Executive Briefing

TheLeadersGuidetoManagingWorkplaceStress

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The Leaders Guide to Managing Workplace Stress. Copyright 2010 by Profiles International. Printed and bound in the United States of America. All rights reserved. No part of the report may be reproduced in any form or by any electronic or mechanical means including information storage and retrieval systems without written permission from the publisher. Publisher Profiles Research Institute Dario Priolo, Managing Director 5205 Lake Shore Drive Waco, Texas 76710-1732 Profiles International (800) 960-9612 www.profilesinternational.com

Acknowledgements CEO, Co-founder, Profiles International: Jim Sirbasku President, Co-founder, Profiles International: Bud Haney Editor-in-Chief: Dario Priolo Managing Editor: Carrie D. Martinez Assistant Editor: Natalie Hefner Creative Director: Kelley Taylor

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Globally,morethan 3outof5doctor visitsareforstress relatedproblems.

Scope of Stress in Todays Workplace

Thisbriefingisdesignedtohelpexecutivesunderstand,recognizeandeffectivelydealwith stressintheworkplace.Asaseniorexecutive,itwillhelpyou: 1. 2. 3. 4. Raiseyourawarenessofthecausesandeffectsofexcessivestressors Encourageandsupporttheuseofgoodpracticesandpreventativemeasuresby supervisorsandemployees Providetoolsandtechniquesforassessingandmanagingstresswithinaworkgroup Helplearnersrecognizesignsofstressinthemselvesandothers,andtakeappropriate measures

ImportantDefinitions
Stress iscommonlyusedtodescribetheexternalexposures,pressuresanddemands thatweface;thecopingmechanismsthatweusetodealwiththem;andthe consequencesofourcopingmechanisms.Furthermore,jobstresscanbedefinedas theharmfulphysicalandemotionalresponsesthatoccurwhentherequirementsofthe jobdonotmatchthecapabilities,resourcesorneedsoftheworker.Toavoidconfusion, thetermstresswillbeusedastheoveralldescriptor,whilestressoranddistress refertothecauses(exposures,input),responsesandoutcomes(effects,outputs), respectively. Stressor referstopressures,challengesordemandsthatproduceadaptionresponses. Stressorsareknowntohavethepotentialtocausedistressandhealthproblems. Distress referstonegativeemotional,behavioralorphysicalreactions.

FoundationforIntegrated ResearchinMentalHealth

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The Leaders Guide to Managing Workplace Stress

1. The Origins of Stress

Whileresearchonjobstresshasgreatlyexpandedinrecentyears,confusion remainsaboutthecause,effects,andpreventionofworkrelatedstressors.
Stressors areubiquitousforallofus.Exposuretostressorscanbebothworkrelatedandnon workrelated.Itisimportanttorealizethatstressorscanhavecumulativeeffects,andthat simultaneousexposuretomultiplestressorswithoutsufficientrecoverytimecanleadtoan individualsincreasedvulnerability. Stressorsareinteractiveandinterdependent,animportantfactthatmustberecognized.While thisdocumentdealswithworkrelatedstressors,keepinmindthatdistressresultingfromnon workrelatedcausesisquitecommonandimpactstheindividualsworkplace.Conversely, distress resultingfromworkrelatedcauseswillimpactanindividualslifeoutsideofthework environment. Did you know? Stress is linked to the six leading causes of death heart disease, cancer, lung ailments, cirrhosis of the liver and suicide. AmericanPsychologicalAssociation,2005

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The Leaders Guide to Managing Workplace Stress

2. Stress is a Concern to All of Us

Did you know?

Stressistherootcauseofanxietyanddepression affectingover36 millionpeopleinAmericansworkforce.*

Workrelateddistresshasbeenshowntoaffectmillionsofworkersacrossalltypesof employmentsectors.Workrelatedmentalillnessesarebecomingoneofthemajor causesofoccupationalillnessandlostworkyears.Workrelatedstressorshavethe potentialtoalterapersonshealth,jobmotivationorcommitmenttowork. Thismayleadto: 1. anincreaseinthelikelihoodorseverityofanumberofillnessesincluding: Physicalillnessesandinjuries(heartdisease,musculoskeletaldisorders, gastrointestinaldisturbancesandvariousminorillnesses) Psychologicaleffectsandmentalillnesses(sleepproblems,anxietyand depression) 2. increasedabsenteeism 3. anincreaseinthefrequencyofaccidents 4. reducedmorale 5. increasedstaffturnover 6. reducedproductivityatworkorathome

62% of Americans say work

has a significant impact on stress levels

52% of workers are more stressed

because of work than home.

