Sally Sample ProfileXT · PXT CAI 7817 National Service Road Suite 509 Greensboro, NC 27409 Performance Model: Widget Bender SAMPLE FOR PXT Performance Model Date: 2/4/10 Assessment

ProfileXT® Performance Model Comparison

Report designed for

Sally Sample

CONFIDENTIAL

PXT

CAI 7817 National Service Road Suite 509

Greensboro, NC 27409

Performance Model: Widget Bender ***SAMPLE FOR PXT*** Performance Model Date: 2/4/10 Assessment Taken: 3/25/10 Printed: 12/20/11

Profiles Office Park • 5205 Lake Shore Dr. • Waco, TX 76710-1732 USA • www.profilesinternational.com

Copyright © 2003-2011 Profiles International, Inc.

ProfileXT Sally Sample Performance Model Comparison Widget Bender ***SAMPLE FOR PXT***

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© Profiles International, Inc.

Introduction

Every employable person will match some positions better than other positions. This report provides

information about Sally Sample presented in a manner to help you understand how she matches with this

selected position within your organization.

This report reflects the responses provided by Sally Sample when she completed the ProfileXT

assessment. The result for each characteristic is illustrated on a scale from 1 to 10. The darker area on

each scale represents the best Performance Model for the position. The enlarged segment of the scale

shows where Sally scored. If the enlarged segment is dark, Sally is in the Performance model. If it is

lighter, she is not. Information about Sally is reported in these four categories:

Profile for Thinking Style - Learning Index, Verbal Skill, Verbal Reasoning, Numerical Ability, and Numeric Reasoning.

Profile for Behavioral Traits – Energy Level, Assertiveness, Sociability, Manageability, Attitude, Decisiveness, Accommodating, Independence, and Objective Judgment.

Profile for Interests - Enterprising, Financial/Administrative, People Service, Technical, Mechanical, and Creative.

The Total Person & Management Considerations - Description of Sally as a person and how to most effectively maximize her potential.

Note: Additional considerations are displayed when Sally falls outside your Performance Model.

If Sally is being considered for this position and her results fall outside the Performance Model, you

should print the companion Interview Guide for Sally. This Guide provides appropriate interview

questions for each instance where Sally is outside the model. These interview questions will guide the

interviewer in exploring important areas where information from the interview will effectively assist the

interviewer in making an informed decision about her placement.

Please consult the User's Guide for additional information on using these results when working with

Sally. As discussed in the User's Guide for this product, the results from this or any assessment should

never make up more than a third of the final decision in placements.


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Profile for Thinking Style

When viewing the scales on this page and the next, the darker shading represents the Job Performance

Model for the role of Widget Bender ***SAMPLE FOR PXT***. The larger box indicates the

individual's score.

Learning Index

An index of expected learning, reasoning, and problem solving potential.

1 2 3 4 5 7 8 9 106

Verbal Skill

A measure of verbal skill through vocabulary. 1 2 4 5 6 7 8 9 103

Verbal Reasoning

Using words as a basis in reasoning and problem solving.

1 2 3 4 6 7 8 9 105

Numerical Ability

A measure of numeric calculation ability. 1 2 3 4 6 7 8 9 105

Numeric Reasoning

Using numbers as a basis in reasoning and problem solving.

1 2 3 4 5 6 8 9 107


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Profile for Behavioral Traits

Energy Level

Tendency to display endurance and capacity for a fast pace.

1 2 3 4 5 6 8 9 107

Assertiveness

Tendency to take charge of people and situations. Leads more than follows.

1 2 3 4 5 6 7 9 108

Sociability

Tendency to be outgoing, people-oriented, and participate with others.

1 2 3 5 6 7 8 9 104

Manageability

Tendency to follow policies, accept external controls and supervision, and work within the rules.

1 2 3 4 5 7 8 9 106

Attitude

Tendency to have a positive attitude regarding people and outcomes.

1 2 4 5 6 7 8 9 103

Decisiveness

Uses available information to make decisions quickly.

1 2 3 4 5 6 7 9 108

Accommodating

Tendency to be friendly, cooperative, agreeable. To be a team person.

1 2 3 4 6 7 8 9 105

Independence

Tendency to be self-reliant, self-directed, to take independent action, and make own decisions.

1 2 3 4 5 6 7 9 108

Objective Judgment

The ability to think logically and be objective in decision-making.

1 3 4 5 6 7 8 9 102

Distortion for this assessment is within the acceptable range.


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Profile for Interests

The Interests section assesses the relative interests between the six interest areas: Enterprising,

Financial/Administrative, People Service, Technical, Mechanical, and Creative. For the Job Match

Performance Model of Widget Bender ***SAMPLE FOR PXT***, the top three interests, presented in

order, are Financial/Administrative, People Service, and Enterprising. The top three interests for Sally are

Enterprising, People Service, and Creative. Ms. Sample shares two of these interest areas: People Service

and Enterprising.

TToopp IInntteerreessttss ffoorr SSaallllyy SSaammppllee TToopp IInntteerreessttss ffoorr tthhiiss PPeerrffoorrmmaannccee MMooddeell

Enterprising Indicates interest in activities associated with persuading others, sales, and presenting ideas.

Financial/Administrative Indicates interest in activities such as organizing information or business procedures.

People Service

People Service Indicates interest in activities such as helping people and promoting the welfare of others.

1 2

Enterprising

Creative Indicates interest in activities using imagination, creativity, and original sales ideas.

1 2

= Match


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LLeeaarrnniinngg IInnddeexx An index of expected learning, reasoning, and problem solving potential.

1 2 3 4 5 7 8 9 106

The Total Person

This part of the report discusses the results for Sally Sample on each of the scales in all three sections.

The Behavioral and Management Considerations for each scale relate to her scores without reference to

the Widget Bender ***SAMPLE FOR PXT*** model. If her score falls outside the model for a particular

scale, Additional Considerations will be listed as suggestions to help Sally Sample adapt her behavior to

better fit the job.

Behavioral Considerations

Her overall learning index is average and suggests a good potential for quickly learning new

information.

She is generally adaptive in a variety of training situations.

Upon completing a training program, Ms. Sample should pick up new concepts easily when

appropriately presented.

Overall, Ms. Sample may be expected to complete a typical training program with success.


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Management Considerations

While capable of meeting the challenge of advanced training, Ms. Sample may become frustrated

during the more fundamental portions. Create enthusiasm during these phases by directing as

much responsibility to participate as is possible.

Require consistent performance by Ms. Sample in order to avoid boredom on her part. Sally will

respond best to challenges in both the training and daily work experiences.

