HRIM HR Information Management Leader Master Job Profile · Master Job Profile . Director, HR Information Management . Job Description . Position Overview . Key Accountabilities

Master Job Profile Director HR Information Management

Prepared by The Nielson Group www.nielsongroup.com 972.346.2892

With cooperation of

http://www.nielsongroup.com/

Director, HR Information Management Master Job Profile

The Nielson Group [email protected] (972) 346-2892 www.nielsongroup.com

With cooperation of

Master Job Profile Director, HR Information Management

Job Description Position Overview Key Accountabilities Measures of Success

TriMetrix HD Master Job Report Introduction

Key Characteristics

Job Competencies Hierarchy (25 Areas)

Rewards/Culture

Organizational

Role

Behavioral

Acumen Indicators

Key Competency Detail

Job Competencies Feedback

Rewards/Culture Feedback

Behavioral Feedback

Interview Questions

Competencies Interview Questions

Rewards/Culture Interview Questions

Behavioral Interview Questions

mailto:[email protected]

Updated on 3/30/2012 3:38 PM

Copyright 2012 The Nielson Group (972) 346-2892 Page 1 of 3 Coaching Organizations for Breakthrough Performance www.nielsongroup.com

Director/Manager HR Information Management Reports to: Chief HR or IT Executive

Position Overview The HRIM Director/Manager is responsible for the effective collection and use of employee and organizational information in support of HR objectives in a manner that respects system development methods, standards and procedures. This position has a direct impact on the effectiveness of HR management and staff and organizational management to forecast critical metrics related to human capital management (HCM) and to meet government reporting requirements.

Accountability exists for 3rd party data systems that may or may not be internally managed. To the extent self-service systems are in place or under development, this position is accountable to line management and employees.

Key stakeholders to this position include executive management (c-level for Finance, Operations, HR, Legal), HR management, HR staff, IT and Payroll. This position may have managers, supervisors, and staff as direct reports depending on size and complexity of the organization (small, medium, large, multi-national, multi-division, multi-company, etc.). Key Accountabilities

The following key accountabilities ensure the critical success of this position (use of sub-bullets optional): 30%-40% Ensure the successful and timely development, implementation

and ongoing support of HRM solutions, including customization, configuration, development testing, upgrading, interfacing, integration, security, data loading and exporting, user training, data analytics and management reporting utilizing best-practice program management strategies, tools and methods. • Develop ambitious yet realistic project plans • Manage to project plan timelines • Oversee the development and application of test plans and scripts. • Prioritize and assign the allocation of resources in a manner that ensures a balanced

approach to ongoing support needs so that HR problems are solved in a timely manner • Ensure proper documentation and knowledge management

10%-25% Lead cross-functional teams and directly contribute to identify work process and system requirements and effectively direct the design of HRM solutions that anticipate customer needs and result in best-in-class HR work processes.

Carl Nielson

Sticky Note

Rather than peg a specific weight for each key accountability, we've provided a range based on the input of those in the HRIM community. The percent in bold was the more frequently quoted weighting.

Updated on 3/30/2012 3:38 PM


• Utilize a change management model for communicating, education and implementing role-talent alignment (Kotter’s 8 Steps as an example)

• Evangelize operational efficiency within HR that enables HR to apply more resources to strategic work

• Design/develop tables, screens, workflows and reports to implement new or enhanced functionality

• Own vendor/product evaluation, selection and management – ensure vendor/product success

10%-20% Serve as liaison, facilitator and thought leader on the application of technology to solve HR problems. • Ensure all stakeholders within HR, Payroll, Finance and IT understand and contribute to

evaluating, matching and prioritizing HR business goals with cost-effective best-practice work process and technology solutions that support those goals and meet stakeholder needs.

• Lead the development and application of an HR Technology roadmap. 10%-20% Enable HR staff, company managers and employees to effectively

utilize appropriate HR data using online self service tools for reporting, analytics, scorecard production, HR process work flow and data manipulation within the scope and needs of each respective role. Ensure timely and useful production of management information that provides for accurate forecasting, payroll operations and strategic decision making (HCM-Business Metric Scorecards).

10%-15% Provide ethical leadership and managerial oversight of staff (direct reports and indirect reports), vendors and consultants in a manner that: • Maximize individual and stakeholder engagement • Promote maximum collaboration and knowledge transfer for the benefit of the company • Significantly contribute to the achievement of HR goals

5%-10% Maintain a high level of understanding, skill and continuous learning to achieve shared and desired/necessary goals and outcomes. This includes: • The business of HR • Organizational dynamics • Stakeholder motives • HR’s value and impact on the organization • Current and future state of technologies that support HR’s mission • Leadership effectiveness • Project management

Updated on 3/30/2012 3:38 PM


Measures of Success The following criteria measure the success of the position sometimes known as Key Performance Indicators (avoid creating too many measures). This may be different for different organizations and may change from year to year. These are not required for our study. However, you may want to use this document for your own internal purpose. List those KPIs that are measurable: _________________________________________________________

_________________________________________________________

_________________________________________________________

_________________________________________________________

_________________________________________________________

TTI TriMetrix® HDMultiple Respondent Job Report

Director, HR Information Management BenchmarkDirector, HR Information Mgmt Systems

4-26-2012

Carl Nielson [email protected](V) 972-346-2892The Nielson Group

Coaching Organizations for Breakthrough Performance

Copyright © 2006-2010. Target Training International, Ltd.

INTRODUCTION

Director, HR Information Mgmt Systems

If the job could talk, it would clearly define the knowledge, hard skills, people skills,behavior and culture needed for superior performance. Your unbiased input regarding thespecific requirements of the job in question has been applied to the TriMetrix® HD Jobbenchmarking process. The result is an evaluative report that analyzes a total of 55separate areas. Additional feedback and suggested interview questions that pertain toeach area complete this report.

KEY CHARACTERISTICS

This section represents the level of importance for four key areas of business risk.

JOB COMPETENCIES HIERARCHY (25 AREAS)

This section presents 25 key job competencies and quantifies their importance to thisspecific job. Each job has a unique ranking of competencies, reflecting different levels ofcapacities required by different jobs for superior performance.

REWARDS/CULTURE HIERARCHY (6 AREAS)

This section clearly identifies the rewards/culture of the job, which defines its sources ofmotivation. It clarifies "why" and "in what kind of environment" this job will producesuccess.

BEHAVIORAL HIERARCHY (12 AREAS)

This section explores the behavioral traits demanded of the job. The higher the ranking,the more important the behavioral trait will be to the job for stress reduction and superiorperformance.

