HRM Section 4A Thomas Profiling

7/30/2019 HRM Section 4A Thomas Profiling

http://slidepdf.com/reader/full/hrm-section-4a-thomas-profiling 1/27

1HRM

PSYCHOMETRIC TESTING

THOMAS PROFILING



2HRM

THOMAS PROFILING

“We hire people for their

technical skills but fire (lose)

them for their behavioural faults”

- Thomas International



3HRM

Thomas 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



4HRM

Thomas International

Wide range of applicationsStrategic Business Reviews

Management and Development

Selection and retentionTeam Analysis

Benchmarking Jobs

Customer serviceStructured Interviewing



5HRM

Thomas International

Wide range of applications (2)

Succession planning

Leadership development

Creating Self awareness

Incorporating HR with business

strategy

Stress and career managementCall centres



6HRM

Mechanics of the PPA

The PPA is a short form which takes 5 -7 minutes to completeThe form has 24 rows with 4 words

eachEach row choose Most(M) and Least(L)

behavior at workD,i,S,C Scores computed and fed into

the Thomaskey softwareReports generated to suit requirement



7HRM

What the PPA provides

Measurement of 4 characteristics◦ D – Dominance◦ I – Influence◦ S – Steadiness◦ C – Compliance

Preferred behavioural style at work

Behavioral modifications by the person to suit theneeds of current job situation

Expectable behavior under work pressureBasic fears, motivation, value to the organisation

Identification and classificaton of stress



8HRM

PROFILE FACTORS

High Dominance (D)◦ Basic Fear – Failure

◦ Motivator – Power & Authority

◦

Value to the Organization – Drives Results

High Influence◦ Basic Fear – Rejection

◦ Motivator – Popularity/Public Praise

◦ Value to the Organization – Working with & thru’ teams



9HRM

PROFILE FACTORS

High Steadiness(S)◦ Basic Fear – Insecurity/Sudden Change

◦ Motivator – Security

◦ Value to the Organization – Implementation/Back-

end Support

High Compliance(C)◦ Basic Fear – Conflict ◦ Motivator – Std. Operating Procedures

◦ Value to the Organization – Quality & Standards



10HRM

The Three profiles

Self Image – This depicts what the person is in

real life◦ Once a person has reached adulthood, this image

tends to remain more or less unchanged

Work Mask – This is the image he projects in

his current work life because of the needs of the job◦ This is likely to change when he changes jobs or

even in the same job when the demands of the job

changes◦ If the Work mask is dramatically different from the

Self Image there is a cause for concern



11HRM

The Three profilesBehaviour under pressure – This is the image

that he is forced to take when under pressure◦ Typically a not so high D will exhibit a high D in this

image because he has to take charge in a pressuresituation and dominate.

◦ High I tends to lower his I value because under

pressure, working with the team using a consensusbased approach may not be the best thing to do.

◦ Increase in the value of C is another likely changethat happens under pressure – a tendency to stop

being innovative and creative and stick to rules andregulations

◦ However there are people who do not exhibitsignificant changes in this image also



12HRM

DiSC Profile - SampleWork Mask Behaviour Under Pressure Self Image



13HRM

Report - SELF IMAGE - GRAPH III SK is a self-starter with a forceful and competitive nature. He is assertive and loves

to be given a challenge which provides him with a wide scope of responsibilities.

He needs authority to act, if the best results are to be achieved.

He will always be looking for ways to improve his position. He may be very critical

of others at times, particularly those who are not prepared to move as quickly as

himself in the work situation. This friendly and confident person is at home with

both strangers and acquaintances. SK has an ability to gain the respect andconfidence of a variety of individuals, while striving to do business in a sociable

manner. He enjoys meeting new and interesting challenges and does not

intentionally antagonise others.

There may be a tendency to rely too much on "gut feelings" when dealing with

other people. SK is likely to be very well disciplined and conventional in his

approach. He should prove systematic and will try very hard to get things right.

There may be a tendency for him to be restless at times. SK is likely to be very self-

critical.



14HRM

Report - WORK MASK – GRAPH I The self-image suggests a forceful and assertive individual but the indicators are

that he may at times emphasise these characteristics, becoming aggressive and

over-demanding of others.

If however continued extreme pressure is placed upon him in the work situation,

there may be a tendency for him to have a mercurial change in behavioural style

and he could as a result lose some of his drive and act in a less demanding

manner. This would be temporary

Additionally this normally friendly and persuasive individual who enjoys working

and communicating with others, is currently modifying his behaviour. He is acting

in a reserved, reflective and probing manner possibly trying to take decisions

devoid of emotion/influence from others.

Alternatively, he may have been newly promoted into a function and is feeling theneed to stand back from others and not to allow relationships to get too close. If

the latter does apply then it is normal that over a period of time, and once he feels

established, the influence factor will rise to its natural position and he will once

again revert back to the friendly, persuasive individual described in the self-image.



15HRM

BEHAVIOUR UNDER PRESSURE - GRAPH II

When SK is placed under pressure he modifies his behaviour slightly from that

indicated in the self-image.

He will still maintain his self-starting ability but his natural drive and dominancewill not show through as strongly.

There are no frustrations, problems or pressures showing in SK's

profile. The suggestion therefore is that he is able to cope with the

behavioural requirements of the job, organisation and boss.

