The Leader's Guide to Managing Workplace Stress


Published on

1 Comment
No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

The Leader's Guide to Managing Workplace Stress

  1. 1. Executive Briefing The Leader’s Guide to Managing Workplace Stress  Assessment Edge ©2010 Profiles International, Inc. All rights reserved. 937.550.9580
  2. 2. The Leader’s Guide to Managing Workplace Stress. Copyright 2010 by Profiles International. Printed and bound in the United States of America. All rights reserved. No part of the report may be reproduced in any form or by any electronic or mechanical means including information storage and retrieval systems without written permission from the publisher. Publisher Profiles Research Institute Dario Priolo, Managing Director 5205 Lake Shore Drive Waco, Texas 76710-1732 Profiles International Acknowledgements CEO, Co-founder, Profiles International: Jim Sirbasku President, Co-founder, Profiles International: Bud Haney Editor-in-Chief: Dario Priolo Managing Editor: Carrie D. Martinez Assistant Editor: Natalie Hefner Creative Director: Kelley Taylor The Leader’s Guide to Managing Workplace Stress| 2 ©2010 Profiles International, Inc. All rights reserved.
  3. 3. “ Scope of Stress in Today’s Workplace This briefing is designed to help executives understand, recognize and effectively deal with  stress in the workplace. As a senior executive, it will help you: Globally, more than  1. 2. Raise your awareness of the causes and effects of excessive stressors Encourage and support the use of good practices and preventative measures by  3 out of 5 doctor  3. supervisors and employees Provide tools and techniques for assessing and managing stress within a workgroup visits are for stress  4. Help learners recognize signs of stress in themselves and others, and take appropriate  measures related problems. Important Definitions ” • ‘Stress’ is commonly used to describe the external exposures, pressures and demands  that we face; the coping mechanisms that we use to deal with them; and the  consequences of our coping mechanisms.  Furthermore, job stress can be defined as  the harmful physical and emotional responses that occur when the requirements of the  job do not match the capabilities, resources or needs of the worker.  To avoid confusion,  Foundation for Integrated  the term ‘stress’ will be used as the overall descriptor, while  ‘stressor’ and ‘distress’  Research in Mental Health refer to the causes (exposures, input), responses and outcomes (effects, outputs),  respectively. • ‘Stressor’ refers to pressures, challenges or demands that produce adaption responses.  Stressors are known to have the potential to cause distress and health problems. • ‘Distress’ refers to negative emotional, behavioral or physical reactions. The Leader’s Guide to Managing Workplace Stress| 3 ©2010 Profiles International, Inc. All rights reserved.
  4. 4. The Leader’s Guide to Managing Workplace Stress 1. The Origins of Stress While research on job stress has greatly expanded in recent years, confusion  remains about the cause, effects, and prevention of work‐related stressors. Stressors are ubiquitous for all of us. Exposure to stressors can be both work‐related and non‐ work‐related. It is important to realize that stressors can have cumulative effects, and that  simultaneous exposure to multiple stressors without sufficient recovery time can lead to an  individual’s increased vulnerability. Stressors are interactive and interdependent, an important fact that must be recognized. While  this document deals with work‐related stressors, keep in mind that distress resulting from non‐ work‐related causes is quite common and impacts the individual’s workplace. Conversely,  distress resulting from work‐related causes will impact an individual’s life outside of the work  environment. Did you know? Stress is linked to the six leading causes of death – heart disease, cancer, lung ailments, cirrhosis of the liver and suicide. American Psychological Association, 2005 The Leader’s Guide to Managing Workplace Stress| 4 ©2010 Profiles International, Inc. All rights reserved.
  5. 5. The Leader’s Guide to Managing Workplace Stress 2. Stress is a Concern to All of Us Did you know? Stress is the root cause of anxiety and depression – affecting over 36  million  people in American’s workforce.* 62% of Americans say work Work‐related distress has been shown to affect millions of workers across all types of  employment sectors. Work‐related mental illnesses are becoming one of the major  has a significant impact on stress levels causes of occupational illness and lost work‐years. Work‐related stressors have the  potential to alter a person’s health, job motivation or commitment to work.  52% of workers are more stressed This may lead to: because of work than home. 1. an increase in the likelihood or severity of a number of illnesses including: 61% of workers list heavy workloads • Physical illnesses and injuries (heart disease, musculoskeletal disorders,  gastrointestinal disturbances and various minor illnesses) as a significant impact on stress levels. • Psychological effects and mental illnesses (sleep problems, anxiety and  depression) 2. increased absenteeism 54% of workers are concerned about 3. an increase in the frequency of accidents 4. reduced morale health problems caused by stress. 5. increased staff turnover 6. reduced productivity at work or at home * American Psychological Association (APA) The Leader’s Guide to Managing Workplace Stress| 5 ©2010 Profiles International, Inc. All rights reserved.
