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:
 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

• 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

Via Résumé,
Application,
References
Via Job Match
Assessment
Skill Fit
Education,
Training,
Experience,
Skills, Etc.
Company Fit
Attitudes, Values,
Demeanor,
Appearance,
Integrity
Job Fit
Thinking Style,
Behavioral Traits,
Interests
Via Interview,
Integrity
Assessment
(Cultural Fit)

Via Résumé,
Application,
Portfolio
References
Via Job Match
Assessment
Skill Fit
Education,
Training,
Experience,
Skills, Etc.
Company Fit
Attitudes, Values,
Demeanor,
Appearance,
Integrity
Job Fit
Thinking Style,
Behavioral Traits,
Interests
Via Interview,
Integrity
Assessment,
References
CULTURAL FIT
WITH COMPANY

What
Measures
Learning Index
Verbal Skill
Verbal Reasoning
Numerical Ability
Numeric Reasoning
1
1
1
1
1
2
2
2
2
2
3
3
3
3
4
4
4
4
5
5
5
5
6
6
6
6
7
7
7
7
3 4 5 6 7
Thinking Style
8
8
8
8
8
9
9
9
9
9
10
10
10
10
10
Energy Level
Assertiveness
Sociability
Manageability
Attitude
Decisiveness
Accommodating
Independence
Objective Judgment
1
1
1
1
1
1
1
1
1
2
2
2
2
2
2
2
2
2
3 4 5 6 7 8
Behavioral Traits
8
8
8
8
8
8
8
8
7
7
7
7
7
7
7
7
6
6
6
6
6
6
6
6
5
5
5
5
5
5
5
5
4
4
4
4
4
4
4
4
3
3
3
3
3
3
3
3
9
9
9
9
9
9
9
9
9
10
10
10
10
10
10
10
10
10
Enterprising
Financial/Administrative
People Service
Technical
Mechanical
Creative
1
1
1
1
1
1
2
2
2
2
2
3
3
3
3
3
4
4
4
4
4
5
5
5
5
5
6
6
6
6
6
7
7
7
7
7
8
8
8
8
8
2 3 4 5 6 7 8
Occupational Interests
9
9
9
9
9
9
10
10
10
10
10
10

Population Distribution
1 2 3 4 5 6 7 8 9 10

Can they get the job done?
Learning Index
Verbal Skill
Verbal Reasoning
Numerical Ability
Numeric Reasoning
1
1
1
1
1
2
2
2
2
2
3
3
3
3
3
Thinking Style
4
4
4
4
4
5
5
5
5
5
6
6
6
6
6
7
7
7
7
7
8
8
8
8
8
9
9
9
9
9
10
10
10
10
10
Energy Level
Assertiveness
Sociability
Manageability
Attitude
Decisiveness
Accommodating
Independence
Objective Judgment
Enterprising
Financial/Admin
People Service
Technical
Mechanical
Creative
1
1
1
1
1
1
Behavioral Traits
1
1
1
1
1
1
1
1
1
2
2
2
2
2
3
3
3
3
3
4
4
4
4
4
5
5
5
5
5
6
6
6
6
6
7
7
7
7
7
8
8
8
8
8
2
2
2
3
3
3
4
4
4
5
5
5
6
6
6
7
7
7
8
8
8
2 3 4 5 6 7 8 9
Occupational Interests
9
9
9
9
9
9
9
9
9
9
9
9
9
9
8
8
8
8
8
8
7
7
7
7
7
7
6
6
6
6
6
6
5
5
5
5
5
5
4
4
4
4
4
4
3
3
3
3
3
3
2
2
2
2
2
2
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10

Can they get the job done?
How will they get the job done?
Learning Index
Verbal Skill
Verbal Reasoning
Numerical Ability
Numeric Reasoning
1
1
1
1
1
2
2
2
2
2
3
3
3
3
3
Thinking Style
4
4
4
4
4
5
5
5
5
5
6
6
6
6
6
7
7
7
7
7
8
8
8
8
8
9
9
9
9
9
10
10
10
10
10
Energy Level
Assertiveness
Sociability
Manageability
Attitude
Decisiveness
Accommodating
Independence
Objective Judgment
Enterprising
Financial/Admin
People Service
Technical
Mechanical
Creative
1
1
1
1
1
1
Behavioral Traits
1
1
1
1
1
1
1
1
1
2
2
2
2
2
3
3
3
3
3
4
4
4
4
4
5
5
5
5
5
6
6
6
6
6
7
7
7
7
7
8
8
8
8
8
2
2
2
3
3
3
4
4
4
5
5
5
6
6
6
7
7
7
8
8
8
2 3 4 5 6 7 8 9
Occupational Interests
9
9
9
9
9
9
9
9
9
9
9
9
9
9
8
8
8
8
8
8
7
7
7
7
7
7
6
6
6
6
6
6
5
5
5
5
5
5
4
4
4
4
4
4
3
3
3
3
3
3
2
2
2
2
2
2
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10