61% of workers list heavy workloads

as a significant impact on stress levels.

54% of workers are concerned about

health problems caused by stress.

*AmericanPsychologicalAssociation(APA)

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The Leaders Guide to Managing Workplace Stress

3. Accountability and Responsibilities

Did you know? Withinanyoccupationtheremaybea multitudeofstressors,andeach employeewillrespondinadifferent waytoeachstressor. Typicalexamplesofworkrelated stressorsinclude: 1. 2. 3. 4. 5. 6. 7. 8. 9. lackofcontrol time/deadlinepressure poorrelationships excessivetravel lackofconsultation/communication workoverload understaffing organizationalchange threatofredundancy

Occupationalstressorsaremoredifficulttoassessthanotherhealth&safety hazards.
Businessesthatareconcernedaboutpromotingthehealthandsafetyoftheiremployeesmustassess andmanageanybusinessrelatedrisksthatmayaffectthathealthandsafety.Occupationalstressors anddistressseemtobemoredifficulttoassessthanotherhealthandsafetyhazards.Itisessential, therefore,thatweapplythesamerigorinassessingandmanagingworkplacedistresshazardsthat wedoforallhealthandsafetyrisks. Allpartieswithinanorganizationshouldbeawareoftheneedtoaddresspotentialhealthrelated problemsintheworkplace: Thecompanyisnormallyconsideredtobeaccountablefortakingreasonablypracticableactions toreducerisks,thusensuringthatworkactivitydoesnotadverselyimpactthehealthofstaff. Supervisorsareresponsibleforassistingemployeesinmaintainingahealthfulworkenvironment. Thisincludeslookingathowworkisorganized,beingvigilantregardingemployeevulnerabilities andseeingiftherearewaystorelievepressuresothatitdoesnotbecomeexcessive.Inaddition, itisimportanttochecktoseeifothersareimpactedbychangesinteamdynamics.Supervisors shouldbeawareofavailableresourcestowhichtheycanpointemployeeswhomayneed assistanceindealingwithstress. Individualsareresponsiblefornotifyingtheirsupervisorsofanyissuesrelatedtotheirown perceivedstress,orstressthattheyobserveinothers.Thisrequiresapartnershipbetweenthe individualandthesupervisorbasedonhonestyandtrust.Individualsshouldalsofamiliarize themselveswithavailableresourcesandsupport.

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The Leaders Guide to Managing Workplace Stress

4. How do Stressors Affect People?

Lowmorale,healthandjobcomplaints,andemployeeturnoveroften providethefirstsignsofjobstress.
Thewaywethinkaltersthewayweareaffectedbystressors.Whatisstressfultoone individualmaynotbestressfultoanother.Whatisstressfultoanindividualtodaymay notbestressfultomorrow.Distressisrelatedtotheperceptionoflossofcontrolthat resultsfromanimbalancebetweenthepressuresbeingexertedontheindividualand thatindividualsresources.Whenpressuresanddemandsrisetoalevelatwhichthe personfeelsoutofcontrol,hiswayofthinking,feelingandbehavingwillbealtered. Asaresult,changesinphysiologicalfunctionsoccurwhich,ifunresolved,canleadto healthproblems.However,peopletendtoperformbetterwhenunderamoderate amountofpressure(seeFigure1).InFigure1,AandBbothrepresenthighperforming individualsandteams.A,however,isworkingcomfortablywithintheoptimumzoneof pressure,whileBisdistressedandisatriskfordevelopingadversereactions. Workingatpeakperformance(highpointongraph)isacceptableforshortperiods, butitisbeyondtheoptimumzone,thelevelatwhichpeoplecancomfortablywork continuously.Theriskofremainingatthepeakforlongperiodsisthelikelihoodof additionaleventsaddingtothepressureandpushingtheindividualintotheoverload zone. Onceanindividualhasmovedpastthepeakzoneandintotheoverloadzone,themovementdowntheslopecanbesuddenandunexpected. Thiscanresultinillnessifthereisnointervention.Alowlevelofperceivedcontroloftheworksituation(procedures,work pacingand decisions)seemstoincreasetheriskofhealthproblems.Furthermore,alowlevelofsupportandfeedbackfromsupervisorsandcoworkers mayincreasetheriskofpoorhealth.

