Profiles International

Enabling the High-Performance Workforce

United StatesNational Presence

40,000 Clients Worldwide

International PresenceOver 100 countries

Companies Face Two Types of Problems…

People ProblemsSystem Problems

Profiles International focuses on people problems.

Workforce Cycle

HIREDNew Employees

Motivated, but not yet productive

Productive Employees

Motivated &Competent

Marginal Employees

Competent, but Un-motivated

Un-productiveEmployees

Neither Competent, nor Motivated

Separated1 2 3 4

What It Takes to Build a High Performance Workforce

Select the Right People Integrity Substance Abuse Reliability Work Ethic Job Match

Make Managers More Effective Appraising

Management Techniques Improving

Communication Skills Developing

Leadership Competencies

Accelerate Employee Productivity Retaining Top Performers Training Needs Coaching Employees Engaged & Competent

Workforce

High Performance Workforce Solution

What it measures:

• Can the persondo the job?

• How will the persondo the job?

• Will the personwant to do the job?

The Job Match Pattern:

• Shaded areas indicate the Job Match pattern

• The Job Match patterns show requirements for the jobs in your company

17

Learning Index

Verbal Skill

Verbal Reasoning

Numerical Ability

Numeric Reasoning

Energy Level

Assertiveness

Sociability

Manageability

Attitude

Decisiveness

Accommodating

Independence

Objective Judgment

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Thinking Style

Behavioral Traits

Occupational Interests

Job Profile SummaryDemonstration Pattern – NOT FOR ACTUAL USE

The Job Matching process for Interests is concerned with top three interests of a Job Match Pattern and how a candidates top three interests match. The three top interests for this Pattern are indicated and ranked from top to bottom.

Top three interests for this position

Lowest three interests for this position

Financial/Administrative

Technical

Mechanical

Enterprising

People Service

Creative

Interests Ranking

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A Good Match

17

Learning Index

Verbal Skill

Verbal Reasoning

Numerical Ability

Numeric Reasoning

Energy Level

Assertiveness

Sociability

Manageability

Attitude

Decisiveness

Accommodating

Independence

Objective Judgment

10987654321

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Thinking Style

Behavioral Traits

Occupational Interests

Job Profile SummaryDemonstration Pattern – NOT FOR ACTUAL USE

Overall Job Match

Distortion – 8

94%

Job MatchPercentage

95%

8

6

Job MatchPercentage

95%

Job MatchPercentage

91%Top three interests for this position

Lowest three interests for this position

Technical

Creative

Mechanical

Financial/Admin

People Service

Enterprising

Interests Ranking

10987654321

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The Job Matching process for Interests is concerned with top three interests of a Job Match Pattern and how a candidates top three interests match. The three top interests for this Pattern are indicated and ranked from top to bottom.

10

4

5

4

7654321

10987654321

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22

Learning Index

Verbal Skill

Verbal Reasoning

Numerical Ability

Numeric Reasoning

Energy Level

Assertiveness

Sociability

Manageability

Attitude

Decisiveness

Accommodating

Independence

Objective Judgment

10987654321

10987654321

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Thinking Style

Behavioral Traits

Occupational Interests

Job Profile SummaryDemonstration Pattern – NOT FOR ACTUAL USE

Overall Job Match

Distortion – 9

59%

Job MatchPercentage

86%

2

2

Job MatchPercentage

56%

10987654321

10987654321

Job MatchPercentage

35%

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Top three interests for this position

Lowest three interests for this position

Technical

Creative

Mechanical

Financial/Admin

People Service

Enterprising

I nterests Ranking

The Job Matching process for Interests is concerned with top three interests of a Job Match Pattern and how a candidates top three interests match. The three top interests for this Pattern are indicated and ranked from top to bottom.

10987654321

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7654321

10

8

4

1

A Poor Match

The SOS II consists of two parts:

• Direct Admission Questions

• Applicant’s Attitudes

Provides a structured interview process thatwill reduce:

• Theft

• Employee Fraud

• Drug Testing Cost• Absenteeism

What it measures:

• Personal Integrity

• Substance Abuse

• Reliability

• Work Ethic

Select honest, drug free, reliable employees:

• Increase profits

• Cost effective

What it measures:

• How will the person do the job?

