PDA Analyst Certification Seminar Welcome 1
Jan 11, 2016
PDA Analyst Certification Seminar
Welcome
1
Introductions
Name
Organization and current position
Are you familiar with PDA?
Share with us some particular features of your behavioural profile. I see myself as…
2
What do you hope
to obtain from this seminar?
Your Expectations
3
Demonstrate that the PDA Assessment is a very useful tool that could be applied in various Human Resources processes.
Explain the foundations and theories on which the PDA system is based.
Share “concepts and indicators” to properly manage and interpret the PDA Reports.
Do practical exercises...
Have fun!
Our Expectations
4
PDA Manual
Complete Guide of the PDA System
Analyst Kit
5
Power Point Presentation of the
Analyst Seminar
Slides of the PDA Seminar
6
Analyst Kit
Laminated Sheets
Analyst Kit
“Juan Gonzalez”Example case & Guide to the Interpretation of PDA Charts.
“Analyst Guide” Guide to the Interpretation of the PDA Charts
Reference GuidesReference Guide & Summary for the Interpretation of PDA
Charts.
7
Start
Finish
Coffee Breaks
Lunch Time
Logistics
8
Agenda
9
Profile Interpretation from “Combined
Axes”
Theoretical
Concepts
Axis
Interpretations
• Risk• Extroversion• Patience• Norms• Self-Control• Axis Intensity Indicator
• Interpretation of 2 and 4 axes• Lines of Interpretation• PDA Universe & 26 Reference Profiles
• Perception• Self-Concept• Self-Consistency• Semantics
Agenda
10
Indicators for a deeper
Interpretation
• PDA Behavioral Profile Charts: Natural & Role
• E – Level of Energy• EB – Energy Balance• DMS– Decision-Making Style• PI – Profile Intensity• PM – Profile Modification• FT – Form Time (completion time of PDA form)
PDA Feedback
• Guidelines for the PDA Interpretation Assessment Process
• Exercises of Interpretation
PDA University• PDA Consulting
What is the PDA System?
11
12
What does PDA allow us to do?
13
Based on this we conclude…
Thus allowing them to reach and display their highest productive ability…
PDA does not describe:
14
Remember that a person’s success is not only determined by their Job Profile, but is also influenced by their experience, motivation, training, guidance and leadership among several other factors…
PDA: Areas of Application
15
Defining Positions
•Identification of the key skills of the positions.
•Definition of tasks and subtasks.
•Align the positions with the business core and marketing strategy.
•Analysis of successful contacts in each position.
Recruitment & Selection
•Correlation of the candidate’s profile vs. the profile of the job position.
•Gather information to prepare for the interview.
Induction &Training
•Identification of training needs.
•Analysis of strengths and weaknesses vs. the corporate competencies.
Potential &Development
•Detection of potential.•Identification of skills.•Relocation•Analysis of strengths/ Areas of improvement.
Leadership &Management
Outplacement
•Strengths•Areas of opportunity•Career guidance
Young Professionals
•Selection•Detection of Potential•Areas of development•Coaching
•Coaching•Communication•Leadership Style•Decision-making Style
16
Areas of Application – PDA Solutions
THEORETICAL BASIS
17
(1893 - 1947) Psychologist and inventor, he developed the “Theory of Personality” which is described in his book “Emotions of Normal People” (1928). It describes the underlying principles of the PDA database:
“Behavior is a function of a person in response to their perception of their environment”.
William M. Marston
18
For the development of the “Theory of the Personality Structure”, described and developed in his book “Emotions of Normal People”, Marston bases it on various theories and concepts:
In other words... each one of us will respond to a particular situation according to how we perceive, understand or interpret it.
William M. Marston
19
Among his inventions...
20
PERCEPTION
21
We know that Perception is a deep psychological process, related and mixed with our history, our experiences, our memories, our present situation, that is… associated with our “Self”....
Perception
22
PerceptionPerception is the way we receive, individualize, and interpret the is the way we receive, individualize, and interpret the world around us.world around us.
