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Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. The PROFILOR ® Group Feedback Session Welcome!

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Presentation on theme: "Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. The PROFILOR ® Group Feedback Session Welcome!"— Presentation transcript:

1 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. The PROFILOR ® Group Feedback Session Welcome!

2 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Session Objectives  Identify the purpose and value of PDI Ninth House’s PROFILOR development tool.  Interpret their PROFILOR results with the assistance of a PDI Ninth House-certified feedback facilitator.  Apply PDI Ninth House’s Development FIRST strategies for self-development to help ensure successful ongoing development.  Create an effective development plan. 2

3 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Introductions 3  Name  Location and role in your organization  One thing that would make the session a valuable investment of time

4 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Why Get 360 Feedback?

5 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Organizational Results 5 Facilitator will complete this slide with the specific results expected by the organization.  Xxxxx

6 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Agenda 6  The Competency Model  Interpretation of PROFILOR Results  Individual Review of PROFILOR Feedback  Learning and Development  Development FIRST Strategies and Development Planning  Next Steps

7 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. 7777 PDI Ninth House Locations ASIA Hong Kong Mumbai Shanghai Singapore Tokyo EUROPE / MIDDLE EAST Abu Dhabi Bratislava Brussels Budapest Düsseldorf AFFILIATES Athens Buenos Aires Istanbul Melbourne NORTH AMERICA Atlanta Boston Chicago Dallas Houston Los Angeles Minneapolis New York San Francisco Washington, DC Geneva London Paris Stockholm CORPORATE HEADQUARTERS Minneapolis Mexico City São Paulo Seoul Sydney Vitória Clients 80% of Fortune 100 75% of Forbes Global 100 70% of Business Week Top 100 Global Brands PDI Ninth House Global HR consulting firm founded in 1967 Employs more than 700 team members 28 full-service offices Serves clients on five continents

8 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. The PROFILOR: Then and Now 8 In the Beginning:  Developed to fill a gap for leaders who received less meaningful feedback as they moved up in an organization.  Provided feedback on behavior others observed in everyday work.  Provided insight into what leaders could do differently to become more effective. Today:  Nothing has changed except the number of individuals who have benefited!

9 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. The Competency Model 9

10 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. The PROFILOR Wheel for Mid-Level Leaders 10

11 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Facts About PROFILOR Feedback  Its focus is on development.  It acts like a four-way mirror.  Feedback is anonymous, except from the boss.  It measures “perceptions” but not necessarily “truth.”  It is comprehensive and specific.  It provides normative comparisons.  It gives individuals responsibility for their development. 11

12 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Confidentiality and Data Integrity 12 Facilitator completes this slide highlighting the following as it pertains to the organizations 360 design. PROFILOR feedback reports are designed for development purposes only. Reports belong to the recipient who retains all copies. For preparation purposes, who, if anyone, has access to the data for report pre-feedback session. How online data exchange security works.

13 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Perceptions 13 “We are measured not by what we are, but by the perception of what we seem to be; not by what we say, but how we are heard; not by what we do, but how we appear to do it.” - Anonymous

14 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Behaviors vs. Intentions vs. Perceptions 14 Perceptions Behaviors Intentions

15 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Key Questions to Answer... 15 When considering feedback: Do I understand it? Is it valid and accurate? Is it important? Do I want to act on it?

16 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. The PROFILOR Feedback Report 16

17 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Inside Cover 17 Standard Sample Report Standard Sample Report

18 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Overview of The PROFILOR Feedback Report (Standard Report)  Summary Information  Importance Summary  Skills Overview  Perspective Comparisons  Detailed Information  Specific Question Results  Composites (certain models)  Highest and Lowest Ratings  Developmental Highlights  Focus for Development  Development Suggestions  Written Comments 18

19 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Introduction 19 P. 2

20 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Skill Definitions 20 P. 4

21 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Importance Summary “What skills are critically important for my job?”  Section Contents  Measures relative importance of skills to job.  NOT a measure of performance.  What to Look for  Areas of agreement on what is critically important, very important and important.  Discrepancies of 3 points or more.  Patterns of ratings (high or low) by Self or Boss(es). 21