• Does the person match your company’s culture?

1 2 3 4 5 6 7 8 9 10Trust

Behavioral CharacteristicsBehavioral Characteristics

1 2 3 4 5 6 7 8 9 10Tact

1 2 3 4 5 6 7 8 9 10Empathy

1 2 3 4 5 6 7 8 9 10Conformity

1 2 3 4 5 6 7 8 9 10Focus

1 2 3 4 5 6 7 8 9 10Flexibility

ProficienciesProficiencies

1 2 3 4 5 6 7 8 9 10Vocabulary

1 2 3 4 5 6 7 8 9 10Numerical

Customer Service ManagerCustomer Service Manager

Customer Service ProfileCustomer Service ProfileJob Pattern GraphJob Pattern Graph

1 2 3 4 5 6 7 8 9 10Trust

Customer Service ManagerCustomer Service Manager

Behavioral CharacteristicsBehavioral Characteristics

1 2 3 4 5 6 7 8 9 10Tact

1 2 3 4 5 6 7 8 9 10Empathy

1 2 3 4 5 6 7 8 9 10Conformity

1 2 3 4 5 6 7 8 9 10Focus

1 2 3 4 5 6 7 8 9 10Flexibility

ProficienciesProficiencies

1 2 3 4 5 6 7 8 9 10Vocabulary

1 2 3 4 5 6 7 8 9 10Numerical

Customer Service ProfileCustomer Service ProfileJob Pattern GraphJob Pattern Graph

The Job Match Pattern:

• Shaded areas indicate the Job Match Pattern

• The Job Match pattern shows requirements for the job

Summary of Behavioral CharacteristicsSummary of Behavioral Characteristics

The darker shading represents the Job Match Pattern for the role of Customer Service Manager. The larger box indicates the individual’s score.

Trust – Tendency to hold an unquestioning belief that the motives of others are honorable

1 2 3 4 5 6 7 8

A Good Match

Tact – Tendency to state a position without unnecessarily offending others

Empathy – Tendency to understand another’s situation and feelings

Conformity – Tendency to comply with the rules and those in authority

Focus – Tendency to stay on target regardless of distractions

Flexibility – Tendency to explore new approaches to doing things

1 2 3 4 5 6 7

1 2 3

1 2 3 4 5 6 7 8

1 2 3 4 5 6

1

9 10

8 9 10

4 5 6 7 8 9 10

9 10

7

2 3 4 5 6 7 8 9 10

8 9 10

The Job Match percentage reflects the results of the individual against the Job Match Pattern for Behavioral Traits and the Proficiencies

1 2 3 4 5 6 7

1 2 3 4 5 6 7 8

Vocabulary – Understanding the meaning of words when used in sentences

Numerical – Understanding basic mathematical concepts and working with numerical problems

ProficienciesProficiencies

The darker shading represents the Job Match Pattern for the role of Customer Service Manager. The larger box indicates her score.

9

8 9 10

10

The Job Match Pattern

Job Match PercentJob Match Percent

The Job Match Percent reflects the degree of match between the results for Ms. Sample and the Job Match Pattern for the six Behavioral Traits and the two Proficiencies For Sally, the match to the position of Demonstration Pattern-NOT FOR ACTUAL USE is 92%.

Job Match 92%

Summary of Behavioral CharacteristicsSummary of Behavioral Characteristics

The darker shading represents the Job Match Pattern for the role of Customer Service Manager. The larger box indicates the individual’s score.

Trust – Tendency to hold an unquestioning belief that the motives of others are honorable

1

A Poor Match

Tact – Tendency to state a position without unnecessarily offending others

Empathy – Tendency to understand another’s situation and feelings

Conformity – Tendency to comply with the rules and those in authority

Focus – Tendency to stay on target regardless of distractions

Flexibility – Tendency to explore new approaches to doing things

1 2 3 4 5 6 7

1 2 3 4 5 6 7 8 9

1 2

1 2 3 4 5 6

1 2 3 4 5 6 8 9 10

2 3 4 5 6 7 8 9 10

10

3 4 5 6 7 8 9 10

7

8 9 10

7 8 9 10

The Job Match percentage reflects the results of the individual against the Job Match Pattern for Behavioral Traits and the Proficiencies

1

1 2

Vocabulary – Understanding the meaning of words when used in sentences

Numerical – Understanding basic mathematical concepts and working with numerical problems

ProficienciesProficiencies

The darker shading represents the Job Match Pattern for the role of Customer Service Manager. The larger box indicates her score.

