Presented By:

It’s all about the employees

As a tool for Leadership Development!

• Understanding The Profile XT– About the Profile– Summary of Research– What The Profile Measures– Benchmark Development– Reading the Report

• Managing with the Profile XT– Select the Right Person– Set Expectations– Develop the Person

Measures the Total Person Thinking and Reasoning Behavioral Traits Occupational Interests

Used for: Placement Promotion Fit Coaching and Self Improvement Succession Planning Job Description Development

Administration: Approx. 60 minutes to take Internet Scored

Job Match Patterns by:CompanyDepartmentManagerGeographyPosition

Report Types:Individual ReportPlacementCoachingMulti-Candidate Match ReportMulti-Job MatchJob Analysis ReportJob Summary GraphScatter Graph Report

Summary of Research• Thinking

– Developed over the last 15 years.– More than 50 studies with 3,200 ethnically mixed subjects – aged from 17 through 68, 110 job titles in

15 industries.– Significant correlation with educational achievement and success in various job titles.– Proven Predictor of job performance.

• Behavioral Traits– Over 25 years of research.– 15,000 job applicants and incumbents, 1970 – 1980.– 12,000 job applicants and incumbents, 1992 – 1998.– 116,000 job applicants and incumbents, 1999 – 2003.– Samples represent a cross section of ages, ethnic groups, income levels, educational levels, positions,

companies, and industries.– Validated against Guilford-Zimmerman Temperament Survey, Gordon Personal Profiles, California

Personality Inventory.– No discrimination.

• Occupational Interests– Based on Holland’s Theory of Occupational Interests that divides the world of work into 6 occupational

interest areas or categories.– Sample group approximately 2,500 job applicants and incumbents.

– Selecting the right person for the right job– Succession planning– Reduction of Turnover– Increasing Productivity– Team Building

10% - Good But Limited Information:Education, Experience, Skills

90% - Essence of the Total Person:

Thinking Style

Behavioral Traits

Occupational Interests

Job Fit

Cornerstones of Performance/Selection

Skill FitEducation, Training,

Experience,Skills, Etc.

Company FitAttitudes, Values,

Demeanor,Appearance,

Integrity

Via Résumé, Application, References

Via Interview, Integrity Assessment

Via Job Match Assessment

Job FitThinking Style,

Behavioral Traits, Interests

(Cultural Fit)

Cornerstones of Performance/Selection

Skill FitEducation, Training,

Experience,Skills, Etc.

Company FitAttitudes, Values,

Demeanor,Appearance,

Integrity

Via Résumé, Application, PortfolioReferences

Via Interview, Integrity Assessment,References

Via Job Match Assessment Job Fit

Thinking Style, Behavioral Traits,

Interests

CULTURAL FIT WITH COMPANY

Learning Index

Verbal Skill

Verbal Reasoning

Numerical Ability

Numeric Reasoning

Enterprising

Financial/Administrative

People Service

TechnicalMechanical

Creative

Energy Level

Assertiveness

Sociability

Manageability

Attitude

Decisiveness

Accommodating

Independence

Objective Judgment

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Thinking Style

Occupational Interests

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Behavioral Traits

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What

Measures

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Population Distribution

CanCan they get the they get the job done?job done?

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Thinking Style

Occupational Interests

Behavioral Traits

Learning Index

Verbal Skill

Verbal Reasoning

Numerical AbilityNumeric Reasoning

Enterprising

Financial/Admin

People Service

Technical

Mechanical

Creative

Energy Level

Assertiveness

Sociability

Manageability

Attitude

Decisiveness

Accommodating

Independence

Objective Judgment

CanCan they get the they get the job done?job done?

HowHow will they get will they get the job done?the job done?

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Thinking Style

Occupational Interests

Behavioral Traits

Learning Index

Verbal Skill

Verbal Reasoning

Numerical AbilityNumeric Reasoning

Enterprising

Financial/Admin

People Service

Technical

Mechanical

Creative

Energy Level

Assertiveness

Sociability

Manageability

Attitude

Decisiveness

Accommodating

Independence

Objective Judgment

CanCan they get the they get the job done?job done?

HowHow will they get will they get the job done?the job done?

Are they Are they motivatedmotivated by this kind of by this kind of

work?work?