The results of this section are ranked on a scale, reflecting the unique levels ofapplicability and importance to the job. These rankings illustrate what is essential for thisjob to deliver superior performance and maximum value to your organization.

ACUMEN INDICATORS (12 AREAS)

This section represents the acumen needed for superior performance in the position.

Copyright © 2006-2010. Target Training International, Ltd.1

Carl Nielson [email protected](V) 972-346-2892

The Nielson Group

INTRODUCTION


JOB COMPETENCIES FEEDBACK

This section will assist in understanding the type and kind of competencies that areneeded for superior job performance. Read the feedback on each of the top sevencompetencies thoroughly to understand the job's requirements.

REWARDS/CULTURE FEEDBACK

This section expands on the fact that every job in every organization has its own culture.The culture of any job is clearly defined by how it rewards superior performance.

BEHAVIORAL FEEDBACK

This section clarifies the nature of the behavioral traits demanded by the job.

COMPETENCIES INTERVIEW QUESTIONS

This section contains suggested interview questions that pertain specifically to thecompetencies of the job.

REWARDS/CULTURE INTERVIEW QUESTIONS

This section contains suggested interview questions that pertain specifically to therewards/culture of the job.

BEHAVIORAL INTERVIEW QUESTIONS

This section contains suggested interview questions that pertain specifically to thebehavioral traits required by the job.



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KEY CHARACTERISTICS OF THE POSITION

The position has been analyzed relative to four key characteristics. These characteristics are accountability forresults, results through people, authority, and risk. Based on the responses to the questionnaire, thesecharacteristics have been measured on a sliding scale and are illustrated by a bar graph. The scale rangeincludes none, slight, moderate, significant, and major.


Accountability For Results: This characteristic addresses the accountability forproducing measurable results in the position. This includes accountability formeeting financial, operations and/or system objectives.

None Slight Moderate Significant Major

Results through People: This characteristic address the emphasis onproducing results through the efforts and cooperation of people. Thischaracteristic is not limited to management or leadership positions. Manynon-management or leadership positions in team-based organizationalstructures depend heavily upon the efforts and cooperation of people to produceresults.


Authority: This characteristic addresses the level of authority that exists in theposition. Evidence of authority can be found in the ability to make decisions orchanges without prior approval from upper management. This characteristic isnot limited to management or leadership position. In their efforts to becomemore responsive, many large organizations are finding it necessary to drivedecision-making downward. In these organizations, many positions can becharacterized by a moderate to significant amount of authority but are notconsidered management or leadership.


Risks: This characteristic addresses the inherent level of business risk or liability tothe organization that exists in the position. Positions with indications ofmoderate, significant or major levels of inherent risk or liability to theorganization may warrant the use of drug, alcohol and/or other appropriateassessments in their selection and management systems.



NOTES

HIERARCHY OF COMPETENCIES

The competencies required for superior performance have been prioritized based on the analysis of responsesto the questionnaire. The hierarchical order of the competencies represents their relative importance to eachother in producing superior performance in the job.


HIERARCHY OF COMPETENCIES

Flexibility1

Conceptual Thinking2

Customer Focus3

Personal Accountability4

Problem Solving Ability5

Leadership6

Persuasion7

Resiliency8

Self-Management9

Teamwork10

Continuous Learning11

Decision Making12

Futuristic Thinking13

Interpersonal Skills14

Employee Development/Coaching15

Goal Achievement16

Diplomacy & Tact17

Creativity18

Conflict Management19

Planning & Organizing20

Understanding & Evaluating Others21

Negotiation22

Empathy23

Written Communication24

Presenting25

Very Important Important Somewhat Important Not Important



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NOTES

JOB COMPETENCIES HIERARCHY

All jobs require certain competencies. This section of the report identifies those competencies that lead tosuperior performance in most jobs. The graphs below are in descending order from the highest ratedcompetency required by the job to the lowest.


1. FLEXIBILITY - Agility in adapting to change.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

9.5VI7.6*

2. CONCEPTUAL THINKING - The ability to analyze hypotheticalsituations or abstract concepts to compile insight.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

9.4VI7.3*

3. CUSTOMER FOCUS - A commitment to customer satisfaction.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

9.3VI6.3*

4. PERSONAL ACCOUNTABILITY - A measure of the capacity tobe answerable for personal actions.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

9.3VI7.2*

5. PROBLEM SOLVING ABILITY - Anticipating, analyzing,diagnosing, and resolving problems.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

9.3VI7.5*

6. LEADERSHIP - Achieving extraordinary business results throughpeople.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

9.1VI6.1*

* 68% of the population falls within the shaded area.Please note that the population means and standard deviations shown are based on the entire population and are not job/position specific.

The following scale is used throughout the report.

0 - 4.9 = NOT IMPORTANT TO JOB5.0 - 6.9 = SOMEWHAT IMPORTANT7.0 - 8.9 = IMPORTANT9.0 - 10 = VERY IMPORTANT



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NOTES



7. PERSUASION - Convincing others to change the way they think,believe or behave.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

9.1VI5.5*

8. RESILIENCY - The ability to quickly recover from adversity.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

9.1VI7.2*

9. SELF-MANAGEMENT - Demonstrating self control and an abilityto manage time and priorities.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

9.0VI7.4*

10. TEAMWORK - Working effectively and productively with others.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

9.0VI6.3*

11. CONTINUOUS LEARNING - Taking initiative in learning andimplementing new concepts, technologies and/or methods.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

8.9IMP6.1*

12. DECISION MAKING - Utilizing effective processes to makedecisions.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

8.9IMP7.0*

13. FUTURISTIC THINKING - Imagining, envisioning, projectingand/or predicting what has not yet been realized.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

8.9IMP2.8*

* 68% of the population falls within the shaded area.