Ms. Sample acquires and understands general information, but may find highly complex data or

instruction challenging. Her ability to conceptualize and utilize ideas put forth in training is high

average, but not significantly beyond the norm.

During fundamental training, use creative participation to maintain her motivation, which she

may lose if not particularly challenged.


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VVeerrbbaall SSkkiillll A measure of verbal skill through vocabulary.

1 2 4 5 6 7 8 9 103


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.

Sally may initially need extra time when using verbal and written information.

Ms. Sample may not have had much recent opportunity to use verbal skills in a work situation.


When giving verbal instruction to her do not make the communication too lengthy. Break down

complex instructions into individual steps. Have her report back to you on her progress. Be very

procedural.

Practice patience and acceptance when communicating with Ms. Sample.

To achieve the best results from communications with Sally, review instructions after they have

been given to her, focusing on her step-by-step understanding of the information.

Do not be vague in your instructions to her. Follow a straightforward and structured line of

communication.


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Additional Considerations

On the Verbal Skill scale Ms. Sample is below the designated Performance Model for this

position. This suggests that her ability to use a thorough vocabulary is less than the position

typically requires and that she could have a problem with communicating ideas and concepts.

Discussions with her should explore the possibility that for Ms. Sample, the position may be

overly challenging and could lead to frustration and a reduction in her level of performance.


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VVeerrbbaall RReeaassoonniinngg Using words as a basis in reasoning and problem solving.

1 2 3 4 6 7 8 9 105


She demonstrates adequate and, in some areas, good verbal reasoning ability; certain areas and

complexities will need training.

Ms. Sample will typically assimilate information as well as most people in the general population.

Sally would not be expected to have any difficulty in effectively communicating thoughts and

ideas to others.

Ms. Sample is proficient in the use of words and language.


Ms. Sample requires additional time to process verbal information. You should communicate

with her in a direct and structured manner. Review information and ask for clarity in her

communications.

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 words and verbal information may require deliberation and consideration on her

part. Observe her effectiveness in solving problems and offer assistance when necessary.

In some situations, especially with complex verbal information, Ms. Sample may require

additional time to make decisions. Offer supervision and provide explanations of the information

as needed.


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1 2 3 4 6 7 8 9 105


She may need assistance with complex mathematics or technical calculations.

Sally is comfortable analyzing basic numerical material and performing some mathematical

functions without relying on a calculator.

Ms. Sample should be able to grasp mathematical principles that apply to the job.

Ms. Sample should be capable of learning basic mathematical principles as necessary.


She may become frustrated by tasks involving the calculation of complex data. If needed, provide

training in appropriate mathematical areas and give consistent feedback.

Observe her performance in calculating complex data that convey multivariate information. Aid

Sally as needed with a mentor or formalized training.

Ms. Sample may occasionally require additional time to process complex numerical information.

Provide assistance in the form of available tools to aid in calculations.

To facilitate her development, you will need to have Sally trained in any advanced mathematics

relevant to her work.

NNuummeerriiccaall AAbbiilliittyy A measure of numeric calculation ability.


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1 2 3 4 5 6 8 9 107


She completes numerical problems with greater success than the general population.

Sally grasps numerical concepts readily.

Ms. Sample demonstrates a relatively strong ability to solve problems of a numerical nature.

Ms. Sample works well with numbers and numerical concepts.


Ms. Sample is capable of assimilating data to make decisions, but may occasionally be frustrated

by a lack of challenge in this area. Address frustrations and provide ways to challenge her

abilities.

To avoid miscommunications when Sally is expressing numerical information, coach her on

proper communication techniques that emphasize a common level of expression as needed.

Sally is adept at seeing the relationship between numerical data and decision making. She may

however, require extra challenges if not provided by the job to avoid a loss of motivation.

Ms. Sample is more proficient in processing numerical information than most people. She may

experience frustration if not sufficiently challenged, and may be willing to take on extra duties

that allow her to practice this skill.

NNuummeerriicc RReeaassoonniinngg Using numbers as a basis in reasoning and problem solving.


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On the Numerical Reasoning scale Ms. Sample is outside the designated profile for this

Performance Model. This suggests that her ability to analyze numerical data as part of the

decision making process is different than the position typically requires. Discussions with her

should explore the possibility that for Ms. Sample, the position may be inappropriate for her

ability level.


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1 2 3 4 5 6 8 9 107


Ms. Sample can be relied upon to complete assignments in a timely manner.

She can act with a sense of urgency, even under pressure.

Sally typically works at a pace that is consistent.

Ms. Sample is able to consistently maintain a quick work pace.


Sally is a focused individual who prefers a busy work environment in most cases. This is

productive but can lead to frustration if she becomes bored. When extra work becomes available,

delegate it to her. This will help maintain her motivation as long as she is not the sole target of

delegation.

On occasion, Ms. Sample may demonstrate frustration with her energy level if the workload

slows. Listen to her complaints or feelings about this and provide structure to maintain

motivation.

Ms. Sample may appear less motivated if the duties of this position do not keep her busy. Coach

her on how to pace herself and how to make use of any occasional lag time with spontaneous

projects that help her work with others.

She typically demonstrates a somewhat high level of energy. Give her the opportunity to take on

additional projects on occasion and involve her in group projects that require timely resolution.

EEnneerrggyy LLeevveell Tendency to display endurance and capacity for a fast pace.


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1 2 3 4 5 6 7 9 108


Ms. Sample can make decisions, enforce company policies and act with authority. She should be

capable of making unpopular decisions when necessary.

Sally is highly motivated by situations in which she is held accountable for results. She is

motivated by power and authority.

She has a strong need to make decisions and determine outcomes.

Ms. Sample has a strong need to be in charge, to be the leader.

AAsssseerrttiivveenneessss Tendency to take charge of people and situations. Leads more than follows.


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Ms. Sample tends to take charge in a group. Encourage her participation as a peer within the

group and foster her ability to be patient with the opinions of others. Training in active listening

may enhance her ability to cooperate with her team.

She expresses a preference for influencing the decisions of others. Act as a role model in your

capacity as a group leader, demonstrating an authoritative yet democratic leadership style.

Provide feedback concerning the effectiveness of your style and why it works in certain

situations.

If necessary, give Ms. Sample the opportunity to act as a follower from time to time. Provide

constant feedback in private and mentor her ability to sometimes let go of her control and

responsibility for the actions and decisions of others.

Sally may have a tendency to insist on leading others. This may need to be tempered with a

willingness to allow others a certain amount of control. Training that focuses on control issues

may reveal a way to do this. Offer her the opportunity to lead the group as a reward for successful

participation in such training.


