Using Thomas Profiling for effective

Performance Management

A Thomas International – TVPS presentation

 “We hire people for their technical skills
but fire (lose) them for their behavioural
faults”

- Thomas International
 Preview
 About Thomas International
 The Thomas International Profiling System(TIPS)
– Concepts
– Applications
– Tools
– Mechanics
 Implementation
 Case Studies
 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
 Thomas Profiling: Foundation
Unfavorable situation

DOMINANCE (D) COMPLIANCE (C)

Active
Active Passive
Passive

INFLUENCE (I) STEADINESS (S)

Favorable situation
 Thomas International Profiling System
 Widely used Human Resource Management Systems in
Rect, Trg&Devp, Appraisals, Team Bonding, Team
management, Competency Mapping etc………
 Leading behavioural assessment tools in the world
 Used in 51 countries, 49 languages
 30,000 clients of which 300 are MNCs
 6 million assessments during the last 15 years
 Software based
 Represented by Team Value Profiling Services in India
 Thomas International
Wide range of applications
 Strategic Business Reviews
 Management and Development
 Selection and retention
 Team Analysis
 Benchmarking Jobs
 Customer service
 Structured Interviewing
 Thomas International
Wide range of applications (2)
 Succession planning
 Leadership development
 Creating Self awareness
 Incorporating HR with business strategy
 Stress and career management
 Call centres
 Thomas International: Tools and
mechanics
 Thomas PPA System (PPA)
 Thomas Human Job Analysis (HJA)
 Thomas Team Analysis (TA)
 Thomas TST
 Thomas Appraisal
 Thomas Competencies
 DISC - Brief
D I S C
Direct Friendly Deliberate Systematic
 High Results Persuasive Dependable Logical
Aggressive Influential Good listener Perfectionist

Basic Fears Failure Rejection Sudden Change Conflict

Motivators Power & Auth Public Praise Security SOPs

Non demanding Reserved Mobile Strong willed

 Low Mild Serious Alert Stubborn
Accommodating Probing Restless Independent
 Mechanics of the PPA

• The PPA is a short form which takes 5 - 7

minutes to complete
• The form has 24 rows with 4 words each
• Each row choose Most(M) and Least(L)
behavior at work
• D,i,S,C Scores computed and fed into the
Thomaskey software
• Reports generated to suit requirement
 What the PPA provides
 Preferred behavioural style at work
 Behavioral modifications by the person to suit the needs of
current job situation
 Expectable behavior under work pressure
 Basic fears, motivation, value to the organisation
 Identification and classificaton of stress
A profile is just that - a profile. Whether it is
either effective or otherwise can be
determined only when compared with the
behavioral profile of the job
 Mechanics of the HJA
 Form with a list of 24 statements which explore
various aspects of a job
 Form filled by 2 or 3 people who know the job well
 “Prime Profile” generated
 D,i,S,C Scores fed into Thomaskey software
 Report on behavioral job description generated
 Compared with PPA to understand behavioral
compatibility of person with job.
 HJA: 2 useful reports

– HJA - assess a job

 Describes behavioral requirement of a job

– Job and person comparison

 Comments on the strengths and weakness when compared
with the job
– Computer scoring-input for HJA and PPA
 THOMAS BENCHMARKING
-SAMPLE
Good Average Poor

SUGGESTED HJA
 ORGANISATIONAL
BEHAVIOURAL INDEX
Points To Review Percentage
High D 25
High I 100
High S 38
High C 75
lose of Job Direction 13
Finding things tough 38
Frustrated 25
Indecisive 38
Stress 63
Follows rule when matters 13
Rebellious 0
Stubborn 13
Grey zone 38
Compatible 25

Trainable 50
Not Compatible 25
 PPA: 16 useful software reports

 Individual Reports
– Personal Profile Analysis
– Strengths and
Limitations
– How to Manage a person
– Training needs analysis
– Compatibility report
– Career guidelines
– Candidate feedback
– Executive summary
 PPA: 16 useful software reports (2)

