HRM Section 4A Thomas Profiling
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Transcript of HRM Section 4A Thomas Profiling
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1HRM
PSYCHOMETRIC TESTING
THOMAS PROFILING
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THOMAS PROFILING
“We hire people for their
technical skills but fire (lose)
them for their behavioural faults”
- Thomas International
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Thomas Profiling: Concepts
• Based on Dr.William Marston’s theory (1928) :
“Theory of Emotions of normal people”
• Behavioral inventory at work
• Easy to administer and interpret. Saves
executive time
• Ipsative, not normative
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Thomas International
Wide range of applicationsStrategic Business Reviews
Management and Development
Selection and retentionTeam Analysis
Benchmarking Jobs
Customer serviceStructured Interviewing
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Thomas International
Wide range of applications (2)
Succession planning
Leadership development
Creating Self awareness
Incorporating HR with business
strategy
Stress and career managementCall centres
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Mechanics of the PPA
The PPA is a short form which takes 5 -7 minutes to completeThe form has 24 rows with 4 words
eachEach row choose Most(M) and Least(L)
behavior at workD,i,S,C Scores computed and fed into
the Thomaskey softwareReports generated to suit requirement
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What the PPA provides
Measurement of 4 characteristics◦ D – Dominance◦ I – Influence◦ S – Steadiness◦ C – Compliance
Preferred behavioural style at work
Behavioral modifications by the person to suit theneeds of current job situation
Expectable behavior under work pressureBasic fears, motivation, value to the organisation
Identification and classificaton of stress
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PROFILE FACTORS
High Dominance (D)◦ Basic Fear – Failure
◦ Motivator – Power & Authority
◦
Value to the Organization – Drives Results
High Influence◦ Basic Fear – Rejection
◦ Motivator – Popularity/Public Praise
◦ Value to the Organization – Working with & thru’ teams
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PROFILE FACTORS
High Steadiness(S)◦ Basic Fear – Insecurity/Sudden Change
◦ Motivator – Security
◦ Value to the Organization – Implementation/Back-
end Support
High Compliance(C)◦ Basic Fear – Conflict ◦ Motivator – Std. Operating Procedures
◦ Value to the Organization – Quality & Standards
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The Three profiles
Self Image – This depicts what the person is in
real life◦ Once a person has reached adulthood, this image
tends to remain more or less unchanged
Work Mask – This is the image he projects in
his current work life because of the needs of the job◦ This is likely to change when he changes jobs or
even in the same job when the demands of the job
changes◦ If the Work mask is dramatically different from the
Self Image there is a cause for concern
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The Three profilesBehaviour under pressure – This is the image
that he is forced to take when under pressure◦ Typically a not so high D will exhibit a high D in this
image because he has to take charge in a pressuresituation and dominate.
◦ High I tends to lower his I value because under
pressure, working with the team using a consensusbased approach may not be the best thing to do.
◦ Increase in the value of C is another likely changethat happens under pressure – a tendency to stop
being innovative and creative and stick to rules andregulations
◦ However there are people who do not exhibitsignificant changes in this image also
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DiSC Profile - SampleWork Mask Behaviour Under Pressure Self Image
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Report - SELF IMAGE - GRAPH III SK is a self-starter with a forceful and competitive nature. He is assertive and loves
to be given a challenge which provides him with a wide scope of responsibilities.
He needs authority to act, if the best results are to be achieved.
He will always be looking for ways to improve his position. He may be very critical
of others at times, particularly those who are not prepared to move as quickly as
himself in the work situation. This friendly and confident person is at home with
both strangers and acquaintances. SK has an ability to gain the respect andconfidence of a variety of individuals, while striving to do business in a sociable
manner. He enjoys meeting new and interesting challenges and does not
intentionally antagonise others.
There may be a tendency to rely too much on "gut feelings" when dealing with
other people. SK is likely to be very well disciplined and conventional in his
approach. He should prove systematic and will try very hard to get things right.
There may be a tendency for him to be restless at times. SK is likely to be very self-
critical.
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Report - WORK MASK – GRAPH I The self-image suggests a forceful and assertive individual but the indicators are
that he may at times emphasise these characteristics, becoming aggressive and
over-demanding of others.
If however continued extreme pressure is placed upon him in the work situation,
there may be a tendency for him to have a mercurial change in behavioural style
and he could as a result lose some of his drive and act in a less demanding
manner. This would be temporary
Additionally this normally friendly and persuasive individual who enjoys working
and communicating with others, is currently modifying his behaviour. He is acting
in a reserved, reflective and probing manner possibly trying to take decisions
devoid of emotion/influence from others.
Alternatively, he may have been newly promoted into a function and is feeling theneed to stand back from others and not to allow relationships to get too close. If
the latter does apply then it is normal that over a period of time, and once he feels
established, the influence factor will rise to its natural position and he will once
again revert back to the friendly, persuasive individual described in the self-image.
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BEHAVIOUR UNDER PRESSURE - GRAPH II
When SK is placed under pressure he modifies his behaviour slightly from that
indicated in the self-image.
He will still maintain his self-starting ability but his natural drive and dominancewill not show through as strongly.
