Sample scorecard

A real scorecard from a real session

The role: First-Line Supervisors of Retail Sales Workers. The candidate is fictional (an AI played them); the scores, quotes and interview questions are the engine's own output, unedited.

Try it on yourself — free →How it works

At a glance · Mateo García

3 of 3 required levels met

Every required level is met: Management of Personnel Resources and Time Management at their level, Negotiation above it.

Management of Personnel Resources4/5 · Strong

Needs 4 · ✓ meets

Negotiation4/5 · Strong

Needs 3 · ✓ meets

Time Management4/5 · Strong

Needs 4 · ✓ meets

This sample in short

3 of 3 required levels met; each skill shows the candidate's own words.
Interview questions to confirm the closest call.
A written report for the hiring team, and a feedback note for the candidate.
The candidate, Mateo García, is fictional (an AI played them). The scores and quotes are the real engine's unedited output; 33 of 33 quotes were checked against the conversation.

Role skills

The evidence, skill by skill

Each skill against the minimum the recruiter set. No overall score, no hire / no-hire verdict.

Management of Personnel Resources

4/5 · Strong

Required level: 4 Meets the required level

Gave named, timed assignments for Tess, Marcus and Priya at turn 2, but put themself behind a register again at turns 3 and 5.

“Tess: fitting rooms now. Marcus pauses the truck, opens register four by 11:45 through lunch, then endcaps 1:30 to 2:45, Priya stays off them; I float the floor and call IT now.”turn 2

“Marcus comes off the truck 12:30 to 1:00 to run four while I take three; dock still clear by 1:45, endcaps up by 2:45, and I'll check on him at 1:00.”turn 6

“Tess, can you run a register? If yes, you take three 12:30 to 1:00 and fitting rooms go key-only from register four; if not, I swap you onto four and I take three.”turn 4

Why this level

The candidate gave named, timed assignments on demand and matched tasks to stated constraints: Marcus's truck and dock deadline, Tess's limited training, and Priya's workload and break. The final plan used Marcus for half an hour and scheduled a check-in with him. The recurring lapse was defaulting to a register personally, which left floor coverage weak, so this stays below exemplary.

+ 4 more verified quotes in the app

Negotiation

4/5 · Strong

Required level: 3 Meets the required level

Met Dana's promo deadline by re-sequencing Marcus at turns 3 and 6 while keeping Priya off endcaps; break disputes were settled as rulings.

“Marcus comes off the truck 12:30 to 1:00 to run four while I take three; dock still clear by 1:45, endcaps up by 2:45, and I'll check on him at 1:00.”turn 6

“Marcus stays on the truck, promo stock off first, dock clear by 1:15, then endcaps till 2:45.”turn 3

“Priya's break stays 12:30, no trade.”turn 6

Why this level

When Dana pushed to move Priya onto endcaps, the candidate met Dana's real need, the promo up before the walk, by re-sequencing Marcus. When the break dispute came to a head, the candidate offered a third option that kept two registers open and protected Priya's break. The break decisions themselves were stated as rulings rather than explored, and neither dispute closed with explicit agreement from both sides.

+ 1 more verified quote in the app

Time Management

4/5 · Strong

Required level: 4 Meets the required level

Sequenced promo stock first, dock clear, endcaps by 2:45 at turn 3; the turn 5 single-register lunch plan was replaced at turn 6.

“Tess: fitting rooms now. Marcus pauses the truck, opens register four by 11:45 through lunch, then endcaps 1:30 to 2:45, Priya stays off them; I float the floor and call IT now.”turn 2

“Marcus stays on the truck, promo stock off first, dock clear by 1:15, then endcaps till 2:45.”turn 3

“Marcus comes off the truck 12:30 to 1:00 to run four while I take three; dock still clear by 1:45, endcaps up by 2:45, and I'll check on him at 1:00.”turn 6

Why this level

The candidate sequenced work against the stated deadlines: promo stock off the truck first, the dock cleared before the next delivery, and endcaps finished before the three o'clock walk. The candidate also said up front that the endcaps would wait. One proposal left a single register at the lunch peak despite Dana's stated objection, but the next turn corrected it.