 Audit reports
– Management capabilities
– Sales potential
– Administration ability/Technical competence.
– Call centre audit
– Customer service audit
 PPA: 16 useful software reports (3)

 Provides penetrating Questionnaires

 Management Interview Questionnaire.
 Sales Interview Questionnaire.
 General Questionnaire for admin/tech
function
 Strengths Matrix
76%-100% 0-25%
0-25%
76%-100%
--Motivator
Motivator
-Quality
-Quality conscious
conscious
--None
None -Concurrently
-Concurrently handling
handling different
different work
work
-Quick
-Quick in
in detecting
detecting errors
errors
-Handles
-Handles deadlines
deadlines
-goal
-goal oriented
oriented
-Work
-Work productively
productively in
in well
well defined
defined areas
areas
26%-50%
26%-50%
51%-75%
51%-75% --Verbal
Verbal communicator
communicator
-Diplomatic
--Friendly
Friendly approach
approach
-Diplomatic
-Generates
-Generates enthusiasm
enthusiasm
-Perfectionist
-Perfectionist
-Weigh
-Weigh all
all pros
pros and
and cons
cons
-Patient
-Patient
-Positive
-Positive approach
approach
-Motivated
-Motivated by
by results
results
-Good
-Good Planner
Planner
 LIMITATION MATRIX
Issues
--Act
Act hyperactive
hyperactive 0-25%
0-25%
76%-100%
76%-100%
-Not
-Not good
good listener
listener
-Restless
-Restless
-Overly
-Overly sensitive
-none
-none sensitive
-Lacks
-Lacks administrative
administrative skills
skills
-Lacks
-Lacks Decision
Decision taking
taking ability
ability

51%-75%
51%-75% --Overly
Overly cautious
cautious in
in decision
decision taking
taking
-Lenient
-Lenient in
in approach
approach
-Inadequate
-Inadequate delegation
delegation
26%-50%
26%-50%
-Defensive
-Defensive approach
approach -Lacks
-Lacks problem
problem solving
solving skills
skills
-Stubborn
-Stubborn at
at times
times
-Cannot
-Cannot set
set objectives
objectives
-Needs
-Needs time
time to
to adjust
adjust to
to change
change
-Lacks
-Lacks urgency
urgency
-Overly
-Overly patient
patient
 TRAINING MATRIX
ISSUES
ISSUES FOR FOR TRAINING
TRAINING
--Analysing
Analysing situations
situations
-Times
-Times scales
scales
-Setting
-Setting objectives
objectives
-Listening
-Listening and
and understanding
understanding
-Risk
-Risk analysis
analysis
-Goal
-Goal setting
setting
-Creative
-Creative and
and lateral
lateral thinking
thinking
-Assertiveness
-Assertiveness training
training
-Setting
-Setting objectives
objectives
-Decision
-Decision Taking
Taking
-Time
-Time management
management
-Effective
-Effective communication
communication
-Modify
-Modify behaviour
behaviour
-Setting
-Setting measurable
measurable targets
targets
-Strategic
-Strategic planning
planning
 5% Unknown
15% 5% Job Specification
C.V.
HJA
15% PPA
TST
Competences
15%
Interview

15%

15%

15%
 CONCEPT: BLOCK DIAGRAM
HJA
A B BEHAVIOUR C
PPA CORE

TEAM PERSON COMPETENCIES

DYNAMICS

SKILLS TST FUNCTIONAL

ROLE TRAINABILITY
SPECIFIC
A B C

VALIDATE SELECTION
AGAINST TRAINING APPRAISAL
PERFORMANCE DEVELOPMENT

PERFORMERS & NON- PERFORMERS

BOTTOM LINE INDUSTRY DYNAMICS

MORALE
EMP SATISFACTION
 PERSON

A B C

TEAM BEHAVIOUR CORE

PLAYER SKILLS FUNCTIONAL
TRAINABILITY
 Thomas TST
TESTS FOR SELECTION AND TRAINING
 Devised from knowledge of what makes a
mental task difficult.
 Principles of construction
– Human mental performance
– Measure known mental abilities
– Equal opportunity
 Five Types of tests.
Putting PPA, HJA and TST to
work
 Matching HJA and PPA provides a measure of
COMPATIBILITY

