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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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.

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PERSONAL PROFILE ANALYSIS SYSTEM

HUMAN JOB ANALYSIS (HJA)

PERSONAL PROFILE ANALYSIS (PPA)

Evaluates the job role Considers the culture Verifies job specifications Identifies the job needs

Assesses the person Provides ideal job emphasis Identifies frustrations and stresses 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 Motivating Communicating Decision Taking Problem Solving Administration Planning Team building Sales Opening Closing Communication Customer Service Presenting Administration Admin/Technical Organising Work Flow Meeting Deadlines Time Management Meeting Information Service Needs Ensuring Quality & Accuracy Problem Solving

Identifies:
Strengths and limitations Problems and stresses Frustrations 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 certain postures 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 a recommended 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 profile

Feedback 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)

DEVELOPING OPTIONS 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 Driving Competitive Forceful Inquisitive Direct Self Starter Compliant Careful Systematic Precise Perfectionist Logical

DOMINANCE (POWER)

COMPLIANCE (POLICY)

an active, positive posture in a hostile or unfriendly environment confronts in order to overcome and in so doing avoid failure

a cautious, undecided response to an antagonistic environment, designed to negate the degree of antagonism and thus avoid trouble or conflict.

ACTIVE ............................................................................................................................. PASSIVE BEHAVIOURS BEHAVIOURS

an active, positive posture designed to move away from an unfriendly situation towards a more friendly and favourable state by using persuasion thus avoiding rejection. Influential Persuasive Friendly Verbal Communicative Positive

a passive response to a hostile situation. attempts to maintain status quo until hostility is over in order to avoid insecurity. Dependable Deliberate Amiable Persistent Good listener Kind
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INFLUENCE (PEOPLE)

STEADINESS (PACE)

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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 Benchmarking Career guidance Team audit Empowerment and change

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