ITEM 1Administrative Services Director
Discussion outline
May 23, 2013
Applications:
Provided under separate cover
Interviews:
Tentatively scheduled forJ ne 1
As full Council or in panels of less than two Council members?
Others on the panel ---finance director or city administratorfrom other city?
Interview questions draft will be distributed prior to interviews for input from interview panel
Second interview recommended
Pre-employment Workplace Assessment:
Recommend provider isT'rusight (information attached)
Assessment cost ranges from $384 to $1,300 depending upon the services provide
Timeline:
Second interview week of Jane 24
Reference and background checks week of Jure 24
Workplace assessment following second interview and no later than July 3
Council approval July 8 will allow for a start date of the first or second week in August at the
earliest
Council approval July 22 will allow for a start nate of the last week in August at the earliest
Timeline charges if a candidate is not selected
Lori .Johnson
From:
Lisa Stock, SPHR <l*Tsa.stock@trusightinc.com
Seat:
Tuesday, April 30, 2013 4:17 PM
To:
Lori Johnson
Cc:
Kathy Packard
Subject:
Pre-employment Assessment
Attachments:
Sally Sample with Controller be n h ar .pdf; Sample PXT items.pdf; P T_Us r uid _
0 0 07 [11.pdf, candidate selection services.11doc
HI Lori,
Per our discussion, I ars sending you information about Profiles XT. The `Sally Sample" document is an example ofwhat
the report loos like. The V T User Guide" provides more in-depth information about the assessment and the "Sample
PXT items" provides some sample questions.
Non-members pay $195 for the assessment per candidate assessed. However, we also spend time with you to discuss
the results, so there is an additional $195 charge for set up and assistance with understanding the results. (Total
$384) The member rate for this assessment , set up and walk through of the results i $149.
Candidate Selection Services is a second option. Trusiglnt administers the PXT and conducts in depth interviews along
with a written report of findings. The cost for non-members for this service is $1000 — $1300/candidate (depending on
the number of assessments and int rvIews.) The member rate is $800-$1,000.
MRA Trusiglnt works with many cities including:
Minneapolis
Edina
Vadnais Heights
Eden Prairie
u m b rota
Red Wing
Rogers
St. Lo u is Par rk
MRA Trusi ht has provided a variety of services including compensation/Pay equity services, 360 degree feedback
surveys, employee engagement surreys, coaching, FIR auditing and other related services.
1 have copied Kathy Packard, Business Development Manager, on this email so if you have any questions about the value
that membership can bring to the city of Otsego, you can contact her directly.
Thanks for considering MRATrusigbtl
Best,
Lisa
Lisa Stock, SPHR
Senior Organizational Development and HR Professional
rA
---
h Direct: 763-253-9151
N 9805 46th Ave , Plymouth, MN 55442
lisa.stockOtrusightinexorn
L t 5
http://vAiAv.trusightinc.corn
MRAITrusight Roundtables: Networking that gets results. Clicker tb reserve your spot today! '
Subscription to this e-mail Is voluntary. Your Information Is confidential and not shared. You may unsubscribe frorn this service at any time. MRA — The
Management Association, Inc., 9805 45th Avenue North, Plymouth, MN 65442.
CONFI DE NTIAL ITY NOTI CE: MRAtTrusight values your membership and trust In our HR Services. This emal 1, Including any attachments, Is for the sole use of the
intended recipients and may contain raonfidentlat Information. If you have reco[ved this email In error, please contact the sender Im mad lately and delete the
material from your computer. The Information provided Is not Intended to be legal advice.
2
Candidate Assessment Services
{ Whether you are considering an internal employee or an external candidate for an open
position, a multiple -step, detailed selection process can help you identify tine candidates that.
11
are most likely to succeed. When hiring for critical roles in your organization, however, it's
essential to ensure you are hiring not only the candidate who performs best in the interview
setting, but also the candidate who will best perform the critical functions of the.position.
Top candidate Traits: Many top candidates leave a positive first impression and are
articulate, enthusiastic, prepared, on -tire, assertive, inquisitive, poised, and confident, with a
strong handshake. When presented with a great candidate, many interviewers will make
their decision In the first fire minutes, and often start over -talking, under -listening, and . .
focusing on selling the opportunity rather than truly assessing a candidate's ability to perform
on the job.
To Performer Traits, Most likely, your top performers are a tremel r competent and
highly motivated to do the work that is rewired, extremely effective in working with,
motivating and managing other people, courageous enough to take initiative and implement
change, strong in the face of adversity and tough challenges, great at problem solving and
decision making, committed to goals and deadlines, and have great growth potential,and
balanced ego.
Top Candidate or TopPerformer? Would ld you rather hire someone that presents well in
an interview or someone who has top performer traits? A top performer may also have top
candidate traits, but not always! How do you hest ensure you are hiring a future top
performer' When hiring for critical positions, an objective, outside opinion, backed up b
factual data obtained through candidate assessments can add valuable insight to your final
selection decision. When you consider the cost of a poor hire compared to the positive
contributions of a top performer, it becomes clear that identifying future top employees is not
only important, itis essential to your organization's success.
Trusight's candidate Assessment Services: Consultants will work with you to define
your Tod er r+r er Profile, and then create an In depth process that uses multiple methods,
to evaluate the qualifications, skills, and leadership abilities of your top candidates.
Our HR Professionals will conduct in-depth, behavioral based interviews to obtain detailed
information about the candidate's achievements and his or her demonstrated ability to deliver
results. We will also assess their interests and compatibility for the position being
considered. Candidates will thea participate in an assessment process with an
Organizational Development e t Consultant that may include written case studies, job
competency testing and assessment. We will contact you with verbaffeedback within 48
hours, and also provide you with a written report detailing our assessment of each candidate.
For additional informat on on Trusight"s Candidate AssessmentServices, contact
/sa Stack at 763w253-9151 or ewmail. 1isa.s o kms_._ rusr' lnc.c,,om
Profil XT Sally Sample
P r fornwi e Model f Comparison CONTROLLER,
Introduction
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t very employable per on Evill match some posit€ons better than other p s ltlons. This report provides
informatlo n about Sally S arrrple presented In a mar ier to help you iiaderstwid hoer s fie matches with th1s
'• selected position within your organization.
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This report reflects the tesponses provided by Sally Sample when she completed the Pro xeX
assessment. The result for each characteristic is 'Illustrated on a scale froin 1 to 10, The darker area on each
scale. represents the best Performance Model for the position, The enlarged segrrrerit of the scale shoes
where Sally scored. If the enlarged segment is dank, Sally is in the Performance yodel. If it is lighter; she
is not. Information about Sally is repotted hi these fbiar categories:
e Profile foi, Thinking Style - Leaning hidex., Verbal SkilI, Verbal Reasoning, Numerical J bilit)�
and Numeric Reasoning.