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Thinking Style

Occupational Interests

Behavioral Traits

Learning Index

Verbal Skill

Verbal Reasoning

Numerical AbilityNumeric Reasoning

Enterprising

Financial/Admin

People Service

Technical

Mechanical

Creative

Energy Level

Assertiveness

Sociability

Manageability

Attitude

Decisiveness

Accommodating

Independence

Objective Judgment

Profile XT ReportsProfile XT Reports• Graph Report• Individual• Job Analysis Report• Placement Report• Coaching Report• Job Summary Graph• Job Profile Summary Report• Succession Planning Report• Candidate Match Report (Multi-job Match)

The The JobMatch JobMatch PatternPattern

Shaded areas indicate the JobMatch pattern

The JobMatch patterns show requirements for the jobs in your company

Good MatchGood Match70% and above

QuestionableQuestionableMatchMatch

Below 70%

Profile XT ReportsProfile XT Reports

• Graph Report• Individual• Job Analysis Report• Placement Report• Coaching Report• Job Summary Graph• Job Profile Summary Report• Succession Planning Report• Candidate Match Report (Multi-job Match)

IndividualIndividualReportReport

• Feedback to employees• No scores• Strength-based

comments• No coaching required

Profile XT ReportsProfile XT Reports

• Graph Report• Individual• Job Analysis Report• Placement Report• Coaching Report• Job Summary Graph• Job Profile Summary Report• Succession Planning Report• Candidate Match Report (Multi-job Match)

Job Summary Job Summary GraphGraph

• One-page graphical summary of candidate vs. position

• All critical information• For experienced users• Useful in multi-

candidate reviews

Profile XT ReportsProfile XT Reports

• Graph Report• Individual• Job Analysis Report• Placement Report• Coaching Report• Job Summary Graph• Job Profile Summary Report• Succession Planning Report• Candidate Match Report (Multi-job Match)

Reading Profile XT PlacementReading Profile XT Placement

• Check Distortion Scale

Distortion ScaleDistortion Scale

• Measures how candid & frank candidate was when answering behavioral section

• The lower the score the higher the concern• Distortion score refers to the reliability of the results,

not the honesty of the individual• Low score could indicate responses may have been

distorted (e.g. to portray how he/she would like to be seen)

• Distortion scores should not be used as a basis for disqualification of an individual

Understanding Distortion ScoresUnderstanding Distortion Scores

• 7, 8, 9, or 10: no obvious distortion was detected

• Scores of 3, 4, 5, or 6: report may have a somewhat “polished” version of reality

• Scores of 1 or 2: report should probably not be used in the decision-making process for that individual. Rather, other factors and information should be used to make this decision.

Reading Profile XT PlacementReading Profile XT Placement

• Check Distortion Scale

• Review Percentage Match numbers

Locating the Learning Locating the Learning Index Percentage Index Percentage

Match Numbers in the Match Numbers in the Placement ReportPlacement Report

• Check Distortion Scale • Review Percentage Match numbers• Review Interests % Match and Ranking

Reading Profile XT PlacementReading Profile XT Placement

% Match and % Match and Ranking Ranking

in Placement in Placement ReportReport

Interests sectionInterests section

• Check Distortion Scale

• Review Percentage Match numbers

• Review Interests % match and Ranking

• Read the ‘Total Person’ section

Reading Profile XT PlacementReading Profile XT Placement

The ‘Total Person’ SectionThe ‘Total Person’ Section

• Check Distortion Scale • Review Percentage Match numbers

• Review Interests % Match and Ranking

• Read the ‘Total Person’ section

• Note gaps between candidate and scales

Reading Profile XT PlacementReading Profile XT Placement

Note any gaps Note any gaps between candidate & between candidate &

patternpattern

Use Interview Questions Use Interview Questions in placement situationsin placement situations

Profile XT Reports

• Graph Report• Individual• Job Analysis Report• Placement Report• Coaching Report• Job Summary Graph• Job Profile Summary Report• Succession Planning Report• Candidate Match Report (Multi-job Match)

Skillfully Manage Employee PerformanceEffectively Manage Employee DevelopmentOptimize Employee ContributionSpend Training Dollars More EfficientlyBuild Better Performing Teams

Tool for Employee Managementand Development

Mary Applicant scored outside the position match pattern in the following areas. When working with Mary Applicant, you might consider the following:

THINKING

Job Pattern 5-8 Score 10

On the Verbal Reasoning scale Ms. Applicant is above the designated Profile for this Job Match Pattern. This suggests that her ability to process verbal information is greater than the position typically requires and that she may experience frustration over the lack of challenge. Discussions with her should explore the possibility the position may not maintain her interest and/or level of performance. Quite proficient in verbal reasoning, Ms. Applicant may require

training on communicating her ideas to others of varying ability levels.