 TST is an indicator of ABILITY

 Linking Compatibility and Ability enables strategically

benchmarking Human Resources into four Quadrants
 STRONG COMPATIBILITY
STRONG COMPATIBILITY
HIGH ABILITY
LOW ABILITY
Promotions need to be Average
Need totobeexcellent performers
well taken care of
Currently
out good performers
worked carefully otherwise orwith great potential
the organisation may
theybut
tendlittle potential
to be promoted to for development, change &
lose good people
for their
development/higher
own incompetence tasks higher tasks

In Which
High

Quadrants Do
+/- +/+
Your Personnel
Compatibility
HJA & PPA
-/- -/+
Fit?Low
Ability
High

TST
WEAK COMPATIBILITY
WEAK COMPATIBILITY
LOW ABILITY
HIGH ABILITY
Below average performers Keeping
Work
Tend totoo
frustration,
be many of job
outshined/these
Below
Not muchaverage
can beto average
done except
However, they may be competent people
constraints
Effective will accumulate
and even
job-realignment
outperformed due
to performers
sustain their but to
efficiency
due to long years of performing redundancy
can a team
bring
current who
vast may
cannot
result
improvement
job-mismatch
have great potential
the same task drive the company further
 Thomas Profiling - TA

It’s not just about people and jobs, it’s also

about team roles

Thomas Team Audits

 Thomas Team Audit
 Unique
 DiSC + Role theory
 Aligns team culture with Business objectives
(Diagnostic review)
 Ideal Team Culture (ITC) + Actual Team Culture
(ATC)
 Gaps and development areas: Team related and
individual related
 Thomas Skills - Audit

 Role Specific
– Management
– Sales
– Admin/Tech
– Customer care
– Call Centre
 Measurable
 Focused and meaningful training
 Optimises training budgets
The Thomas Competence
Review System
 What is competence?
 Skills and attributes necessary to carry
out a job
Behaviour + Skills + Ability
 Not a fixed inventory
Industry, Organization, Function, Stage
in life cycle etc.
Thomas Competence review
system – Process

