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It is grounded in a decade of SHL research and the SHL Model of High-Potential 1, using multiple assessments to measure aspiration and ability against key elements of the model. 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It also provides guidance for assessing engagement through observable evidence of commitment and longer-term attachment.","Answer",{"name":115,"@type":110,"acceptedAnswer":116},"How is the Aspiration score calculated?",{"text":117,"@type":113},"The Aspiration score combines performance across six critical motivational factors and two behaviors that translate motivation into tangible career success, benchmarked against a norm group on a very low to very high scale.",{"name":119,"@type":110,"acceptedAnswer":120},"What assessments are used in this report?",{"text":121,"@type":113},"The report is based on a suite of assessments mapped to the SHL Model of High-Potential 1, including a Motivation Questionnaire and an Occupational Personality Questionnaire. 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Thereport draws on the SHL Model of High-Potential 1 and uses a number of assessments to identify strengths against key elements of that model.  \nThe SHL Model of High-Potential1  \nA high-potential individual is a proven high performer with the aspiration, ability and engagement to rise to and succeed in more senior, critical positions:  \n● Aspiration – to rise to senior roles  \n● Ability – to be effective in more responsible and senior roles  \n● Engagement – to commit to the organization and remain in challenging roles  \nWhat the Report Covers  \nThis report focuses on two of the elements in the SHL model to address critical questions that determine individual and high-potential program success:  \nAspiration to rise to a senior managerial or executive position. This is reported through six motivational factors and two critical behaviors that SHL and Gartner research shows significantly improve the odds of achieving a senior position in organizations. This part of the report addresses the question, \"Who is most likely to successfully rise to a more senior position?\"  \nAbility to be effective in more senior managerial and leadership positions. This is reported using the SHL Corporate Leadership Model, used by organizations globally, to show future potential against four critical managerial (transactional) competencies and four critical leadership (transformational) competencies. This part of the report addresses the question who is most likely to be a top performer in a more senior managerial and leadership role?  \nThose with high aspiration and high ability are more likely to be true high-potential individuals. For these individuals, the key question is: who is most likely to stay with the organization? Guidance is provided at the end of this report on how to assess for Engagement using observational evidence of the individual’s current commitment to their role and their longer-term attachment to the organization.  \nThe Assessments Used  \nThe report is based on scores from a suite of assessments mapped to the SHL Model of High-Potential 1 :  \n\n| Assessment | Aspiration | Ability |\n| --- | --- | --- |\n| Motivation Questionnaire |  |  |\n| Occupational Personality Questionnaire |  |  |\n\nThe specific assessments used to generate this report are detailed at the end of this report.  \n1SHL Model of High-Potential based on research by SHL and Gartner.  \nMay 16, 2019 High-Potential Assessment Report Mr. Sample Candidate 2 of 8  \n© 2019 SHL and/or its affiliates. All rights reserved.  \n\n| Assessment Summary |  |\n| --- | --- |\n|  |  |\n| The scores shown below summarize the individual’s likelihood of both rising to and being effective in a more senior and challenging managerial and leadership role. The sections that follow in this report provide more detail on how these two scores were obtained from the assessments administered. |  |\n| Factors that drive High-Potential |  |\n\nAspiration The likelihood of rising to a more senior managerial and leadership role such as an executive position  \nAbility The likelihood of being effective in a more senior managerial and leadership role  \nAspiration  \nKey to the Report  \n\n|  |\n| --- |\n|  |\n|  |\n| |\n\nNurture for Today  \nNurture for Today and Tomorrow Strongest Potentials  \nIndividual Score  \nNotes  \nThe information provided above relates to the individual’s future potential and not their current performance. It is based on research across organizations globally that shows how critical aspects of motivation and behavior predict later career outcomes. The Aspiration score predicts the likelihood of achieving a senior position such as an executive leve","cbCaifbSFiOam2Xi","https://ap.wps.com/l/cbCaifbSFiOam2Xi","pdf",192061,"English","# About this report\n## The SHL Model of High-Potential 1\n## What the Report Covers\n# The Assessments Used\n# Key to the Report\n## Nurture for Today and Tomorrow\n# Aspiration\n## Overall Scores\n## How the Aspiration Score Was Calculated\n# Factors that drive High-Potential","[{\"question\":\"What does the report measure for high-potential candidates?\",\"answer\":\"It measures aspiration and ability for more senior managerial and leadership roles. It also provides guidance for assessing engagement through observable evidence of commitment and longer-term attachment.\"},{\"question\":\"How is the Aspiration score calculated?\",\"answer\":\"The Aspiration score combines performance across six critical motivational factors and two behaviors that translate motivation into tangible career success, benchmarked against a norm group on a very low to very high scale.\"},{\"question\":\"What assessments are used in this report?\",\"answer\":\"The report is based on a suite of assessments mapped to the SHL Model of High-Potential 1, including a Motivation Questionnaire and an Occupational Personality Questionnaire. The specific assessment details are provided at the end of the report.\"}]","High-Potential Assessment Report - English (US) - Assessment and Potential Evaluation | PDF",1790973122]