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NOTES



14. INTERPERSONAL SKILLS - Effectively communicating, buildingrapport and relating well to all kinds of people.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

8.9IMP6.8*

15. EMPLOYEE DEVELOPMENT/COACHING - Facilitating andsupporting the professional growth of others.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

8.6IMP6.8*

16. GOAL ACHIEVEMENT - The ability to identify and prioritizeactivities that lead to a goal.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

8.6IMP6.8*

17. DIPLOMACY & TACT - The ability to treat others fairly,regardless of personal biases or beliefs.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

8.5IMP5.9*

18. CREATIVITY - Adapting traditional or devising new approaches,concepts, methods, models, designs, processes, technologies and/orsystems.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

8.4IMP4.8*

19. CONFLICT MANAGEMENT - Addressing and resolving conflictconstructively.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

8.2IMP5.2*

20. PLANNING & ORGANIZING - Utilizing logical, systematic andorderly procedures to meet objectives.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

8.2IMP4.8*




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NOTES



21. UNDERSTANDING & EVALUATING OTHERS - The capacity toperceive and understand the feelings and attitudes of others.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

8.0IMP8.1*

22. NEGOTIATION - Facilitating agreements between two or moreparties.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

7.8IMP3.8*

23. EMPATHY - Identifying with and caring about others.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

7.7IMP3.6*

24. WRITTEN COMMUNICATION - Writing clearly, succinctly andunderstandably.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

7.5IMP5.4*

25. PRESENTING - Communicating effectively to groups.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

7.4IMP6.1*




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NOTES

ORGANIZATIONAL REWARDS/CULTURE HIERARCHY

This section identifies the rewards/culture system of a specific organization. Matching a person's passion to anorganization that rewards that passion always enhances performance. The graphs below are in descendingorder from the highest rewards/culture required by the organization to the lowest.


1. THEORETICAL - Rewards those who value knowledge forknowledge's sake, continuing education and intellectual growth.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

9.0

5.7*

2. TRADITIONAL/REGULATORY - Rewards those who valuetraditions inherent in social structure, rules, regulations and principles.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

8.2

4.5*

3. UTILITARIAN/ECONOMIC - Rewards those who value practicalaccomplishments, results and rewards for their investments of time,resources and energy.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

7.2

6.2*

4. INDIVIDUALISTIC/POLITICAL - Rewards those who valuepersonal recognition, freedom, and control over their own destiny andothers.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

5.6

4.8*

5. AESTHETIC - Rewards those who value balance in their lives,creative self-expression, beauty and nature.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

4.5

3.2*

6. SOCIAL - Rewards those who value opportunities to be of serviceto others and contribute to the progress and well being of society.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

4.4

5.7*




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NOTES

JOB REWARDS/CULTURE HIERARCHY

This section identifies the rewards/culture system of a specific job. Matching a person's passion to a job thatrewards that passion always enhances performance. The graphs below are in descending order from thehighest rewards/culture required by the job to the lowest.


1. THEORETICAL - Rewards those who value knowledge forknowledge's sake, continuing education and intellectual growth.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

8.8

5.7*

2. UTILITARIAN/ECONOMIC - Rewards those who value practicalaccomplishments, results and rewards for their investments of time,resources and energy.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

7.1

6.2*

3. INDIVIDUALISTIC/POLITICAL - Rewards those who valuepersonal recognition, freedom, and control over their own destiny andothers.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

6.7

4.8*

4. TRADITIONAL/REGULATORY - Rewards those who valuetraditions inherent in social structure, rules, regulations and principles.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

6.4

4.5*

5. SOCIAL - Rewards those who value opportunities to be of serviceto others and contribute to the progress and well being of society.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

4.9

5.7*

6. AESTHETIC - Rewards those who value balance in their lives,creative self-expression, beauty and nature.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

4.6

3.2*




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NOTES

CONFLICTING JOB REQUIREMENTS

The TTI Success Insights Workplace Behaviors assessment is designed to analyze the job by letting the job talk.This section describes the potential conflicts or concerns for people in this position. In some cases anorganization may choose to re-evaluate the position or its key accountabilities.


This position is requiring the incumbent to be ALL THINGS TO ALLPEOPLE. Please re-evaluate the position and key accountabilities inorder to design a job that is realistic in order for a person to besuccessful. This position is currently designed in such a way that itwill bring job stress, job dissatisfaction and frustration to anyincumbent. This will lead to increased turnover and decreasedproductivity in the position.

If it is not possible to redesign the position, please be aware of themanagerial challenges the organization may experience. Based onthe incumbent’s behavioral style, the organization will need to makemodifications to the communication flow and activity levels of theposition. Please review the incumbent’s behavioral report for ideas.



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NOTES

BEHAVIORAL HIERARCHY

This section is designed to give a visual understanding of the behavioral traits demanded of the position. Thegraphs below are in descending order from the highest rated behavioral traits required by the job to the lowest.This means the higher the score the more important that behavioral trait is to stress reduction and superior jobperformance.


1. COMPETITIVENESS - The job exists within a demandingenvironment where consistently winning is critical. The job demandstenacity, boldness, assertiveness and a "will to win" in dealing withhighly competitive situations.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

8.5

5.0*

2. FREQUENT INTERACTION WITH OTHERS - The job willcomfortably deal with multiple interruptions on a continual basis,always maintaining a friendly interface with others.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

8.0

5.8*

3. PEOPLE ORIENTED - The job demands a positive andconstructive view of working with others. There will be a highpercentage of time spent in listening to, understanding andsuccessfully working with a wide range of people from diversebackgrounds to achieve "win-win" outcomes.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

7.5

6.4*

4. CUSTOMER RELATIONS - The job demands a desire to conveyyour sincere interest in your internal and/or external customers.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

7.4

6.9*

5. URGENCY - The job requires decisiveness, quick response, fastaction. It will often be involved in critical situations demanding thaton-the-spot decisions be made with good judgment. The job willrepeatedly face important deadlines that must be met on time.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

6.5

4.6*




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6. FREQUENT CHANGE - The job requires a comfort level with"juggling many balls in the air at the same time!" It will be asked toleave several tasks unfinished and easily move on to new tasks withlittle or no notice.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

6.4

5.3*

7. VERSATILITY - The job calls for a high level of optimism and a"can do" orientation. It will require multiple talents and a willingnessto adapt them to changing assignments as required.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

6.3

5.2*

8. FOLLOW UP AND FOLLOW THROUGH - The job requires aneed to be thorough and complete tasks that have been started.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

5.9

6.7*

9. FOLLOWING POLICY - The job calls for complying with the policyor if no policy, complying with the way it has been done in the past.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

5.7

6.9*

10. CONSISTENCY - The job requires the ability to do the job thesame way on a repeated basis.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

5.3

6.3*

11. ORGANIZED WORKPLACE - The job's success depends onsystems and procedures, its successful performance is tied to carefulorganization of activities, tasks and projects that require accuracy.Record keeping and planning are essential components of the job.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

4.7

5.2*




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12. ANALYSIS OF DATA - The job deals with a large number ofdetails. It requires that details, data and facts are analyzed andchallenged prior to making decisions and that importantdecision-making data is maintained accurately for repeatedexamination as required.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

4.7

5.2*

WB: 80-77-54-65 (00)* 68% of the population falls within the shaded area.