  6. 6. The Leader’s Guide to Managing Workplace Stress 3. Accountability and Responsibilities Occupational stressors are more difficult to assess than other health & safety  Did you know? hazards. Within any occupation there may be a  Businesses that are concerned about promoting the health and safety of their employees must assess  multitude of stressors, and each  and manage any business‐related risks that may affect that health and safety. Occupational stressors  employee will respond in a different  and distress seem to be more difficult to assess than other health and safety hazards. It is essential,  way to each stressor.  therefore, that we apply the same rigor in assessing and managing workplace distress hazards that  we do for all health and safety risks. Typical examples of work‐related  stressors include: All parties within an organization should be aware of the need to address potential health‐related  problems in the workplace: 1. lack of control 2. time/deadline pressure • The company is normally considered to be accountable for taking reasonably practicable actions  3. poor relationships to reduce risks, thus ensuring that work activity does not adversely impact the health of staff. 4. excessive travel 5. lack of consultation/communication • Supervisors are responsible for assisting employees in maintaining a healthful work environment.  6. work overload This includes looking at how work is organized, being vigilant regarding employee vulnerabilities  7. understaffing and seeing if there are ways to relieve pressure so that it does not become excessive. In addition,  8. organizational change it is important to check to see if others are impacted by changes in team dynamics. Supervisors  9. threat of redundancy  should be aware of available resources to which they can point employees who may need  assistance in dealing with stress. • Individuals are responsible for notifying their supervisors of any issues related to their own  perceived stress, or stress that they observe in others. This requires a partnership between the  individual and the supervisor based on honesty and trust. Individuals should also familiarize  themselves with available resources and support. The Leader’s Guide to Managing Workplace Stress| 6 ©2010 Profiles International, Inc. All rights reserved.
  7. 7. The Leader’s Guide to Managing Workplace Stress 4. How do Stressors Affect People? Low morale, health and job complaints, and employee turnover often  provide the first signs of job stress. The way we think alters the way we are affected by stressors. What is stressful to one  individual may not be stressful to another. What is stressful to an individual today may  not be stressful tomorrow. Distress is related to the perception of loss of control that  results from an imbalance between the pressures being exerted on the individual and  that individual’s resources. When pressures and demands rise to a level at which the  person feels out of control, his way of thinking, feeling and behaving will be altered. As a result, changes in physiological functions occur which, if unresolved, can lead to  health problems.  However, people tend to perform better when under a moderate  amount of pressure (see Figure 1). In Figure 1, A and B both represent high‐performing  individuals and teams. A, however, is working comfortably within the optimum zone of  pressure, while B is distressed and is at risk for developing adverse reactions. Working at peak performance (high point on graph) is acceptable for short periods,  but it is beyond the optimum zone, the level at which people can comfortably work  continuously. The risk of remaining at the peak for long periods is the likelihood of  additional events adding to the pressure and pushing the individual into the overload  zone. Once an individual has moved past the peak zone and into the overload zone, the movement down the slope can be sudden and unexpected.  This can result in illness if there is no intervention. A low level of perceived control of the work situation (procedures, work pacing and  decisions) seems to increase the risk of health problems. Furthermore, a low level of support and feedback from supervisors and coworkers  may increase the risk of poor health. The Leader’s Guide to Managing Workplace Stress| 7 ©2010 Profiles International, Inc. All rights reserved.