0 Profile foi, ehfor l' Dais •--• Energy Level, Assertiveness, , oeiability, Manageabillty, Attitude,
Decisiveness, ess, ccommodati g, Independenco, and Objective Judgment.
0 Profile for Interests - Enterprising, Fi a ial/ dininistrati e, People Service, Teclulical,
Mechanical, and Creative.
a The Total Person & Management onsi ra ions - Description of Sally as a Person and how to
most effectively maximize her potential.
Note: Addltional cons iderations are displayed when Sally falls outside your Performance Model,
If Salty is being considered for this position acid her =ults fall outside the Performanco Model, you
should Print the onipa o Interview Guide for Sally. This Guide, provides appropriate hitetiew
questions for each histance where Sally ig outside the inodel. These lnteiwiew questions will guide the
hitervio er in exploring impoilant areas where inforination from the interview Evill effectively assist the
interviewer In making ars informed decision about her placennent.
Please consult the. User's Guide for additional hiformation on using these results when working with Sally.
As discussed in the sees Gide for this product, the results foie this or any assessment should never
make Grp more than a third of the final decision In placements.
Profiles Intemmlonal, Inc.
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Pro leXT Sally Sample
Performance Model Comparison CONTROLLER, f
Profile for Thinking Style
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When vIeNving the scales on this page and the next, the darker shading represents the Job Performance
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MI � the *a a N`'Rh larges* box 'Indicates theindividual's score.
LY4.rain 9C`I �:�X-�.k£i'.+"'*-Y,S�r.'KaY`M1�Y.'.f�1-#+/,
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.ii hidex of expected learning, reasoning, and problem solving potential.
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Using words as a basis hi reasoning acid problem solving.
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measure of numeric calculation ability.
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Ushig numbers as a basis In reasorAng and problem solving.
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Profiles Intemational, Trac.
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ProfiteXYT Salky Saipple
Performance Model Comparisoii CONTROLLER,
f for Behavioral Traits
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Tendency to display endurance and capacity for a fast pace.
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Tendency to take charge of people and situations. Leads more than follows.
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Tendency to be outgoing, people -oriented, and participate with otheis.
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Tendency to follow policies, accept external controls and supervision, and work within the rules.
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Tendency to have a positive attitude regarding people and outcomes,
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Uses available information to make decisions quickly.
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Tendency to be friendly, coop exative, agueeable, To be a team person.
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Tendency to be self -rel Wit, self-directed, to take independent action, and make own decisions
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Tile. abi I it -tot aiclearly-and -bo- objective -fit. deoisIo1i-inakjjlg.—+-----.
Distortion for this assessment is within the acceptable range.
0 P to ri les rntern at 1 on a I fm
ProftIeX,r Sally Sample
etf rmati e Model Comparison CONTROLLER,
titProfile for Interests
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Th Ince � s ts section assesses h rel ati Y 1 t ii 4 ti e r the into *est area F jiterF r Ing, Fi n an cia It
dm mist atWe, People 8crviee. Teclini ca I Mechanleal, aria Creati e. For the Job Match Perfo rill ali e
' Model of CONTROLLER,' the top three Interests, pres ented hi order, acre Enterpris1ng,
inalicial/Administrative, and People Service* The top tbree interests for Bahr are Entef prisi ng, People
Service, and Creative. Ms. Sample shares two of these interest areas: Enter rising and People Service.
TOP 111terest.9 fol* this
Top fitterests foi, Sally S;ani le Pei- oi%i a ne e Vviodel
Enterprishig
Enterprising
r � `'�i-. _ � ��ti.� '=�'v _5e x'� _�S'���.-.s-�.�i�=Y..ti'�� , - � ---�- � _ � �'.. --. 'i -moi . _-. �'{-�' S=-_ � ,k-_ '-}-� •'_ •}`
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Indicates interest in activities
associated with persuading others,
sales, and presenting ideas.
06 People Service
Indicates interest in activities such
as helping people and promoting
the welfare of others.
Creative
Indicates interest in activities
usitxg imagination, creativity, and
oylginal sales ideas.
O� Match
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Financial/Administrative
Indicates interest in activities
such as organizinginfoym tion or
business procedures,
ti People Set -vice
Profiles Tritniationl, Tn.
Pro ileXrl" Sally Sample
ale
Performance Model Comparison CONTROLLER,
The Total Person
F
This pant of the repod discusses the results for Sally Sample on each of the scales in all three. sections,
Tho Behavioral and Mana enient Cn s deratlons for each scale relate to her scores without reference to
the CONTROLLER, model. If her score falls outside the model for a particular scale,
A.ddltlonaI C onsld erations w]II be listed as suggestions to Delp Sally Sample adapt her bcb av for to better
fit the j ole,
Learning Idox
An Index of expecte learning, reasonIng, and problem solvIng potential.
Behavioral Considerations
Her overall learning index is average and suggests a good potential for quickty learftffig nes
Information.
o She is generally adaptive in a variety of training situ boll .
a Upon completing a training prograin, Ms. Sample should pick up new concepts easily when
appropriately presented.
a Overall,, his. Sample inay be expected to complete a typical training program with success.
+
Management onsi era ions
While capable of meeting the challenge of advanced training, FIs, Sample may become
frustrate d during the more fu adamen taI perflons. Create enthusia s ni dur!ng these phases by.
directing as much responsibility to participate as, is possible. ,
Require coni s tent p efforinatico by Ms. S ap ple in order to avoid b oredoin oil hey# past. Sally
will respond best to challenges hi both the tra[liffig and dally work experiences.
Ms, Sample acquires and understands general hiformat[on, but lilay find highly complex data
or instruction challenging. Her ability to conceptualize and ufllizt ideas put forth ill training is
high average, but not significantly beyond the norm.
Duringfundamental training, use creative pili ipatlon to inabitain her motivation, which she ---_� ..._..-..._.
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may lose if not paiticularly challenged.
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Profiles Tnt rtiational, Inc.
ro [exr Sally Sample
Performance Madel Comparison CONTROLLER,
Verbal Skill
measure of verbal skill through vocabulary.
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Behavioral vioral onsid ra ion
With training and experience, Ms. Sample should be able to develop a higher level of verbal
ability,
She demonstrates a level of verbal skill slightly below that of the general population.