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The Leaders Guide to Managing Workplace Stress

5. How to Recognize the Signs of Distress

Problemsatworkaremorestronglyassociatedwithhealthcomplaintsthanareanyotherlifestressor more sothanevenfinancialproblemsorfamilyproblems.*
Asustainedchangeinbehaviorandperformancecanbeanearlysignthatanemployeeissufferingdistress.Lookoutfordeterioratingrelationships withcolleagues,irritability,indecisiveness,absenteeismorreducedperformance.Perceiveddistresswillnotalwaysresultinsignsthatareapparentto others,andinitialchangesmaybequitesubtle(seealsoexamplesinTable1). Examplesofvarioussignsandsymptomsofdistress:

Emotional
confusion lossofsenseofproportion lackofconfidence forgetfulness mentalblock lackofenthusiasm feelingvictimized negativity depression

Intellectual
lackofconcentration&focus missingthepoint unabletomakedecisions/plans cantseetheforestforthetrees shortonideas thinkingaboutthepastallthe time decreasedworkperformance misseddeadlines

Social
moreaccidents carelessness overreacting angryoutbursts cantkeepstillorsettledown confusedspeech withdrawingfrompeopleand events aggressivedriving

Physical
perspiring lookingflushed increaseddependenceon smoking,drinkingordrugs eatingtoomuchortoolittle clumsiness minorailments,headaches insomnia

*NationalInstituteofforOccupationalSafetyandHealth DHHS(NIOSH)PublicationNo.99101

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The Leaders Guide to Managing Workplace Stress

6. Preventing and minimizing workplace distress

NearlyonehalfoflargecompaniesintheUnitedStatesprovidesometypeof stressmanagementtrainingfortheirworkforces.*
Mostofthethingsthatasupervisorcandotominimizeorpreventdistressareproductsofgood management.Itisimportanttobeawareofanypressuresthatmightnegativelyimpactany individual,andtointervenebeforeanybodycomestoharm. Goodmanagementpracticesinclude: Learningaboutwhatcausesdistressintheworkplace,workingactivelytoimprovethe workingenvironmentandminimizingstressorswithinyourcontrol. Findingoutwhetherdistresscouldbeaproblemforindividualsinyourworkgroupby implementingasystematicassessment. Workingtoeliminateormanageinternalissuesthatareaffectingstaff. Understandingonesownphysiologicalresponsetostressorsandworkingtoadopta proactivestance. Did you know? The Wall Street Journal reported that one third of people surveyed considered quitting their jobs because of stress and 14 % actually did.

*NationalInstituteofforOccupationalSafetyandHealth DHHS(NIOSH)PublicationNo.99101

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The Leaders Guide to Managing Workplace Stress

7. Dealing with stressed-out and distressed employees

ThemostdirectwaytoreducestressintheworkplaceistoIdentifythemostcommonstressorsanddesignastrategyto dealwiththerootcause.

1 4
in
workershavetakena mentalhealthdayoff fromworktocopewith stress APASurvey,2004

Listentotheindividual. Talkwiththeemployeeaboutanythingintheworkplacethatiscontributingto thedistress.Donottrytosolvenonworkrelatedissues,butbeopenandsupportive.Recognizethat nonworkproblemscanmakeitdifficultforpeopletocopewiththepressuresofwork.Itisina supervisorsbestinteresttoremainunderstanding. ConsiderconsultingHumanResources(HR)theymaybeabletohelpdependinguponthesituation. Dependingontheissue,youmaydecidetorefertheindividualdirectlytoOccupationalHealth.They willmakeamedicalassessmentandgiveprofessionalhealthadvicetotheindividual.Whendeciding whethertorefersomeonetoOccupationalHealth,itisimportanttoconsiderthefollowingtwooptions: 1. Iftheissueisminororifyoufeelthattheindividualwouldreceiverealbenefitsuggesttothe individualthatheconsiderconsultingwithMedical/OccupationalHealthstaff. 2. Iftheissueisabsencerelated,ifhealthcareisrequiredorifthepersonstatesthatthecauseis workrelated,thenmakeaformalreferraltoMedical/OccupationalHealth.