Ms. Sample scored above the Performance Model for this position in the Assertiveness scale. She

may find the environment of this position challenging in the area of how much control is

appropriately exerted over others. While talking with her, determine her ability to practice greater

diplomacy in her interpersonal relations.


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1 2 3 5 6 7 8 9 104


Ms. Sample is only moderately motivated by assignments that require interpersonal contact with

people.

She may not always enjoy work that requires contact with the public.

Her sociability is only moderately compatible with establishing a network of contacts.

Ms. Sample prefers direct and to the point communication and may avoid spending time on small

talk and social amenities.

SSoocciiaabbiilliittyy Tendency to be outgoing, people-oriented, and participate with others.


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If you need to develop her ability to interact with the group, engage Sally in casual conversation.

Breaking down walls of interpersonal distance between her and others may encourage better

participation.

As a way to develop her interpersonal skills, invite Sally to as many group discussions as

possible. Maintain a casual demeanor with her, as appropriate, to model the culture of your

organization.

In her interactions with team members, Sally may be hesitant on occasion to communicate her

perspective. If needed, encourage participation and make a point of initiating her involvement if

necessary. As time passes, she should become more comfortable with the group and provide her

fair share of input.

On occasion, Ms. Sample may appear distant with the group. If necessary, support her efforts to

interact with others and maintain consistency with your rewards.


Ms. Sample achieved a Sociability score that is outside the designated profile for this

Performance Model. This suggests that her orientation for working within a team is different than

the position typically requires but that she may be able to perform well with adequate training.

Discussions with her should determine her potential for training and willingness to adapt to the

work environment of this position.


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1 2 3 4 5 7 8 9 106


Sally demonstrates a positive attitude concerning organizational constraints and restrictions.

She should be willing to conform to company policies without feeling any loss of personal

freedom.

Ms. Sample is friendly, cooperative and should be fairly easy to manage.

Ms. Sample is typically willing to accept guidance and suggestions from others.


If it becomes necessary to decrease her reliance on procedural norms, demonstrate in your daily

work how it is acceptable to bend the rules within the limits of your organizational culture.

Provide assistance initially, until she gains the confidence to make independent choices.

Sally may fall back on concrete procedure when the task at hand becomes complex or stressful. If

this tendency needs to be changed, do so by involving her in group discussions that require

creative brainstorming and developing unique options.

In a situation that appears frustrating, Ms. Sample may try to seek out supervision too quickly. If

necessary, encourage independence by providing leading questions that challenge her to create

her own solutions.

Ms. Sample appears to prefer a strict procedural structure to help guide her daily work pattern. If

it becomes necessary, help her break out of this mold by encouraging independence. Reward

efforts to develop creative solutions to accomplishing tasks.

MMaannaaggeeaabbiilliittyy Tendency to follow policies, accept external controls and supervision, and work within the rules.


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1 2 4 5 6 7 8 9 103


Ms. Sample may be slow to show a positive attitude regarding risk, changes in policies and

guidelines, and unexpected challenges.

She may be less easily misled than others.

Sally may tend to be more vigilant and on-guard than others.

Ms. Sample may be inclined to assume a negative position and become critical of others.

AAttttiittuuddee Tendency to have a positive attitude regarding people and outcomes.


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Ms. Sample demonstrates a tendency to be guarded when interacting with others. If necessary,

build her basic trust with informal group activities to ease her doubt about the motivations of

others. These activities can be as simple as lunchtime office meetings and informal discussions.

Sally may demonstrate a distrustful attitude about her co-workers, customers, or her work. If

necessary, provide her with an appropriate amount of time to discuss her feelings, but redirect her

by displaying a calm and cooperative demeanor. Stress the necessity to focus on the tasks at hand

and to accept responsibility for her own work.

She may have a tendency to blame others for outcomes that are her responsibility. Should this

become an issue, suggest discussion for a later time to address her negative attitude, then give

feedback on her performance and how to make positive steps toward more productive behavior.

Sally may express doubts about the outcome of some projects, appearing pessimistic. While

maintaining an empathetic manner, confront her on alternative solutions and how she may

contribute to the group's success.


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 pessimistic compared to the most

successful individuals in this position. Discussions with her should explore the possibility that for

Ms. Sample, the position may be overly challenging and could lead to frustration and a reduction

in her level of performance.


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1 2 3 4 5 6 7 9 108


Ms. Sample can stand firm on decisions and is not inclined to back down once a decision is made.

Ms. Sample is decisive and quick to act. She is likely to enjoy positions which require immediate

action.

She is inclined to take decisive action, to move decisions forward.

Sally is capable of responding to emergencies and resolving problems.


It is important that the concept of patience in decision-making be stressed to Ms. Sample. If this

is necessary, ask for deliberate and analytical processes in her decisions.

Ms. Sample may require training in how to be more deliberate if her quick decision-making

becomes a problem. Emphasize the importance of analyzing information more thoroughly.

If unnecessary risk is to be avoided, stress that sometimes the importance of deadlines is

outweighed by the level of consequence inherent with making uninformed decisions.

Sally may appear too spontaneous in her decision-making. If this is the case, counsel her on the

need to avoid unnecessary risk with cautious and deliberate decisions.

DDeecciissiivveenneessss Uses available information to make decisions quickly.


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On the Decisiveness scale, Ms. Sample is above the designated Performance Model for this

position. This suggests that she may act without a thorough understanding of the related details.

Discussions with her should determine the extent of her spontaneity in decision-making, and

consider if her effectiveness could be enhanced by more deliberation.


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1 2 3 4 6 7 8 9 105


Ms. Sample can stand her ground whenever someone disagrees with her.

While Ms. Sample tends to be agreeable, she will not be afraid to question ideas if necessary.

She is usually agreeable, cooperative and good natured, but does not go along just to get along.

Sally can be slower than others to avoid arguments, disagreements and/or conflict.


If she becomes frustrated by working with those who hold opinions contrary to her own, provide

individual goals that satisfy the group's needs while allowing her the room to feel comfortable.

She is somewhat skilled in cooperating with others, so foster this ability and reward her efforts to

grow in this area.

On occasion, Ms. Sample may choose to compete with her team in an unproductive manner. If

this occurs, make yourself available to listen to her frustrations and make authoritative decisions

with regard to bringing the team together.

Under the stress of meeting goals in a timely manner, Ms. Sample may become less cooperative,

tending to conflict with her team. Reinforce a cooperative style and reward her ability to seek out

the resources of the team.

Conflict may play a role in her performance when Sally is feeling the stress of deadlines. Redirect

her frustration, providing feedback that helps her to realize the effect of her attitude on others.

AAccccoommmmooddaattiinngg Tendency to be friendly, cooperative, agreeable. To be a team person.