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NOTES

ACUMEN INDICATORS

This section identifies the acumen needed for superior performance in this position. These scores arecalculated based on the world view (blue) and self view (red) required by the job. Each factor has a clarity scorefrom one to ten and a bias indicator ranging from undervalued, neutral or overvalued for each dimension.


UNDERSTANDING OTHERS0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

9.4- o +

PRACTICAL THINKING0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

9.1- o +

SYSTEMS JUDGMENT0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

9.4- o +

SENSE OF SELF0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

7.1- o +

ROLE AWARENESS0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

7.1- o +

SELF DIRECTION0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

7.1- o +



The Nielson Group

NOTES

SUMMARY OF TOP COMPETENCIES

This section of the report focuses on competencies because they are usually more difficult to identify or assessthan technical competencies or experience. Observing the behaviors people use to produce superiorperformance can provide insight into the demonstration of competencies. Seven (7) of the most importantcompetencies required to produce superior performance are described below in terms of observable behaviors.The behaviors listed below each competency provide examples of some of the ways the competency isdemonstrated. Read each behavior and check the ones that must be demonstrated to produce superiorperformance in the position. More importance is typically placed on those behaviors that must be demonstratedconsistently on a daily, weekly or monthly basis.


1. FLEXIBILITY: Agility in adapting to change.Responds promptly to shifts in direction, priorities andschedules.Demonstrates agility in accepting new ideas, approaches and/ormethods.Effective in juggling multiple priorities and tasks.Modifies methods or strategies to fit changing circumstances.Adapts personal style to work with different people.Maintains productivity during transitions, even in the midst ofchaos.Embraces and/or champions change.

2. CONCEPTUAL THINKING: The ability to analyze hypotheticalsituations or abstract concepts to compile insight.

Demonstrates ability to forecast long range outcomes anddevelop suitable business strategiesIdentifies, evaluates and communicates potential impacts ofhypothetical situationsDefines options to leverage opportunities in achieving businessgoalsDevelops plans and strategies that lead to desired strategicoutcomes

3. CUSTOMER FOCUS: A commitment to customer satisfaction.Consistently places a high value on customers and all issuesrelated to customersObjectively listens to, understands and represents customerfeedbackAnticipates customer needs and develops appropriate solutionsMeets all promises and commitments made to customers



The Nielson Group

NOTES



4. PERSONAL ACCOUNTABILITY: A measure of the capacity to beanswerable for personal actions.

Accepts personal responsibility for the consequences ofpersonal actionsAvoids placing unnecessary blame on othersMaintains personal commitment to objectives regardless of thesuccess or failure of personal decisionsApplies personal lessons learned from past failures to movingforward in achieving future successes

5. PROBLEM SOLVING ABILITY: Anticipating, analyzing,diagnosing, and resolving problems.

Anticipates, identifies and resolves problems or obstacles.Utilizes logic and systematic processes to analyze and solveproblems.Defines the causes, effects, impact and scope of problems.Identifies the multiple components of problems and theirrelationships.Prioritizes steps to solution.Develops criteria for optimum solutions.Evaluates the potential impact of possible solutions and selectsthe best one.



The Nielson Group

NOTES



6. LEADERSHIP: Achieving extraordinary business results throughpeople.

Inspires others with compelling visions.Takes risks for the sake of principles, values or mission.Builds trust and demonstrates integrity with a noticeablecongruence between words and actions (walks their talk).Demonstrates optimism and positive expectations of others.Delegates appropriate responsibilities and authority.Involves people in decisions that affect them.Addresses performance issues promptly, fairly and consistently.Adapts methods and approaches to the needs and motivationsof others.Makes decisions to avoid or mitigate the negativeconsequences for people.Demonstrates loyalty to constituents.

7. PERSUASION: Convincing others to change the way they think,believe or behave.

Utilizes the knowledge of other's needs, wants, beliefs,attitudes, and behavior to promote a concept, product orservice.Builds trust and credibility before attempting to promoteconcepts, products or services.Understands and utilizes compliance-producing behaviors toinfluence others such as authority, being likeable, proof of theprior compliance of others, limited availability, sampling orgiving something away to create a sense of obligation.Uses logic and reason to develop rational arguments thatchallenge current assumptions, attitudes, beliefs, and behavior.Identifies and addresses the social, emotional, economic, andpractical barriers that prevent people from complying.Adapts techniques and approaches to the needs and wants ofthose being influenced.



The Nielson Group

NOTES

JOB REWARDS/CULTURE FEEDBACK

This section provides a brief description of the top three Job Rewards for this position. These rewards are listedin hierarchical order, with the most important listed at the top.


1. THEORETICALRewards those who value knowledge for knowledge's sake,continuing education and intellectual growth.

2. UTILITARIAN/ECONOMICRewards those who value practical accomplishments, resultsand rewards for their investments of time, resources andenergy.

3. INDIVIDUALISTIC/POLITICALRewards those who value personal recognition, freedom andcontrol over their own destiny and others.



The Nielson Group

NOTES

BEHAVIORAL FEEDBACK

This section provides a brief description of the top three Behaviors required for this position. These are thebehaviors that will need to be demonstrated most often for superior performance.


1. COMPETITIVENESSThe job exists within a demanding environment whereconsistently winning is critical. The job demands tenacity,boldness, assertiveness and a "will to win" in dealing with highlycompetitive situations.

2. FREQUENT INTERACTION WITH OTHERSThe job requires a strong "people orientation," versus a taskorientation. The job will comfortably deal with multipleinterruptions on a continual basis, always maintaining a friendlyinterface with others.

3. PEOPLE ORIENTEDThe job demands a positive and constructive view of workingwith others. There will be a high percentage of time spent inlistening to, understanding and successfully working with a widerange of people from diverse backgrounds to achieve "win-win"outcomes.



The Nielson Group

NOTES

JOB COMPETENCY QUESTIONS

Below are suggested interview questions on each of the top seven competencies. Use these as a guide to writequestions that could be more job-specific. Once the list is completed, assure that all candidates respond to thesame questions.


1. FLEXIBILITY: Agility in adapting to change.Give me an example of when you were forced to changepriorities or direction.How did you feel when you were first confronted with thischange?Describe a time when there was an extraordinary amount ofactivity at work.How did you handle it?Describe a situation when you were the author or architect of achange.What were the barriers to implementing the change and how didyou get beyond them?How did you get buy-in from others?What was the outcome?Give me an example of when you were one of the first to get onboard when a major change was introduced.Describe a situation when you were given special recognition oracknowledgement for your ability to adapt quickly to a change.



