thomas eng brochure

7/29/2019 Thomas ENG Brochure

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Introduction of the

Thomas Personal Profile

Analysis System

The Thomas System, the most spread personal profile tool

used in over 40 000 companies, since over 40 years


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T H E S C I E N C E O F H I G H P E R F O R M A N C E

The Thomas Personal Profile Analysis System

Description

The Personal Profile Analysis is a managerial aid to recruiting, selection, training,

counselling and team building. It comprises of two instruments, the Human Job Analysis

(HJA) and the Personal Profile Analysis (PPA).

The HJA provides means of identifying the behavioural requirements of a job specification.

The PPA provides the means of identifying the behavioural characteristics of the individual.

The personal profile analysis is a self-administered instrument - not a test - that measures

human behaviour in the work environment. The questionnaire can be completed in 5-8

minutes. It allows you to see how people see themselves, how they behave under pressure

and how others see them. It provides an understanding of behavioural differences in

leadership, teams and groups. It can also be used both to identify training needs to stimulate

and energise individuals in the work environment and to raise self-esteem, confidence and

enthusiasm of the individual.

Four dimensions of behaviour

Basically we assess four factors: dominance/influence-inducement/ steadiness/compliance.

Whilst it is easy to assess each factor in isolation it must be remembered the other three

factors will have considerable influence on that assessment. The PPA system therefore takes

into account factors working with or in opposition to each other. It allows a precise and easy

to read and administer assessment to be made of a persons characteristics.

Thomas International Contact Points Kft. 2

www.thomasinternational.net Tel: +36 20 476 20 75 e-mail: [email protected]


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PERSONAL PROFILE ANALYSIS SYSTEM

HUMAN JOB ANALYSIS (HJA) PERSONAL PROFILE ANALYSIS (PPA)

Evaluates the job role Assesses the person

Considers the culture Provides ideal job emphasis

Verifies job specifications Identifies frustrations and stresses

Identifies the job needs Details fears and motivators

THOMAS SOFTWARE

Assesses the job & the person

Compares the person directly with the job needs

Generates interview questions related to individual profiles

Identifies strengths and limitations

Specifies training needs

Provides information on how to manage a person

Provides information on how to build a team

Assesses people for jobs in:

Management Sales Admin/TechnicalMotivating Opening Organising Work Flow

Communicating Closing Meeting Deadlines

Decision Taking Communication Time Management

Problem Solving Customer Service Meeting Information

Administration Presenting Service Needs

Planning Administration Ensuring Quality & Accuracy

Team building Problem Solving

Identifies:

Strengths and limitations

Problems and stressesFrustrations

Motivators

Fears

Results in:

Reduced subjectivity

Improved communication

Better job fit

Commitment

Retention




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Successful teams




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Background

In 1928 Marston set forth the theory that human behaviour was a function of the environment

of that individual. This was described on a scale from antagonistic to favourable

reaction within this environment; with the persona's reaction measured along a basis of

passive to active. Using these two limits as a base line four typical patterns of

interaction of the individual and his/her environment could be seen (page 7):

Dominance an active, positive posture in an unfriendly environment.

Inducement an active, positive posture in a favourable environment.

Submission passive agreeableness in a favourable environment.

Compliance a cautious undecided response to an antagonistic environment designed to

calm the degree of antagonism.

It is fair to assume that most people show all four of these dimensions at times; also that each

individual develops a style of life for herself/ himself, placing particular emphasis on certainpostures and less on others. Sullivan in 1935 and Rogers in 1951 believed this adjustment

depended in large measure upon the reactions of other people to one individuals efforts to

find and establish their own characteristic method of behaviour.

The result of these efforts at adjustment is a self image which each of us works to maintain

and to act out in our behaviour, according to Lecky, in 1945. At the same time he/she is also

seeking roles and occupations with this self-image, according to Sargin 1945 and Super 1957.

How can we measure competencies using The Personal Profile

Analysis?

The Personal Profile Analysis (PPA) is offered to clients as only one element in arecommended interview procedure. Before PPA is offered to the candidate we advise you

first to use the HJA and to follow standard pre-screening procedures. When the interviewer

has compiled a profile of the ideal job qualities from HJA. This is matched against the profile

provided by the candidate from PPA. This dual process aims to have both the company

representative and the candidate focus on the dimensions of behaviour likely to succeed. If

you wish to complete the PPA with a normative test which measure the ability of the

candidate we recommend that you use the TST (available only by SLG) Test for Selection

and Training.