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Ms. Sample achieved an Accommodating score outside the designated profile for this

Performance Model. This suggests her willingness to cooperate with others is different than the

position typically requires and she may have a problem with the work environment. Discussions

with her should explore the possibility for Ms. Sample, the climate of this position may be too

challenging and could lead to frustration and a reduction in her level of performance.


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1 2 3 4 5 6 7 9 108


Ms. Sample takes on new developments independently, bringing in co-workers only when

absolutely necessary.

Ms. Sample prefers to run her own show and will quietly fight being restricted.

She is highly independent, possibly requiring firm supervision and clearly defined guidelines.

Sally is an independent worker who prefers minimal guidance and coaching.


Her independence may create problems in the following of procedure. If this becomes an issue,

reinforce compliance and regular, accurate performance. Reward her efforts to cooperate by

allowing some independence in areas of lesser concern.

If she becomes frustrated, allow Ms. Sample some breathing room to let off the pressure she may

experience from supervisory attention. Remain authoritative without becoming authoritarian and

rigid.

Due to her self-reliance, you may rarely hear feedback from Sally. Maintain open communication

with her to foster an appropriate supervisory relationship. Listen to her when she appears

frustrated and recognize her positive performance.

Ms. Sample prefers to act independently and may become frustrated with excessive supervisory

attention. Handle with care but remain authoritative. Encourage a consultative relationship.

IInnddeeppeennddeennccee Tendency to be self-reliant, self-directed, to take independent action, and make own decisions.


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On the Independence scale Ms. Sample is above the designated Performance Model for this

position. This suggests that her self-reliance is greater than the position typically requires and that

she may become frustrated by the level of supervisory attention typical of this position.

Discussions with her should explore the possibility the position may be too challenging to

maintain her motivation and/or level of performance.


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OObbjjeeccttiivvee JJuuddggmmeenntt The ability to think logically and be objective in decision-making.

1 3 4 5 6 7 8 9 102


Ms. Sample uses judgment that may become more subjective when she feels pressured.

Ms. Sample may tend to make less thoughtful decisions if she allows personal biases and

opinions to replace sound judgment.

Her judgment will be much more intuitive when addressing critical independent decision making

responsibilities.

Ms. Sample tends to be a subjective thinker and emphasizes personal opinions more than factual

data.


Ms. Sample may require greater structure in her decision-making process. Coach her to avoid

making assumptions and to be thorough in gathering appropriate details in order to make more

informed decisions.

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.

Coach Ms. Sample on how to be more objective when making decisions. Training should

emphasize the step-by-step process of logical reasoning.

Sally may require direction to take more time to gather information to make sound decisions.

Review her efforts, guiding her on avoiding snap-judgments and making informed decisions.


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On the Judgment scale Ms. Sample is below the designated Performance Model for this position.

This suggests that her decision-making process is less objective than the position typically

requires and that she could have a problem with the pragmatic nature of the job. Discussions with

her should explore the possibility that for Ms. Sample, the position could lead to frustration and a

reduction in her level of performance.


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IInntteerreessttss The Interests section assesses the relative interests between the six interest areas. The

top three interests for Sally and the Performance Model are presented below in ranked

order. The interests shared by both are circled.

Ms. Sample scored highest in the Creative, Enterprising and People Service themes on the inventory. She

is attracted to positions in which she can use her creative side in a business environment that allows for a

high degree of contact with people. She appears to be drawn toward opportunities to solve problems in an

innovative way. The chance to serve the needs of customers and the public in general also relates to this

interest pattern.

With Enterprising as her primary area of interest, Ms. Sample is likely to seek out activities that involve

entrepreneurial pursuits and leadership. Her focus, above all other areas of interest, lies in pursuing

objectives in the lively world of business. These kinds of activities motivate her most effectively.

Secondly, she is motivated by the interaction with others that comes with service to an interpersonal cause

as demonstrated by her interest in People Service activities. Helping others or providing them

PPeerrffoorrmmaannccee MMooddeellSSaallllyy

Financial/Administrative Indicates interest in activities such as organizing information or business procedures.

Enterprising Indicates interest in activities associated with persuading others, sales, and presenting ideas.

People Service

People Service Indicates interest in activities such as helping people and promoting the welfare of others.

Enterprising

Creative Indicates interest in activities using imagination, creativity, and original sales ideas.


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with services may help to energize her in what she does at work. Finally, her interest in Creative activities

rounds out her profile of interests. It promotes a concentration in creative expression, trying novel

approaches and appreciating the process of innovation. Although this interest area is not as crucial to

overall job satisfaction as her stronger interests, it does play a role.


Ms. Sample does not show Financial/Administrative activities as one of her top three interest areas. She

may not find activities associated with this theme as motivating as those individuals who have been

successful in this position.

ProfileXT® Comparison Summary

PXT

Report designed for

Sally Sample

CONFIDENTIAL






ProfileXT Sally Sample Comparison Summary Widget Bender ***SAMPLE FOR PXT***

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Summary Graph

Overall Job Match - 69%

Learning Index 5 7 6 Thinking Style

82% Match Verbal Skill 5 6 7 3

Verbal Reasoning 6 7 8 5

Numerical Ability 6 7 5

Numeric Reasoning 4 5 6 7

Energy Level 5 6 7

Assertiveness 4 5 6 7 8

Sociability 5 6 7 4

Behavioral Traits 54% Match

Manageability 7 8 6

Attitude 6 7 8 3

Decisiveness 4 5 6 8 Distortion for this assessment is

within the acceptable range. Accommodating 6 7 8 5

Independence 3 4 5 8

Objective Judgment 5 6 7 8 2

= Match

TToopp IInntteerreessttss ffoorr tthhiiss

PPeerrffoorrmmaannccee MMooddeell

Financial/Administrative

People Service

Enterprising

TToopp IInntteerreessttss ffoorr SSaallllyy

SSaammppllee

Creative

Enterprising

People Service

Interests 71% Match


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Brief Profile of the Total Person

Thinking Style

Her overall learning index is average and suggests a good potential for quickly learning new

information.

With training and experience, Ms. Sample should be able to develop a higher level of verbal

ability.

She demonstrates adequate and, in some areas, good verbal reasoning ability; certain areas and

complexities will need training.

She may need assistance with complex mathematics or technical calculations.

1 2

Learning Index

An index of expected learning, reasoning, and problem solving potential.

1 2 3 4 5 7 8 9 106

Verbal Skill

A measure of verbal skill through vocabulary. 1 2 4 5 6 7 8 9 103

Verbal Reasoning

Using words as a basis in reasoning and problem solving.

1 2 3 4 6 7 8 9 105

Numerical Ability

A measure of numeric calculation ability. 1 2 3 4 6 7 8 9 105


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Sally grasps numerical concepts readily.