2

3

3 4 5 6 7 8 9 10

4 5 6 7 8 9 10

The Job Match Pattern

Job Match PercentJob Match Percent

The Job Match Percent reflects the degree of match between the results for Ms. Sample and the Job Match Pattern for the six Behavioral Traits and the two Proficiencies For Sally, the match to the position of Demonstration Pattern-NOT FOR ACTUAL USE is 51%.

Job Match 51%

The Perspective indicates differences between an individual’s response and the company’s perspective as it relates to customer service.

Fifty (50) questions related to providing service to the customer were presented to Sally. The responses to these questions suggest her perspective of providing customer service. The answers provided by the company represent their perspective and are compared to the answers provided by Sally. When her response to a question differed with the answer provided by the company, her response is presented below, along with the actual question. These differences may represent the need for training with this individual to enhance her alignment with the company’s perspective.

Company Service PerspectiveCompany Service Perspective

PERSPECTIVES THAT CONFLICT HER ANSWER

Using a supervisor to help with a difficult client is a sign of weakness.

Customers tend to expect more from you as they continue to do business with you.

If you product is good, your customers will come back, even if you service is below average.

There are times when a supervisor may need to speak to the customer.

Your job is to solve your customer’s problem, not to be a sympathetic ear.

When calling my supervisor for help, I don’t need to let the customer know what’s going on.

Customers don’t like to be asked a lot of questions.

It is important for me to be able to make a decision on the spot with a customer, rather than having to go to my manager.

It is better to wait until several people complain about a problem before trying to correct its cause.

Yes

Yes

Yes

Yes

Yes

Yes

Yes

Yes

Yes

The Company Service Perspective

Reassurance

Use All of Your Resources

Sources: Professor Mike Smith, University of ManchesterJohn E. Hunter and Ronda F. Hunter, Validity and Utility of Alternative Predictors of Job Performance, Psychological BulletinRobert P. Tett, Douglas N. Jackson, and Mitchell Rothstein, Personality Measures as Predictors of Job Performance: A Meta-Analytical Review, Personnel Psychology, Michigan State University’s School of Business.

14%

26%

38%

54%

66%

75%

Interview

Reference Checking

Personality Testing

Abilities Testing

Interests Testing

Job Matching

Here’s what the U.S. Department of Laborsays about assessments:

• Employment tests can be used to gather accurate information about job-related characteristics. This information helps assess the fit between people and jobs.

• Tests can be used to predict employee and applicant job performance.

• Appropriate use of professionally developed assessment tools enables organizations to make more effective employment-related decisions.

Aegis Lending, Profiles’ Client of the Year for 2004, is a diversified mortgage banking company with 101 branches from coast to coast. The company employs about 2,700 people and does over $5 billion in business annually.D’Angelo and Breaux observed that people who did not fit their customized Profiles hiring pattern were not able to keep up with the demands of their positions. As employees who fit the pattern were hired in greater numbers, productivity improved spectacularly. Aegis rebounded from a losing situation and posted profits of $9.3 million in 2001, $23 million in 2002, and $42 million in 2003. While John D’Angelo says other factors also contributed to the company’s turnaround, he does credit Profiles assessments for at least 25% of the positive change in direction. That amounts to over $18 million, an astronomical return on investment considering the low cost of Profiles assessments.

A leader in contract foodservice and hospitality, Compass Group North America is a division of Compass Group PLC, the world’s largest foodservice company. With operations in more than 90 countries and revenues of $21 billion, the company employs over 400,000 people worldwide.

“When we started using Profiles assessments our retention was 76%. Now, it’s 98%. Our employee satisfaction survey is up to 79%, while our industry benchmark is 56%.”

Pam Perrine Talent Management Director