Medical/OccupationalHealthstaffwillhelptodeterminewhethertheissueisultimatelyworkrelated. Involvetheemployeeindecisionsbyjointlyagreeingonactions. Followupafteronemonthtocheckonwhetherthingshaveimproved. Findoutwhetherothersarealsoexperiencingdistressatwork.Ifonememberoftheteamissufferingfromworkrelateddistress,heorshemay representthetipofaniceberg. Finally,rememberthathealthrelatedissuesareprivacycasesandshouldremainconfidential.Itisimperativethatconfidentialityisnot breachedinanycommunicationsunlesssuchactionisnecessarytocomplywiththelaworwiththehealthandsafetyoftheindividualorothers.

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The Leaders Guide to Managing Workplace Stress

8. Managing your own stress

Learngoodstressmanagementskillsbeforedistresssetsin.
Distressmayimpactlogicalthinking,soyoumaynotrecognizethatyouareinthemiddleofastressful situationatthetime.Belowaresomebriefsuggestionsforpreventingstressandmanagingyourown personalstress.Makesureyoulearnthesepracticesnowbeforeyoureallyneedthem! 1.Developsupportstructures;talktootherindividuals. 2.Takecontrol: takeactiondosomething saynotoexcessivedemands prioritize slowdown leaveontime;takeabreak Exercise 3.Reducepressurebybeingobjective: avoidjumpingtoconclusions,takingthingspersonallyormakingmountainsoutof molehills askthequestion:Willitreallymatterfiveyearsfromnow? challengethepotentiallyunreasonableshoulds,oughts,musts,owesanddeserves,etc. 4.Avoidusingexaggeratedlabelssuchasstupid,lazy,dumb,crazyanduglyinconversationwithothers. 5.Learntechniquestoremainfocusedlikementallyshouting,Stop! 6.Recognizetheimpactofchangeandthestagesonegoesthroughwhenexperiencingchange. 7.Maintainselfesteemandrememberthatoneisnotalwaysaloneinonesthoughtsandfeelings. Realityistheleadingcauseofstress forthoseintouchwithit. JaneWagner

Stressiswhenyouwakeup screamingandyourealizeyou haventfallenasleepyet. Unknown

Therecannotbeastressfulcrisis nextweek.Myscheduleisalready full. HenryKissinger

Stress:Theconfusioncreatedwhen one'smindoverridesthebody's basicdesiretochoketheliving daylightsoutofsomejerkwho desperatelydeservesit. Unknown

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Stress Assessment Checklist

Goodmanagementcultureexistswhen: employeesarevalued,respectedandsupported healthissuesaretreatedseriouslybytheorganization Demandsonstaffareattherightlevelwhen: staffareabletocopewiththevolumeandcomplexityofthework workisscheduledsensiblysothatthereisenoughtimetocarryouttheallocatedtasksandindividualsarenot expectedtoworkexcessivelylonghours Stafffeelincontrolwhen: theyaregivenasayinhowtheydotheirwork theamountofcontroltheyhaveisbalancedwiththedemandsplaceduponthem Goodrelationshipsexistwhen: thereisgoodcommunicationbetweensupervisorsandemployees employeesarenotbulliedorharassed supervisorsregularlyprovidefairandspecificfeedbackontheworkdone supervisorsensurethatrewards(salary,promotionsandallocationoftasks)areperceivedasfairandin proportionwithcompetenceandeffort Goodchangemanagementexistswhensupervisors: communicatetoemployeesthereasonwhychangeisessential involveemployeesandrecognizetheirviews clearlyunderstandtheobjectiveofthechange ensureasupportiveclimateforemployees Employeesunderstandtheirroleswhen: theyknowhowthisfitsinwiththeorganizationswideraimsandobjectives jobsareclearlydefinedtoavoidconfusion Goodtrainingandsupportpracticeexistswhen: employeesreceivesuitableandsufficienttrainingtodotheirjobs employeesreceivesupportfromtheirsupervisors,evenwhenthingsgowrong theorganizationencouragespeopletosharetheirconcernsabouthealthandsafetyandworkrelatedstress theindividualisfairtotheemployertheydiscusstheirconcernsandworktowardsagreedsolutions