Behavioral Traits

Ms. Sample can be relied upon to complete assignments in a timely manner.

She has a strong need to make decisions and determine outcomes.

She may not always enjoy work that requires contact with the public.

Ms. Sample is typically willing to accept guidance and suggestions from others.

Numeric Reasoning

Using numbers as a basis in reasoning and problem solving.

1 2 3 4 5 6 8 9 107

Energy Level

Tendency to display endurance and capacity for a fast pace.

1 2 3 4 5 6 8 9 107

Assertiveness

Tendency to take charge of people and situations. Leads more than follows.

1 2 3 4 5 6 7 9 108

Sociability

Tendency to be outgoing, people-oriented, and participate with others.

1 2 3 5 6 7 8 9 104

Manageability

Tendency to follow policies, accept external controls and supervision, and work within the rules.

1 2 3 4 5 7 8 9 106


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Ms. Sample may be slow to show a positive attitude regarding risk, changes in policies and

guidelines, and unexpected challenges.

She is inclined to take decisive action, to move decisions forward.

Sally can be slower than others to avoid arguments, disagreements and/or conflict.

Ms. Sample prefers to run her own show and will quietly fight being restricted.

Attitude

Tendency to have a positive attitude regarding people and outcomes.

1 2 4 5 6 7 8 9 103

Decisiveness

Uses available information to make decisions quickly.

1 2 3 4 5 6 7 9 108

Accommodating

Tendency to be friendly, cooperative, agreeable. To be a team person.

1 2 3 4 6 7 8 9 105

Independence

Tendency to be self-reliant, self-directed, to take independent action, and make own decisions.

1 2 3 4 5 6 7 9 108


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Ms. Sample uses judgment that may become more subjective when she feels pressured.

Objective Judgment

The ability to think logically and be objective in decision-making.

1 3 4 5 6 7 8 9 102


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Interests

Ms. Sample scored highest in the Creative, Enterprising and People Service themes on the inventory. She

is attracted to positions in which she can use her creative side in a business environment that allows for a

high degree of contact with people. She appears to be drawn toward opportunities to solve problems in an

innovative way. The chance to serve the needs of customers and the public in general also relates to this

interest pattern.

ProfileXT® Candidate Matching

PXT

Report designed for Performance Model

Widget Bender ***SAMPLE FOR PXT***

CONFIDENTIAL



Performance Model Date: 2/4/10 Printed: 12/20/11



ProfileXT Widget Bender ***SAMPLE FOR PXT*** Candidate Matching

Pag

e 1


Summary

This report provides a comparison of selected candidates to the Widget Bender ***SAMPLE FOR

PXT*** Performance Model. This information will help organize your interviews when more than one

candidate is being considered for the same job. The percentage match to this model is shown for each

candidate. The percent match reflects each candidate's Thinking Style, Interests and Behavioral Traits

combined.

You should select candidates appropriate for the Widget Bender ***SAMPLE FOR PXT***

Performance Model listed here and view the report(s) specific to each candidate.

Please note that this report does not measure or consider candidates' education, training, or experience,

nor does it consider job skill requirements.

Candidates

Widget Bender

***SAMPLE FOR PXT***

% Match

Sally Sample 69%

NOTE: Please consult the User's Guide for additional information on using these results. As

discussed in the User's Guide for this product, the results from this, or any assessment

should never make up more than a third of the final decision in placements.


Pag

e 2


Summary Graph

The shaded boxes represent the Widget Bender ***SAMPLE FOR PXT*** Performance Model.

Thinking Style Learning Index 5 6 7

Verbal Skill 5 6 7



Numeric Reasoning 4 5 6

Behavioral Traits Energy Level 5 6 7

Assertiveness 4 5 6 7

Sociability 5 6 7

Manageability 6 7 8

Attitude 6 7 8

Decisiveness 4 5 6

Accommodating 6 7 8

Independence 3 4 5

Objective Judgment 5 6 7 8

The matching process for Interests is concerned with the top three interests of a Performance Model and how closely a candidate's top three interests match. The three top interests for this model are indicated and ranked from top to bottom below.


People Service

Enterprising

Interests


Pag

e 3


Employee Descriptions

TThhiinnkkiinngg SSttyyllee SSccaalleess

BBeehhaavviioorraall TTrraaiittss SSccaalleess

LLeeaarrnniinngg IInnddeexx Employees who assimilate information within expected norms and can appreciate more complex information processing.

VVeerrbbaall SSkkiillll Employees who communicate within normal expectations and are also comfortable communicating the more complex aspects of their routine functions.

VVeerrbbaall RReeaassoonniinngg Employees who interpret routine communications effectively with an ability to analyze more complex verbal information.

NNuummeerriiccaall AAbbiilliittyy Employees who utilize routine numerical information in their work and who may occasionally be required to perform more complex calculations.

NNuummeerriicc RReeaassoonniinngg Employees who can make decisions based on basic numerical data and who understand the basic implications of charts and graphs that explain such data.

EEnneerrggyy LLeevveell Employees who respond well to demands on their time and generally work at a brisk pace.

AAsssseerrttiivveenneessss Employees who take on leadership roles comfortably but are still capable of following when necessary.

SSoocciiaabbiilliittyy Employees who are moderately social, motivated by the opportunity to present their ideas and suggestions and are encouraged by the opportunity to work in a team environment.

MMaannaaggeeaabbiilliittyy Employees who respond well to a structured environment and are willing to accept the leadership of others.


Pag

e 4


IInntteerreessttss SSccaalleess

AAttttiittuuddee Employees who demonstrate a positive attitude, yet are not required to resist the expression of frustration in order to achieve success in their work.

DDeecciissiivveenneessss Employees who are capable of making timely responses but are quite comfortable using a methodical approach to make decisions.

AAccccoommmmooddaattiinngg Employees who can appropriately accommodate the needs of customers and co-workers, and also appreciate the occasional need to take a personal position that is different than the group's position

IInnddeeppeennddeennccee Employees who demonstrate some level of independence, but function best when provided supervision and structure.

OObbjjeeccttiivvee JJuuddggmmeenntt Employees who are most successful when provided ample information to make objective decisions, yet are capable of relying on intuition when necessary.

FFiinnaanncciiaall//AAddmmiinniissttrraattiivvee Employees who are motivated by administrative duties or financial information processing.

PPeeooppllee SSeerrvviiccee Employees who are motivated by a position that offers the opportunity to help others or provide some facilitative service.

EEnntteerrpprriissiinngg Employees who are motivated by the competitive, fast-paced world of sales and management.

