	 ||+91 9205051002 	||  https://www.linkedin.com /in/shubha ngi	-goel	-9795311ab	 	\nEDUCATI ON	 	\nName  of  Course	 	Passing Year	 	Name  Of  Institute	 	\nAI CTE	 (PGDM,  PM)	 	2023	-2025	 	I nterna tiona l School of  Business a nd Resea rch, Ba nga lore	 	\nB.A.  Progra m m e	 	2021	-2023	 	Shya m a  Pra sa d Mukherjee College of  Wom en (University of  Delhi)	 	\n&bull; 	Hard  Skills: 	Stra tegic Pla nning,  Budget 	Ma na gem ent, Digita l Ma rketing, Pa rtnership Developm ent, Content a nd Pla tf orm  	\nm a na gem ent, Perf orm a nce a na lysis, Microsof t Excel, PowerPoint, My SQL, HTML, Ja va Script	 	\n&bull; 	Sof t Skills:	 Strong  Com m unica tor, Tea m work, Quick lea rner, Lea dership, Drive  a nd initia tive, Ana lytica l a nd problem  solver	 	\nSOCIAL  MEDIA  MANAGER	,  JAI N  EDUCATI ON  CONSULTANCY                  	                  	                      	     	                                          	 Aug 2021	- May 2022	 	\n&bull; 	Developed enga ging  socia l  m edia  stra tegies to boost product visibility a nd enga gem ent	 by 	47%	 	\n&bull; 	Prepa red budget sheets f or m a rketing, ensuring ef f icient resource  a lloca tion	 	\n&bull; 	Ma na ged da ily opera tions on Fa cebook, I nsta gra m , LinkedI n, a nd YouTube to strengthen bra nd presence	 	\n&bull; 	La unched im pa ctf ul com petitions a nd ca m pa igns to drive product a wa reness	 	\n&bull; 	Monitored a nd a na lyzed socia l m edia  perf orm a nce using tools like Fa cebook I nsights a nd Google Ana lytics, inf orm ing product \nref inem ent stra tegies	 	\n \nMARKETING  HEAD	,  THE CREATI VE  POD                                          	                         	                           	                                               	      	             	 Feb 2021	- Jun 2022	 	\n&bull; 	Developed a nd executed content m a rketing a nd em a il ca m pa igns to inf orm  ta rget a udiences a bout product f ea tures a nd benef its	 	\n&bull; 	Ma na ged scripts, content, a nd edits f or inf luencer delivera bles, a ligning  with  product goa ls a nd bra nd m essa ging	 	\n&bull; 	I dentif ied a nd pa rtnered with 17+ inf luencers, levera ging their  pla tf orm s to a m plif y product m essa ging a nd rea ch	 	\n&bull; 	Levera ged socia l m edia  to com m unica te product va lue propositions	, m a xim izing m a rket exposure	 	\nCASE  STUDY 	 OF	 A  CHI LD WI TH CEREBRAL  PALSY	,  DU               	                                                            	                               	                  	Nov. 2022 	- Feb.  2021	 	\n&bull; 	Ana lyzed CSN  f or child  with  Cerebra l Pa lsy,  identif ying developm enta l needs	 	\n&bull; 	Developed product enha ncem ent recom m enda tions, m eeting diverse needs a nd dem onstra ting stra tegic colla bora tion	 	\nPLACEMENT 	COMMI TTEE MEMBER	 	\n&bull; 	Selected  a s 1 of  11 m em bers out of  360 students	 	\n&bull; 	Dem onstra ted lea dership a nd orga niza tiona l skills in 	coordina ting recruitm ent processes	 	\n 	\nEVENT  MANAGEMENT 	TEAM  MEMBER AT  EXPEDI A	 	\n&bull; 	Chosen a s 1 of  7 m em bers f or a  corpora te	-level event	 	\n&bull; 	Ma na ged logistics  a nd coordina tion f or a  Ta blea u workshop held in Februa ry 2023	 	\n&bull; 	Showca sed project m a na gem ent a nd colla bora tion a bilities essentia l f or product	-rela ted events	 	\n&bull; 	Led a nd represented a  country delega tion a t AI PPM MUN conf erence, showca sing strong resea rch, a nd public spea king skills.  Awa	rded 	\n&#039;Best Speaker&#039;	 	\n&bull; 	Achieved 	3rd  place	 in Tim es  NI E  Aptitude cha llenge,  dem onstra ting a na lytica l a bilities a nd problem	-solving skills  under pressure	 	\n&bull; 	Selected  a s one of  the 	top  30	 students out of  600 pa rticipa nts f or G20 sum m it, ga ining va lua ble insights  into globa l econom ic trends a nd 	\nbusiness  stra tegies	 	\n&bull; 	Enga ged in  Rota ra ct, enha ncing com m unica tion a nd colla bora tion skills through m eetings, workshops, a nd service projects. Deve	loped 	\nproject m a na gem ent a bilities by orga nizing events	 	\n&bull; 	I dentif ied needs of  m a rgina lized com m unities a nd colla bora ted with SEARCH CLUB to execute welf a re projects f or underserved \nindividua ls,  ga ining  experience in  sta keholder enga gem ent	 	\n&bull; 	Contributed to a  f ood dona tion drive with Robin Hood Arm y, honing logistica l pla nning a nd colla bora tion skills, im pa cting \nunderprivileged  lives	 	\nEXTRA	-CURRI CULAR  ACTI VI TI ES	 	\nCertif ica tions	 	&bull; 	Com pleted 	Google Analytics	 Beginners a nd Adva nced m odule f rom  Google Ana lytics Aca dem y.	 	\n&bull; 	Fundamentals  of  digital marketing	 (google  ga ra ge)	 	\nOther	 	&bull; 	Drove  a  self	-em ployed I nsta gra m  reselling business, &ldquo;	a irpods_f or_youu&rdquo;, a chieving 	INR 1	00,450, 	\nwith	 3,800 f ollowers  f or 	4 Months	 	\n \nSKI LLS	 	\nI NTERNSHI PS	 	\nPROJECTS	 	\nPOSI TI ON  OF  RESPONSI BI LI TY	 	\nACHI VEMENTS 	 	\nVOLUNTEERI NG', 2, 2, 1, 'Recruiter', 'SL', 'N', 14, 1, '2024-11-25 11:52:37', '2024-11-22 11:52:37', 0, NULL, NULL, '2024-11-22 06:21:08', 0);