0 Sally may initially need extra Cline when ushig verbal and written information.
4 Ms. Sample tray not have had inu h recent opportunity to use verbal skills its a work situation*
Management Considerations
0 When giving verbal instruction to her do not make the communication too lengthy. Break down
complex instructions hito individual steps; Have her repoit backto you on her progress, Be
very procedural.
a huctice patience and accept nce when cointnunieating with Ms. Sample,
To achieve the best results Froin conimunications Nulty Sally, review instructions after they have
bcen given to her, focusing on her step-by-step understanding of the hifolmiation.
Do not be vague hi your histructions to her. Follow a straightforward and structured line o
comniunication.
Additional Considerations
On the Verbal Skill scale Ms. Sample is below the designated Performance Model for this position.
TMs suggests that lion+ ability to use a thorough vocabulary is less than the position typically requires
and that she could bave a problein with coinmunicating ideas and concepts. Discussions with her
shoutd explore the, possibility that for Ms, Sainple, the position may be overly cliall aging and could
lead to ft{ustration and reduction in her level of performance.
ance.
Pf0fi leg Intemational, file, 'a
Proflle,XT Sally Saniple
Performance Model Comparison N L .,
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Verbal l e nin
Using words as a basis In reasoning and problem solving,
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Behavioral Considerations
0 She demonstrates adequate and, in s tele areas, good verbal reasoning ability; certain areas and
c onipl ex ities rill nee d trains ng.
a Ms. S ample N YlI typically assiiii ilate l orination as Nvell as most people i ft Zile general
population.
a Sally Nv uId n ot be exp e ete d to have. any difficulty its efrecti vely cointilunicatiji g thoughts and
ideas to others.
a Ms. S ample Is pro fleient its the use of won' s and language.
Management Considerations
Ms. Sample requires additional time to process verbal in omiation. You should Communicate
with her hi a direct and structured manner. Review information and ask for clarity in her
col-nin-alll tion .
To help overcome any difficulties in verbal problem solving, maintain close observation to be
certain that verbal information is clearly understood by Ms* Sample.
Using complex Nvords and verbal information may require deliberation and consideration on her
part. Observe her effectiveness in solving problems and offer assistance when Necessary.
Its sonic situations, especially Nvith complex verbal hiformation, Ms. Sample may -require
additional time to make decisions. OSer supervision and provide explanations of the
information as i1ceded.
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Profiles fntemationaf, I11 . '
ProfileXT Sailer Sample
Performance Model Campari ii CONTROLLER,
Numerical Ability7
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:=rA measure of numeric calculation ability.
�'_L}� "G=iC� 'FYC r `1LL#f �t�.4� ^, �Ti T #z1jx�►1.;yi
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Behavioral Considerations
0 he may aced assistance with complex inatliematics Ott technical calculations.
Q Salty is comfoil ble analyzing basic nutxlerfoal material and performing some mathematical
functions without relying on a calculator.
0 Ms. Sample should be able to grasp mathernatical principles that apply to the job.
Q Ms. Sample should be capable of learning basic mathematical principles as ftecessaty.
Management Considerations
a Sleet may becoine fi strated by tasks involving the calculation of complex data. If needed,
+ provide trahihig In appropriate mathem atical a reas and give consistent feedback,
a Observe, her performance in calculating complex data that convey inultivarlate information, Aid
Sally as trended with a mentor or formalized training.
0 Ms. Sample naay occasionally requite additional time to process complex numerical
hif rm tion. Provide assistance in the form of avail table tools to aid in calcul ations.
0 To facilitate her development, you will treed to have Sally trained in any advanced mathematics
relevant to her work.
Additional Considerations
Ms. S ample achieved al ut erl al Ability score. outside the job prafile for thisposition. Thi to
she is at a different level hi calculating numerical data than the position typically reqult-e . Discussions
with tier should determine her potential to perform at an appropriate level on the job.
F ro ri I es Intenia donal, Inc.
P io ileXT
Performance ante hotel Comparison CONTROLLER,
Numeric Reasoning
Using niubers as a bas1s in reasonIng and problem solving.
s
Sally Sample
Behavioral Considerations
0 She co1nP1et s nu ineric at p ro b l in s Nvit 1i g re ater success thait the neraI p0 puI ation.
Sally grasps numerical on readily.
.
M . Sample demonstrates a relatively strong ability to solve, problems of a numerical nature.
Ms. Sample Nv rks well with numbers and numerical concepts,
Management Considerations
a Ms. Sample is capable of assimilating data to make decisions, but may occasionally be
fi Crated by a lack of challengel'a this area. Address fl-ustrations and provide ways to
challenge her abilities,
9 To avoid miscommunications when Sally is expressing numerical information, coach her on
proper coni.niunic born techniques that emphasize a common level of expression as needed.
0 Sally is adept at seeing the relationship betveen nuinericat data and decision til icing. She may
however, require extra challenges if not provided y the job to avoid a loss of motivation.
io Ms. Sample is more proficient in pros sing numerical lir orniatiori than most people. She relay
experience fru tr tlon if not suff"ioiently challenged, and tray be willing to take on extra diffles
that allow her to practice this skill,
0 Profiles International, Tn.
ProffleXT Sally Sample
Performance Model l ompariso NTR LL ,
:} Energy Level
Tendency to display endurance and capacIty for a fast pace.
?�- a t �� #1� s - ii.art=-`••
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havioral Considerations
Ids. Sample can IOe relied upon to complete assignments In a thnely manner.
fie can act w it 1i a sense of u rgen cy, even u ader pressure.
a Sally typically works at a pace thatis consistent.
0 Ms. Sample is able to consistently niabitain a quickwork paces
Management Considerations
0 Sally is a focused individual who prefers a busy Nvork environment in most eases, This is
productive but can lead to f ustratlon If she becomes bored. When extra Nvork beeollie
available, delegate It to her: This will help maintain her motivation as long as she is not the sole
4
target of delegation,
D On occasion, Ms. Sample may demonstrate iti tration with her energy level if the workload
F
slows. Listen to her complaints or feelings about this and provide sti-udure to maintain
Motivation.
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4 Ms# Sample may appear less motivated if the duties of this position do liot keep her busy.
Coach her on how to pace herself and how to inal a use of any oeeasxonat lag time with
spontaneous projects that help her Nvork with otliei .
i
0 She typically demon grates a somewhat high level of energy. Give her the opportunity to
take on additional projects o o C a *10 11 and in ofve her ire group projects that arc qu ire t i 111ely
resolution.
Additional Considorations
On the Energy Level scale Ms. Sample scored outside the designated profile for this partioular
Performance Model. This suggests that her drive and enthusiasm Is at a different level than the
position typical ty requires. Dise ssi n with her should explore the o sl ilit r the position may not e
'
su ffli eiently ehaIlengin g to inaiiitain her iiit rest or level ofperfomiane et
5
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Pro fIleg In tenlati ona 1, Inc. �
Profll XT Sally S i pl
Performance Model Coniparison CONTROLLER,
.} Assertiveness
Tendency to take charge of people and situations. Leads more than follows.