  8. 8. The Leader’s Guide to Managing Workplace Stress 5. How to Recognize the Signs of Distress Problems at work are more strongly associated with health complaints than are any other life stressor – more  so than even financial problems or family problems.* A sustained change in behavior and performance can be an early sign that an employee is suffering distress. Look out for deteriorating relationships  with colleagues, irritability, indecisiveness, absenteeism or reduced performance. Perceived distress will not always result in signs that are apparent to  others, and initial changes may be quite subtle (see also examples in Table 1). Examples of various signs and symptoms of distress: Emotional Intellectual Social Physical • confusion • lack of concentration & focus • more accidents • perspiring • loss of sense of proportion • missing the point • carelessness • looking flushed • lack of confidence • unable to make decisions/plans • overreacting • increased dependence on  • forgetfulness • can’t see the forest for the trees • angry outbursts smoking, drinking or drugs • mental block • short on ideas • can’t keep still or settle down • eating too much or too little • lack of enthusiasm • thinking about the past all the • confused speech • clumsiness • feeling victimized time • withdrawing from people and  • minor ailments, headaches • negativity • decreased work performance events • insomnia • depression • missed deadlines  • aggressive driving * National Institute of for Occupational Safety and Health DHHS (NIOSH) Publication No. 99‐101 The Leader’s Guide to Managing Workplace Stress| 8 ©2010 Profiles International, Inc. All rights reserved.
  9. 9. The Leader’s Guide to Managing Workplace Stress 6. Preventing and minimizing workplace distress Nearly one‐half of large companies in the United States provide some type of  stress management training for their workforces. * Most of the things that a supervisor can do to minimize or prevent distress are products of good  management. It is important to be aware of any pressures that might negatively impact any  individual, and to intervene before anybody comes to harm.   Good management practices include: • Learning about what causes distress in the workplace, working actively to improve the  working environment and minimizing stressors within your control. • Finding out whether distress could be a problem for individuals in your work group by  implementing a systematic assessment. • Working to eliminate or manage internal issues that are affecting staff. • Understanding one’s own physiological response to stressors and working to adopt a  proactive stance. Did you know? The Wall Street Journal reported that one third of people surveyed considered quitting their jobs because of stress and 14 % actually did. * National Institute of for Occupational Safety and Health DHHS (NIOSH) Publication No. 99‐101 The Leader’s Guide to Managing Workplace Stress| 9 ©2010 Profiles International, Inc. All rights reserved.
  10. 10. The Leader’s Guide to Managing Workplace Stress 7. Dealing with stressed-out and distressed employees The most direct way to reduce stress in the workplace is to Identify the most common stressors and design a strategy to  deal with the root cause.  1  4 Listen to the individual. Talk with the employee about anything in the workplace that is contributing to  the distress. Do not try to solve non‐work‐related issues, but be open and supportive. Recognize that  non‐work problems can make it difficult for people to cope with the pressures of work. It is in a  in supervisor’s best interest to remain understanding. Consider consulting Human Resources (HR)—they may be able to help depending upon the situation. workers have taken a  Depending on the issue, you may decide to refer the individual directly to Occupational Health. They  will make a medical assessment and give professional health advice to the individual. When deciding  ‘mental health day’ off  whether to refer someone to Occupational Health, it is important to consider the following two options: from work to cope with  stress   1.  If the issue is minor or if you feel that the individual would receive real benefit suggest to the  individual that he consider consulting with Medical/Occupational Health staff. ‐APA Survey, 2004 2. If the issue is absence‐related, if health care is required or if the person states that the cause is  work‐related, then make a formal referral to Medical/Occupational Health.  Medical/Occupational Health staff will help to determine whether the issue is ultimately work‐related.  Involve the employee in decisions by jointly agreeing on actions. Follow up after one month to check on whether things have improved. Find out whether others are also experiencing distress at work.  If one member of the team is suffering from work‐related distress, he or she may  represent the tip of an iceberg. Finally, remember that health‐related issues are ‘privacy cases’ and should remain confidential. It is imperative that confidentiality is not  breached in any communications unless such action is necessary to comply with the law or with the health and safety of the individual or others. The Leader’s Guide to Managing Workplace Stress| 10 ©2010 Profiles International, Inc. All rights reserved.
