Profile Evaluation System — Personality Report
Profile (PES) can be used in two ways: to assess and facilitate the development of someone already on the job; and/or be part of the selection process to assist in selection of a new person for a job.
Based on observable data, the PES personality report describes ten separate inventories of behavioral habits and attitudinal tendencies. While it can’t precisely predict specific behavior or performance, it does predict the likelihood of certain competencies and skill clusters associated with well-defined job roles. PES provides a “Suitability Index” that estimates the degree of fit to these roles. Because personalities are fuzzy patterns of interrelatd behavioral preferences, multi-trait and multi-method triangulation are best practices for any assessment process.
CRI Series — Guardian, Scoreboard, Performer, Best-Hire
The Guardian asks direct admission questions concerning an applicant’s history, as related to the job, including job-related theft, alcohol and drug use. The Guardian further measures an individual’s ability to perform simple math functions (addition, subtraction, multiplication and division) as may be required on the job.
The Scoreboard assessment measures ten work-related personality dimensions that characterize the individual as he/she relates to the job description for the position.
The Performer is an online tool that combines direct admission questions with an attenuated personality description using the same factors that appear in the preceding products. The Performer offers the option of being completed directly on a PC (using no Internet) which allows the interviewer to instantly score responses and produce a report. Or the Performer can be completed on paper with the interview generating the report via the Internet.
The Best Hire offers employers a solution for selecting the best candidates for job openings. Through Best Hire, candidates are assessed to determine whether they are dependable workers and whether they will be a good fit for an available position. Best Hire uses state-of-the-art online assessment technology which will produce immediate results regarding a candidate’s dependability and job fit.
DISC and Similar “Styles” Instruments
DISC (Dominance, Influence, Steadiness and Compliance) is the four quadrant behavioral model based on the work of William Moulton Marston Ph.D. (1893 - 1947) to examine the behavior of individuals in their environment or within a specific situation. DISC looks at behavioral styles and behavioral preferences. Marston, the father of the DISC, was a graduate of Harvard University. The DISC is based on two theoretical models of human nature, one of which is now a full 100-years old. The two theories are Introversion-Extraversion (Jung, 1908) and Assertiveness-Passivity (Desmond Morris, 1967). More current research has converged on between five and ten factors that account for most of one’s workplace personality.
Workplace Big Five
The “Big Five Profile” does not assess mental aptitudes. However it is a personality assessment based on a “Five-Factor Model of Personality” which today is a benchmark for strong estimates of inferred personality qualities. As understood today, the Big Five personality factors are: Need for Stability; Extraversion; Originality; Accommodation; and Consolidation. Because the Big Five, like PES, is a normative-based tool it can be used for estimating new candidates’ degrees of fit to selected jobs or to move someone into a better-fitting role in a department.
Profile Evaluation Normative Suitability Report
A "norm" refers to a "pattern that is considered typical for a particular group". The Profile Evaluation System has over a hundred data-based patterns of scores typically observed from a particular group of people who held the listed position and did the work very, very well. No job is completely identical to “the same job” in another company. Therefore, the "fit" to any “generic norm pattern” should not solely determine an applicant's readiness for a particular job. However, since normative patterns are empirically derived (data-driven) you can learn exactly how they were developed and, with our help, build your own custom normative patterns. These can also be created to support your company’s unique jobs/hiring parameters. Patterns can also be built to simulate theories and planning operations; however these patterns are for training and development uses only.
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Leadership Expression unites data from the Profile personality matrix with selected theories about effective leadership and management, principles and processes. The sole purpose of this report is to create better awareness of dispositions that influence leader and manager effectiveness. Our intent is to help focus an organization’s energies on the most positive ways for leading the company’s people and managing the ways they perform their jobs. When using this or any "style" model, the thing to remember is that you are NOT one-and-only-one style. Instead you reflect all styles to some degree, and the amount you reflect them may vary slightly from one situation to another. The model described here is the "Style Parallax Model" developed by Jay Hall (1988). The four Profile related styles are: Developer; Taskmaster; Comforter; and Regulator. The relevance of these styles is that they differ substantially in their capacity to effectively achieve results through others. For full details refer to Hall's Models for Management: The Structure of Competence, Woodstead Press, 1988. Again, you are not just one style but rather a mix. However, if one style dominates your disposition towards leading and managing, then that style has precedence in characterizing your effectiveness. Read the short description of each style carefully and note the degree to which you "fit" the Profile for that style. Your purpose should be to address what it is in your personality dimensions that sustain a particular style of managing self and leading others.
This information is designed to help administrators of the Development Needs Inventory (DNI) better understand how to maximize its value to the participating managers (Leaders) and their employers. Based on feedback from many thousands of users, the DNI has steadily evolved since its first use in 1982. In recent years this approach to assessing the development needs of managers has become popularized as a 360° technique because it gathers comparable data on participating managers (Leaders) from the managers themselves and the person or persons above (Supervisor/Manager), to the side (Peers), and below them (direct reports or subordinates) in the organization.