Behavioral Considerations
Ms. Sample can 1nal a decisions, enforce company policies and act with authority, She should
be capable ofma hig unpopular decisions when necessary.
Sally is highly motivated by situations to which she is field accountable for results. She is
motivated by power and authority,
She has a strong need to make decisions and deter*thine outcomes.
0 Ms. Sample has a strong recd to be in charge, to be the leader.
Management ent nsiderations
Ms, Sample tends to take charge hi a group. Encourage her pailicipation as a peer within the
roup and foster her ability to be patient with the opinions of other's. Training tri active listening
i ay en rance her abiIity to eooperate wlth her team.
lie exp res ses a prreferetice for hifluencing the decislong of others. Act a s a role Ino del i 1
yoiir capacity as a group leader, demonstrating a n authoritative yet dez ocr#atic leaders11ip
style. Provide feedback concerning ring the effectiveness of your style and why it Nvors hi certain
situations,
Ifnecessa y, give Ms. Sample the opportunity to act as a follower froin tttne to bine. Provide
constant feedback hi private and inentor her ability to so xeffines let go of tier control and
responsibility for the actions and eclsions of others.
Sally may have a tendency to insist on leadhig others* This may recd to be tempered with
a will gn ss to al low otherscortaht aniount of control. Training that focuses on control
issues may reveal a Nay to do this. Offer her the opportunity to lead the group as a reward for
successful participation in such trainhig.
Additional Considerations
Ms. Sample scored above the Performance Model for this position in the Asselliv ss scale Slie iiiay
find the euviromhent of tiris position challenging frt the area of how inuch control is appropriately
e c c e + others. vl ilc talking with her, determin ber� ability to practice greater diploe aoy in her
interpersonal relations.
Frofj ks in(miational, Iris. �
ro leXT Salty Sample
Performance Mode[ Comparison CONTROLLER., ,
80GIabifity
Tendency to be outgoing, people -oriented, and partIcipate with others.
4
Behavioral Considerations
Ms. 8 anip le i s onl r moderately motivated by assignments that require hiterp ersonaI contact
With people.
She i ay not alwaysenjoy work that requires ntact with the p bllo,
Her sociability is only moderately co nipatitle wi th es tabi i s h 1 ng a nehvork 0 f contacts,
Ms. Sample prefers direct and to the point con7municatlon and may avoid spending time on
small talk and social atnenities.
Management Considerations
0 If you need to develop her anility to interact with the group, engage Sally lei casual
conversation, Breaking down galls of interpersonal distance between lier and others may
encourage be er participation,
a As a way to develop leer interpersonal skills, hivite Sally to as many group discussions a
possible. Maintain a casual demeanor with her, as appropriate, to model the culture of your
organization.
a hi her interactions with team niein ers, Sally may be he iian.t on occasion to communicate her
petspective. If needed, encourage pailicip tion and make a point of initiating her Involvement if
tic ces say . As t inie passes, she should become more com for tab to witli the group and prov!de her
air share of hip t.
v On occasion, Ms. Sample may appear distant Nvitil the group. If necessary, support her efforts to
interact with others and m intahi consistency witli your rewards,
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Profiles Intemiatio at, hnc,
Pro eXT Sally Sample
Perfomiance Model Coy p rism CONTROLLER,
A Manageability
5
TendenGy to follow policies, accept external controls and supervision, and worl thln the rules,
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Behavioral Considerations
Sally demonstrates a positive attitude cone ming organizational constraints and re-strictions.
Q She should willing to conform to company policies without feeling any loss of personal
freedom.
O Ms. Sample Is riendly, cooperative and should be fairly easy to manage.
a Ms. Sample is typically willing to accept guidance and suggestions froin others.
Management mentConsiderations
0 If it becomes necessary to decrease lies• rellance on procedural norms, demonstrate in your daily
work liow if is acceptable to bend the rules within the limits of your organizational culture.
Provide assistance initially, until she gahis the confidence to make independent choices.
0 Sally may fait back on concrete proceduve when the task at hand becomes Complex or stressful.
If this tendency needs to be changed, do so by hivolvhig her 1a gcoup discussions that require
creative, brainstorming and developing unique options.
0 Ili a situation that appears frustriating,11 s. Sample inay Ity to seek out supervision too quickly.
If ne e sat ', encourageindependence by providing leading questions that eliallen a her to
create her own solutions.
0 Ms. Sample appears to prefer a strict procedural structure to lielp guide her daily work pattern.
If it becomes n c ssai , help her break out of this mold by encouraging hidepende cef Reward
efforts to develop creative solutions to accomplishing tasks.
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Profiles N te rnat]on a1, file. � '
r#ofilXT Sally Sial
Performance Model Comparison CONTROLLER!,
�= Attitude
Tendency to have a positive attitude regarding people and outcomes.
3
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Behavioral Considerations
{
0 Ms. Sample may be slow to show a positive attitude regarding risk, changes in policies and
guidelines, and unexpected challenges.
0 She may be loss easily misled than others.
13 Sally tray tend to b e more vigilant and oti-guard than others.
0 Ms. S ainpie may b e Inclined to assuine a negative position acid b ccoine critical of others,
Management t Considerations
0 Ms. Sample demonstrates a tendenoy to be guarded when hate etl g with others. If necessaty,
build her basic trust with informal gro-up activities to ease her doubt about the Motivations of
others. These activities can be as simple as funclithne office meetings and inf rmat discussions.
0 Sally inay demonstrate a distrustful attitude about her co-workers, customers, or her N ork. If
necessary, provide her with an appropriate amount ofthne to discusg her feelings, but redirect
her by displaying a calm ond cooperative demeanor. Stress the necessity to foots on the tasks at
hand and to accept responsibility for her own Nvor .
6 Site may have a tendency to blame otheis for outconies that are her responsibility. Should this
become an issue, suggest d1scu g s io ti for a later time to address her negat lve, att!tude, then give
feedback oto Iyer perfomiatic e and how to snake positive, steps toward snore p ro du ctive b ehavior.
0 91
a Sally may express doubts about the outcome of somo projects, appearing pessitilistic. While
inai-titainhig ati empathetic maim r, con ont her on alternative solutions and how she may
contribute to the groups success.