22 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Importance Summary 22 p. 6

23 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Skills Overview “How do ratings of others compare to my ratings?”  Section Contents  Behavior ratings at skill level.  Contrast between Self and Raters.  What to Look for  3 highest and 3 lowest rated skills.  Self ratings significantly higher (.5 or more) than others’ ratings.  Self-ratings significantly lower (.5 or lower) than others’ ratings. 23

24 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Skills Overview 24 P. 8

25 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Perspective Comparisons “What messages are there from raters?”  Section Contents  Behavior ratings from different perspectives (i.e., bosses, peers, direct reports, other).  Patterns to Look for  Perspective(s) that rate you higher across factors and skills.  Perspective(s) that rate you lower across factors and skills.  Discrepancies of 1.5 or more across perspectives. 25

26 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Perspective Comparisons 26 P. 10

27 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Perspective Comparisons 27 name Rene Sample PDI Norms norm group SKILLS Extent to which behaviors are demonstrated 12345 not at alllittlesomegreatvery great Perspective Commit to Quality Focus on Customer Needs Act with Integrity Key: Average rating, each perspective Norm Group for that perspective Respondents: Boss = 1 Direct Reports = 4 Peers/Colleagues = 4 Self Boss Direct Reports Peers/Colleagues Self Boss Direct Reports Peers/Colleagues Self Boss Direct Reports Peers/Colleagues P. 10

28 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. 28 Specific Question Results “What specific behaviors should I pay attention to?”  Section Contents  Averaged ratings at the behavior level.  Averaged ratings at the skill level.  Individual boss scores are exact.  What to Look for  Brackets [ ] indicate one or two highest ratings by one or more perspectives.  Parenthesis ( ) indicate one or two lowest ratings by one or more perspectives.  Look for discrepancies of 1.5 or more among perspectives.  Identify strengths and development needs based on critically important skills.  Page references for the Successful Manager’s Handbook for development suggestions.

29 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Specific Question Results 29 P. 15

30 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Composites  Composites are combinations of items reported in previous sections of the report.  Various models provide composites.  Overall Performance Composite is a measure of the bottom-line results and the degree to which you are perceived as getting results on the job. 30

31 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Overall Performance Composite 31 P. 20

32 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Highest and Lowest Ratings “What behaviors are seen as strengths? Areas for improvement?”  Section Contents  Highest and lowest rated behaviors across skill areas.  What to Look for  Skill and behavior patterns.  Relative importance of high or low rated skills.  How results impact personal and organizational goals. 32

33 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Highest Ratings 33 P.22

34 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Lowest Ratings 34 P. 23

35 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Focus for Development  Section Contents  General strengths and areas for improvement as seen by all non-self raters.  What to Look for  How boss and self importance ratings impact high and low rated behaviors.  How normative data impacts high and low rated skills.  Areas for development (strengths or areas for improvement) that will make the biggest difference in performance. 35

36 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Focus for Development Building on Key Strengths 36 P. 24

37 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Focus for Development Addressing Development Needs 37 P. 25

38 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Focus for Development Building on Key Strengths (top of page) 38 P. 24

39 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Focus for Development Building on Key Strengths (bottom of page) 39 P. 24

40 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Understanding “Relative to the Norm” 40 Analyze Issues Coach and Develop Build Relationships Know the Business 1 not at all 2 little 3 some 4 great 5 very great P. 24-25 Build Relationships - skill rated highest relative mean of the norm group. Know the Business - skill rated lowest relative to mean of the norm group.