Perception is formed by …
23
Perception is formed by …
How many “E”s do you How many “E”s do you see?see?
“.. The best structure will not
guarantee results or performance.
But the wrong structure is a
guarantee for failure”..
Peter
Druker 24
Perception is formed by …
How many “E”s do you How many “E”s do you see?see?
“.. The best structure will not
guarantee results or performance.
But the wrong structure is a
guarantee for failure”..
Peter Druker25
26
27
28
Videos
29
VIDEOS
“Perception” is not an objective reality; people tend to create their own reality.
Conclusion
30
Self-Concept Theory
31
IDEAS ABOUT OURSELVES
Our idea of who we are
32
Parents SchoolColleagues
Relatives
I am …I can …
I should …I could …
etc.
I am …I can …
I should …I could …
etc.
Self-Concept Theory
33
From this basis, From this basis, MarstonMarston stated that: stated that:““Individual Behavior” is determined, in part, by the Individual Behavior” is determined, in part, by the interaction between the interaction between the self-conceptself-concept and the permanent and the permanent adjustments or modifications made in response to the adjustments or modifications made in response to the demands of their environment…demands of their environment…
Therefore, the purpose of “Human Behavior” is to...
Self-Concept Theory
34
The SELF-
CONCEPT
... consequently people will tend to behave consistently with what they believe...
At PDA we are saying
Self-Concept Theory
35
Self-Consistency Theory
36
“People will accept and assimilate those ideas that are consistent with what they believe and they will reject ideas that are inconsistent with what they believe”
“The mind works as an unit, an organized system of ideas”.
All ideas belonging to the system must be consistent with each other.
Self-Consistency Theory
37
SEMANTICS
38
Study of:
Language
The use of Words
Semantics
39
Concepts of Semantic
40
Through his studies Marston concluded that the interpretation that each person gives to each of the words is associated to how they perceive them… and as we have already seen: every person perceives according to their “self concept”.
This means that according to their “self concept”, each person would give positive or negative connotations - different in each case - to every word perceived ...
Concepts of Semantic
41
Marston developed the instrument to understand and analyze the “SELF CONCEPT”, and predict a person’s behavioral profile, the “natural behavior profile”
The birth of the tool…
42
Two identical lists of 86 “key” words, for the person to complete the form independently and spontaneously, selecting or rejecting each word according to their own perception of each..
According to the words selected by the assessed individual, the amount of words selected and the hundreds of millions of possible combinations, the “Behavioral Profile Chart” is obtained which can identify, describe and predict the Natural Behavior of the person.
The birth of the tool …
43
NATURAL ROLE
The birth of the tool …
44
NATURAL ROLE
Descriptive Words Behavioral Review Management Style
- Leadership
- Decision-Making
- Communication Sales Style:
- Opening
- Communication
- Closing Strengths that can become
limitations. How to lead effectively Current Motivational Status Action Plan
Other valuable information…
45
NATURAL ROLE Person - Position Correlation Studies :
- Predefined by PDA Int.
- Customized Person - Competencies
Correlation Studies
- Predefined by PDA Int.
- Customized Group Trends Leadership Matching Others….
VALIDITY &
RELIABILITY
46
47
Validity & Reliability
Recommended Reading Material and Hadbooks, available in PDA Consultancy Portal:
PDA Technical Manual
PDA Indicator Studies
PDA Research Summary
Equal Employment Opportunity Commission (E.E.O.C. )
48
Proven Reliability
49
84%
Validity according to the “Correlation Criteria”
50
Marston´s Model
Proactivity
Reactivity
Tasks
Peop
le
RiskAxis
ExtroversionExtroversionAxis
NormsAxis
PatienceAxis
Self-ControlEmotional Rational
Energy
5 Axes of PDA …
52
RISK Proactive towards Tasks
EXTROVERSIONEXTROVERSION Proactive towards People
PATIENCIE Receptive towards People
NORMS Receptive towards Tasks
SELFCONTROL Axis moves between Emotional – Rational Influence
While we will now describe and explain, one by one and in detail, the "axes" of PDA Assessment, it is important to clarify that the “axes" do not exist “pure and independently", but are always combined and are an essential part of a "BEHAVIORAL PROFILE”.