--
-- Triggers `resume`
--
DELIMITER $$
CREATE TRIGGER `deleted_from_subordinates_resumes_tables` AFTER DELETE ON `resume` FOR EACH ROW BEGIN
DELETE FROM resume_gpt_response WHERE resumeId = OLD.id$$
DELIMITER ;
DELIMITER $$
CREATE TRIGGER `insert_into_resume_gpt_response` AFTER INSERT ON `resume` FOR EACH ROW BEGIN
	INSERT into resume_gpt_response SET screeningId = new.screeningId, adminId=new.adminId, resumeId = new.id$$
DELIMITER ;
DELIMITER $$
CREATE TRIGGER `insert_into_resume_weightage_c` AFTER INSERT ON `resume` FOR EACH ROW BEGIN
    INSERT INTO resume_weightage_c (screeningId, adminId, resumeId, title, createdBy)
    VALUES
         (new.screeningId, new.adminId, new.id , 'Experience Summary', new.createdBy),
		 (new.screeningId, new.adminId, new.id , 'Skills', new.createdBy),
		 (new.screeningId, new.adminId, new.id , 'Role', new.createdBy),
		 (new.screeningId, new.adminId, new.id , 'Role Type', new.createdBy),
		 (new.screeningId, new.adminId, new.id , 'Domain/Industry', new.createdBy),
		 (new.screeningId, new.adminId, new.id , 'Projects Executed', new.createdBy),
		 (new.screeningId, new.adminId, new.id , 'Wtd Avg', new.createdBy)$$
DELIMITER ;
DELIMITER $$
CREATE TRIGGER `insert_into_resume_weightage_r` AFTER INSERT ON `resume` FOR EACH ROW BEGIN
    INSERT INTO resume_weightage_r (screeningId, adminId, resumeId, title, createdBy)
    VALUES
         (new.screeningId, new.adminId, new.id , 'Roles & Responsibilities', new.createdBy),
		 (new.screeningId, new.adminId, new.id , 'Years of Experience', new.createdBy),
		 (new.screeningId, new.adminId, new.id , 'Education Qualification', new.createdBy),
		 (new.screeningId, new.adminId, new.id , 'Skills/Knowledge', new.createdBy),
		 (new.screeningId, new.adminId,  new.id , 'Domain/Industry', new.createdBy),
		 (new.screeningId, new.adminId, new.id , 'Key Competencies', new.createdBy),
         (new.screeningId, new.adminId, new.id , 'Certifications', new.createdBy),
		 (new.screeningId, new.adminId, new.id , 'Wtd Avg', new.createdBy)$$
DELIMITER ;

-- --------------------------------------------------------

--