Additional Considerations
On the Attitude scale Ms. Sample is below the designated Performance Model for this position, This
}
suggests that her general response to others will be pesshnisfic compared red to the inost successful
r f � F 4 1 i i t � � � # #
{
individuals is this position. Discussions with trot should explore tiro possibility that for Ms� Sainple,
the position may be, overly challenging and could lead to frustration acid a reduction in her level of
performance,
Profiles Intentional, Inc.
rof leXT Sally Sample
Performance Model Compcirison CONTROLLER,
4 Decisiveness
u
s-
s
Uses available Information to make deeistos quickly.
---
�
Behavioral Considerations
IVs. Sample cats staled thin on decisions and is not inclined to back down once a decision is
niade.
Ms. Sample is decisive wid quick to act. She is likely to enjoy positions which require
hiunedlate action,
0 She is hiclined to take decisive action, to move, decisions forward.
a Sally is capable of responding to emetgencies and resolving pro lenis.
Management Considerations
a It is llliportatit that the concept of patience in decision-making be stressed to Ms. Sample. Ifthis
is necessary, ask for deliberate and analytical processes in her decisions.
a Ms. Saniple may require trail n in how to br, more deliberate if her quick decision-lua i
becomes a problem, Emphasize the importance. of analyzing hifori ation niore tli roughl .
G If unnecessary risk is to be avoided, stress that s metinies the inn ortance of deadanes is
ouhveighed her the level of consequence inherent with making uninformed de lsioiis.
0 Sally may appear too s pontaneous In her deoisimi-ma king. If this is the case, counsel her on the
reed to avoid unnecessary risk witli cautious and deliberate decisions,
Additional Considerations
On the Decisiveness scale, Ms. Sainple is above the designated Performance Model for thl's position.
This suggests that she may act without a fliorougli understanding of the related details. Discussions ,.
with her shod determine the extent of lies• spontaneity in d ci ioii-mal iog, and consider if her
effectiveness could be wilianced by more deliberation.
Profiles ftitenintional, Inc.
Pro eXT
Pei-fo i ante Model Coinparisoll CONTROLLER, .
Accommodating
:"
Tendency to be frIendl , cooper t[ e, agreeable. To be a team person*
1
i
f
J
Behavioral Considerations
Ms. Sample oats stand her ground whenever soincone disagrees with her.
Sally Sainple
a while Ms, Sample tends to be agreeable, she will not be afraid to question ideas if necessary.
lie is usually agreeable, cooperative and good natured, but does not go along just to get along.
Sally can be slower than other's to avoid arguments, disagrees exits and/or conflict.
Manapment Considerations
a Ifshe becomes frustrated by working with those who hold o hiions co traiy to her own,
provide individual goals that satisfy the group's needs while allowing her the room to feel
coinfollablet She is somewhat skilled In cooperating with others, so foster this ability and
reward her efforts to grow in this area.
0 n occasion, Ms. Sam le inay choose to compete with her team hi an ua ro ductive 111afflier.
If this occurs, inake, yourself available to listen to her flustrations and make authoritative
decisions with regard to bringhig the team tog thea
O Under the stress of meefinggoals in a timely maimier, ids, Sample may become less
cooperative, tending to conflict with her team, Reinforce a cooperative style and reward her
ability to seek out the r ources of the team.
0 Conflict may play a role 131 tier performance when Sally is feeling the stress of deadlines.
Redirect leer frustration, providing feedback that helps her to realize the effect of her attitude on
Others.
ID Pro filesIntern Dtionai, In(" ,
ProfileVr Sally Sample
Performance Model Comparison CONTROLLER,,
-1
Independence
It Tendency to be self-reliant, self-directed, to taste Independent action, and rnai a own decisions.
_*
.�_
Behavioral nsiderations
A Ms. Sample takes on neNv developments independently, bringing hi co-workets offly when
absolutely necessary.
a Ms. Sample prefers to run her own show and will quietly fight being restricted.
0 She is hi hly independent, possibly requirthig fitrin supervision and clearly defined guidelines.
D S afly 'I's ars independent worker who prefers minfinal guidance and coaching.
Management considerations
Her independence may create problems In the following ofprocedure. If this becomes an issue,
reitiforco compliance and regui u, accurate performance. Reward her efforts to cooperate, by
allowing some independence in areas of lesser concerti.
If she becomes frustrated, allow Ms. Sample some breathing room to lot off the pressure
she may experience from super 'ismy attention. Remain authoritative Nvitho t beeoluilig
authoritarian and rigid.,
a Duo to her self-reliance, you may rarely hear feedback from Baldly. Maintain open
coiru tiuication with her to foster an appropriate supervisory relationship. Listen to her when
she appears fi-tistrated and rewgni a lied positive performance.
0 Ms. Sample prefers to act independently and may become frustrated with excessive supervisory
attention. Handle with caro but xemain authoritative. Encourage a constiltative relationship.
Additional Considerations
On the Independence scale Ms. Sample is above the des ignated Performance Model for this position,
This suggests that her self- r liance is greater than the position typically requires and that she may
become fmsttutc l by the level of super ismy attention typical of flils position, Discussions N ith tier
should -e plore-tire-possibllitytl
level of performance.
yk
r
J
4 1
i
r f leXT Sally sample
l
Performance Model Comparison + CONTROLLER,
Obialctive Judgment
,i
The ability to think clearly and be objective in dedslon-making.
Efl'�
•- ?-r. e r'1 -'# � cam' �€r'%5v�.y�� x..�-/-�}'fir,"
Behavioral Considerations
6 ills, Sample uses judgment that nlay become, niore subjective when she feels pressured.
a Ms. Sample may tend to ina a less thoughtful decisions if she allows personal biases and
ophilons to replace sound j dgment.
Her iudgmetit w 11 lie inuch more intuitive when addressing critleaI i ndevendent d ecisio11
i ai ing responsibilities,
43 Ms. Samplo tends to be a. subjective thbiker and emphasizes personal opinions more than
factual data.
Management considerations
0 Ms. Sample may require greater structure in her decision -t a ling process. Coach her to avoid
making assumptions and to be thorough in gathering approp+iate.d tails ill order to make e 1nore
informed decisions,
0 Coach her on investigating a variety of information sources when making decisions. Emphasize
dealing with facts and other objective data before acting on any assumptions.
0 Coach Ms. Sample on how to he more objective when ina ing decisions, Training should
emphasize tiro step-by-step process of logical reasoning.
0 Sally inay req ilre direction to take more thne to gather information to make sound decisions.
Review her effolls, guiding her on avolding snap dgients and making informed decisions.
Additional Considerations
On the J-udginent scale Ms. Sample is below thG designated Performance Model for this positton. This
suggests that her decision-making process is less objective than clic pos ltl ti typically rec ui res and that
size could'have a problem with the pragin tie nature ofthe job. Discuss with her should explore
the possibility that for Ms. Sample, the position could lead to flustration and a reduction In her level of
performance,
Profiles International, Tno.