  11. 11. The Leader’s Guide to Managing Workplace Stress 8. Managing your own stress Learn good stress management skills before distress sets in. Reality is the leading cause of stress  Distress may impact logical thinking, so you may not recognize that you are in the middle of a stressful  for those in touch with it. situation at the time. Below are some brief suggestions for preventing stress and managing your own  Jane Wagner  personal stress. Make sure you learn these practices now before you really need them! 1. Develop support structures; talk to other individuals. Stress is when you wake up  2. Take control: screaming and you realize you  • take action … do something haven’t fallen asleep yet. • say no to excessive demands Unknown • prioritize • slow down • leave on time; take a break There cannot be a stressful crisis  • Exercise next week. My schedule is already  full. 3. Reduce pressure by being objective: Henry Kissinger  • avoid jumping to conclusions, taking things personally or making mountains out of  molehills • ask the question: Will it really matter five years from now? • challenge the potentially unreasonable ‘shoulds,’ ‘oughts,’ ‘musts,’ ‘owes’ and ‘deserves,’ etc. Stress: The confusion created when  4. Avoid using exaggerated labels such as stupid, lazy, dumb, crazy and ugly in conversation with others. one's mind overrides the body's  5. Learn techniques to remain focused like mentally shouting, ‘Stop!’ basic desire to choke the living  daylights out of some jerk who  6. Recognize the impact of change and the stages one goes through when experiencing change. desperately deserves it. 7. Maintain self‐esteem and remember that one is not always alone in one’s thoughts and feelings. Unknown The Leader’s Guide to Managing Workplace Stress| 11 ©2010 Profiles International, Inc. All rights reserved.
  12. 12. Stress Assessment Checklist Good management culture exists when: • employees are valued, respected and supported • health issues are treated seriously by the organization Demands on staff are at the right level when: • staff are able to cope with the volume and complexity of the work  • work is scheduled sensibly so that there is enough time to carry out the allocated tasks and individuals are not  expected to work excessively long hours Staff feel in control when: • they are given a say in how they do their work • the amount of control they have is balanced with the demands placed upon them Good relationships exist when: • there is good communication between supervisors and employees • employees are not bullied or harassed • supervisors regularly provide fair and specific feedback on the work done • supervisors ensure that rewards (salary, promotions and allocation of tasks) are perceived as fair and in  proportion with competence and effort Good change management exists when supervisors: • communicate to employees the reason why change is essential • involve employees and recognize their views • clearly understand the objective of the change • ensure a supportive climate for employees Employees understand their roles when: • they know how this fits in with the organization’s wider aims and objectives • jobs are clearly defined to avoid confusion Good training and support practice exists when: • employees receive suitable and sufficient training to do their jobs • employees receive support from their supervisors, even when things go wrong • the organization encourages people to share their concerns about health and safety and work‐related stress • the individual is fair to the employer—they discuss their concerns and work towards agreed solutions The Leader’s Guide to Managing Workplace Stress| 12 ©2010 Profiles International, Inc. All rights reserved.
  13. 13. imagine great people ™ – Who We Are Risk Free Study Profiles International helps organizations  Contact us for a complimentary, risk free  worldwide create high‐performing workforces.  study offer for up to five of your employees. Through our comprehensive employment  Companies who work with us gain a  assessments and innovative talent management  competitive advantage by understanding their  solutions, our clients gain a competitive  people at the deepest levels; how they think,  advantage by selecting the right people and  their natural tendencies, behaviors and  managing them to their full potential. preferences, and attitudes toward key  workplace issues.  We are highly confident that  your organization will find this free study offer  to be of great value. Contact Us Assessment Edge Profiles can help you ensure that you have the  (937) 550‐9580 right people in the right jobs to achieve your  objectives. Call us today! (937) 550-9580 The Executive’s Guide to Strategic Workforce Planning | 13 ©2010 Profiles International, Inc. All rights reserved.
  14. 14. How We Do It – Overview of our assessments and solutions Your Business Objective Our Popular Solutions High‐level Strategic Workforce Management Identifying high‐potential employees and managers PXT CP360 PSA CSP Strategic workforce and succession planning PXT PPI CP360 PSA CSP Restructuring, reorganizing and downsizing PXT PPI PMF WES PSA CSP PLP Post‐merger integration of organizations PXT PPI PMF WES PSA CSP PLP Everyday Workforce Management Basic pre‐employment screening SOS PST Screening, interviewing and selecting job candidates PXT PST EBC PSA CSP Onboarding new employees PXT PPI PMF Improving employee productivity and work quality  PXT PPI WES Improving employee motivation and communication PPI PMF WES Resolving conflict between co‐workers PPI Selecting and managing teams PPI Evaluating management effectiveness PXT PPI CP360 WES Prioritizing management development needs CP360 WES Sales and Customer‐facing Workforce Management Screening, interviewing and selecting job candidates PST EBC PSA CSP Retaining and growing customers and accounts PSA CSP PLP Improving sales performance PPI CP360 PMF WES PSA PLP Legend SOS Step One Survey PMF Profiles Managerial Fit PXT ProfileXT WES Workplace Engagement Survey PST Profiles Skills Tests PSA Profiles Sales Assessment EBC Employee Background Checks CSP Customer Service Profile PPI Profiles Performance Indicator PLP Profiles LoyaltyPro CP360 CheckPoint 360 The Leader’s Guide to Managing Workplace Stress| 14 ©2010 Profiles International, Inc. All rights reserved.