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imagine great
Profiles International Who We Are
ProfilesInternationalhelpsorganizations worldwidecreatehighperformingworkforces. Throughourcomprehensiveemployment assessmentsandinnovativetalentmanagement solutions,ourclientsgainacompetitive advantagebyselectingtherightpeopleand managingthemtotheirfullpotential.

people

Risk Free Study

Contactusforacomplimentary,risk free studyofferfor upto fiveofyour employees. Companieswhoworkwithusgaina competitiveadvantagebyunderstandingtheir peopleatthedeepestlevels;howtheythink, theirnaturaltendencies,behaviorsand preferences,andattitudestowardkey workplaceissues.Wearehighlyconfidentthat yourorganizationwillfindthisfreestudyoffer tobeofgreatvalue. Profilescanhelpyouensurethatyouhavethe rightpeopleintherightjobstoachieveyour objectives. Call us today! (800) 960-9612

Contact Us www.profilesinternational.com (800)9609612

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Introducing Profiles International

How We Do It Overview of our assessments and solutions

YourBusinessObjective
HighlevelStrategicWorkforceManagement Identifyinghighpotentialemployeesandmanagers Strategicworkforceandsuccessionplanning Restructuring,reorganizinganddownsizing Postmergerintegrationoforganizations EverydayWorkforceManagement Basicpreemploymentscreening Screening,interviewingandselectingjobcandidates Onboardingnewemployees Improvingemployeeproductivityandworkquality Improvingemployeemotivationandcommunication Resolvingconflictbetweencoworkers Selectingandmanagingteams Evaluatingmanagementeffectiveness Prioritizingmanagementdevelopmentneeds SalesandCustomerfacingWorkforceManagement Screening,interviewingandselectingjobcandidates Retainingandgrowingcustomersandaccounts Improvingsalesperformance

OurPopularSolutions
PXT PXT PXT PXT SOS PXT PXT PXT PST PST CP360 CP360 PMF PMF WES WES PSA PSA PSA PSA CSP CSP CSP CSP

PPI PPI PPI

PLP PLP

EBC PPI PPI PPI PPI PPI PPI PMF PMF WES WES

PSA

CSP

PXT

CP360 CP360

WES WES PSA PSA PSA CSP CSP

PST

EBC PPI CP360 PMF WES PSA CSP PLP PMF WES

PLP PLP

Legend

SOS PXT PST EBC PPI CP360

StepOneSurvey ProfileXT ProfilesSkillsTests EmployeeBackgroundChecks ProfilesPerformanceIndicator CheckPoint360

ProfilesManagerialFit WorkplaceEngagementSurvey ProfilesSalesAssessment CustomerServiceProfile ProfilesLoyaltyPro

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Introducing Profiles International

How We Do It Assessment and solution descriptions

Step One Survey II (SOSII)
TheSOSIIisabriefprehireassessmentthatmeasuresanindividualsbasicworkrelatedvalues.Itis usedprimarilyasascreeningtoolearlyinthecandidateselectionprocess. Thisassessmentprovidesvalidinsightintoanapplicantsworkethic,reliability,integrity,propensity forsubstanceabuse,andattitudestowardtheft includingproperty,dataandtime.

ProfileXT (PXT)
ThePXTassessmentmeasureshowwellanindividualfitsspecificjobsinyourorganization.Thejob matchingfeatureofthePXTisunique,anditenablesyoutoevaluateanindividualrelativetothe qualitiesrequiredtosuccessfullyperforminaspecificjob.Itisusedthroughouttheemployeelife cycleforselection,onboarding,managing,andstrategicworkforceplanning. Thisassessmentrevealsconsistent,indepth,objectiveinsightintoanindividual'sthinkingand reasoningstyle,relevantbehavioraltraits,occupationalinterests,andmatchtospecificjobsinyour organization. Ithelpsyourmanagersinterviewandselectpeoplewhohavethehighestprobability ofbeingsuccessfulinarole,andprovidespracticalrecommendationsforcoachingthemto maximumperformance.Italsogivesyourorganizationconsistentlanguageandmetricstosupport strategicworkforceandsuccessionplanning,talentmanagementandreorganizationefforts.

