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Using Thomas Profiling for effective Using Thomas Profiling for effective Performance ManagementPerformance Management
A Thomas International – TVPS presentation
“We hire people for their technical skills but fire (lose) them for their behavioural faults”
- Thomas International
PreviewPreview
About Thomas International The Thomas International Profiling System(TIPS)
– Concepts– Applications – Tools– Mechanics
Implementation Case Studies
Thomas Profiling: ConceptsThomas Profiling: Concepts
• Based on Dr.William Marston’s theory (1928) : “Theory of Emotions of normal people” • Behavioral inventory at work• Easy to administer and interpret. Saves executive time• Ipsative, not normative
Thomas Profiling: FoundationThomas Profiling: Foundation
DOMINANCE (D) COMPLIANCE (C)
Unfavorable situation
STEADINESS (S)INFLUENCE (I)
Favorable situation
ActiveActive PassivePassive
Thomas International Profiling SystemThomas International Profiling System Widely used Human Resource Management Systems in
Rect, Trg&Devp, Appraisals, Team Bonding, Team management, Competency Mapping etc………
Leading behavioural assessment tools in the world Used in 51 countries, 49 languages 30,000 clients of which 300 are MNCs 6 million assessments during the last 15 years Software based Represented by Team Value Profiling Services in India
Thomas InternationalThomas InternationalWide range of applicationsWide range of applications
Strategic Business Reviews Management and Development Selection and retention Team Analysis Benchmarking Jobs Customer service Structured Interviewing
Thomas InternationalThomas InternationalWide range of applications (2)Wide range of applications (2)
Succession planningLeadership developmentCreating Self awarenessIncorporating HR with business strategyStress and career managementCall centres
Thomas International: Tools and Thomas International: Tools and mechanicsmechanics
Thomas PPA System (PPA) Thomas Human Job Analysis (HJA) Thomas Team Analysis (TA) Thomas TST Thomas Appraisal Thomas Competencies
DISC - BriefDISC - Brief
D I S C
Direct Friendly Deliberate Systematic High Results Persuasive Dependable Logical
Aggressive Influential Good listener Perfectionist
Basic Fears Failure Rejection Sudden Change Conflict
Motivators Power & Auth Public Praise Security SOPs
Non demanding Reserved Mobile Strong willed Low Mild Serious Alert Stubborn
Accommodating Probing RestlessIndependent
Mechanics of the PPAMechanics of the PPA
• The PPA is a short form which takes 5 - 7 minutes to complete
• The form has 24 rows with 4 words each• Each row choose Most(M) and Least(L)
behavior at work• D,i,S,C Scores computed and fed into the
Thomaskey software• Reports generated to suit requirement
What the PPA providesWhat the PPA provides
Preferred behavioural style at work Behavioral modifications by the person to suit the needs of
current job situation Expectable behavior under work pressure Basic fears, motivation, value to the organisation Identification and classificaton of stress
A profile is just that - a profile. Whether it is A profile is just that - a profile. Whether it is either effective or otherwise can be either effective or otherwise can be determined only when compared with the determined only when compared with the behavioral profile of the jobbehavioral profile of the job
Mechanics of the HJAMechanics of the HJA
Form with a list of 24 statements which explore various aspects of a job
Form filled by 2 or 3 people who know the job well “Prime Profile” generated D,i,S,C Scores fed into Thomaskey software Report on behavioral job description generated Compared with PPA to understand behavioral
compatibility of person with job.