+ 2 more verified quotes in the app

Where to look next

Every level is met — confirm the closest call

Interview questions written from this conversation. Suggestions only; not part of the score.

Management of Personnel Resources

Meets the required level

Ask: “Walk me through a shift where you were short-staffed and tempted to cover a station yourself. How did you decide who ran the floor, and how did it play out?”

Listen for: Named owners and times for each task, a deliberate choice about their own role, keeping floor oversight covered, and a check-in that confirmed the plan worked.

The rest of the scorecard

The summary

The strongest evidence is in Self-Control, Adaptability and Negotiation: the candidate stayed composed under repeated provocation, revised timed plans as each new constraint appeared, and found options that met Dana's operational needs while honoring commitments to Priya. The weakest evidence is a recurring tendency to put themself on a register at the expense of floor coverage, plus a largely unilateral decision style that limits Cooperation. All eight dimensions had sufficient evidence.

What this assessment could not observe

Whether the turn 6 plan was carried out; the session ended at turn 6 with no turn showing results.
Neither negotiation closed with explicit agreement from Dana or Priya in the events.
Cooperation rests on two moments, turns 4 and 5.

Composure: how the candidate held up under pressure

Five traits, scored for every candidate in every role. Shown, never judged against a level.

Stress Tolerance

4/5

Under Dana's criticism at turn 3 kept issuing timed decisions and said "that's on me", then returned to a register.

“I cover register four through lunch and run the floor from there. Tell district it's up by 2:45; that's on me.”turn 3

Why this level

Under repeated deadline pressure and Dana's direct criticism about Saturday, the candidate kept producing concrete, timed decisions and openly took ownership of the deadline. The criticism was absorbed without defensiveness but only partly used, since the candidate went back onto a register right after it.

Self-Control

5/5

Answered Priya's threat to clock out at turn 1 and Dana's repeated Saturday jabs at turns 3 and 5 on substance, with no barbs.

“I cover register four through lunch and run the floor from there. Tell district it's up by 2:45; that's on me.”turn 3

Why this level

The candidate was provoked several times: a threat to walk out, pointed criticism of their past performance, and demands to settle it within minutes. Each time they responded to the substance (Priya's workload, ownership of the deadline, who covers the floor) with no barb or sarcasm. The brevity was consistent from the first turn and is style, not strain.

Adaptability

4/5

Revised Marcus's plan for the truck and dock at turn 3 while keeping Priya's commitments; reverted to a rejected approach at turn 5.

“Marcus stays on the truck, promo stock off first, dock clear by 1:15, then endcaps till 2:45.”turn 3

Why this level

The candidate revised plans as facts arrived and stated which commitments still held, such as the dock and endcap times and Priya's assignment. One revision fell back on a single register at lunch, an approach Dana had already ruled out, before being corrected. That makes this strong rather than exemplary.

Cooperation

3/5

Checked Tess's register skills at turn 4 and asked Dana to walk the floor at turn 5; other decisions were issued without consultation.

“Tess keeps fitting rooms and radios me if the floor needs me; Dana, if your call ends by then, can you walk the floor?”turn 5

Why this level

The candidate checked Tess's capability before assigning her, set up a radio check-in, and asked Dana to help cover the floor. They also took on register work themself. Otherwise decisions were issued unilaterally, and Dana's point that Priya knows the promo layout was not explored as team knowledge.

Empathy

4/5

Cut Priya to one task at turn 1 and held her 12:30 break against pushback at turns 4 and 6: "no trade".

“Priya, you stay on register three only. Endcaps wait, I'll pull someone else for fitting rooms.”turn 1

Why this level

The candidate responded to Priya's distress in her own terms by stripping her down to one task and holding her break and limits against repeated pushback. They returned to these protections unprompted in later turns. The care was shown through action rather than words, and Dana's pressure was acknowledged only by taking ownership of the deadline.

The written report for the hiring team

Every required level is met: Management of Personnel Resources and Time Management at their level, Negotiation above it. The strongest evidence is at turn 6, where the candidate kept two registers open at lunch, protected Priya's break and re-timed the dock and endcap deadlines. The weakest is the repeated move to put themself on a register at turns 1, 3 and 5, which left floor coverage thin even after Dana criticized it.