Important
53
Interpretation of the “axes” as “independent tendencies”
54
High Tendency
0 10 20 33 34 50 66 67 80 90 100
Low Tendency
Situational Tendecy
•The values for each axis vary from 0 to 100.
“Key” aspects of the axes
55
NATURAL ROLE
Risk Axis
56
Those who have a high Risk Axis, take risks, are oriented towards power and authority. They are motivated when having control of the situations.
People who have a low Risk Axis are oriented towards deep and complete understanding, prefer to avoid risks and they are motivated by having someone to guide and direct them explicitly.
Ris
k
Risk Axis: Motivators…
57
For example, a person who is naturally “High Risk” (Risky)...
Is motivated by tasks that require them to be constantly challenged, competing. These tasks do not demand from them bigger efforts.
Tasks that will require effort and will unmotivated them are the ones, that require to give up authority and control, and tasks that are not challenging and do not allow them to display authority.
Risk Axis: Words…
58
LOW Tendency HIGH Tendency• Careful• Moderate• Modest• Reserved• Risk averse• Friendly• Passive• Cautious
• Direct• Competitive• Confrontational• Risk Taker• Results-oriented• Decisive• Challenge-oriented
Extroversion Axis
59
Those who have a high Extroversion Axis prefer to work with people, are focused on building interpersonal relationships and are motivated by pleasing and being accepted by others
Those who have a low Extroversion Axis are focused on the analysis of information. They prefer to work alone, and are motivated by having objective information data and/or evidence.
Extr
overs
ion
Extr
overs
ion
Extroversion Axis: Motivators
60
For example, a person who is naturally “High Extroversion” (Extroverted)...
Is motivated by tasks that require them to be exposed to people; to meet new people. These tasks do not require from them bigger efforts.
Tasks that will require from them efforts and that will unmotivate them are data-intensive jobs that require them to work alone and take them away from popularity.
Extroversion Axis: Words…
61
LOW Tendency HIGH Tendency• Analytic• Serious• Introspective• Distant• Reserved
• Sociable• Persuasive• Extroverted• Friendly• Empathetic• Optimistic
Patience Axis
62
Those who have a high Patience Axis prefer to take time to do things, are focused on consistency and quality, they prefer things that they already “know”, and will avoid unexpected changes. They are motivated by being able to predict and understand everything.
Those who have low Patience Axis are focused on diversity and constant changes, prefer to work quickly and are motivated by variety.
Pati
en
ce
Pati
en
ce
Patience Axis: Motivators…
63
For example, a person who is naturally “High Patience” (Patient)...
Will be motivated by tasks that require time and analysis. These tasks do not require from them bigger efforts.
Tasks that require from them efforts and that will unmotivate them are the ones that demand a sense of urgency and constant changes, those that will not allow them to take time for the analysis.
Patience Axis: Words …
64
LOW Tendency HIGH Tendency• Diversity• Changing• Dynamic• Shifting• Spontaneous • Creative
• Routine• Quality• Patient• Calm• Quiet• Family-oriented
65
Those who have a high Norms Axis prefer to adhere to rules, regulations and procedures in order to avoid unfavorable situations and are motivated by perfection and security.
Those who have a low Norms Axis prefer autonomy, freedom to act and are motivated by independence.
Norm
sN
orm
s
Norms Axis
Norms Axis: Motivators…
66
For example, a person who is naturally “High Norms” (Conformity to Norms)...
Is motivated by structured tasks with clear rules and procedures to follow. This tasks do not demand from them bigger efforts.
Tasks that will demand from them efforts, and will consequently unmotivate them are those with no clear procedures, that require creativity, independence and freedom to act.