Management Diagnostic Review

Arriving at key business priorities

Identifying key competences to

achieve business priorities

Translating key competences

into measurable sub competences

Developing Competence review and

Measurement forms
 Using Thomas Profiling: some whys

 Very accurate results  Need not depend on

85% consultants
 Ease of administration  Wide range of
– 5 to 7 mins applications
 Upgraded every 6  Result oriented
months  Allows measurement
 Validated system- of effectiveness
across cultures and
gender
Using Thomas Profiling - Some direct
benefits
 Removes guess work in dealing with people
 More transparent
 Reduces cost to company
 Higher retention
 High Morale
 Enhances strategic aims of the company
 Clients(India) - A representative list
 Allergan India Ltd.  CISCO
 AT & S  Dr Reddy’s
 Arvind Clothing Ltd.  Ernst & Young
 Ashok Leyland  EID Parry(Murugappa
 Asian Paints Grp)
 Astrazeneca India  Flextronics
 BAAN Software  HCL Infosystems
 Bharati  Hindustan Motors
 Café Coffee Day  Hindustan Lever Ltd
 Citicorp overseas  I-flex Solutions
Software Ltd.  Johnson & Johnson
 Clients…(contd)
 Malayala Manorama
 Maruti (MUL)
 Mainstay Technologies
 Novartis
 OTIS Elevators
 Parke Davis
 Pfizer Ltd
 Phoenix Global Solutions
 Resil Chemicals
 Ranbaxy
 RPG Group
 Sanmar Group
 Shaw Wallace
 Smithkline-Glaxo
 SONY
 Tata Teleservices
 The UB group
 TNT
 Wyeth Lederle Ltd
 Clients…(contd)
 Malayala Manorama
 Maruti (MUL)
 Mainstay Technologies
 Novartis
 OTIS Elevators
 Parke Davis
 Pfizer Ltd
 Phoenix Global Solutions
 Resil Chemicals
 Ranbaxy
 RPG Group
 Sanmar Group
 Shaw Wallace
 Smithkline-Glaxo
 SONY
 Tata Teleservices
 The UB group
 TNT
 Wyeth Lederle Ltd
Thank you for your time and attention
 Did you know that companies who distinguish
themselves in the way they hire have achieved
 Growth rates of 60%-300% over their
competitors.
 Return on sales of about 200%-300% over
the competition.
 And most importantly, for the future of
your company... an increase of over 50% in
quality, service and customer satisfaction.
 . . .Source: Leonard Schlesinger, Harvard University
CASE STUDIES
 CASE STUDY - 1

 Company: Hindustan Lever Ltd

Purpose
 Development Center
 Facilitate development of Officers who have 4-5
years of experience in the company from various
functions
 Company: Hindustan Lever Ltd. (2)

 At the Development Center, participants are

exposed to a gamut of exercises like
– Case-studies
– Group Discussions
– Thomas Profiling
 Findings of Thomas profiling and other
exercises were found to be concurrent
 Company: Hindustan Lever Ltd. (3)

 Sub-groups having common profiles were

identified
 Ideal jobs and development paths for each cluster
were suggested
 Totally voluntary
 Company seen as a facilitator rather than a
imposer
 CASE STUDY-2

 Company: PARKE -DAVIS

Purpose :
 To build a fast track team
 To emphasize performance driven culture

…………CONTD
Ten Med Reps Short listed for Promotion
Group Discussion
Thomas Profiling
Interview Process

Two selected Eight

- Mentoring
- Cross function training
- Progress being monitored
( Using Thomas systems)
First Second
Promoted - Mktg Exec
(Best match)- MBA Program
- Groomed for Product manager
 Bharat Petro Chemicals Ltd

 Recruitment Training &Development


 PPA Interview Identify Training needs

 YES YES Training


 Selected Measure Effectiveness
No
 Rejected Counseling
 Company : Babcock International
 Project team: (Size 30)
- Project manager, Engineers and Draftsman

 Changed working environment

 Problems
– Absenteeism
– Delayed delivery schedules
– Errors creeping into the system
 HJA DEVELOPED

DEVELOPED Mr IDEAL ENGINEER AND

DRAFTSMAN

PPA FORM ADMINISTERED

PPA TECHINCAL AUDIT

GROUP ANALYSIS COMPARED WITH Mr IDEAL

TEAM AUDITS TRAINING NEEDS ANALYSIS

FOR EACH PERSON

TRAINING ADMINISTERED

RE-PROFILING AFTER
SIX MONTHS
 CITICORP OVERSEAS SOFTWARE LTD

THOMAS SYSTEMS

“ R” “ NR”

C “ R”
O
S
L “NR”
 ASIAN PAINTS LTD

 Sales executives and Supervisors underwent

Behavioral Profiling
 Thomas Reports were used as additional tools to
assist managers in Performance Appraisal
interviews of their subordinates
 JOHNSON AND JOHNSON

Purpose
 Team Building
 Self-awareness
 Company: Johnson and Johnson (2)

 A senior management task-specific team was

formed
 Team members were encouraged to share their
Thomas reports with each other
 This contributed to a good working understanding
of each other leading to higher effectiveness.
 Would you like to build and gain from
Thomas Systems?
 Contact
Team Value Profiling Services

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