'ro it x'r Sally Sanip e
Performance Model Comparison CONTROLLER,
Interosts
The Interests section assesses the relative Interests between the six Interest areas. The
5
top three Interests foi- Sally and the Performance Model are presented Below In ranked
5
order. The Interests shared by both are circled*
Sall
t t_V_i Sy-:'tr:. :rr'F-_� �}'ali:=r Y� �' S� - __cT-s_==�r=_.-I srfi.J `—z'-i—'�O'4
-
Enterprising
Indicates interest hi activities
associated with persuading others,
sales, and pre -senting ideas,
People Service
Indicates interest in activittes such
as helping people and promoting the
welfare of others.
Creature
Indicates interest in activities using
it11agitiation, creativit � and original
sales ideas.
Q= Match
Performance Model
Enterprising
Indicates hiterest hi activities such as
organizing information or b sitioss
procedures.
People Service
Ms,, Sample soon#oaf hi ht in the, Creative, Enterprising and People Service themes on the inventor ~ She
is attracted to positions in which she can use her creative side In a businessenviro neat that allows for a
high degree of contact with people, She appears to be d rawn toward opp or tu n i t ies to solve pro b Ieni s in a
innovati c way. The chance to servo the needs of customers and tete public In general also relates to this
interest pattern,
With Enterprising as her primary area of Interest, Ms. Sample is f i kely to seek out activities that filvolve
entrepreneurial pursuits and leadership. Her foes, above all other areas of interest, lies in gursuing
objcot ives its the lively Avodd ofbusines s. These k i n ds ofact Wities motivate her mo S t effect ive l .
Secondly, she is motivated by the interaction with others that carnes with service to an interpersonal
cause as demonstrated by her interest in People Service activities. Helping others or providing thein with
services niay help to energize her its what she docs at wofk.
Final lir, tier ifiterest its Cre atl e actt Wit les rounds out her pro file of 1 nterests. It pro motes a concentration
- - --- ---- -` -� in c: teat ivo e pr ssio n, trying novel appro aclies it nd appre el athig tho pro cess of innoyatlon. AIthou k t I
1ntere-t area is not as crucial to ov raII job s atisfact ion as her stronger 1 nteres t , It does p1 ay a Faro.
4
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ft
Prof lest` eniational, Inc. �
Piro NeXT Sally Sample
Performance, Model Comparison CONTROLLER,
Additional Considerations
a
Y
`:# Ms, Sample dons not show Financial/AdministrativeFinancial/Administrative activities as one of her top three interest areas. She
a
may not find activities associated with this theme as motivating as those individuals who have been
uccessful ill this position.
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PROFILE XT PROFILES INTERNATIONAL PRODUCT USEKS GUIDE
ff :.
x
Profs s) i nternationat
r �fil5� li-TM
User's Guide
Profiles Office Park • 5205 Lake Shore Drier • Waco, TX USA 7671 •254.751.1644
PROFILE QCT
PROFILES INTERNATIONAL PRODUCT USER'GUIDE
UNDERSTANDING AND USING THE PROFILE XT
In the business world, where it is so easy to duplicate products and undercut prices, the
key strategic advantage for most companies is the performance of their employees.
Employees who are well matched to their position have nigher attendance records, Cess
turnover, higher job satisfaction, and superior job performance. Both the employee and
the employer share the benefits of enhanced person -job fit.
As part of the Profiles International, Inc. lire of products for employers, the Profile XTThl
is designed to facilitate achieving the best possible job fit. Our clients use Profile XT to
develop effective work teams, design optimal training programs based on the trainees'
tyle of learning, help supervisors determine which approach will work best when
working with a particular employee, and help develop succession plans, etc.
Profile XT is a psychometric instrument whose roots extend over tete last thirty years.
More than four hundred thousand job applicants and incumbents have participated in its
development. ent. These sample groups represent a diverse cross section of ages, ethnic
groups, income levels, educational levels, job titles, companies, and industries. Profile
XT is the product of collaboration between several test development psychologists and
specialists coordinated by Profiles International, Inc.
Profile XT investigates several areas (Behavioral Traits, Occupational Interests, and
Thinking Style) as a part of evaluating hoer an individual fits into a particular job. All of
these areas, however, are not arrays required to differentiate between those who will
do well in a position and those who may be overly challenged by that same position. All
three areas may be important for some Job match Patterns, though generally only one
or two may stand out for a given job match situation. By reviewing bread areas of
Occupational interests, Behavioral Traits, and Thinking Style, we expand our ability to
discover which areas will be most effective in determining job fit for a giver, position. By
attending to each of the three areas, we enhance the opportunity to identify the factors
that will lead to the beet job fit.
PROFILE QCT
THE JOB MATCH PATTERN
PROFILES INTERNATIONAL PRODUCT USER'S UIDE
The job match process represents an effective approach that minimizes es the time
required to efficiently describe jobs, people, and matches. Once we have an awareness
of what is necessary for success in a position, we can build a glob Match Pattern for
each factor. The pattern consists of a range along each scale whore the scores of the
most effective performers tend to fall. Because they are not absolute, the typical pattern
will be three to fire units wide. The farther outside this range (job pattern) a score falls,
the Cess likely there will be a good fit of that individual to the job in regard to that
particular factor. In the reports, job match is reported as a percent Crutch to a specific
Job Match Pattern. This will be discussed in more detail shortly.
By using a Job Match Pattern,. it becomes easy to quickly identify where individuals will
tend to fit well into positions, and where they might have adjustments to make. This
information is important for both job placement and job training*
We have been asked: "Can we use small samples to build patterns or do we reed very
large samples?" The answer is that in the real world you use what you have available.
While it wound be great to have large Cumbers of workers who represent each level of
competency within each job that is very often not possible. Even with a small sample,
you will have a good place to start the process and an approach that will allow you to
further refine the job pattern with ongoing evaluation.
Once a Job Match Pattern is developed and placed into use, it is appropriate to
continue to improve/modify the pattern, as more empirical data becomes available.
Each Job Match Pattern is reviewed in light of the most recent data on a regular basis.
As the composition of the top performers is reviewed and adjusted, the Job Match
Pattern may be adjusted accordingly. It is important for a business to continually
maintain the job relevance of the process by which employees are placed.
The scores on each scale are reported on a STEM scale starting with a one at the low
end and going to a ten on the high end. The raw scores have been normed so that the
distribution of scores for the typical working population will fall on each scale with a
normal distribution. in other words, on each scale about 2 3rds of the scores will fall at
, 5, 6, or 7, and as you move toward either end of the scale, the frequency of scores
will taper off.