If she experiences frustration in expressing her complex ideas to others, suggest that she should "say it in plain English" or make her meaning more clear. Provide training as needed in adaptive communication.

Ms. Applicant may become frustrated by the attempts of others to understand her complex verbal information. Provide your advice in how to communicate ideas in a manner consistent with the verbal level of others with whom she deals.

While very capable of processing verbal information and making decisions based on that information, be aware of any frustration Mary may experience when communicating with others of lesser ability. Coach her on appropriate interpersonal techniques that facilitate good rapport between peers.

Verbal Reasoning – Using words as a basis in reasoning and problem solving.

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C = ManagerO = Employee

Energy Level

Assertiveness

Sociability

Manageability

Attitude

Decisiveness

Accommodating

Independence

Objective Judgment

Enterprising

Financial/Administrative

People Service

Technical

Mechanical

Creative

Learning Index

Verbal Skill

Verbal Reasoning

Numerical Ability

Numeric Reasoning

1 2 3 4 5 6 7 8 9 10

Thinking

O

OO

OO

CCC

CC

C

C

Occupational Interests

CC

CC

C

OO

OO

OO

O

Behavioral Traits

CC

CC

CC

CCOOO

OO

OO

1 2 3 4 5 6 7 8 9 10

2 3 4 5 6 7 8 9 101

2 3 4 5 6 7 8 9 101

**How do you relate?

O

PXT Coaching GuideComparing Self (Manager) to Direct Report

Learning Index

Verbal Skill

Verbal Reasoning

Numerical Ability

Numerical Reasoning

8-10 Range with a 4 or LowerIf you (the manager) are in the 8-10 range and have someone in the 4 or lower

scale….Make a note to be straightforward in your discussions with them.

Always allow them to ask clarifying questions so that your message is communicated.

1-3 Range with a 7 or HigherIf you are in the 1-3 range and have someone in the 7 or above range, you will

generally not have to be concerned about communication with them.

Direct ReportManager

Suggestions for Team Development

1.Create Team Concurrent Pattern

2. Determine Strengths and Weaknesses within the team

3. Construct learning activities that will reveal these attributes in a fun, non-threatening way.

4. Facilitate a team dialogue to review results and establish action plans to optimize member performance.

5. Provide Individual Reports to participants to facilitate the member interaction – ONLY WITH REFERENCE GUIDE

Concurrent Pattern

Profile XT Reports• Graph Report• Individual• Job Analysis Report• Placement Report• Coaching Report• Job Summary Graph• Job Profile Summary Report• Candidate Matching Report (Milti-job Martch)• Succession Planning Report

Where is your talent?• ““To adequately prepare for succession, you should To adequately prepare for succession, you should

evaluate the skills and attitudes of everyone in the evaluate the skills and attitudes of everyone in the organization who is a candidate for a leadership organization who is a candidate for a leadership position.”position.”– InternsInterns– EmployeesEmployees– ManagementManagement

Candidate Matching Candidate Matching ReportReport

• One candidate vs. multiple positions

• Percentage match• For succession

planning, promotion, career planning uses

Profile XT Reports

• Graph Report• Individual• Job Analysis Report• Placement Report• Coaching Report• Job Summary Graph• Job Profile Summary Report• Succession Planning Report• Candidate Match Report (Multi-job Match)• Succession Plannng Report

Succession Succession Planning ReportPlanning Report

• One Position vs. multiple candidates

• Percentage match• For succession planning,

promotion, career planning uses

“In these days of talent wars, the best way to keep your top talent is to know them better than they know themselves – and then use that information to customize the careers of their dreams.”

– “Job Sculpting: The Art of Retaining Your Best People”Harvard Business Review

Growing Talent