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Feedback from the profileFeedback from the profile will result in answers to the following and many more questions:

1. In what areas will the person be most productive?

2. How does this person communicate?

3. Would this person make a good administrator?

4. Would this person make a good salesman?

5. Will this person need a lot of encouragement?

6. Is this person a self-starter?

7. Does he/she respond to competition?

8. Can he/she follow specific instructions?

9. What type of leadership traits does this person have?

10.How is this person motivated?

11. Is the individual willing to comply?

12. Does this person have a strong self-image?

13. What training will this person require?

14. Could this person be developed to assume greater responsibility?

15. What type of person does this individual work well with?

16. What other types of people does this person need?

WHERE THE THOMAS SYSTEM CAN BE USED

We itemise below those areas where the Thomas system can be most successfully used in the

managing change process:




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CULTURE

Organisation (HJA)

Teams (PPA and HJA)

Beliefs (Thomas 2000)

Values (Thomas 2000)

SWOT ANALYSIS

HR strengths and weaknesses

FOCUS

Training needs

Development Potential (Thomas TST)

Appraisal (Thomas Appraisal)

Communication (Thomas Diagnostics)

DEVELOPINGOPTIONS

Attitudes to change (PPA)

Needs, wants (PPA)

Limitations (PPA)

Values to the organisation (PPA)

GAP ANALYSIS

People issues (all Thomas systems)

IMPLEMENTATION

Managing change (Thomas Diagnostics)

Assessing the progress (Thomas Diagnostics)

Measuring success (Thomas Diagnostics)




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Advantages

Time to fill out the PPA-form: 5-10 minutes

Time to evaluate: verbally or printed report within 3 minutes.

PC support: The analysis can be administered on PC or on the Internet / Intranet. The

computer generates reports in different languages.

Languages: The PPA- forms are available in 50 languages, and reports are available in most

of the international languages (like English, Spanish, German, French, Italian, Portuguese,etc. etc.)

Offices: Thomas operates in 50 countries and the Thomas Analysis is represented in more

than 50 countries.

Personal support and quality checks every fourth month by the Thomas consultant.

Free telephone support.

Usage

The person using the instrument must be trained and authorised by Thomas.

License

No licence costs.

Training and prices

To be agreed on.

Cost of use

Payment according to system use




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MARSTON, W. MOULTON, (1928)

"Emotions of normal people"

Theoretical Perspective - an Interpersonal/Situational Theory

PERCEIVED

SITUATION

hostile, unfriendly, antagonistic

Assertive CompliantDriving Careful

Competitive DOMINANCE COMPLIANCE Systematic

Forceful (POWER) (POLICY) Precise

Inquisitive Perfectionist

Direct Logical

Self Starter

an active, positive posture in a a cautious, undecided response to an anta-

hostile or unfriendly environment gonistic environment, designed to negate

confronts in order to overcome the degree of antagonism and thus avoidand in so doing avoid failure trouble or conflict.

ACTIVE............................................................................................................................. PASSIVE

BEHAVIOURS BEHAVIOURS

an active, positive posture designed to a passive response to a hostile situation.

move away from an unfriendly situation attempts to maintain status quo until

towards a more friendly and favourable hostility is over in order to avoidstate by using persuasion thus avoiding insecurity.

rejection.

Influential Dependable

Persuasive DeliberateFriendly INFLUENCE STEADINESS Amiable

Verbal (PEOPLE) (PACE) Persistent

Communicative Good listener

Positive Kind




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friendly, favourable




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COMMON FIELDS OF APPLICATION

Personnel inventory

Personal development

Leadership style of the company

Individual leadership style

Team bonding and building

Personal talks about job and future

Individual motivation

Possibilities and limits under pressure

Planning of education and development

Solving relationship problems

Transferring of personnel

Restructuring

Recruiting and selection, external and internal

Training and development

Releasing people potential

Stimulating employees

Diagnosing and resolving people problems

Appraisal

BenchmarkingCareer guidance

Team audit

Empowerment and change



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