ProfileXT Sally Sample Summary Graph Widget Bender ***SAMPLE FOR PXT***

Printed: 12/20/11

Pag

e 1



Thinking Style 82% Match

Learning Index 5 7 6

Verbal Skill 5 6 7 3





Energy Level 5 6 7


Sociability 5 6 7 4

Manageability 7 8 6

Attitude 6 7 8 3

Decisiveness 4 5 6 8

Accommodating 6 7 8 5





SSaammppllee

Creative

Enterprising

People Service




People Service

Enterprising

Interests 71% Match

= Match

PXT

Report designed for

Sally Sample

CONFIDENTIAL





Copyright © 2011 Profiles International, Inc.

ProfileXT® Interview Guide - Total Person

ProfileXT Sally Sample Interview Guide - Total Person Widget Bender ***SAMPLE FOR PXT***

Pag

e 1


Introduction

The interview is an important part of the selection process; however, studies show that most interviews

are poorly done. Using a stock list of interview questions to ask every candidate will not lead the

interviewer to the important areas necessary for the effective placement of each individual. This

Interview Guide, coupled with the ProfileXT Performance Model Comparison, will help make each

interview a valuable tool.

The scientifically developed Performance Model for this position reflects a solid understanding of what

the job requires. The Total Person information related to this model allows us to create interview

questions that will allow you to get the information you need to make the best possible decision about

each candidate.


assessment. A Summary Graph is included that shows her scores and how she fits to the Performance

Model for this position. It gives a quick overview of where she is in or out of the model and also shows

her overall percentage match. The result for each characteristic is illustrated on a scale from 1 to 10. The

darker area on each scale represents the best Job Match for the position. The enlarged segment of the

scale shows where Sally scored. If the enlarged segment is dark, Sally is in the Job Match model. If it is

lighter, she is not.

The interview questions provided are based on how well Ms. Sample fits the Performance Model. Where

she is outside the model the questions will take the interviewer into areas where potentially important

information will be addressed. The questions provided where she is in the model provide you with

confirmation that she is right for the job. Each question should be considered for use in her placement

interview. A space is provided to record the interviewer's thoughts when the response to a question

provides important information regarding placement in the position for which Ms. Sample is being

considered.





Pag

e 2


Summary Graph








Energy Level 5 6 7


Sociability 5 6 7 4


Manageability 7 8 6

Attitude 6 7 8 3






= Match




People Service

Enterprising


SSaammppllee

Creative

Enterprising

People Service

Interests 71% Match


Pag

e 3


LLeeaarrnniinngg IInnddeexx An index of expected learning, reasoning, and problem solving potential.

1 2 3 4 5 7 8 9 106


1 2 4 5 6 7 8 9 103

Interview Questions

Interview questions are provided for Sally to facilitate an effective interview process. Behavioral

Considerations for each scale relate to her scores without reference to the Widget Bender ***SAMPLE

FOR PXT*** model. Where the scores for Ms. Sample fall within the Performance Model, one interview

question is provided. Should she fall outside of the model, additional questions are provided.

Thinking Style

Interview Question

When training others to learn new skills, what method have you used to get the point across? Interviewer's Notes


On the Verbal Skill scale Ms. Sample is below the designated Performance Model for this position.

This suggests that her ability to use a thorough vocabulary is less than the position typically requires

and that she could have a problem with communicating ideas and concepts. Discussions with her

should explore the possibility that for Ms. Sample, the position may be overly challenging and could

lead to frustration and a reduction in her level of performance.


Pag

e 4


VVeerrbbaall RReeaassoonniinngg Using words as a basis in reasoning and problem solving.

1 2 3 4 6 7 8 9 105

Interview Questions

Some people read well but don't always remember what they have read. Do you ever experience this type of situation? How do you deal with it? Interviewer's Notes

Have you ever had someone become upset because you needed instructions repeated? How have you dealt with such a situation? Interviewer's Notes

How often do you read instructions or memos and have difficulty understanding what they mean? Give some examples. Interviewer's Notes

Interview Question

Did you ever work with someone who liked to use unnecessarily complex language, when "plain English" would have worked even better? What did you do about it? Interviewer's Notes


Pag

e 5


NNuummeerriiccaall AAbbiilliittyy A measure of numeric calculation ability.

1 2 3 4 6 7 8 9 105


1 2 3 4 5 6 8 9 107

Interview Question

What opportunity have you had recently to calculate numerical problems? Did you use a calculator to help? Interviewer's Notes


On the Numerical Reasoning scale Ms. Sample is outside the designated profile for this Performance

Model. This suggests that her ability to analyze numerical data as part of the decision making process

is different than the position typically requires. Discussions with her should explore the possibility

that for Ms. Sample, the position may be inappropriate for her ability level.

Interview Questions

Describe a recent experience you had in adapting to new methods in numerical processes at work. Interviewer's Notes

Describe a situation in which you had to prove to a superior that there was a mistake in their calculations. Interviewer's Notes


Pag

e 6


How do you insure the accuracy of your mathematical work and the work of your co-workers? Interviewer's Notes

Tell me about your experience with achieving timely results with numerical computations. Interviewer's Notes


Pag

e 7


EEnneerrggyy LLeevveell Tendency to display endurance and capacity for a fast pace.

1 2 3 4 5 6 8 9 107


1 2 3 4 5 6 7 9 108

Behavioral Traits

Interview Question

In what ways have you made sacrifices of your time to motivate others to accomplish more work for a deadline? Interviewer's Notes






Interview Questions

Tell me about a situation when you had to "stand up" for a decision you made even though it made you unpopular. Interviewer's Notes


Pag

e 8



1 2 3 5 6 7 8 9 104

Has there ever been a time when speaking up about your ideas has gotten you into trouble? What happened and how did it make you feel? Interviewer's Notes

Describe a time when you communicated something unpleasant or difficult to say to your manager. How did you assert yourself? Interviewer's Notes

Tell me about a time when you had to suppress your thoughts and be quiet about a problem even though you believed you had a better solution. Interviewer's Notes


Ms. Sample achieved a Sociability score that is outside the designated profile for this Performance

Model. This suggests that her orientation for working within a team is different than the position

typically requires but that she may be able to perform well with adequate training. Discussions with

her should determine her potential for training and willingness to adapt to the work environment of

this position.

Interview Questions

Describe the usefulness of small talk with clients and co-workers, if any. Interviewer's Notes


Pag

e 9


MMaannaaggeeaabbiilliittyy Tendency to follow policies, accept external controls and supervision, and work within the rules.