HJA: 2 useful reportsHJA: 2 useful reports
– HJA - assess a job Describes behavioral requirement of a job
– Job and person comparison Comments on the strengths and weakness when
compared with the job
– Computer scoring-input for HJA and PPA
THOMAS BENCHMARKING -THOMAS BENCHMARKING -SAMPLESAMPLE
Good Average Poor
SUGGESTED HJA
ORGANISATIONAL ORGANISATIONAL
BEHAVIOURAL INDEX BEHAVIOURAL INDEX
Not Compatible 25
Trainable 50
Compatible 25
Grey zone 38
Stubborn 13
Rebellious 0
Follows rule when matters 13
Stress 63
Indecisive 38
Frustrated 25
Finding things tough 38
lose of Job Direction 13
High C 75
High S 38
High I 100
High D 25
Points To Review Percentage
PPA: 16 useful software reportsPPA: 16 useful software reports
Individual Reports– Personal Profile
Analysis– Strengths and
Limitations – How to Manage a person
– Training needs analysis– Compatibility report– Career guidelines– Candidate feedback– Executive summary
PPA: 16 useful software reports (2)PPA: 16 useful software reports (2)
Audit reports– Management capabilities– Sales potential– Administration ability/Technical competence.– Call centre audit– Customer service audit
PPA: 16 useful software reports (3)PPA: 16 useful software reports (3)
Provides penetrating Questionnaires Management Interview Questionnaire. Sales Interview Questionnaire. General Questionnaire for admin/tech
function
Strengths MatrixStrengths Matrix0-25%0-25%
26%-50%26%-50%51%-75%51%-75%
76%-100%76%-100%-Motivator
-Quality conscious
-Concurrently handling different work
-Quick in detecting errors
-Handles deadlines
-goal oriented
-Work productively in well defined areas
-Motivator
-Quality conscious
-Concurrently handling different work
-Quick in detecting errors
-Handles deadlines
-goal oriented
-Work productively in well defined areas
-Verbal communicator
-Diplomatic
-Generates enthusiasm
-Perfectionist
-Weigh all pros and cons
-Patient
-Positive approach
-Motivated by results
-Good Planner
-Verbal communicator
-Diplomatic
-Generates enthusiasm
-Perfectionist
-Weigh all pros and cons
-Patient
-Positive approach
-Motivated by results
-Good Planner
-Friendly approach-Friendly approach
-None-None
LIMITATION MATRIXLIMITATION MATRIXIssues
0-25%0-25%
-Act hyperactive
-Not good listener
-Restless
-Overly sensitive
-Lacks administrative skills
-Lacks Decision taking ability
-Act hyperactive
-Not good listener
-Restless
-Overly sensitive
-Lacks administrative skills
-Lacks Decision taking ability
26%-50%26%-50%
-Overly cautious in decision taking
-Lenient in approach
-Inadequate delegation
-Lacks problem solving skills
-Stubborn at times
-Cannot set objectives
-Needs time to adjust to change
-Lacks urgency
-Overly patient
-Overly cautious in decision taking
-Lenient in approach
-Inadequate delegation
-Lacks problem solving skills
-Stubborn at times
-Cannot set objectives
-Needs time to adjust to change
-Lacks urgency
-Overly patient
51%-75%51%-75%
-Defensive approach-Defensive approach
76%-100%76%-100%
-none-none
TRAINING MATRIX
ISSUES FOR TRAINING
-Analysing situations
-Times scales
-Setting objectives
-Listening and understanding
-Risk analysis
-Goal setting
-Creative and lateral thinking
-Assertiveness training
-Setting objectives
-Decision Taking
-Time management
-Effective communication
-Modify behaviour
-Setting measurable targets
-Strategic planning
ISSUES FOR TRAINING
-Analysing situations
-Times scales
-Setting objectives
-Listening and understanding
-Risk analysis
-Goal setting
-Creative and lateral thinking
-Assertiveness training
-Setting objectives
-Decision Taking
-Time management
-Effective communication
-Modify behaviour
-Setting measurable targets
-Strategic planning
15%5%
5%
15%
15%
15%
15%
15%
Unknown
Job Specification
C.V.
HJA
PPA
TST
Competences
Interview
CONCEPT: BLOCK DIAGRAMCONCEPT: BLOCK DIAGRAM
HJA
A B BEHAVIOUR C
PPA CORE
TEAM PERSON COMPETENCIES
DYNAMICS
SKILLS TST FUNCTIONAL
ROLE TRAINABILITY
SPECIFIC
A B C
VALIDATE SELECTIONAGAINST TRAINING APPRAISAL PERFORMANCE DEVELOPMENT
PERFORMERS & NON- PERFORMERS
BOTTOM LINE INDUSTRY DYNAMICS
MORALE EMP SATISFACTION
PERSONPERSON
A B C
TEAM BEHAVIOUR CORE
PLAYER SKILLS FUNCTIONAL
TRAINABILITY
Thomas TSTThomas TSTTESTS FOR SELECTION AND TRAININGTESTS FOR SELECTION AND TRAINING
Devised from knowledge of what makes a mental task difficult.