SK is motivated by authority, challenging assignments and theachievement of good results. Equally he likes being involved withpeople and there is a need for popularity. He prefers standardoperating procedures and is likely to achieve results via hard work,coupled with knowledge and expertise.



16HRM

TIPS FOR HIS BOSS

Should SK have a boss, then ideally that person will be direct but democratic in

approach and have the ability to communicate facts and information in a logical

manner. There may be a need to give reassurance at times of pressure and if

necessary to assist in the decision making process, especially if the decisions fall

outside SK's area of expertise.

SK wants prestige and authority, with freedom to act within guidelines. There is a

need to know why and to some extent, how things should be done. A variety of problems with analytical content tends to motivate this individual. He can be

entirely practical. Public recognition of reputation is important. He fears failure,

loss of reputation and boredom. He wants the right to make his own decisions. He

enjoys a position of power.

SK's job should require directing others towards solving analytical problems,

preferably in a specialist field. This individual should be under pressure to find

answers through others in technical, specialist or analytical areas. Variety of task is

important. He could be in either a practical or people-oriented environment.

enhancing reputation.



17HRM

DISC Characteritics

High D ◦

Driving, Competitive, Forceful, Inquisitive, Direct, Self Starter, Assertive

Low D◦ Hesitant, Mild, Low Decision Need, Non-demanding,

Accomodating

High I◦ Influential, Persuasive, Friendly, Verbal,

Communicative, Positive

Low I◦ Reserved, Reflective, Suspicious, Self-Conscious,

Probing, Serious



18HRM

DISC Characteritics

High S

◦ Dependable, Deliberate, Amiable, Persistent, GoodListener, Kind

Low S◦ Mobile, Alert, Active, Restless, Demonstrative

High C◦ Compliant, Careful, Systematic, Precise, Accurate,

Perfectionist, Logical

Low C◦ Firm, Persistent, Strong – willed, Stubborn,

Independent



19HRM

High D – Limitations & Support Needed

Oversteps Prerogatives◦ Define clear objectives

Acts Restlessly◦ Channelise Energy

Inspires Fear in others◦ Identify Personal Impact on Others

Overrides People◦ Relate value of others to his personal success

Blunt & Sarcastic◦ Create awareness of the effect of his behavior on others

Sulks when not in limelight◦ Importance of identification with the group



20HRM

High D – Limitations & Support Needed

Is critical and faultfinding◦ Identify lack of tolerance as a cause of lack of co-operation

Inattentive to little things◦ Provide administrative support

Is dissatisfied with routine work◦ Set deadlines

Resists participation as part of team◦ Emphasise the importance of the co-operation of others in

order to achieve success



21HRM

High I – Limitations & Support Needed

More concerned with popularity than results◦ Define clear objectives

May oversell◦ Emphasise the risks of not delivering what is promised

Impulsive – “Heart over mind” ◦ Discuss the importance of emotional control

Can be inconsistent in drawing conclusions◦ Indicate that one cannot please all the people all the time

Tends to make decisions based on surface analysis◦ Provide analysed data

Unrealistic in appraising people◦ Emphasise a more objective view of performance & potential



22HRM

High I – Limitations & Support Needed

Can be inattentive to detail◦ Provide administrative support & closer supervision

Trusts people indiscriminately◦ Suggest a more objective approach to people assessment

Has difficulty in planning & managing time◦ Introduce control of performance by work units, deadlines &

use of time management

Can be superficial◦ Show him how to debate problems in a factual, logical &

objective manner



23HRM

High S – Limitations & Support Needed

Strives to maintain status quo◦ Point out the benefits of change & dangers of stagnation

May take a long time to adjust to change◦ Give support & encouragement through change periods

Can have trouble meeting deadlines◦ Provide & demonstrate proven shortcut methods

May need help getting started on daily assignments◦ Give practice in prioritising objectives

Can be lacking in imagination◦ Introduce new ideas in a non threatening manner

Relaxed & contented with things as they are◦ Encourage participation in brainstorming sessions



24HRM

High S – Limitations & Support Needed

Can hold a grudge◦ Indicate that long term resentment can negatively affect long

term prospects

Tends to wait for orders before acting◦

Encourage a sense of urgency Can be too relaxed

◦ Raise the feeling of achievement in getting things done



25HRM

High C – Limitations & Support Needed

Can be over-reliant on rules◦ Encourage more independency

Hesitates to act without a precedence◦ Remove the threat of retribution for error

Is bound by procedures & methods◦ Provide clear directions

Can get bogged down in details◦ Set realistic time schedules

May resist acceptance of responsibility◦ Emphasise value to the organization

May want full explanation before changes are made◦ Provide him with written confirmation of changes



26HRM

High C – Limitations & Support Needed

Can pass the buck◦ Emphasise the organization’s reliance on him

Yields position to avoid controversy◦ Encourage the view that confrontation does not necessarily

lead to conflict Can be defensive when threatened

◦ Provide clear directions

Can be influenced and easily lead◦ Support the questioning of the motives of others



27HRM

A prof i le is just that - a prof i le. Whether it is

either effective or otherwise can be determined

only when compared with the behavioral profi le

of the job

HRM Section 4A Thomas Profiling

Documents