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: Company Department Manager Geography Position Report Types: Individual Report Placement Coaching Multi-Candidate Match Report Multi-Job Match Job Analysis Report Job Summary Graph Scatter 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 incumbent s.
– 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 Fit Education, Training, Experience, Skills, Etc. Company Fit Attitudes, Values, Demeanor, Appearance, Integrity Via Résumé, Application, References Via Interview, Integrity Assessment Via Job Match Assessment Job Fit Thinking Style, Behavioral Traits, Interests (Cultural Fit)
Cornerstones of Performance/Selection Skill Fit Education, Training, Experience, Skills, Etc. Company Fit Attitudes, Values, Demeanor, Appearance, Integrity Via Résumé, Application, Portfolio References Via Interview, Integrity Assessment, References Via Job Match Assessment Job Fit Thinking Style, Behavioral Traits, Interests CULTURAL FIT WITH COMPANY
Can they get the job done? How will they get the job done? Are they motivated by this kind of work? 10987654321 987654321 987654321 987654321 987654321 987654321 987654321 987654321 987654321 987654321 987654321 987654321 987654321 987654321 987654321 987654321 987654321 987654321 987654321 987654321 Thinking Style Occupational Interests Behavioral Traits Learning Index Verbal Skill Verbal Reasoning Numerical Ability Numeric Reasoning Enterprising Financial/Admin People Service Technical Mechanical Creative Energy Level Assertiveness Sociability Manageability Attitude Decisiveness Accommodating Independence Objective Judgment
Distortion 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 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.
Skillfully Manage Employee Performance Effectively Manage Employee Development Optimize Employee Contribution Spend Training Dollars More Efficiently Build Better Performing Teams Tool for Employee Management and Development
PXT Coaching Guide Comparing Self (Manager) to Direct Report Learning Index Verbal Skill Verbal Reasoning Numerical Ability Numerical Reasoning 8-10 Range with a 4 or Lower If 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 Higher If 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
Where is your talent? “To adequately prepare for succession, you should evaluate the skills and attitudes of everyone in the organization who is a candidate for a leadership position.”“To adequately prepare for succession, you should evaluate the skills and attitudes of everyone in the organization who is a candidate for a leadership position.” –Interns –Employees –Management
Candidate Matching Report One candidate vs. multiple positions Percentage match For succession planning, promotion, career planning uses
Succession Planning 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
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