Can they get the job done?
How will they get the job done?
Are they motivated by this kind of work?
Learning Index
Verbal Skill
Verbal Reasoning
Numerical Ability
Numeric Reasoning
1
1
1
1
1
2
2
2
2
2
3
3
3
3
3
Thinking Style
4
4
4
4
4
5
5
5
5
5
6
6
6
6
6
7
7
7
7
7
8
8
8
8
8
9
9
9
9
9
10
10
10
10
10
Energy Level
Assertiveness
Sociability
Manageability
Attitude
Decisiveness
Accommodating
Independence
Objective Judgment
Enterprising
Financial/Admin
People Service
Technical
Mechanical
Creative
1
1
1
1
1
1
Behavioral Traits
1
1
1
1
1
1
1
1
1
2
2
2
2
2
3
3
3
3
3
4
4
4
4
4
5
5
5
5
5
6
6
6
6
6
7
7
7
7
7
8
8
8
8
8
2
2
2
3
3
3
4
4
4
5
5
5
6
6
6
7
7
7
8
8
8
2 3 4 5 6 7 8 9
Occupational Interests
9
9
9
9
9
9
9
9
9
9
9
9
9
9
8
8
8
8
8
8
7
7
7
7
7
7
6
6
6
6
6
6
5
5
5
5
5
5
4
4
4
4
4
4
3
3
3
3
3
3
2
2
2
2
2
2
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10

• 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)

Shaded areas indicate the JobMatch pattern
The JobMatch patterns show requirements for the jobs in your company

70% and above

Below 70%

• 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)

• Feedback to employees
• No scores
• Strength-based comments
• No coaching required

• 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)

• One-page graphical summary of candidate vs. position
• All critical information
• For experienced users
• Useful in multicandidate reviews

• 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)

• Check 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

• 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.

• Check Distortion Scale
• Review Percentage Match numbers

Locating the Learning
Index Percentage
Match Numbers in the
Placement Report

Reading Profile XT Placement
• Check Distortion Scale
• Review Percentage Match numbers
• Review Interests % Match and
Ranking

% Match and Ranking in Placement Report
Interests section

Reading Profile XT Placement

The ‘Total Person’ Section

Reading Profile XT Placement
• Check Distortion Scale
• Review Percentage Match numbers
• Review Interests % Match and Ranking
• Read the ‘Total Person’ section
• Note gaps between candidate and scales

Note any gaps between candidate & pattern

Use Interview Questions in placement situations

• 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 Performance
Effectively Manage Employee Development
Optimize Employee Contribution
Spend Training Dollars More Efficiently
Build Better Performing Teams
Tool for Employee Management and Development

Mary Applicant scored outside the position match pattern in the following areas. When working with Mary Applicant, you might consider the following:
THINKING
Verbal Reasoning – Using words as a basis in reasoning and problem solving.
1 2 3 4 5 6 7 8 9 10
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.

**How do you relate?
Learning Index
Verbal Skill
Verbal Reasoning
Numerical Ability
Numeric Reasoning
Energy Level
Assertiveness
Sociability
Manageability
O
Attitude
Decisiveness
Accommodating
Independence
Objective Judgment
Enterprising
Financial/Administrative
People Service
Technical
Mechanical
Creative
O
Thinking
O
O
O C
9 10
C
C
C
C O
1 2 3
O
Behavioral Traits
4
O
5 6 7
O
O
O
C
C
O
O
O C
C
8
C
9 10
C
C
C
C
1 2
O
O
C
3
Occupational Interests
5 6 7
C
C
4 8
C
C
O
C
9 10
O
O
O
C = Manager
O = Employee

PXT Coaching Guide
Comparing Self (Manager) to Direct Report
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.
Learning Index
Verbal Skill
Verbal Reasoning
Numerical Ability
Numerical Reasoning
Manager Direct Report

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

• 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

• “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

• 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

• One Position vs. multiple candidates
• Percentage match
• For succession planning, promotion, career planning uses

Growing Talent
“ 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