41 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Development Suggestions “What specific actions can I take toward performance improvement?”  Section Contents  Each page lists suggestions for one of your lowest rated behaviors.  May be personalized for the job/responsibility and incorporated in development plan.  When Coaching...  Tie suggestions to job responsibilities current or future.  Lead participant to other sources for development suggestions as needed (e.g., The Successful Manager’s Handbook). 41

42 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Development Suggestions 42 P. 28

43 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Written Comments “What other messages are my raters sending to me?”  Section Contents  Verbatim comments by raters.  Detailed by respondent group.  Only Boss(es) comments are identified (Boss A, Boss B).  Each bulleted item represents a different rater (other than boss).  What to Look for  Patterns among comments.  Suggestions from raters. 43

44 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Written Comments 44 Question 2 Question 3 Question 1 P. 45

45 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Key Questions to Answer...  When considering feedback:  Do I understand it?  Is it valid and accurate?  Is it important?  Do I want to act on it? 45

46 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. The “SARA” Model 46 Shock Anger Resistance Acceptance

47 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Push Back from Feedback Recipients 47 Feeling frustrated about the amount of information. Acting nonchalant about the perceptions of others. Denying key messages and themes. Seeing no value in the data. Feeling defensive about ratings. Doubting the respondents’ judgment. Not taking ownership of the data. Denying specific development needs. Doubting respondents’ accuracy. Assuming boss rater errors.

48 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. The DO’s for Seeking Additional Feedback DO Seek Feedback When You:  Desire further clarification.  Are motivated to use the feedback.  Are ready to listen. DO Seek Feedback:  Where and in a manner in which others are most comfortable.  Through active listening, and using “I” messages.  With tone of voice and non-verbals which convey interest and concern. 48

49 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. The DON’Ts for Seeking Additional Feedback DON’T Seek Feedback When:  Emotions are heightened.  There is no intention to use the feedback.  Focused on who said what. DON’T Seek Feedback:  For self-defense, rationalization, explanation or excuses.  To project thoughts and concerns on to the person(s) providing the feedback. 49

50 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Guidelines for Seeking Additional Feedback 50  One-on-one meetings with manager in a business setting, casual settings not advised.  Group meetings with direct reports, never one- on-one.  One-on-one with peers, colleagues, and others in a more social setting works best.  Summarize feedback and ask for examples and suggestions.  Share tentative development objectives if appropriate timing.

51 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Learning and Development 51

52 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Defining Learning and Development  Learning  Acquiring new insight or capabilities, which may or may not be applied.  Development  Making changes that improve performance and advance organizational or personal objectives. 52

53 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. PDI Ninth House’s Philosophy of Development  Positive – an investment in the future; taps into people’s natural desire to learn and grow and to be successful at their work.  Proactive – future focused; the time to focus on development is before it’s needed.  Partnership – shared between the individual, the manager, and the organization; development efforts must create value for both the person and the organization for real change to occur.  Personalized – meets the needs of the individuals.  Pushes the Comfort Zone – effective development provides a challenge. 53

54 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. 54 The PDI Development Pipeline ® The necessary conditions for accelerating development Insight Capabilities Real-World Practice Account- ability  Insight: Knowing what to develop  Motivation: Having the desire to invest time and energy  Capabilities: Required skills and knowledge  Real-world practice: Opportunities to apply new capabilities on the job  Accountability: Internalized capability Motivation

55 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Identifying Development Priorities PDI Ninth House’s Point of View  Where will development add the greatest value?  Start with what is most important before considering strengths and weaknesses.  This promotes motivation to work on areas that matter most to an individual and the organization. 55

56 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Development FIRST Strategies for Self-Development 56

57 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Development FIRST ® Strategies 57 F ocus on Priorities I mplement Something Every Day R eflect on What Happens S eek Feedback and Support T ransfer Learning into Next Steps

58 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Focus on Priorities Identify Your Critical Development Objectives 58  Set clear priorities.  Agree on aligned goals: personal and organizational payoffs.  Work on one or two objectives at a time.

59 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Using the GAPS Framework to Focus on Priorities 59 The GAPS framework helps people identify, WHAT they need to learn – what would have the greatest value. G oals - What do you want to do? A bilities - What can you do? P erceptions - How do others see you? S uccess Factors - What do others expect from you?

60 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. How to Use the GAPS Framework 60 1. Gather complete and accurate information for each cell on grid. 2. Analyze the information to identify development priorities. 3. Select one or two development priorities. 4. Regularly review and refresh information.

