Tapping Inner Motivation In Work

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How to understand and leverage people\'s motivations and drives to maximize performance.

How to understand and leverage people\'s motivations and drives to maximize performance.

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  • 1. Predictive Index® Predictive Index ® & Tapping Inner Motivation in Work Paul Dumouchelle Management Consultant 614-789-9222 pdumouchelle@advisausa.com
  • 2. Tapping Inner Motivation in Work Predictive Index® Why You Should Care What is the difference in value contribution between: a “clock-watcher” - and - a motivated team-member?
  • 3. PI Overview Predictive Index® Background & Validity of Survey The PI Survey originated in 1955 and is used globally by thousands of clients including some of the largest corporations in the world. The Survey has been statistically validated in hundreds of job assessment studies where differences in PI measures have been proven to link to differences in job performance. Complete information is available at www.piworldwide.com
  • 4. PI Overview Predictive Index® What Is The PI Survey? A behavioral instrument that helps us understand how someone responds to their environment and the people in it. PI helps answer questions like: • What motivates people to action? • For what kinds of work are people best suited? • What meets peoples’ needs, and therefore unleashes their greatest energy and best efforts? • How do people reach their judgments about people and things?
  • 5. PI Overview Predictive Index® PI Measures Motivating Needs Motivating Needs & Drives are a core element of personality. OTHER INFLUENCES e Ed ienc uca Ex per tio n Pa re th nt l s ea H MOTIVATING NEEDS Sk ill s & DRIVES sts re te In En v iron me es nt Valu Intelligence Observed Behavior
  • 6. PI Overview Predictive Index® Why You Should Care Why is what PI measures important to you? The primary distinguishing characteristic of a Manager compared to a non-Manager is that a Manager is responsible for the contribution of other people. PI is a tool that can make you a better Manager by . . . • Improving selection decisions • Managing people in ways that connect with them best • Building a stronger team . . . and through these steps, help you achieve your targets.
  • 7. PI Measures Behavioral Drives Low High A DOMINANCE LOW Relative to Norm NORM Relative to Norm HIGH AVERAGE B EXTROVERSION LOW Relative to Norm NORM Relative to Norm HIGH AVERAGE C PATIENCE LOW Relative to Norm NORM Relative to Norm HIGH AVERAGE D FORMALITY LOW Relative to Norm NORM Relative to Norm HIGH AVERAGE
  • 8. PI Overview Predictive Index® Using Behavioral Drives Understanding a person’s behavioral drives provides insight into how best to manage them. Breaking the “Golden Rule” – what matters most is managing people in a way that best connects with them! When you understand WHY people do what they do, you can modify your interaction to get the most from them.
  • 9. PI Overview Predictive Index® Sample Pattern Analysis Responses Drives positioned to Drives positioned to Per Drive the Left of the the Right of the triangle are “Low” triangle are “High” “M” = The triangle This profile is: Response marks the point Level • Highest D (Formality) of average Drive position • Lowest A (Dominance) • High B (Extroversion) • Low C (Patience)
  • 10. PI Overview Predictive Index® Operational & Strategic Uses Tapping Inner Motivation in Work Affects Major Areas of Performance and Productivity
  • 11. Tapping Inner Motivation in Work Predictive Index® Why Use PI? Recall that PI helps us answers questions such as: • For what kinds of work are people best suited? • What meets employees’ needs, and therefore unleashes their greatest energy and best efforts? This is valuable whenever placing a person in a job The person can be a new-hire, a transfer or a promotion. In addition, every day Managers face decisions about how to interact with their team – PI provides insights about what to do with each member of your team to unleash their best efforts.
  • 12. Tapping Inner Motivation in Work Predictive Index® PI & Matching People to Jobs Step 1: Step 2: Step 3: Step 4: Analyze Complete Validate Conduct the the PRO the Results Fit/Gap Position Form Analysis
  • 13. Matching People to Jobs Predictive Index® Analyze the Position Define jobs in a way that includes behavioral characteristics of the job (e.g. Will all of your new sales people be able to “ask for the order”?) • Does the job require high degrees of detailed compliance? • Does the job carry a very high cost from failure? • Is the job methodical or subject to great variety? • Is the job more social or more technical? Job Descriptions are a key input as a common point of reference.
  • 14. Matching People to Jobs Predictive Index® Complete the PRO Form The PRO Form is a standard PI format that yields a “target” PI Profile for a job. PRO stands for Performance Requirement Options. The PRO consists of a series of questions which are answered by key stakeholders in the job design process. Certified PI Analysts are trained in the PRO process. A sample PRO is shown below. Sample PRO Result
  • 15. Matching People to Jobs Predictive Index® Validate the Results The PRO yields a good theoretical target for a position but it must be validated against real-world examples. This validation can be done in two ways: 2. Qualitative comparison of the PRO to a small number of PIs from exceptional current incumbents in the position. We modify the PRO if the real-world examples indicate this is appropriate. 3. Quantitative statistical analysis of a large number of PIs representing a wide range of performance from incumbents to determine statistically significant factors in performance.
  • 16. Matching People to Jobs Predictive Index® Conduct Fit/Gap Analysis The Fit/Gap Analysis assesses a job candidate’s fit with the PRO and identifies the key issues when gaps exist. This can also be done with incumbents. Sticking exactly to the PRO is rarely a hard & fast rule. The available pool of candidates may not include enough exact fits and your current incumbents may not be exact fits. You may decide a particular location or site or team requires more or less of certain abilities. A candidate’s non-PI factors (experience, education, demonstrable skills) may outweigh the gap.
  • 17. Matching People to Jobs Predictive Index® Analysts’ Role in Analysis PI Analysts evaluate candidates’ PI and how well they “fit” with the PRO. The candidate’s fit with the PRO could be rated on a five-point scale from “Very Strongly” to “Very Weakly.” PI Analysts will recommend areas for the Hiring Manager to investigate in an interview based on the PI. You can also use the Fit/Gap information in making managerial decisions about current incumbents.
  • 18. Matching People to Jobs Predictive Index® Sample Fit/Gap Analysis Form Predictive Index Analysis Candidate's Name: Date: Position Being Considered For: Position Manager's Name: The responses on the survey indicate the respondent fits the PRO for this position: Very Strongly Strongly Somewhat Weakly Very Weakly Candidate's Profile Summary: Based on the above, interview questions and objective observations should focus on the following: Additional Comments:
  • 19. Matching People to Jobs Predictive Index® Hiring Manager Role in Fit/Gap The Hiring Manager should take into account the information provided from the PI Analyst and then conduct the interview. After the interview a follow-up discussion with the Analyst is advisable before making a hiring decision.
  • 20. Tapping Inner Motivation in Work Predictive Index® Managing People in Their Jobs Matching a person to a job based on their behavioral drives is just the beginning. Using PI you have insight into how best to manage them IN THAT JOB. When you understand WHY people do what they do, you can modify your interaction to get the most from them. Before using PI information with incumbents, have a discussion with a PI Analyst about he best ways to use this information to achieve your goals.