Principles of construction– Human mental performance– Measure known mental abilities– Equal opportunity
Five Types of tests.
Putting PPA, HJA and TST to Putting PPA, HJA and TST to workwork Matching HJA and PPA provides a measure of
COMPATIBILITY
TST is an indicator of ABILITY
Linking Compatibility and Ability enables strategically benchmarking Human Resources into four Quadrants
STRONG COMPATIBILITYLOW ABILITY
Currently good performersbut little potential
for development/higher tasks
High
High
Low
CompatibilityHJA & PPA
AbilityTST
+/- +/+
-/+-/-
Promotions need to beworked out carefully otherwise
they tend to be promoted totheir own incompetence
STRONG COMPATIBILITYHIGH ABILITY
Average to excellent performerswith great potential
for development, change &higher tasks
Need to be well taken care ofor the organisation may
lose good people
WEAK COMPATIBILITYLOW ABILITY
Below average performersHowever, they may be competentdue to long years of performing
the same task
WEAK COMPATIBILITYHIGH ABILITY
Below average to average performers but
have great potential
Keeping too many of thesepeople will accumulate
a team who cannotdrive the company further
Tend to be outshined/outperformed due to
current job-mismatch
Work frustration, jobconstraints and even
redundancy may result
Not much can be done exceptto sustain their efficiencyEffective job-realignment
can bring vast improvement
In Which Quadrants Do
Your Personnel Fit?
Thomas Profiling - TAThomas Profiling - TA
It’s not just about people and jobs, it’s also about team roles
Thomas Team Audits
Thomas Team AuditThomas Team Audit
Unique DiSC + Role theory Aligns team culture with Business objectives
(Diagnostic review) Ideal Team Culture (ITC) + Actual Team Culture
(ATC) Gaps and development areas: Team related and
individual related
Thomas Skills - Audit
Role Specific– Management – Sales– Admin/Tech– Customer care– Call Centre
MeasurableFocused and meaningful trainingOptimises training budgets
The Thomas Competence The Thomas Competence Review SystemReview System
What is competence?What is competence?
Skills and attributes necessary to carry out a jobBehaviour + Skills + Ability
Not a fixed inventory Industry, Organization, Function, Stage in life cycle etc.
Thomas Competence review Thomas Competence review system – Processsystem – Process
Management Diagnostic ReviewArriving at key business priorities
Identifying key competences to achieve business priorities
Translating key competencesinto measurable sub competences
Developing Competence review and Measurement forms
Using Thomas Profiling: some whysUsing Thomas Profiling: some whys
Very accurate results85%
Ease of administration – 5 to 7 mins
Upgraded every 6 months
Validated system-across cultures and gender
Need not depend on consultants
Wide range of applications
Result oriented Allows measurement
of effectiveness
Using Thomas Profiling - Some direct Using Thomas Profiling - Some direct benefitsbenefits
Removes guess work in dealing with people More transparent Reduces cost to company Higher retention High Morale Enhances strategic aims of the company
Clients(India) - A representative listClients(India) - A representative list Allergan India Ltd. AT & S Arvind Clothing Ltd. Ashok Leyland Asian Paints Astrazeneca India BAAN Software Bharati Café Coffee Day Citicorp overseas
Software Ltd.