The Nielson Group

NOTES



2. CONCEPTUAL THINKING: The ability to analyze hypotheticalsituations or abstract concepts to compile insight.

Describe a situation where you formulated a hypotheticaloutcome of a situation and developed a tangible plan to makethat outcome a reality.Give me an example of a conceptual idea you had. Walk methrough how you implemented it.What will your industry look like in five years? Who will yourbiggest competitors be and why? Describe our competition asyou see it. Point out strengths and weaknesses of thecompetitors.What is the biggest strategic opportunity you have successfullyidentified and accomplished in your life? Describe the largeststrategic opportunity you have ever missed. What did you fail tosee? Why do you think you missed it?Give me an example of a specific plan you developed that wasdeemed successful or improved a situation.How have your career plans changed over the past few years?



The Nielson Group

NOTES



3. CUSTOMER FOCUS: A commitment to customer satisfaction.Give me an example of a time when you knew the customerwas wrong but you had to accommodate their wishes. How didyou handle it? What did you say? What did you do? How didyou feel about it?Tell me about a situation where you were able to anticipate acustomer's needs before the customer even brought up whatthey wanted.Describe a situation where you went over and above what wasexpected to exceed a customer's expectations. How did youfeel about that? How comfortable would you feel about doingthat regularly?In your view, what makes some customers more valuable thanothers? Should all customers be treated the same?Give me an example of when you had to go the extra mile tomeet a commitment that someone else had made to acustomer. What, specifically, did you do? How did you feelabout having to meet a commitment made by someone else?Is there ever a time when a customer who is in error should beconfronted? If so, give me an example of when that would beand how you would do that.



The Nielson Group

NOTES



4. PERSONAL ACCOUNTABILITY: A measure of the capacity to beanswerable for personal actions.

Tell me about a time when it was necessary to admit to othersthat you had made a mistake. How did you handle it?Give an example of a situation where others had made an erroror mistake and you had to take the blame for their actions. Howdid you feel about doing that?What is the worst business decision you ever made? Whatmade it the worst? Would knowing what you do now havehelped you to avoid making that decision?Give me an example of a lesson you have learned from makinga mistake. What did you do differently going forward?Give me an example of someone you know whose personalactions led to disastrous results. How answerable is thatperson for what happened? What advice would you give to thatperson?What person from history do you most admire for taking theblame for a failure? What did taking the blame do for thatperson?

5. PROBLEM SOLVING ABILITY: Anticipating, analyzing,diagnosing, and resolving problems.

Describe a situation when you anticipated a problem.What, if anything, did you do about it?Give me an example of when your diagnosis of a problemproved to be correct.What approach did you take to diagnose the problem?What was the outcome?Describe the most difficult work problem you've everencountered.What made it difficult?What steps did you take towards developing a solution?What factors did you consider in evaluating solutions?What solution was implemented and how successful was it insolving the problem?



The Nielson Group

NOTES



6. LEADERSHIP: Achieving extraordinary business results throughpeople.

If you have held a leadership position in the past, draw theorganizational chart above and below your position to illustratethe scope of your leadership responsibilities.Give me an example of when you inspired people with a vision.Tell me about a time when you significantly improved theperformance of a group of people who reported directly to you.How did you motivate the top performers?Did you use the same techniques with the poor performers?If not, what did you do differently?What actions did you take to improve poor performance?Describe your leadership style.Tell me about a situation when you were able to maintain thetrust and commitment of people after making or implementing adecision that negatively impacted them.Give me an example of when you took a significant risk for thesake of a principle, value or mission.Describe a situation when you failed to obtain the commitment,dedication and trust of others.What, if anything, would you do differently?



The Nielson Group

NOTES



7. PERSUASION: Convincing others to change the way they think,believe or behave.

Describe a situation where you were able to convince others toyour way of thinking.How did you do it?Describe a situation when the only way you could accomplish agoal was to get buy-in from others.What obstacles did you have in obtaining their buy-in?How did you overcome them?What was the outcome?Give me an example of when you were able to facilitate adramatic shift in the thinking, actions or beliefs of others.What techniques or methods did you use?Give me an example of a situation when you were given specialrecognition or acknowledgement for your ability to get others tosay yes.Describe a situation when you accomplished somethingsignificant as a result of your persuasive ability.



The Nielson Group

NOTES

JOB REWARDS/CULTURE QUESTIONS

Read the following suggested interview questions as they relate to the rewards/culture environment of the job.Modify the questions to be more job-specific and assure that all candidates are asked the same questions.


1. THEORETICAL: Rewards those who value knowledge forknowledge's sake, continuing education and intellectual growth.

Which is more important, action or knowledge?Would you consider yourself to be an expert in something?What is it? How did you go about gaining the knowledge?Tell me what you especially like or enjoy about learning things.What topics or subjects do you enjoy?How comfortable are you in taking the time, energy and effortrequired to master a subject or topic you currently know verylittle about? How about one in which you have very littleinterest?

2. UTILITARIAN/ECONOMIC: Rewards those who value practicalaccomplishments, results and rewards for their investments oftime, resources and energy.

How important is earning a lot of money to you? What do youconsider to be a "lot of money"?Where would you like to be, financially, in 5 years? 10 years?Why?What role does earning a significant income play in your jobchoices? In staying in a job?Would you consider yourself to be a bottom line, practicalthinker or are you more theoretical or philosophical? Why doyou say that?

3. INDIVIDUALISTIC/POLITICAL: Rewards those who valuepersonal recognition, freedom, and control over their own destinyand others.

What role does being in control of a situation play in your jobsatisfaction? How important is it for you to control your owndestiny?How important is independence to you? Power? Influencingothers? What would be your level of satisfaction with a job ifyou had none of these?How good are you in taking directions from others? How muchdo you like doing so?How do you go about influencing others to act? Give me aconcrete, real-world example of a time when you were able tomove a group of people to action and exactly how you did it.



The Nielson Group

NOTES

BEHAVIORAL QUESTIONS

Read the following suggested interview questions as they relate to the most desired behavioral traits to performthe job. Modify the questions to be more job-specific and assure that all candidates are asked the samequestions.


1. COMPETITIVENESS: The job exists within a demandingenvironment where consistently winning is critical. The jobdemands tenacity, boldness, assertiveness and a "will to win" indealing with highly competitive situations.