The following instruments use Job Latch Patterns: Profile XT, Profiles Sales Indicator,
Customer Service Perspective, and the Cali Center Survey.
P ONLE XT
USING JOB MATCH PATTERNS
PROFILES INTERNATIONAL PRODUCT USER'S GUIDE
Once a good Job Match Pattern has been established, it may be used to evaluate the
match to that job for anyone who Inas taken the Profile XT. The Job Match Pattern is
composed of a range of scores for ea h .scale. This range represents the area where
those who are expected to fit most easily into the job will score. The farther outside this
range (pattern) a score falls, the less likely there will be a good fit of that individual to
the job in regard to that particular factor. As mentioned earlier} job match is reported as
a percent match to a specific job pattern.
The range of reported job matches will be from 25% to 95%. A match will be provided
for each of the three sections (Thinking Style, Occupational Interests, and Behavioral
Traits), and for the total match. The higher the match reported, the hig her .the
expectancy that individual will fit well into the job under consideration.
While this Job Match Pattern approach to matching hing individuals to a job provides
information of great value and should be a major part of the placement decision,
remember that the results from any assessment should never make up more than a
third of the final decision. This is especially true when accurate job performance
information is available on existing employees.
METHODS FOR BUILDING JOB MATCH PATTERNS
Concurrent study — This approach is utilized when Profile XT results for three
or more told performers are available. When utilizing the software, use the glob
Match Pattern subrnenu to indicate the top performers. The computer then builds
the pattern from that information. The pattern can then be carefully reviewed to
;fine tune" it to fit your situation.
B. Existing Job Match Patterns — Profile QCT can be utilized with patterns available
from our web site's Preliminary Pattern Library or a pattern transferred from
another office and verified to apply to your work setting. once built, a Job Match
Pattern may be edited manually.
C. Combination — A Concurrent Study may be used with an Existing Job Match
Pattern to build a new pattern.
D. Job Analysis survey — One or more Job Analysis Surveys are completed by
those who supervise the position in question and are also very familiar with ghat
is required to perform successfully in that position. The Job Analysis Survey
consists of 57 questions that identify activities on the job. once completed, the
Job Analysis Surveys are entered into the software so they may be combined
with input from other sources (existing patterns, concurrent studies, or both).
job pattern can be developed from these results. one or more Job Analysis
Surveys may be used.
PROFILE QCT
PROFILE XT REPORTS
PROFILE 3 1NTER ATIONAL PROD UT US-ER'S GUIUS-ER'DE
A. The Placement Report is typically utilized to identify hoer well a person will fit
tato a given position. Where they are outside the Job Batch Pattern, interview
questions are suggested.
B. The sales Placement Report is typically utilized to identify hove well a
person will fit into a given sales position. Where they are outside the Job
Match Pattern, interview questions are suggested.
C. The sales Management Report ort is similar to the coaching Deport in that it
matches an individual's actual results to a sales Job Math Pattern.
Suggestions are available for managing the employee when they score
outside the Job Match Pattern.
D. The coaching Report is similar to the Placement Report in that it matches
an Individual's actual results to a Job Match Pattern. However, instead of
interview questions, suggestions are available for managing the employee
when they score outside the Job latch Patterns
E. The Individual Report is the report that is shared with the Individual who
took the assessment. This report does not indicate the actual scores on each
individual scale, but provides a description of ghat the individual's scores
suggest. There is no reference to any specific Job Match Pattern.
Pt The Succession Planning Deport allows the matching of one Individual to
several Jeb latch Patterns. This facilitates ars understanding of where the
best job fit might be expected, both now and in the future.
G. The candidate Mat(:hing Report shows the results of comparing several
candidates to an established Job latch Pattern. A percentage score
Indicates each candidate's match with the established pattern.
H. The Job Profile Summary Report rt is utilized to have a quick look at how well
ars individual fits into a particular Job match Pattern. It reports the Individual
scores against that pattern and gives a brief statement for each. There are no
intervie r questions provided with this report.
1. The Job Summary Graph Report ort is a single page summary with the graphs
from the Placement Deport. Shown are the individual's scores and a selected
,Job latch Pattern.
J. The Job Analysis Report may be produced for any established Job Match
Pattern. The report includes a *Job Pattern Graph and ars optional Job
Pattern Description tion describing an individual who would be effective in that
position.
PROFILES INTERNATIONAL PRODUCT USER'S GUIDE
PROFILE T
READING PROFILE XT REPORTS
Profile QST reports are presented clearly and do net require Interpretation beyond the
printed reports. The use of business language helps for ars easy understanding.
All reports present the results in tables as well as in words. When a Jab latch Pattern
is utilized, the individual scores are presented in relationship to that Job Match Pattern.
On Individual Reports, only the individual scores are represented. The scores are
shown for all three areas: Thinking Style, Occupational Interests, and Behavioral Traits.
To truly understand the report it is necessary to read the words as well as review the
graph.
The percentage match for each of the three sections Indicates how well you can expect
the individual to fit into the job in question. The overall job match reflects the
accumulation of all three of the subsections.
The reports are written in clear language and an attempt is made for them to be as
positive as possible. If the results of the assessment are going to be shared with the
person after they complete it, only the Individual Deport should he considered for this
use. The actual Job Match Patterns the company has developed are proprietary
information and are not typically shared outside of the company. Your Profile
International, Inc. representative Is an outstanding resource for understanding how to
utilize the reports.
PROFILE XT
REVIEW OF PROFILE XT SCALES
Thinking Style Scales
PROFILES INTERNATIONAL P O U T USEffS GUIDE
primary resource for learning is the ability to process information coming from the
environment. In most training situations, the information is in the form of either words or
numbers. Each of the four Thinking .St l sub -sections measures ars aspect of
understanding words or numbers and using each as a part of the reasoning process.
They form the foundation of almost all problem solving, communication, Interaction, and
learning skills that are used on the job.
The Learning Index score in the Thinking Style section is a composite of four sub-
scales: herbal Skill, Verbal Reasoning, Numerical Ability, and Numeric Reasoning. oning. It i
an index of expected learning, reasoning, and problem solving ability. Typically, the
more easily an individual processes information, the greater the pace at which they may
learn these shills that are used on the job= Often, maximizing that learning moans
finding the approach that will make the most of their available learning skills.
Learning Index — an index of expected learning, reasoning, and problem solving
potential; a composite of the scores for Verbal Skill, herbal Reasoning,
Numerical Ability, and Numeric Reasoning.
Verbal Skill — a measure of verbal skill through vocabulary.