CISCO Dr Reddy’s Ernst & Young EID Parry(Murugappa
Grp) Flextronics HCL Infosystems Hindustan Motors Hindustan Lever Ltd I-flex Solutions Johnson & Johnson
Clients…(contd)Clients…(contd) Malayala Manorama Maruti (MUL) Mainstay Technologies Novartis OTIS Elevators Parke Davis Pfizer Ltd Phoenix Global Solutions Resil Chemicals Ranbaxy
RPG Group Sanmar Group Shaw Wallace Smithkline-Glaxo SONY Tata Teleservices The UB group TNT
Wyeth Lederle Ltd
Clients…(contd)Clients…(contd) Malayala Manorama Maruti (MUL) Mainstay Technologies Novartis OTIS Elevators Parke Davis Pfizer Ltd Phoenix Global Solutions Resil Chemicals Ranbaxy
RPG Group Sanmar Group Shaw Wallace Smithkline-Glaxo SONY Tata Teleservices The UB group TNT
Wyeth Lederle Ltd
Thank you for your time and attention
Did you know that companies who distinguish Did you know that companies who distinguish themselves themselves in the way they hirein the way they hire have achieved have achieved
Growth rates of 60%-300% over their competitors.
Return on sales of about 200%-300% over the competition.
And most importantly, for the future of your company... an increase of over 50% in quality, service and customer satisfaction.
. . .Source: Leonard Schlesinger, Harvard University
CASE STUDIES
CASE STUDY - 1CASE STUDY - 1
Company: Hindustan Lever Ltd
Purpose Development Center Facilitate development of Officers who have 4-5
years of experience in the company from various functions
Company: Hindustan Lever Ltd. (2)Company: Hindustan Lever Ltd. (2)
At the Development Center, participants are exposed to a gamut of exercises like– Case-studies – Group Discussions– Thomas Profiling
Findings of Thomas profiling and other exercises were found to be concurrent
Company: Hindustan Lever Ltd. (3)Company: Hindustan Lever Ltd. (3)
Sub-groups having common profiles were identified
Ideal jobs and development paths for each cluster were suggested
Totally voluntary Company seen as a facilitator rather than a
imposer
CASE STUDY-2CASE STUDY-2
Company: PARKE -DAVIS
Purpose :To build a fast track team To emphasize performance driven culture
…………CONTD
Ten Med Reps Short listed for PromotionGroup DiscussionThomas ProfilingInterview Process
Two selected Eight- Mentoring- Cross function
training- Progress being
monitored ( Using Thomas
systems)First SecondPromoted - Mktg Exec (Best match)- MBA Program - Groomed for Product manager
Bharat Petro Chemicals LtdBharat Petro Chemicals Ltd
Recruitment Training &Development PPA Interview Identify Training needs
YES YES Training Selected Measure Effectiveness
No
Rejected Counseling
Company : Babcock InternationalCompany : Babcock InternationalProject team: (Size 30)
- Project manager, Engineers and Draftsman
Changed working environment
Problems– Absenteeism– Delayed delivery schedules– Errors creeping into the system
HJA DEVELOPED
DEVELOPED Mr IDEAL ENGINEER AND
DRAFTSMAN
PPA FORM ADMINISTERED
PPA TECHINCAL AUDIT
GROUP ANALYSIS COMPARED WITH Mr IDEAL
TEAM AUDITS TRAINING NEEDS ANALYSIS FOR EACH PERSON
TRAINING ADMINISTERED
RE-PROFILING AFTERSIX MONTHS
CITICORP OVERSEAS SOFTWARE LTDCITICORP OVERSEAS SOFTWARE LTD
THOMAS
“ R”
SYSTEMS
“ NR”
C “ R”
O
S
L “NR”
ASIAN PAINTS LTDASIAN PAINTS LTD
Sales executives and Supervisors underwent Behavioral Profiling
Thomas Reports were used as additional tools to assist managers in Performance Appraisal interviews of their subordinates
JOHNSON AND JOHNSONJOHNSON AND JOHNSON
PurposeTeam BuildingSelf-awareness
Company: Johnson and Johnson (2)Company: Johnson and Johnson (2)
A senior management task-specific team was formed
Team members were encouraged to share their Thomas reports with each other
This contributed to a good working understanding of each other leading to higher effectiveness.
Would you like to build and gain from Would you like to build and gain from
Thomas Systems?Thomas Systems? Contact
Team Value Profiling Services
Bangalore Mumbai Chennai Delhi Hyderabad