How demanding are you of yourself and others? Do you thinkyou are sometimes too demanding? Give me an example of ajob situation where being demanding helped achieve the goal.Did it lead to other problems? Would others ever describe youas aggressive? Pushy? Why?How important is winning to you? How do you define winning?Give me an example of a situation where you felt you weregoing to lose. How did it feel? How did you handle it?

2. FREQUENT INTERACTION WITH OTHERS: The job willcomfortably deal with multiple interruptions on a continual basis,always maintaining a friendly interface with others.

How do you handle frequent interruptions by other people?How about your response to people who ask you question afterquestion?Are you more comfortable with details or people with the bigpicture or with bits of data?

3. PEOPLE ORIENTED: The job demands a positive andconstructive view of working with others. There will be a highpercentage of time spent in listening to, understanding andsuccessfully working with a wide range of people from diversebackgrounds to achieve "win-win" outcomes.

How important is it for people to like you? Which is moreimportant, being trusted or liked? Why do you say that?Do you stop and listen to others or express your opinionsquickly? Give me examples and situations where both of thesesituations occurred. What was the outcome?



The Nielson Group

NOTES

JOB COMPETENCY COMPOSITE


HIERARCHY C R1 R2 R3 R4 R5 R6 R7 R8 R9

1 FLEXIBILITY 9.5 10.0 9.4 10.0 10.0 8.1 10.0 8.8 10.0 9.4

2 CONCEPTUAL THINKING 9.4 9.4 9.4 9.4 8.8 8.8 10.0 10.0 9.4 9.4

3 CUSTOMER FOCUS 9.3 10.0 10.0 8.1 8.8 7.5 10.0 10.0 10.0 10.0

4 PERSONAL ACCOUNTABILITY 9.3 10.0 10.0 8.8 10.0 7.5 10.0 9.4 10.0 8.1

5 PROBLEM SOLVING ABILITY 9.3 10.0 9.4 9.4 10.0 8.1 9.4 8.8 10.0 9.4

6 LEADERSHIP 9.1 9.4 9.4 7.5 9.4 8.8 10.0 8.8 9.4 9.4

7 PERSUASION 9.1 10.0 10.0 8.1 7.5 7.5 10.0 8.8 10.0 10.0

8 RESILIENCY 9.1 10.0 8.1 9.4 8.1 8.8 10.0 8.8 10.0 9.4

9 SELF-MANAGEMENT 9.0 9.4 6.9 9.4 9.4 8.1 10.0 9.4 9.4 9.4

10 TEAMWORK 9.0 10.0 9.4 8.8 8.1 8.1 10.0 7.5 10.0 9.4

11 CONTINUOUS LEARNING 8.9 10.0 10.0 7.5 8.8 7.5 9.4 10.0 10.0 7.5

12 DECISION MAKING 8.9 10.0 9.4 7.5 8.8 6.9 10.0 9.4 8.8 9.4

13 FUTURISTIC THINKING 8.9 10.0 9.4 7.5 9.4 8.8 9.4 8.8 8.1 9.4

14 INTERPERSONAL SKILLS 8.9 9.4 9.4 8.8 8.1 7.5 10.0 8.8 10.0 8.1

15 EMPLOYEE DEVELOPMENT/COACHING 8.6 9.4 9.4 7.5 7.5 7.5 10.0 9.4 9.4 8.1

16 GOAL ACHIEVEMENT 8.6 10.0 8.1 8.1 8.1 6.9 10.0 8.8 8.8 9.4

17 DIPLOMACY & TACT 8.5 10.0 7.5 8.1 6.9 7.5 10.0 8.8 10.0 8.1

18 CREATIVITY 8.4 10.0 9.4 7.5 9.4 6.9 8.1 8.8 7.5 8.1

19 CONFLICT MANAGEMENT 8.2 10.0 7.5 7.5 6.9 5.6 10.0 8.8 10.0 7.5

20 PLANNING & ORGANIZING 8.2 10.0 6.9 6.9 8.8 7.5 10.0 6.2 9.4 8.1

21 UNDERSTANDING & EVALUATING OTHERS 8.0 6.2 8.1 6.9 7.5 8.1 10.0 8.8 10.0 6.9

22 NEGOTIATION 7.8 8.1 8.8 6.2 6.9 7.5 9.4 6.9 8.8 8.1

23 EMPATHY 7.7 10.0 5.6 7.5 6.2 7.5 8.8 7.5 10.0 6.9

24 WRITTEN COMMUNICATION 7.5 8.1 8.8 6.9 7.5 7.5 7.5 6.9 6.9 8.1

25 PRESENTING 7.4 10.0 10.0 6.2 6.2 7.5 9.4 5.0 8.1 5.0



The Nielson Group

ORGANIZATIONAL REWARDS/CULTURE COMPOSITE


REWARDS/CULTURE C R1 R2 R3 R4 R5 R6 R7 R8 R9

1 THEORETICAL 9.0 10.0 10.0 8.0 9.0 7.0 10.0 9.0 10.0 8.0

2 TRADITIONAL/REGULATORY 8.2 9.0 7.0 9.0 9.0 6.0 10.0 9.0 8.0 7.0

3 UTILITARIAN/ECONOMIC 7.2 8.0 5.0 10.0 8.0 6.0 5.0 6.0 8.0 9.0

4 INDIVIDUALISTIC/POLITICAL 5.6 3.0 8.0 5.0 8.0 3.0 7.0 5.0 5.0 7.0

5 AESTHETIC 4.5 5.0 2.0 10.0 2.0 2.0 5.0 2.0 6.0 7.0

6 SOCIAL 4.4 3.0 2.0 10.0 2.0 2.0 4.0 2.0 6.0 9.0



The Nielson Group

JOB REWARDS/CULTURE COMPOSITE


REWARDS/CULTURE C R1 R2 R3 R4 R5 R6 R7 R8 R9

1 THEORETICAL 8.8 10.0 8.4 8.8 8.8 6.4 10.0 8.0 10.0 9.2

2 UTILITARIAN/ECONOMIC 7.1 5.6 9.2 7.6 6.8 6.4 7.2 6.4 8.4 6.4

3 INDIVIDUALISTIC/POLITICAL 6.7 6.0 6.0 7.2 7.2 5.2 8.0 6.8 7.2 7.2

4 TRADITIONAL/REGULATORY 6.4 8.4 3.2 6.8 6.0 4.4 9.2 7.2 6.4 6.8

5 SOCIAL 4.9 7.6 2.0 4.8 4.8 2.4 5.6 6.8 6.8 3.6

6 AESTHETIC 4.6 5.6 2.0 6.0 2.8 2.8 6.8 4.4 6.0 5.6



The Nielson Group

BEHAVIORS COMPOSITE


BEHAVIORS C R1 R2 R3 R4 R5 R6 R7 R8 R9

1 COMPETITIVENESS 8.5 8.0 10.0 8.0 5.0 8.0 10.0 10.0 8.0 10.0

2 FREQUENT INTERACTION WITH OTHERS 8.0 9.0 9.0 7.0 5.0 8.0 9.0 7.0 9.0 9.0

3 PEOPLE ORIENTED 7.5 9.5 8.0 6.5 5.5 7.5 8.0 6.5 8.0 8.0

4 CUSTOMER RELATIONS 7.4 8.8 8.0 7.0 6.0 7.2 7.8 6.8 8.0 7.8

5 URGENCY 6.5 5.0 7.0 6.5 5.0 6.5 7.5 7.5 6.5 7.5

6 FREQUENT CHANGE 6.4 5.5 7.5 6.5 5.2 6.5 6.8 7.0 6.2 7.0

7 VERSATILITY 6.3 6.0 7.0 6.0 5.0 6.5 7.0 6.0 7.0 7.0

8 FOLLOW UP AND FOLLOW THROUGH 5.9 7.0 5.2 6.0 6.0 5.8 6.0 5.8 6.2 5.8

9 FOLLOWING POLICY 5.7 6.5 4.5 6.0 6.0 6.0 5.8 5.2 6.2 5.5

10 CONSISTENCY 5.3 6.2 4.5 5.2 5.5 5.2 5.5 5.2 5.5 5.2