Verbal Reasoning — using words as a basis In reasoningroblonn of ir�g.
Numerical Ability — a measure of numeric calculation ability.
Nurneric Reasoning — using numbers rs as a basis in reasoning and problem solving.
PROFILES INTERNATIONAL PRODUCT USER'S GUIDE
PROFILE QCT
Behavioral Traits Scales
Behavioral Traits help define who we are by influencing the behaviors that we exhibit.
As the strengths and combinations of our behavioral traits Crary, so do our behaviors.
Profile XT assesses some of the traits that have been shown to be important in
business settings. A brief description for each behavioral trait is provided here.
ENERGY LEVEL — measures a person's tendency to be self -motivated, energetic, to
show a high sense of urgency and a capacity for a fast pace.
High scores
• self starter
• Multi -tasked
• Self -motivated
Low Scores
• Patient
Good with methodical al processes
• Good task focus
ASSERTIVENESS — measures a person's general tendency to take charge, to be the
leader.
High scores
9 Comfortable with self-expression and leadership
Competitive
e Achievement -oriented
Low scores
• Willing to accept a leader
• Diplomatic
• Lour need to control others
SOCIABILITY — measures a person's general tendency to be peo le�orlented, to be
socially active, and group -oriented.
High scores
• Conversational
• People -oriented
• Comfortable with working in a group setting
Low scores
Avoids small talk
• Keeps to one's self
•
Will not become frustrated by a lack of social contact
PROFILE QCT
PROFILES INTERNATIONAL PRODUCT USEF:'S GUIDE
MANAGEABILITY — measures the tendency to follow policies, accept external
controls and supervision, and work within the rules.
High scores
• Compliant and agreeable
• Works within the rales
• Comfortable with authority
Lour scores
• Can be cautious with authority figures
• Tends to defend point of view
• Willing to question when not in agreement
ATTITUDE — measures a person's general tendency to have a positive attitude;
High scores
0 Optimistic
• Trusting
Relaxed social style
Low Scores
• Sometimes skeptical
• Can be critical of others
• Often vigilant
DECISIVENESS — uses the available information to make decisions quickly.
High scores
• Moves quickly when making decisions
• Accepts risk in most situations
Low scores
Not typically impulsive
• 'refers a methodical approach
• Analyzes before making a decision
ACCOMMODATING G — measures a person's general tendency to be friendly, helpful,
and agreeable. To be a team person.
High scores
• Cooperative
• Harmonious
• Likeable
PROFILE XT PROFILES INTERNATIONAL PR DU T USERS OUIDE
Low Scores
O Can seen too firm
May he disagreeable on occasion
0 Will not typically follow the group just to get along with others
INDEPENDENCE — measures a person's general tendency to make their own
decisions, to be self reliant, to tale independent action.
High scores
0 Adventurous
0 Slow to follow
0 Likes es to set own direction
Low Scores
a May seep support
• Cautious or reserved
Accepts supervision easily
OBJECTIVE JUDGMENT � measures a person's general tendency to be objective in
decision -racing.
High Scores
Comfortable with a logical approach
• emotional thinking
Low Scores
• Subjective
• Will follow a hunch
• Not overly bound by systematic thinking
PROFILE XT
occupational Interests Scales
PROF ILES II TERI ATIO AL PRODUCT US WS GUIQ]
Six occupational interest areas have been determined to aid in predicting motivation
and satisfaction in various job positions. Each interest area defines a category of
characteristics that identify the unique aspects of work environments. The theories of
Dr. John L. Holland were an essential guide for the development ent and interpretation of
these Occupational Interests themes.
ENTERPRISING y- indicates ars interest in occupations in which one uses
persuasiveness and enjoys presenting plans.
Characterized by interest in;
Persuading other
e sales activities
• Profit -oriented activities
Representative occupations that fend to share this interest include chamber of
commerce executives, management consultants, sales engineers, sales
representatives, entrepreneurs, and business owners.
FINANCIAL/ADMINISTRATIVE s indicates interest in occupations in whichone
works with financial data, business systems, administrative procedures, etc.
Characterized by interest is
Financial tasks
• Administration
• Organization
Office work
• Business procedures
Representative occupations that fend to share this interest include bankers,
attorneys, historians, Journalists, freelance writers, economists, administrative
managers, and factory managers.
PEOPLE SERVICE — indicates interest in occupations in which one helps people and
is concerned with the welfare of others.
Characterized by interest in:
• Facilitating those in need
• Helping ether
• Community service
• Working in with people
PROFILE XT
PROFILES INTERN ATI MAL PRODUCT USER'S GUIDE
Representative occupations that tend to share this interest include social
corkers, psychologists, social welfare directors, employment conselors, labor
relations managers, employment managers, HR professionals, and college
professors.
TECHNICAL— indicates interest in occupations in which one centers on scientific
and technical activities, research and intellectual skills.
Characterized by interest in:
a Working with data
• Scientific study
• Research methods
Representative occupations that tend to share this interest include physicists,
mathematicians, statisticians, engineers, computer programmers, inventors,
and research analysts,
MECHANICAL — indicates interest In occupations in which one works with tools,
equipment, and machinery.
Characterized by interest in:
Being physical
Working with things
Working with machines, tools, or equipment
Representative occupations that tend to share this interest include production
managers, heavy equipment operators, machinery designers, engineers,
recreation directors, farmers, and athletic coaches.
CREATIVE — indicates interest in occupations in which one is typically imaginative,
original, and innovative.
Characterized by interest in:
Aesthetics
• Creative expression
• Innovation
Representative occupations that tend to share this interest include fine artists,
writers, journalists, PR consultants, chefs, and advertisers.
PROFILE XT
THE DISTORTION SCALE
PROFILES INTERNATIONAL PRODUCT USEWS GUIDEUSES'
The Distortion Scale deals with how candid and consistent the respondent wachile
taping Fart One of the assessment. The lower the score the greater the level of concern
that the responses may have been distorted.
The distortion score refers to the reliability of the results, not the honesty of the
individual. A lour score would suggest that the individual might have distorted their
responses. This could possibly happen because of an attempt to portray a picture of
how they wold like to be seen, rather than an accurate l iotur of how they are. The
distortion score should not be used as a basis for disqualification of an individual.
WHAT THE DISTORTION SCORE SUGGESTS
The Distortion Scale ranges from I to 10.
• Scores of 7, 8, 9# or 10 indicate that no obvious distortion was detected.
• Scores of 3, 4, 5, or 6 indicate the report mav have a somewhat "polished"
version of reality.
Scores of 1 or 2 indicate information in the report should probably not be used
in the decision-making process for that individual. Rather, other factors and
information should be used to make a this decision*