  15. 15. How We Do It – Assessment and solution descriptions Step One Survey II® (SOSII) The SOSII is a brief pre‐hire assessment that measures an individual’s basic work‐related values. It is used primarily as a screening tool early in the candidate selection process.   This assessment provides valid insight into an applicant’s work ethic, reliability, integrity, propensity for substance abuse, and attitudes toward theft — including property, data and time.  ProfileXT® (PXT) The PXT assessment measures how well an individual fits specific jobs in your organization. The “job  matching” feature of the PXT is unique, and it enables you to evaluate an individual relative to the  qualities required to successfully perform in a specific job. It is used throughout the employee life  cycle for selection, on‐boarding, managing, and strategic workforce planning.   This assessment reveals consistent, in‐depth, objective insight into an individual's thinking and  reasoning style, relevant behavioral traits, occupational interests, and match to specific jobs in your  organization. It helps your managers interview and select people who have the highest probability  of being successful in a role, and provides practical recommendations for coaching them to  maximum performance. It also gives your organization consistent language and metrics to support  strategic workforce and succession planning, talent management and reorganization efforts. The Leader’s Guide to Managing Workplace Stress| 15 ©2010 Profiles International, Inc. All rights reserved.
  16. 16. How We Do It – Assessment and solution descriptions Profiles Performance Indicator™ (PPI) The Profiles Performance Indicator is a DISC‐type assessment that reveals aspects of an individual's  personality that could impact their fit with their manager, coworkers and team, and their job  performance. It is used primarily for motivating and coaching employees, and resolving post‐hire  conflict and performance issues.    The PPI specifically measures an individual's motivational intensity and behaviors related to  productivity, quality of work, initiative, teamwork, problem solving, and adapting to change, as well  as response to conflict, stress, and frustration. The output from this assessment serves as an  “operator's manual” for an employee, which helps managers better motivate, coach, and  communicate with the employee. It also helps to predict and minimize conflict among co‐workers,  and it provides crucial information for improving team selection and performance. A powerful feature of the PPI is the Team Analysis Report, designed to help managers form new  teams, reduce team conflict, improve team communication, improve their ability to anticipate  problems, and enhance their team leadership skills. It helps evaluate overall team balance, strengths, and weaknesses, as well as team members’  personality characteristics along 12 key factors: control, composure, social influence, analytical,  patience, results orientation, precision, expressiveness, ambition, teamwork, positive expectancy,  and quality of work. It also provides team leaders with practical recommendations and action steps  to take in order to succeed in their jobs. The Leader’s Guide to Managing Workplace Stress| 16 ©2010 Profiles International, Inc. All rights reserved.
  17. 17. How We Do It – Assessment and solution descriptions CheckPoint 360°™ The CheckPoint Management System is a 360‐degree assessment. It is used primarily to evaluate the  effectiveness of your managers and leaders.  This assessment combines feedback from direct reports,  peers, supervisors, and even customers, with a personalized program for developing specific  leadership skills based on that feedback. This process highlights a manager’s job performance in 8  universal management competencies: communication, leadership, adapting to change, relationships,  task management, production, development of others, and personal development. The CheckPoint 360 helps managers identify and prioritize their own development opportunities. And  it helps the organization to better focus management training and development investments;  proactively uncover misaligned priorities between senior executives and front‐line managers; and  surface management issues that could lead to low employee productivity, morale, job‐satisfaction,  and increased turnover. Profiles Managerial Fit ™ (PMF) People typically don’t quit their companies, they quit their bosses. Profiles Managerial Fit (PMF)  measures critical aspects of compatibility between a manager and their employees.  This report offers  an in‐depth look at one’s approach to learning, as well as six critical dimensions of compatibility with  their manager: self‐assurance, conformity, optimism, decisiveness, self‐reliance, and objectivity. Managers use this information for adapting their styles in order to get the most from each employee;  improve communication; increase engagement, satisfaction, and productivity; and reduce employee  turnover. The Leader’s Guide to Managing Workplace Stress| 17 ©2010 Profiles International, Inc. All rights reserved.