The DNI has now been revised and made available for data gathering and processing over the Internet. It is customizable to the needs of individual clients, and to training and development organizations. The DNI consists of 10 Basic Scales and 14 optional Scales. Fifteen scales are included in the standard cost. Users are also free to substitute Optional Scales for one or more of the Basic Scales. The definitions of these twenty-four Scales and a number of terms used in understanding the DNI process are presented immediately below. These are followed by sections on the potential benefits to DNI Clients and steps involved in its administration. Viewing these steps and the follow-up details may make the process seem more complicated than it actually is since step by step instructions for signing on and completing the DNI are presented electronically.
TeamMax Gets Results! Your organization is similar to a railroad track. Your company has two rails: technical and people. Like the railroad company, you must maintain both rails to keep your company on track to reach its destination. Most organizations focus on developing the technical rail because it’s easier and the belief that the technical rail generates revenues.
Actually it’s soft skills, people working with people that generate your profits. Unfortunately, most organizations waste their financial investment whenever they attempt to develop the people rail because they rely on the “throw it against the wall and hope something sticks” philosophy. TeamMax? has a successful twenty-year track record of using people systems to change behavior including real-time measurements that remove the guesswork by measuring behavior change.
The Executive Achiever combines a battery of assessments, but has been specifically customized for Executive applications. It encompasses aptitudes and behaviors essential in senior management, based on your organization’s objectives and people who are successful in executive level positions in other organizations. This tool will provide both graphics and text on intelligence, knowledge of leadership skills, and a variety of leadership personality traits.
“Successful Employee Development” System
Successful employee development requires a POSITIVE attitude from all concerned. That sounds so simple. Unfortunately, most failures in employee development can be traced back to attitudes that development happens automatically while at work. Therefore, there is little need to invest in “your greatest asset” as it can be inconvenient and might use assets better allocated elsewhere. On the other hand, if you understand that clear feedback is the most powerful development tool you have, then you'll use employee performance reviews properly and wisely.
A great mind-set for development is to treat the whole effort as if you were running a fitness program. Our belief is that fit and healthy companies are the ones that have the fittest employees. Our approach is to use evaluation as a major part of our total employee fitness and development program. Answer these questions and you'll be on your way to an effective review system:
|■||What are we really looking for in a completely "fit" employee?|
|■||How do we engage in acceptable measurement of the factors we're looking for|
|■||What should we strive for (or) what should our expectations be?|
Within your answers you'll find three core pieces of a feedback and development system:
|The Target||the outcome you are "shooting" for,|
|The Measurement||for feedback on how close you are getting to the target, and|
|The Benchmark||to make clear and meaningful just how well you've done.|
What you’ll need to do is set up two other important pieces:
|Timing||when, how quickly and how often to review, and|
|Coaching||facilitating change through experience, wisdom, interpersonal skill, and use of sound methods for influencing others in a positive way.|
Custom-built Review Systems / Development Systems
When we do an in-depth organizational assessment, we reach the point frequently where our clients need help staying on track to their refocused destination. For this purpose we design, install and operate online, custom-built employee development systems that will preserve the confidentiality often needed for some forms of feedback to be effective.
“ONI”: The Organizational Needs Inventory
The Organizational Needs Inventory? is designed to help position your organization for thriving in a present and future world in which change, rather than stability, is commonplace. It will help you organize your thinking about the kind of company you are and the kind you want to become. The information provided by the Organizational Needs Inventory? provides a benchmark for continuous improvement that will enable you to:
? Measure changes that occur over time.
? Adapt appropriately to any change or lack of change that you detect.
? Plan for your future with a clearer sense of direction and purpose.
“OCCI”: Organizational Culture & Climate Inventory
The OCCI summary contains the findings of the Organizational Climate/Culture Questionnaire as expressed by the members of your organization. This information will give you a composite picture of the perceived beliefs held by your group about the ideal and actual culture and climate existing in your organization. Its value for you will depend upon how you interpret and apply the results. The meaning, importance, and implications of the results can best be understood by top management, key players and others who have had extensive responsibility and experience with your organization.
The gap scores (distances between actual and ideal) provide a basis for planning and goal setting that will accelerate progress towards your envisioned future. This does not mean that you should accept the perceived Ideal or perceived Actual scores as absolutely true. Nonetheless, perceptions have much to do with organizational effectiveness and they should not be ignored or rationalized away as irrelevant.
“STEP 2000”: A Comprehensive Interview Process for a Company
STEP stands for “Strategic Thought Evolution Process”. It’s a system constructed for business in the 21st century. We understand that every business begins in the mind of its founder. Then evolution takes over. In the stages of organization survival and development every business must discover that point where its guiding premise has to become assertive, intentional growth. We start with a simple premise: “If you keep doing what you’re doing now, where will your business actually end up in five years, and ideally, where should it end up in that same time?” The complete STEP procedure looks at Systems, such as Structure and Culture, Functions, such as Productivity, Lean Results Management, and Processes, such as recruitment, feedback and communication.