61 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. GAPS Grid Questions NowFuture My View Abilities What I can do. Where have I been successful? Unsuccessful? Why? How do I apply my knowledge and skill? What I do well; my areas of improvement. Goals & Values What matters to me. What personal values and motives drive me? What is important in my work and life? What do I want to do that I am not doing? Others’ View Perceptions How others see me. What did I learn from 360-degree feedback? How do the perceptions of others fit in with how I see myself? What feedback do I regularly receive from others? Success Factors What others expect from me. What are the criteria for success in my role? What examples of success or lack of success have I witnessed in others? What competencies will I need to meet business demands? 61

62 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Create Your Development Plan Step 1 – Identify Development Priorities  Consider guidelines for choosing and writing objectives.  Analyze the need.  Include clearly stated criteria to help you define success. 62

63 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Implement Something Every Day Stretch Your Comfort Zone  Find five minutes each day to spend on development.  Be opportunistic: Link goals to something already being done.  Be proactive.  Take intelligent risks. 63

64 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Create Your Development Plan Step 2 – Identify Action Plans  Specify action steps.  Incorporate resources to round out your action plan.  Establish target completion dates. 64

65 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Individual Work  Choose one strength and one development need.  On p. 8-9 of the handout  Write 1 or 2 objectives for the strength and development need.  Write 1 or 2 action steps for each objective.  Take 15 minutes to begin your plan (examples are on p. 6-7.) 65

66 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Reflect on What Happens Extract Maximum Learning from Your Experiences  Build in time for reflection.  Learn from your successes, mistakes and emotions.  Establish a method to retain and refine lessons learned. 66

67 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Create Your Development Plan Step 3 – Plan Time for Reflection  Identify natural opportunities to reflect on my learning experiences.  Identify reminders to reflect.  Identify ways to track learning. 67

68 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Seek Feedback and Support Learn from Others’ Ideas and Perspectives  Identify people, sources, and processes for getting relevant feedback and information.  Map progress against criteria for success. 68

69 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Create Your Development Plan Step 4 – Involve Others  Identify needed support and resources.  Ask for feedback on a regular basis.  Seek resources and support sharing successes and failed attempts. 69

70 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Transfer Learning into Next Steps Adapt and Plan for Continued Learning  Adapt to significant changes.  Decide to develop mastery.  Move on to the next priority.  Coach others to share learning. 70

71 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Create Your Development Plan Step 5 – Monitor Against Success Criteria  Make a plan and determine regular review times.  Determine what to do to monitor at different frequencies.  When you’ve succeeded, determine your next priorities. 71

72 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Creating Your Development Plan 72 1.Identify Development Priorities. 2.Identify Action Plans. 3.Plan Time for Reflection. 4.Involve Others. 5.Monitor Against Success Criteria.

73 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Next Steps 73

74 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Development Planning Meeting Model  Opening  Feedback Recipient Identifies Development Objectives  Brainstorm Development Suggestions  Identify Assistance Needed  Identify Obstacles and Ways to Address Them  Summary and Next Steps 74

75 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Suggestions for Meeting With Your Manager Prepare to Meet with Your Manager  Copy the Importance Ratings Summary to promote good discussion on areas of agreement and discrepancy.  Summarize (no ratings) two or three areas rated highest and lowest.  Summarize your key learnings and/or surprises from the feedback.  Discuss skill areas in which you would like to improve – areas that will have the greatest impact on your performance.  Suggest a timeframe for follow-on meetings to review progress to plan (e.g., quarterly). 75

76 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Sharing Feedback with Respondents Prepare to Meet with Respondents  What clarification (e.g., examples to further define feedback) do you need from direct reports? Peers and colleagues? Others?  In what skill or behavior areas are you most in need of development suggestions from these individuals?  Reflect before meeting on how these individuals can help you develop successfully.  Ask for ongoing feedback and support and indicate ways feedback can be given productively. 76

77 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. What Are Your Next Steps? 77

78 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. “Invest in a plan for development, not a development plan. Spend more time on development than on development planning.” 78

79 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Thank you for your interest and effort! 79

80 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Slides for Color Report 80

81 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Inside Cover 81 Color Sample Report Color Sample Report