1 2 3 4 5 7 8 9 106

What is the perfect level of client or co-worker contact for you? What are your feelings about that? Interviewer's Notes

If one person had to remain in the office while the rest went to a meeting, would you volunteer to stay and how would you make the best use of that time? Interviewer's Notes

How do you typically create a network of contacts? Interviewer's Notes

Interview Question

What can keep you motivated when some co-workers get defensive about the directives from management? Interviewer's Notes


Pag

e 10



1 2 4 5 6 7 8 9 103


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 pessimistic compared to the most successful

individuals in this position. Discussions with her should explore the possibility that for Ms. Sample,

the position may be overly challenging and could lead to frustration and a reduction in her level of

performance.

Interview Questions

Describe the last time you experienced a big change in the workplace, like a new set of regulations, for example. How did you feel about those changes? Interviewer's Notes

Tell me about a high stress situation when it was desirable for you to keep a positive attitude. What happened? Interviewer's Notes

What role have you played in the recent past in which your team was unmotivated and how did you resolve the problem? Interviewer's Notes

Describe a specific time when your skepticism had a negative effect on a customer or client. Interviewer's Notes


Pag

e 11



1 2 3 4 5 6 7 9 108


On the Decisiveness scale, Ms. Sample is above the designated Performance Model for this position.

This suggests that she may act without a thorough understanding of the related details. Discussions

with her should determine the extent of her spontaneity in decision-making, and consider if her

effectiveness could be enhanced by more deliberation.

Interview Questions

Describe a situation in which you had to take immediate action in a crisis involving human life or severe financial consequences. Interviewer's Notes

Tell me about a decision you made that you regret. How long did you deliberate before you made that decision? Interviewer's Notes

What role should coworkers play in your decision making process? Interviewer's Notes

Many situations at work will require fast thinking and speed in making decisions. Give me an example of a situation in which you were especially skillful in making a decision quickly. Interviewer's Notes


Pag

e 12



1 2 3 4 6 7 8 9 105


Ms. Sample achieved an Accommodating score outside the designated profile for this Performance

Model. This suggests her willingness to cooperate with others is different than the position typically

requires and she may have a problem with the work environment. Discussions with her should

explore the possibility for Ms. Sample, the climate of this position may be too challenging and could


Interview Questions

In the work situation, we must all compromise to make things happen. Tell me about a time when you felt it necessary to compromise your own immediate interests in order to be tolerant of another person's needs. Interviewer's Notes

What is it like for you when it seems that a co-worker or supervisor is trying to manipulate you? Interviewer's Notes

When, if ever, is it appropriate to tell it like it is, that is, to be blunt with a co-worker? Interviewer's Notes

What role, if any, do conflict and cooperation play in teamwork? Interviewer's Notes


Pag

e 13



1 2 3 4 5 6 7 9 108


On the Independence scale Ms. Sample is above the designated Performance Model for this position.

This suggests that her self-reliance is greater than the position typically requires and that she may

become frustrated by the level of supervisory attention typical of this position. Discussions with her

should explore the possibility the position may be too challenging to maintain her motivation and/or

level of performance.

Interview Questions

Just about anybody can give a routine, standard answer to common problems; however, the payoff is often in the development of unique solutions to common problems. Give me an example of one of your unique and novel problem solutions. Interviewer's Notes

What is the best thing about clearly defined objectives and goals? Interviewer's Notes

Describe your preferences concerning supervision of your work and explain the ideal situation that produces the best work you can do. Interviewer's Notes

Creative persons seem to offer fresh insights. Give me an example of a time when one of your insights was particularly well received by others. Interviewer's Notes


Pag

e 14



1 3 4 5 6 7 8 9 102


On the Judgment scale Ms. Sample is below the designated Performance Model for this position. This

suggests that her decision-making process is less objective than the position typically requires and

that she could have a problem with the pragmatic nature of the job. Discussions with her should

explore the possibility that for Ms. Sample, the position could lead to frustration and a reduction in

her level of performance.

Interview Questions

Describe a high-pressure situation you had to handle at work. Tell me what happened, who was involved and what you did in terms of problem solving. Interviewer's Notes

Describe the process involved when you have to make a decision under pressure. Interviewer's Notes

What sources of information do you typically use in reaching a decision at work? Interviewer's Notes

Have you ever had to take decisive action based on your gut feelings alone? How did that make you feel? Interviewer's Notes

ProfileXT® Interview Guide - Challenge Areas

Report designed for

Sally Sample

CONFIDENTIAL

PXT





Copyright © 2011 Profiles International, Inc.

ProfileXT Sally Sample Interview Guide - Challenge Areas Widget Bender ***SAMPLE FOR PXT***

Pag

e 1 © Profiles International, Inc.

Introduction

The interview is an important part of the selection process; however, studies show that most interviews

are poorly done. Using a stock list of interview questions to ask every candidate will not lead the

interviewer to the important areas necessary for the effective placement of each individual. This

Interview Guide, coupled with the ProfileXT Performance Model Comparison, will help make each

interview a valuable tool.

The scientifically developed Performance Model for this position reflects a solid understanding of what

the job requires. The Total Person information related to this model allows us to create interview

questions that will allow you to get the information you need to make the best possible decision about

each candidate.


assessment. A Summary Graph is included that shows her scores and how she fits to the Performance

Model for this position. It gives a quick overview of where she is in or out of the model and also shows

her overall percentage match. The result for each characteristic is illustrated on a scale from 1 to 10. The

darker area on each scale represents the best Job Match for the position. The enlarged segment of the

scale shows where Sally scored. If the enlarged segment is dark, Sally is in the Job Match model. If it is

lighter, she is not.

The interview questions provided are based on how well Ms. Sample fits the Performance Model. Where

she is outside the model the questions will take the interviewer into areas where potentially important

information will be addressed. Each question should be considered for use in her placement interview.

A space is provided to record the interviewer's thoughts when the response to a question provides

important information regarding placement in the position for which Ms. Sample is being considered.





Pag


Summary Graph










Energy Level 5 6 7


Sociability 5 6 7 4

Manageability 7 8 6

Attitude 6 7 8 3





= Match




People Service

Enterprising


SSaammppllee

Enterprising

People Service

Creative

Interests 71% Match


Pag



1 2 4 5 6 7 8 9 103

Interview Questions

Interview questions are provided for Sally to facilitate an effective interview process. Behavioral

Considerations for each scale relate to her scores without reference to the Widget Bender ***SAMPLE

FOR PXT*** model.

Thinking Style


On the Verbal Skill scale Ms. Sample is below the designated Performance Model for this position.