Norms Axis: Words…
67
LOW Tendency HIGH Tendency • Independent• Autonomous• Safe• Focused on the ‘big
picture’• Goal-oriented
• Disciplined• Cautious• Detail-oriented• Meticulous• Perfectionist• Professional recognition
For more information on “Motivators" please refer to Chapter 4 of the PDA Analyst's Manual
Motivators
68
69
ACTIVITY:
Famous Characters
“Key” aspects of the PDA profiles
70
Everyone displays, to a greater or lower extent, these 5 axes…
5 Axes Combined: Behavioral Profile
71
We understand that the BEHAVIORAL PROFILE of a person is the combined and integrated display of these 5 Axes.
Behavioral Profile
72
IMPORTANT:
There are no people with good OR bad Behavioral Profiles. There is people who, according to their Behavioral Profiles, require more or less effort to complete certain tasks, or functions in order to respond to certain responsibilities…
R E P N
R E P N
R E P N
R E P N
PROFILE Exercises
73
R E P N
R E P N
R E P N
R E P N
PROFILE Exercises
74
R E P N
R E P N
R E P N
R E P N
PROFILE Exercises
75
Instructions:
Name each of the axes.
Identify the tendency range of each axis.
Identify, according to the PDA model, the descriptive words and motivators of each axis.
PROFILE Exercise
76
PDA Manual
Chapter 6
Self-Control Axis
77
Self-control Axis
78
NATURAL ROLE
Measures the strength of the person to think and reflect before acting.
The process of reasoning and judgment.
IMPORTANT:
The Self-Control Axis is independent and not “physically” integrated into the “Marston Matrix”, but it impacts and affects the other 4 axes, acting on their Behavioral Profile.
Self-control Axis
79
Self-Control Axis
80
Facts Logics
High
Feelings Emotions
Low
LOW Tendency HIGH Tendency
Those who have a low Self-Control Axis tend to be more emotional, sensitive and spontaneous. They base their behavior and responses on their feelings and emotions.
Those who have a high Self-Control Axis tend to be more rational, more controlled. They base their behavior and responses on logic and facts.
Low High
Self-Control Axis
81
FactsLogic
Feelings Emotions
Maturity: thinking and considering the consequences before acting.
Process of reasoning and judgment. The ideal point is the midpoint reflecting a balance in
their self-control.
82
PDA Manual
Chapter 5
Axis Integration
There are two “key questions” to understand the interpretations of the PDA based on the Integration of two axes:
83
• Which is the most extended line of the graph?
• What are the predominant axes (Extremes; Highest and Lowest PS) on the graph?
Axis Integration
Lines of Interpretation(Most extensive lines)
84
R
E
P
N
Kin
dness
Influ
ence
Tensi
on
85
Lines of Interpretation
Pro
ble
m S
olv
er C
once
ntr
ati
on P
ersiste
nce
R
E N
P
Lines of Interpretation
Predominant Axes(Extremes)
87
Predominant Axes
8888
Predominant Axes
8989
90
ACTIVITY:
MOVIE CLIPS
Axis Intensity (AI)
91
PDA Manual
Chapter 12
NATURAL ROLE
Axis Intensity (AI)
92
The accentuation of each behavioral tendency (axis) within the profile.
Intense Axis: reflected as red dots in the grey zones of the chart.
Axis Intensity (AI)
93
Describes:
3rdDeviation
Very Intense
Low
First Deviation
Low Tendency
3rdDeviation
Very Intense
High
First Deviation
High Tendency
2nd Deviation
Intense Low
2nd Deviation
Intense High
Gaussian Function
94
Tendency“within the
normal range”
50 %20 %0 % 100%10 % 90 %80 %
Axis Intensity (AI)
95
Measurement Indicators
Description
Above 90%Very Intense. Extremely accentuated axis. (High)
Between 81% and 90% Intense/ Noticeable Axis (High)
Between 20% and 80% Normal Range. Within the “norm.” (High or Low)
Between 10% and 20% Intense/Noticeable Axis. (Low)
Below 10%Very Intense. Extremely accentuated axis. (Low)
This indicator measures the intensity of each tendency and allows us to make a distinction whether an axis is “High” or “Low”, or if it is “Extremely High” or “Extremely Low”…
INTENSEHIGH
INTENSELOW LOW HIGH
Axis Intensity (AI)
96
Intense Intense
Axis Intensity (AI)
97
“Direct and Competitive”(High Risk Axis)
“Confrontational and Authoritative” (Intensely High Risk Axis)
In both cases we are describing the “High Risk Axis” tendency... but the difference lies in the intensity and pronunciation of the Risk Axis...