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Introducing Profiles International

How We Do It Assessment and solution descriptions

Profiles Performance Indicator (PPI)
TheProfilesPerformanceIndicatorisaDISCtypeassessmentthatrevealsaspectsofanindividual's personalitythatcouldimpacttheirfitwiththeirmanager,coworkersandteam,andtheirjob performance.Itisusedprimarilyformotivatingandcoachingemployees,andresolvingposthire conflictandperformanceissues. ThePPIspecificallymeasuresanindividual'smotivationalintensityandbehaviorsrelatedto productivity,qualityofwork,initiative,teamwork,problemsolving,andadaptingtochange,aswell asresponsetoconflict,stress,andfrustration.Theoutputfromthisassessmentservesasan operator'smanualforanemployee,whichhelpsmanagersbettermotivate,coach,and communicatewiththeemployee.Italsohelpstopredictandminimizeconflictamongcoworkers, anditprovidescrucialinformationforimprovingteamselectionandperformance. ApowerfulfeatureofthePPIistheTeamAnalysisReport,designedtohelpmanagersformnew teams,reduceteamconflict,improveteamcommunication,improvetheirabilitytoanticipate problems,andenhancetheirteamleadershipskills. Ithelpsevaluateoverallteambalance,strengths,andweaknesses,aswellasteammembers personalitycharacteristicsalong12keyfactors:control,composure,socialinfluence,analytical, patience,resultsorientation,precision,expressiveness,ambition,teamwork,positiveexpectancy, andqualityofwork.Italsoprovidesteamleaderswithpracticalrecommendationsandactionsteps totakeinordertosucceedintheirjobs.

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Introducing Profiles International

How We Do It Assessment and solution descriptions

CheckPoint 360
TheCheckPointManagementSystemisa360degreeassessment.Itisusedprimarilytoevaluatethe effectivenessofyourmanagersandleaders.Thisassessmentcombinesfeedbackfromdirectreports, peers,supervisors,andevencustomers,withapersonalizedprogramfordevelopingspecific leadershipskillsbasedonthatfeedback.Thisprocesshighlightsamanagersjobperformancein8 universalmanagementcompetencies:communication,leadership,adaptingtochange,relationships, taskmanagement,production,developmentofothers,andpersonaldevelopment. TheCheckPoint360helpsmanagersidentifyandprioritizetheirowndevelopmentopportunities.And ithelpstheorganizationtobetterfocusmanagementtraininganddevelopmentinvestments; proactivelyuncovermisalignedprioritiesbetweenseniorexecutivesandfrontlinemanagers;and surfacemanagementissuesthatcouldleadtolowemployeeproductivity,morale,jobsatisfaction, andincreasedturnover.

Profiles Managerial Fit (PMF)

Peopletypicallydontquittheircompanies,theyquittheirbosses.ProfilesManagerialFit(PMF) measurescriticalaspectsofcompatibilitybetweenamanagerandtheiremployees.Thisreportoffers anindepthlookatonesapproachtolearning,aswellassixcriticaldimensionsofcompatibilitywith theirmanager:selfassurance,conformity,optimism,decisiveness,selfreliance,andobjectivity. Managersusethisinformationforadaptingtheirstylesinordertogetthemostfromeachemployee; improvecommunication;increaseengagement,satisfaction,andproductivity;andreduceemployee turnover.
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Introducing Profiles International

How We Do It Assessment and solution descriptions

Workplace Engagement Survey (WES)
OurWorkplaceEngagementSurvey(WES)measuresthedegreetowhichyouremployeesconnect withtheirworkandfeelcommittedtotheorganizationanditsgoals.Thisgivesyouandyour managementteamadetailedviewofwhatinfluencesengagementacrossallofyourworkforce segmentsandhowyouremployeescomparestatisticallytotheoverallworkingpopulation. Inaddition,theWESmeasuressatisfactionwithemployerandsatisfactionwithmanageracross yourentireorganization,andgivesrecommendationsforyourorganizationtoimprove.

