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