For example, it’s not the same to describe a person with a “High Risk Axis” as:
Straightforward
CompetitiveAssertiveDominantRisk-Taker
Confrontational
ProudAuthoritative
FighterAutocratic
Two similar tendencies but with different “intensities”…
This box provides a clear and objective “description”, which allows us to understand, in detail, the behavioral style of the person in relation to the intensity of each axis.
Axis Intensity (AI)
98
Risk: “Normal or Intense”
99
Intense LOW Low High Intense High
• Indifferent• Mild• Feeling of
failure• Relaxed• Isolated
• Careful• Moderate• Modest• Reserved• Risk
averse
• Straightforward
• Competitive• Assertive• Dominant• Risk Taker
• Fighter• Proud• Confrontatio
nal• Authoritativ
e• Autocratic
Extroversion: “Normal or Intense”
100
Intense LOW Low High Intense High
• Restrained• Closed• Timid• Isolated• Apprehensi
ve
• Formal• Serious• Introverte
d• Distant• Reserved
• Empathetic
• Persuasive• Sociable• Extroverte
d• Friendly
• Inconsistent• Frivolous• Manipulative• Superficial• Condescendi
ng
Patience: “Normal or Intense”
101
Intense LOW
Low High Intense High
• Nervous• Anxious• Scattere
d• Irritable• Rushed• Tense
• Dynamic• Shifting• Changing• Spontaneou
s• Restless• Inconsistent
• Patient• Calm• Understandin
g• Relaxed• Stable• Consistent
• Imperturbable
• Indifferent• Emotionless• Cold• Mild• Apathetic
Norms: “Normal or Intense”
102
Intense LOW Low High Intense High
• Opinionated
• Stubborn• Rebellious• Relentless• Unfair
• Discerning• Independent• Arbitrary• Sure• Positive
• Neat• Discipline
d• Meticulou
s• Cautious• Careful
• Subordinate• Servile• Accommodati
ng• Resigned• Submissive
Age < 25 years old: lower self-control.
Geographical Restrictions: Born and raised in one area, limited life experiences, narrow-minded in their way of thinking.
Low High
<20% 80%>
Self-Control Axis: Intense
103
Considerations on the Self-Control Axis
104
R-EE-P-N
R-EE-P-N
PDA Universe: Profiles
105
R-EE-PN
R-EE-P-N
R-EE-PN
R-EE-P-N
26 Reference Profiles
106
Receptive
Precise
Friendly
Collaborator
Captivator
Kind
People-oriented
Rules-oriented
Calm
Promoter
Skeptical
Logical
Demanding
Political
Influential
Negotiator
Analytical
Change-oriented
Intuitive
Task-oriented
Goal-oriented
Investigative
Dominant
Dynamic
Concrete
Proactive
For more information on the “Reference Profiles” please check Chapter 18 on the Analyst Manual.
107
Practical Exercise
108
PROFILE…
Indicators for a Deep Interpretation
109
NATURAL ROLE
110
PDA Charts
111
Role Behavior
How (I
believe) people expect me to
behave...
How I see my
NATURAL SELF
Natural Behavior
Energy Level (E)
112
PDA Manual
Chapter 7
Energy Level (E)
113
NATURAL ROLE
Energy Level (E)
114
Energy Level (E)
115
Energy Level (E)
116
Measurement Indicators
Description
Above 81% Hyperactivity. Extreme resistence.
Between 50% and 80% Very alert and attentive.
Between 30% and 49% Adequate capacity.