82 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Overview of The PROFILOR Feedback Report (color report)  Summary Information  Importance Summary  Skills Overview – Self Compared to All Others  Skills Overview – Group Comparisons  Highest and Lowest Ratings  Developmental Highlights  Targeting Development Priorities  Development Suggestions  Comments  Planning Your Development  Detailed Information  Detailed Ratings  Composites 82

83 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Introduction 83 P. 2

84 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Skill Definitions 84 P. 3

85 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Importance Summary “What skills are critically important for my job?”  Section Contents  Measures relative importance of skills to job.  NOT a measure of performance.  What to Look for  Areas of agreement on what is critically important, very important and important.  Discrepancies of 3 points or more.  Patterns of ratings (high or low) by Self or Boss(es). 85

86 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Importance Summary 86 P. 5

87 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Importance Summary 87 P. 6

88 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Skills Overview – Self Ratings Compared to Average of All Respondents “How do ratings of others compare to my ratings?”  Section Contents  Behavior ratings at skill level.  Contrast between Self and Raters.  What to Look for  3 highest and 3 lowest rated skills.  Self ratings significantly higher (.5 or more) than others’ ratings.  Self-ratings significantly lower (.5 or lower) than others’ ratings. 88

89 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Skills Overview - Self-Ratings Compared to Average of All Respondents 89 P. 9

90 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Skills Overview- Self-Ratings Compared to Average off All Respondents 90 P. 11

91 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Skills Overview – Group Comparison “What messages are there from raters?”  Section Contents  Behavior ratings from different perspectives (i.e., bosses, peers, direct reports, other).  Patterns to Look for  Perspective(s) that rate you higher across factors and skills.  Perspective(s) that rate you lower across factors and skills.  Discrepancies of 1.5 or more across perspectives. 91

92 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Skills Overview – Group Comparison 92 P. 14

93 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Skills Overview – Group Comparison 93 P. 15

94 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Detailed Ratings “What specific behaviors should I pay attention to?”  Section Contents  Averaged ratings at the behavior level.  Averaged ratings at the skill level.  Individual boss scores are exact.  What to Look for  Look for discrepancies of 1.5 or more among perspectives.  Identify strengths and development needs based on critically important skills.  Page references for the Successful Manager’s Handbook for development suggestions. 94

95 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Detailed Ratings 95 P. 37

96 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Detailed Ratings 96 P. 37

97 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Composites  Composites are combinations of items reported in previous sections of the report.  Various models provide composites.  Overall Performance Composite is a measure of the bottom-line results and the degree to which you are perceived as getting results on the job. 97

98 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Overall Performance Composite 98 P. 55

99 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Highest and Lowest Ratings “What behaviors are seen as strengths? Areas for improvement?”  Section Contents  Highest and lowest rated behaviors across skill areas.  What to Look for  Skill and behavior patterns.  Relative importance of high or low rated skills.  How results impact personal and organizational goals. 99

100 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Highest and Lowest Summary 100 P. 20

101 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Highest Ratings 101 P. 21

102 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Lowest Ratings 102 P. 22

103 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Targeting Development Priorities 103 P. 23

104 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Targeting Development Priorities (top of page) 104 P. 23

105 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Targeting Development Priorities (bottom of page) 105 A separate chart will display for each boss, up to three bosses. P. 23

106 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Development Suggestions “What specific actions can I take toward performance improvement?”  Section Contents  Each page lists suggestions for one of your lowest rated behaviors.  May be personalized for the job/responsibility and incorporated in development plan.  When Coaching...  Tie suggestions to job responsibilities current or future.  Lead participant to other sources for development suggestions as needed (e.g., Successful Manager’s Handbook). 106

107 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Development Suggestions 107 P. 25

108 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Comments “What other messages are my Raters sending to me?”  Section Contents  Verbatim comments by raters.  Detailed by respondent group.  Only Boss(es) comments are identified (Boss A, Boss B).  Each bulleted item represents a different rater (other than boss).  What to Look for  Patterns among comments.  Suggestions from raters. 108

109 Copyright © 2012, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. Comments 109 Question 2: Question 3: Question 1: P. 31


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