  18. 18. How We Do It – Assessment and solution descriptions Workplace Engagement Survey (WES) Our Workplace Engagement Survey (WES) measures the degree to which your employees connect  with their work and feel committed to the organization and its goals. This gives you and your  management team a detailed view of what influences engagement across all of your workforce  segments and how your employees compare statistically to the overall working population. In addition, the WES measures “satisfaction with employer” and “satisfaction with manager” across  your entire organization, and gives recommendations for your organization to improve. Profiles Skills Tests (PST) Profiles International provides comprehensive assessments to measure essential knowledge and  skills. We use powerful technologies, such as performance‐based testing, which simulates popular  software products like Microsoft Office, to ensure accurate, reliable, assessment of knowledge,  skills, and abilities. Our skills assessments cover Software Skills, Clerical Skills, Call Center Skills,  Accounting and Finance, Medical, Nursing, Legal, Industrial, Computer Literacy, Retail, Food  Services, Information Technology, Staffing, and Human Resources. Employee Background Checks (EBC) Profiles International provides comprehensive employee background checks for our clients. These  include Consumer Credit Reports, Criminal History Record, Drivers' History Report (DMV), Education  Verification, Employment History Verification, Foreign Nationals Terrorist Sanctions Search (OFAC,  CLFST & OSFI), Identity Verification Search, Incarceration Records Search, Military Service  Verification, Cursory Nationwide Criminal Index Database Search (CNID), and many more. The Leader’s Guide to Managing Workplace Stress| 18 ©2010 Profiles International, Inc. All rights reserved.
  19. 19. How We Do It – Assessment and solution descriptions Profiles Sales Assessment™ (PSA) The Profiles Sales Assessment (PSA) measures how well a person fits specific sales jobs in your  organization. It is used primarily for selecting, on‐boarding and managing sales people and account  managers. The “job modeling” feature of the PSA is unique, and can be customized by company, sales position,  department, manager, geography, or any combination of these factors. This enables you to evaluate  an individual relative to the qualities required to perform successfully in a specific sales job in your  organization.  It also predicts on‐the‐job performance in seven critical sales behaviors: prospecting,  call reluctance, closing the sale, self‐starting, teamwork, building and maintaining relationships, and  compensation preference. Customer Service Profile™ (CSP) The Customer Service Profile (CSP) measures how well a person fits specific customer service jobs in  your organization. It is used primarily for selecting, on‐boarding, and managing customer service  employees.  The CSP also looks at what your current and future employees believe is a high level of customer  service, while at the same time showing where they align (or not) with the company’s perspective.  We have a general industry version of this assessment as well as vertical specialties in hospitality,  healthcare, financial services, and retail. The Leader’s Guide to Managing Workplace Stress| 19 ©2010 Profiles International, Inc. All rights reserved.
  20. 20. How We Do It – Assessment and solution descriptions Profiles Loyalty Pro™ (PLP) Profiles LoyaltyPro™ is a web‐based customer loyalty surveying tool. Loyalty, as determined  through the “voice of the customer,” is a leading indicator that predicts the “staying power” of an  account. Profiles LoyaltyPro™ offers companies a tool to gather ongoing, critical account intelligence that  helps them assess the relationship between the buyer and the supplier, ultimately driving the action  plan to improve customer service. Having insight into your customer’s perception of your  relationship allows you to steer the strategic business efforts and initiatives of the account  management teams to continually improve customer relationships and build a network of loyal  customers. The Leader’s Guide to Managing Workplace Stress| 20 ©2010 Profiles International, Inc. All rights reserved.
  21. 21. Who We Are Profiles International helps organizations worldwide create high‐performing workforces.  Through our comprehensive employment assessments and innovative talent management solutions,  our clients gain a competitive advantage by selecting the right people and managing them to their  full potential. Where We Are Profiles serves 122 countries  around the globe and has  material in 32 languages. Contact Us Assessment Edge 937.550.9580 ©2010 Profiles International, Inc. All rights reserved.