Between 20% and 29% Lacks some energy.
Below 19% Slow grasp to new situations
Energy Balance (EB)
117
PDA Manual
Chapter 8
Energy Balance (EB)
118
NATURAL ROLE
Energy Balance (EB)
119
Comparison between the energy of the Natural Profile and the Role Profile
Comparison between the energy of the Natural Profile and the Role Profile
Energy Balance (EB)
120
PPosition
Person
Below Required Level
P
Position
Over Required Level
PersonPPosition
Person
Balanced Level
Energy Balance (EB)
121
l
Energy Balance (EB)
122
Measurement Indicators
Descripción
Above 80% Over demanded level.
Between 61% and 79% Required Level - Possibly stressed.
Between 40% and 60% Balanced Level - Motivated
Between 21% and 39% Low Level – Possibly unmotivated.
Below 20% Below required level.
Decision Making Style (DMS)
123
PDA Manual
Chapter 9
Decision Making Style (DMS)
124
NATURAL ROLE
Decision Making Style (DMS)
125
Decision Making Style (DMS)
126
When the "Risk Axis" is higher than the "Norms Axis" the person tends to make decisions based on information available at the time, assuming a certain "risk". Risky Decision-Making Style
When the "Norms Axis" is higher than the "Risk Axis" the person tends to seek additional information before making a decision, being more "cautious“ Cautious Decision-Making Style
127
Measurement Indicators
Descripción
Above 80% Risky Decision-Making style.
Between 51% and 80%
Possible Tension.
50% Confirmed Tension or Conflict.
Between 20% and 49% Possible Tension.
Below 20% Cautious Decision-Making style
Decision Making Style (DMS)
Conflict indicator in the Decision-Making Style:
Decision Making Style (DMS)
128
Profile Intensity (PI)
129
PDA Manual
Chapter 13
Profile Intensity (PI)
130
NATURAL ROLE
Profile Intensity (PI)
131
Profile Intensity (PI)
132
Profile Intensity (PI)
133
MeasurementIndicators
Description
Above 80% Very rigid. Could affect the Consistency Indicator
Between 66% and 80% Somewhat rigid. Low confidence in the analysis.
Between 31% and 65% Normal range of flexibility.
Between 20% and 30% Extreme flexibility. Low confidence.
Below 20%Narrow Profile. Could affect the Consistency Indicator
134
Narrow/ Inconsistent
Profile
Moderate Style
More Intense Style
Profile Intensity (PI)
Indicators:
Invalid/Inconsistent Profile
135
Profile Modification (PM)
136
PDA Manual
Chapter 10
Profile Modification (PM)
137
NATURAL ROLE
Profile Modification (PM)
138
Profile Modification (PM)
139
Profile Modification (PM)
=o =
140
Profile Modification (PM)
141
Measurement Indicators
Description
Above 80% Lacks flexibility.
Between 70% and 80% Can adapt. Is somewhat flexible.
Between 20% and 69% Normal flexibility.
Below 20%Possible that the person reflects behaviors that may be unexpected and/or unpredictable.
Form Time (FT)
142
PDA Manual
Chapter 14
Form Time (FT)
143
NATURAL ROLE
Form Time (FT)
144
May be included in those cases where the individual evaluated completes the form "Online“. When the person completes the PDA Form in paper, and the analyst uploads the information to the database this indicator loses its validity.
Form Time (FT)
145
Measurement Indicators
Description
Between 0 and 3 minutes Completed the form below the normal time. Unreliable.
Between 3 and 4 minutes Completed the form at the limit of normal time. Untrustworthy.
Between 4 and 50 minutes Completed the form within a normal amount of time.
Above 50 minutesExceeded the normal time to complete the form. Unreliable.
Consistency Indicator
146
PDA Manual
Chapter 15
Consistency Indicator
147
Some of the variables on which the “Consistency Indicator” is based:
Consistency Indicator
148
Number of words selected…
Which were the words selected…
Time to complete the form…
… among other variables.