How the session unfolded

The candidate opened at turn 1 by narrowing Priya to register three and pulling endcaps and fitting rooms off her, then said they would call IT and jump on a register. After Dana objected, turn 2 gave named, timed assignments for Tess and Marcus, with the candidate floating the floor. At turn 3 they re-sequenced Marcus around the truck and dock, took the Saturday criticism by owning the 2:45 deadline, but put themself back on register four.

At turn 4 they held Priya's 12:30 break and asked whether Tess could run a register, with a fallback either way. Turn 5 proposed closing register four for the lunch half hour, which Dana had already rejected, and asked Dana to walk the floor. At turn 6 they kept Priya's break, said Marcus would run register four from 12:30 to 1:00, re-timed the dock to 1:45, and said they would check on him at 1:00.

How this assessment was conducted

Mateo García worked through a designed workplace scenario built for the First-Line Supervisors of Retail Sales Workers role, with AI-played colleagues. Their own words were extracted as behavioural events, and every quote was checked word for word against the transcript. Each skill was scored from all of its evidence against fixed behavioural anchors on a 1–5 scale. Turns 1 and 2 probed Negotiation, Management of Personnel Resources and Self-Control; once all dimensions were covered at turn 3, the session was compressed and closed at turn 6. The result is advisory: a person makes the hiring decision.

What the candidate receives: the feedback note

Every candidate gets a short note in the language of the scene: specific, kind, and without scores.

Thank you, Mateo. With two registers down, Priya close to clocking out, Dana pressing for the promo before a district walk, and only Marcus and new-hire Tess to deploy, the shift needed a plan fast.

What stood out

Taking the load off an overwhelmed colleague

Priya was overloaded and threatening to clock out, right as the outage hit.

“Priya, you stay on register three only. Endcaps wait, I'll pull someone else for fitting rooms.”in your own words

Narrowing someone to one task calms them faster than reassurance. You then held her limits and break through every later change.

Turning a scramble into names and times

Dana asked for a concrete plan: who does what, and by when.

“Tess: fitting rooms now. Marcus pauses the truck, opens register four by 11:45 through lunch… I float the floor”in your own words

Named, timed assignments let everyone move at once without checking back. This was a clear strength across the session.

Finding a third option instead of picking a side

Dana wanted two registers at lunch while you had promised Priya her 12:30 break.

“Marcus comes off the truck 12:30 to 1:00 to run four while I take three; dock still clear by 1:45”in your own words

You did this twice: meeting the operational need without breaking a promise. Colleagues trust a lead who protects both.

Something to try next time

Keep yourself free to run the floor

Several times when coverage got tight, you put yourself on a register: at the start, right after Dana raised Saturday, and at lunch. Each time, no one was left overseeing the floor and fitting rooms. Before taking a till yourself, ask the team who else could cover it, so you stay free to lead.

Next time, you could say

“Marcus, step off the truck for thirty minutes and open four; I'll stay on the floor and keep the dock on schedule.”

This was an AI-assisted behavioral simulation. The hiring team receives an evidence-based summary, and a person makes every decision. This note is for you and reflects observable moments from your session, not a judgment of you as a professional.

The full conversation (6 candidate turns)

Dana (Store Manager) Mateo, two of the five registers just went down, and Kevin called out, so we're short on the floor too. Lines are already backing up past the seasonal aisle and the lunch rush hits in forty minutes. I need a coverage plan from you right now, before I head into my district call.

Priya (Sales Associate) Mateo, I've been running register three by myself, restocking the endcaps between customers, and now someone wants me watching fitting rooms too. I can't do all of it. If one more thing lands on me today, I'm done, I'm clocking out.

Dana (Store Manager) Nobody's clocking out. Mateo, what's the plan?

Mateo García Priya, you stay on register three only. Endcaps wait, I'll pull someone else for fitting rooms. Dana, I'll call IT on the two dead registers now and jump on a register myself until lunch.

Priya (Sales Associate) Register three only. Okay. That I can do.

