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Jane Graham

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Lets Talk Digital

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Jane Graham

  1. 1. LIVE·WORK·INNOVATELIVE·WORK·CARE Let’s talk digital: psychometric & behavioural profiling Jane Graham – Resourcing Manager
  2. 2. LIVE·WORK·INNOVATE The what and why? Measures include: - Personality - Judgement - Motivation - Aptitude Uses: • Suitability & ‘fit’ for roles • Personal growth and development • Team development “ A standard and scientific method used to measure individuals’ cognitive capabilities and behavioural style”
  3. 3. LIVE·WORK·INNOVATE Assessment Description Personal Profile Analysis (PPA) Provides an accurate insight into how people behave at work, detailing a person’s strengths and potential limitations, preferred communication style, value to the business, what motivates them, basic fears and how they behave under pressure. Trait Emotional Intelligence Questionnaire (TEIQue) An emotional intelligence assessment designed to identify how well people understand and manage their emotions, how well they interpret and deal with the emotions of others and how they use this knowledge to manage relationships. High Potential Trait Indicator (HPTI) Helps identify leadership potential by exploring a person’s personality traits and provides an insight into how suited they may be for senior executive leadership. General Intelligence Assessment (GIA) A cognitive ability assessment that provides an accurate prediction of the time it will take someone to get to grip with a new role.
  4. 4. LIVE·WORK·INNOVATE The PPA takes just 8 minutes to complete and provides an accurate insight into how people behave at work The PPA profile provides information on; • a person’s strengths and support factors • their communication style • their value to the business • what motivates them • their basic fears • how they behave under pressure
  5. 5. LIVE·WORK·INNOVATE D - Dominance I – Influence S - Steadiness C - Compliance Assertive Influential Dependable Accurate Competitive Communicative Methodical Compliant Direct Friendly Deliberate Logical Forceful Positive Good listener Systematic D - Dominance I – Influence S - Steadiness C - Compliance Hesitant Reflective Active Stubborn Mild mannered Reserved Demonstrative Persistent Non demanding Suspicious Pace Firm Accommodating Probing Tempestuous Rebellious
  6. 6. LIVE·WORK·INNOVATELIVE·WORK·CARE
  7. 7. LIVE·WORK·INNOVATE Purpose Benefits Recruitment Identifies where candidates best fit the job profile in terms of behaviour, motivation, emotional intelligence and aptitude and provides the opportunity to questions the areas which don’t quite fit. It is essential not to make decisions based solely on assessment results Leadership Self-awareness is key for effective leadership, not just for understanding strengths and limitations but how they impact upon their staff, peers and clients. It can reveal motivation, adaptability and those that can think on their feet suited to methodical problem solving. Team development Supports people to understand the strengths and limitations they bring to the team, how they react to pressure, how well they communicate and manage relationships with people who are different to them Coaching and mentoring An opportunity for becoming more self aware to be able support the changes to reach full potential
  8. 8. Case study: Using Thomas psychometric tools in recruitment
  9. 9. Taken from: ‘Recruitment, A digital guide’ by Thomas International
  10. 10. LIVE·WORK·INNOVATE STEP 1 starts with the creation of an ideal candidate profile: - Done with the hiring manager - Describes the ideal behaviours, competencies and preferences of working - Reference other team profiling – right fit/dynamics - Reference & refine job description STEP 2 continues with integrating those key competencies and behaviours into all marketing activity – including the job advert, key messages on social etc
  11. 11. LIVE·WORK·INNOVATE STEP 3: - Using key competencies in shortlisting stage stage - PPA/TEIQue (and other appropriate assessment tools) sent to shortlisted candidates for completion and reports compiled - Compare reports with ideal candidate - Start integrating probing questions (from individual profiling reports) into interview questions STEP 4 is about using all the information you’ve collated so far to appoint the right person including comparing preferred candidate’s profile with team profile/dynamics
  12. 12. LIVE·WORK·INNOVATE My ideal candidate should have the ability to…. • Motivate people to give their best results • Meet people with ease • Mentor, counsel, coach and generally support those who are not confident in their area of competence • Create a positive and innovative atmosphere • Provide the best solutions in terms of quality and cost • Apply a systematic and logical approach in order to get things right • Be non-confrontational when handling or involved in conflict situations • Be alert to changing situations, show flexibility in approach, adaptability in difficult circumstances and continuously strive to achieve a result
  13. 13. LIVE·WORK·INNOVATE ActualIdeal
  14. 14. LIVE·WORK·INNOVATE Final thoughts • Doing this for recruitment gives you an additional layer of information • Supports making a more informed decision to appoint ‘right fit’ for team and business • Contributes to building an ideal team profile! • Sustainability – used further in employee lifecycle (e.g. CPD, appraisals etc) • Should be seen as an integral part of the attraction and selection process – not to replace but add • Human element still needed!

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