The scale of the “Consistency Indicator” has 3 (three) levels:
Consistency Indicator
149
Consistent
Inconsistent
Invalid
CONSISTENCY INDICATOR
Consistency Indicator
150
Consistent: The information in this report is “coherent and consistent,” so it is valid to interpret and is of a solid base for interpretation.
Consistency Indicator
151
Inconsistent: The trends in behavior that this person reflects are not very clear and defined. Shows an extremely flexible style, almost reaching the point of inconsistency.
Some of the causes that can lead to this inconsistency could be that the person, when completing the form, did not understand the instructions or did not complete it continuously and was interrupted or lost concentration.
Based on this, it is important to note that the information in this PDA report is "inconsistent and unreliable”.
To obtain a more clear and consistent report we recommend that you contact the person to ask them again to complete the PDA Form, reinforcing the instructions: complete spontaneity, individually and without interruptions.
Consistency Indicator
152
Invalid: At this level the quantity and quality of information reflected in the system is extremely basic & limited.
The person does not reflect any behavioral trend. Shows more of an extremely flexible style, to the point of inconsistency, meaning: "I can be anything you want me to be" ... This prevents the system from generating a report.
Some of the causes that can lead to this inconsistency could be that the person, when completing the PDA form, did not understood the instructions or did not complete it continuously and was interrupted or lost concentration.
To obtain a more clear and consistent report we recommend that you contact the person to ask them again to complete the PDA Form, reinforcing the instructions: complete it spontaneously, individually and without interruptions.
The Indicators that affect, in a higher or lower degree, in the Consistency Indicator are:
Consistency Indicator: Indicators
153
Time Form:
< 3 mins. or > 50 mins. (*)
Energy Level (EL):
< 20% or > 80% in Natural Profile
Energy Balance (EB):
< 20% or > 80%
Profile Intensity (PI):
< 20% or > 80% in Natural Profile (*)
Profile Modification (PM)
< 30% or > a 80%
(*) When Time Form is <3’ or >50’ , or the Profile Intensity is < 20% the PDA Report is directly Invalid.
Instructions:
Interpret the following cases based on the PDA Analyst Guide.
Case Exercises
154
JOB PositionsSelection & Definition
155
PDA Manual
Chapter 16
JOB Position Profiles
156
Position Profiles: JOB
157
The acronym “JOB” refers toJob Observed Behaviours
We understand “JOB Position Profiles” as the “Behavioral Profile” required for a particular position.
The JOB Positions allow the PDA Analyst to identify and determine the "behavioral requirements" of a certain position.
Job Position Profiles: JOB
158
…Once the PDA Analyst has a JOB Position defined will be able to do correlation studies between the "behavioral profile" of a person and "behavioral requirements" of the job-position ...
Position Profiles: JOB
159
Position Profiles: JOB
160
If you have reviewed in detail the earlier 22 "Predefined Profiles" distributed in the 3 "Categories" provided on the PDA System and found they failed to adequately describe the "behavioral requirements" of the position to be filled.
Also, PDA International offers the PDA JOB Process for defining “tailored" behavioral profiles for the position.
JOB:Correlation Studies
161
PDA Manual
Chapter 17
Correlation Studies
162
In the Selection of JOB Positions the
compatibility is described in terms
of "%" Percentage.
Correlation Studies
163
JOB:Correlation Studies
164
Measurement Indicators
Description
Between 90% and 100% “Excellent” Correlation. There is a great possibility that the person can successfully respond to the behavioral requirements of the position.
Between 70% and 89% “Very Good” Correlation. There is a good possibility that the person can successfully respond to the behavioral requirements of the position.
Between 50% and 69% Correlation is “Acceptable”. Is not ideal. There is only some chance that the person can successfully respond to the behavioral requirements of the position.
Below 50%“Poor” Correlation”. There is virtually no chance that the person can respond successfully to the behavioral requirements of the position.
Administration of PDA
165
Managing the PDA Forms
These instructions are provided to ensure proper administration of the PDA Report Individual Analysis.