This suggests that her ability to use a thorough vocabulary is less than the position typically requires

and that she could have a problem with communicating ideas and concepts. Discussions with her

should explore the possibility that for Ms. Sample, the position may be overly challenging and could


Interview Questions

How often do you read instructions or memos and have difficulty understanding what they mean? Give some examples. Interviewer's Notes

Have you ever had someone become upset because you needed instructions repeated? How have you dealt with such a situation? Interviewer's Notes


Pag


Some people read well but don't always remember what they have read. Do you ever experience this type of situation? How do you deal with it? Interviewer's Notes


Pag



1 2 3 4 5 6 8 9 107


On the Numerical Reasoning scale Ms. Sample is outside the designated profile for this Performance

Model. This suggests that her ability to analyze numerical data as part of the decision making process

is different than the position typically requires. Discussions with her should explore the possibility

that for Ms. Sample, the position may be inappropriate for her ability level.

Interview Questions

Describe a situation in which you had to prove to a superior that there was a mistake in their calculations. Interviewer's Notes

Tell me about your experience with achieving timely results with numerical computations. Interviewer's Notes

How do you insure the accuracy of your mathematical work and the work of your co-workers? Interviewer's Notes

Describe a recent experience you had in adapting to new methods in numerical processes at work. Interviewer's Notes


Pag



1 2 3 4 5 6 7 9 108

Behavioral Traits






Interview Questions

Tell me about a time when you had to suppress your thoughts and be quiet about a problem even though you believed you had a better solution. Interviewer's Notes

Has there ever been a time when speaking up about your ideas has gotten you into trouble? What happened and how did it make you feel? Interviewer's Notes

Tell me about a situation when you had to "stand up" for a decision you made even though it made you unpopular. Interviewer's Notes

Describe a time when you communicated something unpleasant or difficult to say to your manager. How did you assert yourself? Interviewer's Notes


Pag



1 2 3 5 6 7 8 9 104


Ms. Sample achieved a Sociability score that is outside the designated profile for this Performance

Model. This suggests that her orientation for working within a team is different than the position

typically requires but that she may be able to perform well with adequate training. Discussions with

her should determine her potential for training and willingness to adapt to the work environment of

this position.

Interview Questions

If one person had to remain in the office while the rest went to a meeting, would you volunteer to stay and how would you make the best use of that time? Interviewer's Notes

Describe the usefulness of small talk with clients and co-workers, if any. Interviewer's Notes

How do you typically create a network of contacts? Interviewer's Notes

What is the perfect level of client or co-worker contact for you? What are your feelings about that? Interviewer's Notes


Pag



1 2 4 5 6 7 8 9 103


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 pessimistic compared to the most successful

individuals in this position. Discussions with her should explore the possibility that for Ms. Sample,

the position may be overly challenging and could lead to frustration and a reduction in her level of

performance.

Interview Questions

Tell me about a high stress situation when it was desirable for you to keep a positive attitude. What happened? Interviewer's Notes

Describe the last time you experienced a big change in the workplace, like a new set of regulations, for example. How did you feel about those changes? Interviewer's Notes

Describe a specific time when your skepticism had a negative effect on a customer or client. Interviewer's Notes

What role have you played in the recent past in which your team was unmotivated and how did you resolve the problem? Interviewer's Notes


Pag



1 2 3 4 5 6 7 9 108


On the Decisiveness scale, Ms. Sample is above the designated Performance Model for this position.

This suggests that she may act without a thorough understanding of the related details. Discussions

with her should determine the extent of her spontaneity in decision-making, and consider if her

effectiveness could be enhanced by more deliberation.

Interview Questions

Many situations at work will require fast thinking and speed in making decisions. Give me an example of a situation in which you were especially skillful in making a decision quickly. Interviewer's Notes

Tell me about a decision you made that you regret. How long did you deliberate before you made that decision? Interviewer's Notes

What role should coworkers play in your decision making process? Interviewer's Notes

Describe a situation in which you had to take immediate action in a crisis involving human life or severe financial consequences. Interviewer's Notes


Pag

e 10



1 2 3 4 6 7 8 9 105


Ms. Sample achieved an Accommodating score outside the designated profile for this Performance

Model. This suggests her willingness to cooperate with others is different than the position typically

requires and she may have a problem with the work environment. Discussions with her should

explore the possibility for Ms. Sample, the climate of this position may be too challenging and could


Interview Questions

What is it like for you when it seems that a co-worker or supervisor is trying to manipulate you? Interviewer's Notes

When, if ever, is it appropriate to tell it like it is, that is, to be blunt with a co-worker? Interviewer's Notes

What role, if any, do conflict and cooperation play in teamwork? Interviewer's Notes

In the work situation, we must all compromise to make things happen. Tell me about a time when you felt it necessary to compromise your own immediate interests in order to be tolerant of another person's needs. Interviewer's Notes


Pag

e 11



1 2 3 4 5 6 7 9 108


On the Independence scale Ms. Sample is above the designated Performance Model for this position.

This suggests that her self-reliance is greater than the position typically requires and that she may

become frustrated by the level of supervisory attention typical of this position. Discussions with her

should explore the possibility the position may be too challenging to maintain her motivation and/or

level of performance.

Interview Questions

Just about anybody can give a routine, standard answer to common problems; however, the payoff is often in the development of unique solutions to common problems. Give me an example of one of your unique and novel problem solutions. Interviewer's Notes

Describe your preferences concerning supervision of your work and explain the ideal situation that produces the best work you can do. Interviewer's Notes

What is the best thing about clearly defined objectives and goals? Interviewer's Notes

Creative persons seem to offer fresh insights. Give me an example of a time when one of your insights was particularly well received by others. Interviewer's Notes


Pag

e 12



1 3 4 5 6 7 8 9 102


On the Judgment scale Ms. Sample is below the designated Performance Model for this position. This

suggests that her decision-making process is less objective than the position typically requires and

that she could have a problem with the pragmatic nature of the job. Discussions with her should

explore the possibility that for Ms. Sample, the position could lead to frustration and a reduction in

her level of performance.

Interview Questions

Have you ever had to take decisive action based on your gut feelings alone? How did that make you feel? Interviewer's Notes

Describe the process involved when you have to make a decision under pressure. Interviewer's Notes

What sources of information do you typically use in reaching a decision at work? Interviewer's Notes

Describe a high-pressure situation you had to handle at work. Tell me what happened, who was involved and what you did in terms of problem solving. Interviewer's Notes

Documents

Sally Sample ProfileXT · PXT CAI 7817 National Service Road Suite 509 Greensboro, NC 27409 Performance Model: Widget Bender ***SAMPLE FOR PXT*** Performance Model Date: 2/4/10 Assessment

Sally Sample ProfileXT · PXT CAI 7817 National Service Road Suite 509 Greensboro, NC 27409 Performance Model: Widget Bender SAMPLE FOR PXT Performance Model Date: 2/4/10 Assessment