11 ORGANIZED WORKPLACE 4.7 5.5 3.0 4.5 5.5 4.0 5.0 5.5 5.0 4.5

12 ANALYSIS OF DATA 4.7 5.5 3.0 4.5 5.0 4.0 5.0 6.0 5.0 4.5



The Nielson Group

ACUMEN INDICATORS COMPOSITE


ACUMEN INDICATORS C R1 R2 R3 R4 R5 R6 R7 R8 R9

1 UNDERSTANDING OTHERS 9.4 9.5 9.0 9.5 9.5 9.5 9.5 9.5 9.5 9.5

2 UNDERSTANDING OTHERS BIAS - - - - - - - - - -

3 PRACTICAL THINKING 9.1 9.5 9.0 9.0 9.5 9.0 9.0 9.5 9.5 8.5

4 PRACTICAL THINKING BIAS o + - o o - o + + -

5 SYSTEMS JUDGMENT 9.4 9.5 9.0 9.5 9.5 9.5 9.5 9.5 9.5 9.5

6 SYSTEMS JUDGMENT BIAS - - - - - - - - - -

7 SENSE OF SELF 7.1 7.5 7.0 6.5 7.5 7.0 7.5 7.5 7.5 6.5

8 SENSE OF SELF BIAS - - - - - - - o o -

9 ROLE AWARENESS 7.1 7.5 7.0 6.5 7.5 7.5 7.5 7.0 7.0 6.5

10 ROLE AWARENESS BIAS + + + + + + + + + +

11 SELF DIRECTION 7.1 7.5 7.0 7.5 7.0 7.5 7.5 7.0 7.0 6.5

12 SELF DIRECTION BIAS + + + + + + + + o +



The Nielson Group

BUSINESS TRANSFORMATION STRATEGIC HUMAN CAPITAL MANAGEMENT

Company Profile FORWARD TO

• Chief Executive

• Chief HR Officer

• Chief Leadership Dev Exec

• Chief Operations Executive

Contact Information

Carl Nielson

Managing Principal

The Nielson Group

P.O. Box 922

Prosper, TX 75078

Telephone 1-972.346.2892

E-mail [email protected]

Website

http://wwwnielsongroup.com

Facts* not true for our clients:

• 46% of new hires fail within the

first 18 months

• Only 19% of new hires achieve

‘unequivocal success’ within 18

months of hire

• Failures are almost always

attitudinal, such as lack of

coachability (89%) rather than lack

of aptitude (11%)

*According to Leadership IQ

The Nielson Group, founded in 1998, is in the business of creating success at the individual, team and

organizational level. We focus on bringing out the best in people and processes for breakthrough

performance. We practice the art and science of organizational improvement strategies – designing and

delivering best practices within Fortune 500 companies and mid-size industry leaders. We integrate

agility and innovation to create business transformation through leading edge human capital

management strategies. We value practical, high-impact, proven solutions on the cutting edge of total

talent management.

Coaching Organizations for Breakthrough Performance

Our Services At The Nielson Group, we are dedicated to providing you with the best human capital management and

business transformation strategies and tools. When we work together you receive clear, consistent,

thoughtful guidance and direction that keeps your needs paramount and creates powerful momentum for

getting results and achieving goals. For each team or organization, we create fully-customized action

plans that encompass your unique needs utilizing powerful talent assessments, experiential learning

methods, and tangible coaching.

Human Capital Management

Strategic Talent Assessment

and Retention (STAR)

Leadership Development

Business Transformation

Change Management

Lean/Six Sigma Implementation

Our Commitment …bringing high value, strengthening talent

capabilities, creating greater organizational

alignment, role awareness, productivity and

success.

Our “3D” Change Methodology

STAGE 1: DISCOVER 1.1. Investigate Causes

1.2. Diagnose Situation

1.3. Synthesize Options

1.4. Plan Transition

STAGE 2: DEVELOP 2.1. Develop Support

2.2. Coach Individuals

2.3. Communicate Throughout

2.4. Demonstrate Value

STAGE 3: DEPLOY 3.1. Measure Progress

3.2. Evaluate Results

3.3. Optimize Outcomes

3.4. Celebrate Success “Leadership is the art of

accomplishing more than the science

of management says is possible.” Secretary of State Colin Powell

http://wwwnielsongroup.com/



Strategic Talent Assessment & Retention

(STAR)

• Make the most of your talent – align the right

people to the right jobs

• Transform talent acquisition from art to science

• Enhance your bottom line through more effective

people management

• Organizational climate, individual talent and job

benchmark assessments

Leadership Development

• Leadership Team competencies and

collaboration development

• Aligning leadership actions with business

transformation goals

• Individualized executive coaching

Our People Knowledgeable, Collaborative, Committed

Rajesh Tedla, MSIT, MBA

Business Enterprise Master Consultant

& Executive Coach

A respected and recognized executive

and leader in the leadership

development, six sigma and executive

coaching fields, Rajesh Tedla has more

than 23 years experience as a

practitioner and consultant in both HR

and Lean/Six Sigma. He served as an

Sr. VP for Strategic Marketing for a

fortune 10 company. He holds BSME,

MSIT and MBA. His certifications

include CPBA, CPVA, CPTriMetrixHD.