Profiles Skills Tests (PST)

ProfilesInternationalprovidescomprehensiveassessmentstomeasureessentialknowledgeand skills.Weusepowerfultechnologies,suchasperformancebasedtesting,whichsimulatespopular softwareproductslikeMicrosoftOffice,toensureaccurate,reliable,assessmentofknowledge, skills,andabilities.OurskillsassessmentscoverSoftwareSkills,ClericalSkills,CallCenterSkills, AccountingandFinance,Medical,Nursing,Legal,Industrial,ComputerLiteracy,Retail,Food Services,InformationTechnology,Staffing,andHumanResources.

Employee Background Checks (EBC)

ProfilesInternationalprovidescomprehensiveemployeebackgroundchecksforourclients.These includeConsumerCreditReports,CriminalHistoryRecord,Drivers'HistoryReport(DMV),Education Verification,EmploymentHistoryVerification,ForeignNationalsTerroristSanctionsSearch(OFAC, CLFST&OSFI),IdentityVerificationSearch,IncarcerationRecordsSearch,MilitaryService Verification,CursoryNationwideCriminalIndexDatabaseSearch(CNID),andmanymore.
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Introducing Profiles International

How We Do It Assessment and solution descriptions

Profiles Sales Assessment (PSA)
TheProfilesSalesAssessment (PSA)measureshowwellapersonfitsspecificsalesjobsinyour organization.Itisusedprimarilyforselecting,onboardingandmanagingsalespeopleandaccount managers. ThejobmodelingfeatureofthePSAisunique,andcanbecustomizedbycompany,salesposition, department,manager,geography,oranycombinationofthesefactors.Thisenablesyoutoevaluate anindividualrelativetothequalitiesrequiredtoperformsuccessfullyinaspecificsalesjobinyour organization.Italsopredictsonthejobperformanceinsevencriticalsalesbehaviors:prospecting, callreluctance,closingthesale,selfstarting,teamwork,buildingandmaintainingrelationships,and compensationpreference.

Customer Service Profile (CSP)

TheCustomerServiceProfile(CSP)measureshowwellapersonfitsspecificcustomerservicejobsin yourorganization.Itisusedprimarilyforselecting,onboarding,andmanagingcustomerservice employees. TheCSPalsolooksatwhatyourcurrentandfutureemployeesbelieveisahighlevelofcustomer service,whileatthesametimeshowingwheretheyalign(ornot)withthecompanysperspective. Wehaveageneralindustryversionofthisassessmentaswellasverticalspecialtiesinhospitality, healthcare,financialservices,andretail.

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Introducing Profiles International

How We Do It Assessment and solution descriptions

Profiles Loyalty Pro (PLP)
ProfilesLoyaltyProisawebbasedcustomerloyaltysurveyingtool. Loyalty,asdetermined throughthevoiceofthecustomer,isaleadingindicatorthatpredictsthestayingpowerofan account. ProfilesLoyaltyPro offerscompaniesatooltogatherongoing,criticalaccountintelligencethat helpsthemassesstherelationshipbetweenthebuyerandthesupplier,ultimatelydrivingtheaction plantoimprovecustomerservice. Havinginsightintoyourcustomersperceptionofyour relationshipallowsyoutosteerthestrategicbusinesseffortsandinitiativesoftheaccount managementteams tocontinuallyimprovecustomerrelationshipsandbuildanetworkofloyal customers.

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Profiles International Who We Are

ProfilesInternationalhelpsorganizationsworldwidecreatehighperformingworkforces. Throughourcomprehensiveemploymentassessmentsandinnovativetalentmanagementsolutions, ourclientsgainacompetitiveadvantagebyselectingtherightpeopleandmanagingthemtotheir fullpotential.
Where We Are Profilesserves122countries aroundtheglobeandhas materialin32languages.

Contact Us
Profiles International www.profilesinternational.com (800)9609612

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