There are no frustrations, problems or pressures showing in SK's
profile. The suggestion therefore is that he is able to cope with the
behavioural requirements of the job, organisation and boss.
SK is motivated by authority, challenging assignments and theachievement of good results. Equally he likes being involved withpeople and there is a need for popularity. He prefers standardoperating procedures and is likely to achieve results via hard work,coupled with knowledge and expertise.
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TIPS FOR HIS BOSS
Should SK have a boss, then ideally that person will be direct but democratic in
approach and have the ability to communicate facts and information in a logical
manner. There may be a need to give reassurance at times of pressure and if
necessary to assist in the decision making process, especially if the decisions fall
outside SK's area of expertise.
SK wants prestige and authority, with freedom to act within guidelines. There is a
need to know why and to some extent, how things should be done. A variety of problems with analytical content tends to motivate this individual. He can be
entirely practical. Public recognition of reputation is important. He fears failure,
loss of reputation and boredom. He wants the right to make his own decisions. He
enjoys a position of power.
SK's job should require directing others towards solving analytical problems,
preferably in a specialist field. This individual should be under pressure to find
answers through others in technical, specialist or analytical areas. Variety of task is
important. He could be in either a practical or people-oriented environment.
enhancing reputation.
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DISC Characteritics
High D ◦
Driving, Competitive, Forceful, Inquisitive, Direct, Self Starter, Assertive
Low D◦ Hesitant, Mild, Low Decision Need, Non-demanding,
Accomodating
High I◦ Influential, Persuasive, Friendly, Verbal,
Communicative, Positive
Low I◦ Reserved, Reflective, Suspicious, Self-Conscious,
Probing, Serious
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DISC Characteritics
High S
◦ Dependable, Deliberate, Amiable, Persistent, GoodListener, Kind
Low S◦ Mobile, Alert, Active, Restless, Demonstrative
High C◦ Compliant, Careful, Systematic, Precise, Accurate,
Perfectionist, Logical
Low C◦ Firm, Persistent, Strong – willed, Stubborn,
Independent
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High D – Limitations & Support Needed
Oversteps Prerogatives◦ Define clear objectives
Acts Restlessly◦ Channelise Energy
Inspires Fear in others◦ Identify Personal Impact on Others
Overrides People◦ Relate value of others to his personal success
Blunt & Sarcastic◦ Create awareness of the effect of his behavior on others
Sulks when not in limelight◦ Importance of identification with the group
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High D – Limitations & Support Needed
Is critical and faultfinding◦ Identify lack of tolerance as a cause of lack of co-operation
Inattentive to little things◦ Provide administrative support
Is dissatisfied with routine work◦ Set deadlines
Resists participation as part of team◦ Emphasise the importance of the co-operation of others in
order to achieve success
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High I – Limitations & Support Needed
More concerned with popularity than results◦ Define clear objectives
May oversell◦ Emphasise the risks of not delivering what is promised
Impulsive – “Heart over mind” ◦ Discuss the importance of emotional control
Can be inconsistent in drawing conclusions◦ Indicate that one cannot please all the people all the time
Tends to make decisions based on surface analysis◦ Provide analysed data
Unrealistic in appraising people◦ Emphasise a more objective view of performance & potential
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High I – Limitations & Support Needed
Can be inattentive to detail◦ Provide administrative support & closer supervision
Trusts people indiscriminately◦ Suggest a more objective approach to people assessment
Has difficulty in planning & managing time◦ Introduce control of performance by work units, deadlines &
use of time management
Can be superficial◦ Show him how to debate problems in a factual, logical &
objective manner
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High S – Limitations & Support Needed
Strives to maintain status quo◦ Point out the benefits of change & dangers of stagnation
May take a long time to adjust to change◦ Give support & encouragement through change periods
Can have trouble meeting deadlines◦ Provide & demonstrate proven shortcut methods
May need help getting started on daily assignments◦ Give practice in prioritising objectives
Can be lacking in imagination◦ Introduce new ideas in a non threatening manner
Relaxed & contented with things as they are◦ Encourage participation in brainstorming sessions
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High S – Limitations & Support Needed
Can hold a grudge◦ Indicate that long term resentment can negatively affect long
term prospects
Tends to wait for orders before acting◦
Encourage a sense of urgency Can be too relaxed
◦ Raise the feeling of achievement in getting things done
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High C – Limitations & Support Needed
Can be over-reliant on rules◦ Encourage more independency
Hesitates to act without a precedence◦ Remove the threat of retribution for error
Is bound by procedures & methods◦ Provide clear directions
Can get bogged down in details◦ Set realistic time schedules
May resist acceptance of responsibility◦ Emphasise value to the organization
May want full explanation before changes are made◦ Provide him with written confirmation of changes
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High C – Limitations & Support Needed
Can pass the buck◦ Emphasise the organization’s reliance on him
Yields position to avoid controversy◦ Encourage the view that confrontation does not necessarily
lead to conflict Can be defensive when threatened
◦ Provide clear directions
Can be influenced and easily lead◦ Support the questioning of the motives of others
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A prof i le is just that - a prof i le. Whether it is
either effective or otherwise can be determined
only when compared with the behavioral profi le
of the job