This guide is intended to help PDA Analysts to obtain consistent and objective information of the individuals assessed.
Administration of PDA
166
When providing the analysis of PDA Assessment, the PDA Analyst should make any necessary effort to create a favorable environment for its completion and following PDA Feedback session. This means, whether in person, via web or via email, the PDA Analyst will be responsible of generating a comfortable environment - properly explaining the purpose and intention - in which the person will complete the PDA Assessment Form and will feel comfortable when receiving the PDA Feedback regarding the graphs, reports and results.
167
Administration of PDA
Administration of PDA
168
Dear Xxxxxx,
As discussed in our conversation, I am sending you the link and detailed steps to follow in order to complete the PDA Form. Remember that this tool is not a test, as there are no right or wrong answers. It is a methodology to describe and analyze our natural tendencies of behavior.
To complete the PDA Form it is important to be in a quiet environment, free of distractions and interruptions, to take time and respond spontaneously, directly and sincerely. Once these conditions are met, sign in at http://linkpropio.pdainternational.net .
From there on simply follow the instructions
Administration of PDA
169
This analysis is a tool we use to understand your strengths in relation to our organization and to gain insight into how to lead you more effectively.
This is not a test that you pass or fail!
Completing the analysis takes about 10 to 15 minutes. Simply fill in each page according to the instructions printed on each page.Once you have completed the analysis, give it to (person or place)
Do you have any questions? If not, you are able to start now...
Admnistration Instructions : ”In Person”
Give the form to the individual being evaluated and request that they complete their personal information and read the instructions. Do not start to complete the form and select words.
We recommend the following steps:
Administration of PDA
170
It is important to reinforce the importance
of being spontaneous and direct, to select ”all the words
which you or others use to describe you.”
Remind the individual that while "there is no time limit", it takes
about 10 or 15 minutes...
If there are no questions, begin the administration.
Administration of PDA
171
Administration of PDA
172
PDA Interpretation Guide (I)
173
First Step: Analyze the Natural Profile
Feedback: At the time of feedback, when you begin by describing the information of the Natural Profile, always use appropriate language, not technical. It's good to start by saying "Basically this is a person who ..."
1. Define the descriptors and motivators of each of the axes (REPN) in its corresponding tendency
(high-situational-low). (Chapter 3 & 4)
2. Identify the intensities of each axis (REPN). Detail those which are in the extremes, either high or
low (REPN <20%, 80% > REPN). ( Chap. 12)
3. Analyze the Lines of integration between the axes and extreme axes. (Chapter 5)
4. Analyze the Axis of Self-Control. Identify the relationship between an extreme Axis of Self-Control
with pronounced axes. (Chap. 6)
5. Define the reference profile of the person and its respective behavior descriptors. (Chap. 18)
6. Analyze each of the following indicators:
Energy Level. (Chap. 7)
Profile Intensity. (Chap. 13)
Decision-Making Style. (Chap. 9)
174
PDA Interpretation Guide(II)
Second Step: Analyze the Role Profile
Feedback: At the time of feedback, when you begin by describing the information of the Role Profile, always use appropriate language, not technical. It's good to start by saying "This person perceives that their job requires them to ..."
1. Describe the changes in the behavior that the individual perceives must be changed in
order to succeed in their job (if working). (Chapter 11)
2. Analyze each of the following indicators:
Profile Intensity. (Chap. 13)
Decision-Making Style. (Chap. 9)
175
PDA Interpretation Guide (III)
Third Step: Compare the Natural Profile with the Role Profile
During the feedback it is very important to give the person space to express and state their comments and views. We complement all the information the PDA Charts and Reports provide us with what the person tells us. All the information provided by the individual greatly enriches the feedback process.
1. Analyze the indicators that compare both profiles:
Energy Balance. (Chap.8)
Profile Modification. (Chap. 10)
2. Analyze the Form Time. (Chap. 14)
PDA University&
PDA Consultancy Website
PDA Know How – Next Steps?
176
http://www.pdainternational.net