Dana (Store Manager) Hold on. If you're stuck behind a register until lunch, who's running the floor? And those endcaps can't just wait. The seasonal promo has to be up before the district walk at three. Who's on fitting rooms, exactly? All I've got is Marcus unloading the truck in back and Tess, who's in her second week.

Priya (Sales Associate) Just don't hand those endcaps back to me at one o'clock.

Dana (Store Manager) Names and times, Mateo. I'm on that call in five minutes.

Mateo García Tess: fitting rooms now. Marcus pauses the truck, opens register four by 11:45 through lunch, then endcaps 1:30 to 2:45, Priya stays off them; I float the floor and call IT now.

Dana (Store Manager) Marcus can't just walk away from that truck. Half the promo stock for those endcaps is still on it, and the dock has to be clear by two for the next delivery. So you pull him off now, and he spends 1:30 doing endcaps with product that's still sitting in back?

Dana (Store Manager) Honestly, Mateo, this is the same thing as Saturday. You jumped on a register, nobody ran the floor, and I'm the one who got the call from district. Priya knows that promo layout better than anyone. She does the endcaps after lunch and Marcus finishes the truck.

Priya (Sales Associate) No. He just told me register only. If that changes ten minutes later, I'm not staying.

Dana (Store Manager) Then you two figure it out, because I'm walking into that call in four minutes and I need to tell district the promo goes up on time. Who's doing it, Mateo?

Mateo García Marcus stays on the truck, promo stock off first, dock clear by 1:15, then endcaps till 2:45. I cover register four through lunch and run the floor from there. Tell district it's up by 2:45; that's on me.

Dana (Store Manager) Fine, 2:45, and it's your name on it. But you're forgetting something. Priya's been on since seven, so her break is due at 12:30, right in the middle of lunch. With you on four and Tess in fitting rooms, nobody covers three. She pushes her break to two.

Priya (Sales Associate) I'm not skipping my break to make your district call look good, Dana. 12:30, or I'm gone for the day.

Dana (Store Manager) And I'm not running lunch on one register. Mateo, sort this out between the two of us. I've got three minutes.

Mateo García Priya, break at 12:30 as scheduled. Tess, can you run a register? If yes, you take three 12:30 to 1:00 and fitting rooms go key-only from register four; if not, I swap you onto four and I take three.

Dana (Store Manager) Tess has only been trained on returns, not a live register at lunch. And key-only fitting rooms means a line at four and a mess back there right before district walks. You're back behind a register again, Mateo. That's Saturday all over.

Dana (Store Manager) Here's the fix: Priya spends ten minutes walking Tess through register three before she goes. Then Tess can hold it.

Priya (Sales Associate) So now I'm training too? That's exactly what he said wouldn't happen. My break is 12:30, not 12:20 after a training session.

Dana (Store Manager) Two minutes, Mateo. Is Tess on that register or not, and who's watching the floor while you're stuck on four?

Mateo García Tess stays off registers. 12:30 to 1:00 I take three, four closes for that half hour, and Tess keeps fitting rooms and radios me if the floor needs me; Dana, if your call ends by then, can you walk the floor?

Dana (Store Manager) That call goes until one, Mateo, so I can't walk the floor at 12:30. And one register at the peak of lunch means that line wraps past seasonal again. If Priya went at 12:45 instead, I'd be off the call by then and could jump on four myself.

Priya (Sales Associate) Fifteen minutes later today, and next week it's thirty. I've heard that before. 12:30 is my break.

Dana (Store Manager) I'm not asking her to skip it, just move it fifteen minutes. One register at noon or a quarter-hour shift for Priya, Mateo. You two settle it, because I'm dialing in now.

Mateo García Priya's break stays 12:30, no trade. Marcus comes off the truck 12:30 to 1:00 to run four while I take three; dock still clear by 1:45, endcaps up by 2:45, and I'll check on him at 1:00.

Dana (Store Manager) Marcus on four for the half hour, dock clear by 1:45, promo up by 2:45. Okay, we'll run with that, and I'll tell district 2:45.

Priya (Sales Associate) Break at 12:30, register three until then. I'll stay on it.

See your own scorecard in 15 minutes

Take the candidate's seat, then read your own scorecard. Free, no card.

Try it on yourself — free → Pricing