Sample Client List Across Diverse Industries and

Organizational Size

1-972-346-2892 [email protected] http://www.nielsongroup.com

Carl Nielson, CPBA

Sr. HCM/OD Consultant and Executive Coach

Carl Nielson has over 25 years of

experience in the field of strategic human

capital management and organization

development including leadership

development, team and professional

development, coaching and hiring for fit.

He brings over 15 years of Fortune 100

HR management experience and over 10

years of consulting and coaching in

diverse industries. He holds a B.S. in

Organizational Psychology and is a

Certified Professional Behavioral Analyst,

Certified Professional TriMetrix HD

Analyst and certified facilitator of The

Coaching Clinic™ for managers. .

Business Transformation

Our Business Transformation solutions are designed to quickly and sustainably impact your

bottom line results by streamlining your business, teaching critical thinking skills, implementing

innovative solutions to problems, and eliminating waste from your processes.

• LSS 4.0™ - A breakthrough program that achieves sustainable results, LSS 4.0™, aligns

and integrates Lean and Six Sigma process improvement with "the people side” of team

performance. LSS 4.0™ harnesses the enormous potential for human capital effectiveness

that is not captured by traditional process improvements alone.

• Business Process Management Systems (BPMS) - a time-tested approach to

actively managing one or several processes, with continuous end-to-end responsibility and

accountability assigned to process owners. BPMS drives performance and ensures that

both the customer’s and organization’s needs are met.

• Innovative Problem Solving™ (IPS) - To reach its full potential, your organization

must institute world class, value-added processes that reduce or eliminate waste and keep

your customers’ needs at the forefront. IPS is an action-learning, project specific program

that helps your organization achieve these objectives and solve business problems quickly

and effectively.

Human Capital Management Best

Practice Solutions


…Consultants averaging 20+ years of experience in

business transformation and human capital

management

• Texas Health Resources

• Children’s Medical Center of Dallas

• Belimed Infection Control and Sterilization Eqpmt

• Medtronic Surgical Technologies

• Conveyco Technologies Mfg and Dist Systems

• Benjamin Franklin Plumbing franchises

• Harman International

• TRI-CAP Non-Profit Community Service Org

• Several Municipalities

http://www.successdiscoveries.com/coaches/carlnielson

ABOUT OUR ASSESSMENTS BRINGING OUT THE BEST IN PEOPLE AND PROCESSES!

• Job Matching

• Talent Selection and Retention

• Aligning Talent Management to

Strategic Planning

• Employee Coaching and

Development

• Performance Appraisals

• Succession Planning &

Organizational Development

Where Opportunity Meets Talent®

A Complete Assessment Solution

Value Statement

In today’s highly competitive marketplace, hiring,

developing and retaining top talent is crucial to

success. Industry leaders go beyond the

traditional resume, interview and yearly review

process to use accurate, bias-free assessments to

examine individual performance.

Based on a unique, 55-factor analysis, TTI

TriMetrix HD® examines the Behaviors individuals

bring to the job, the Motivators that drive them, do

they possess the Acumen to do the job and their

potential to provide the Competencies required by

the job. It reveals specific details in four areas that

describe the how, why, what and can of superior

performance.

As a job benchmarking tool, these four areas

define the requirements of each job, providing a

complete system to compare talent to the position

and achieve the optimum job fit. The

comprehensive design of TTI TriMetrix HD

ensures that you hire, develop and retain the best

possible talent.

Job Benchmarking

If a job could talk, it would explain precisely what

was necessary to achieve superior performance.

We could ask it to tell us about the:

· Knowledge a person needs

· Personal attributes required to drive success

· Rewards for superior performance

· Hard skills vital for the job

· Behaviors necessary to perform at peak levels

· Intrinsic motivators

But we know a job can’t talk, right? We use a

patented process that leads to an understanding

of the knowledge, intrinsic motivators, personal

attributes, behaviors and hard skills required of

each key accountability for the job in question.

Applications for the TriMetrix go beyond the hiring

stage to include new-hire on-boarding,

professional development goal setting and

planning, managing and motivating strategy, and

succession planning.

Behaviors: The How Knowledge is the biggest

modifier of behavior. Based

on the DISC theory, behavior

is measured in four

dimensions; dominance,

influence, steadiness and

compliance which are

translated into a hierarchy of

twelve behavioral traits scored

on a 10-point scale. The

results enhance the hiring

process by revealing how an

individual will perform.

Behavioral coaching and our

Dynamic Communication

workshop, based on the DISC

model, empower individuals to

take action towards

professional growth.

Acumen indicators show

potential a person can access for

job performance.

Intrinsic motivators reveal

why a person is motivated to

perform on the job.

Skill Competencies are what

competencies a person has demonstrated in

prior work.

Behavioral traits show how a

person will get the job done.

Assessments for Total Talent Management Life Cycle

Motivators: The Why As a window through which

we view the world, motivators

are the drivers of our behavior,

or what motivates our actions.

Motivators are measured in

six areas: theoretical,

utilitarian, aesthetic, social,

individualistic and traditional.

With the knowledge of

motivators, you can encourage

employees in a way that

satisfies their inner drive right

from the start. The

results will benefit both hiring

and coaching initiatives by

revealing why an individual

acts the way they do, or what

motivates their behavior.

Acumen Indicator:

The Can Unique in it’s ability to

assess how astutely a

person analyzes and

interprets their experiences.

A person’s acumen, or

keenness and depth of

perception or discernment, is

directly related to their level

of performance. The stronger

a person’s acumen, the more

aware they are of their reality

in both their external and

internal world. The report will

give insight into the thought

processes that affect

performance, describing their

potential for superior

performance.

Competencies: The

What The TTI TriMetrix HD Report

describes an individual’s

strengths in 25 research-

based capacities, or personal

skills, that are directly related

to the business environment.

Through the assessment of

an individual’s own personal

skills, this quantitative

measurement tool analyzes

each capacity on three levels:

mastery, some mastery and

no mastery. The top skills

outlined in the report highlight

individuals’ well developed

capabilities and reveal the

areas where they are most

effective. When used as a

benchmarking tool, this

component helps ensure the

inherent skills of each

individual match the personal

skills required by the job.

Coaching Organizations for Breakthrough Performance 972.346.2892 [email protected]


Job Benchmarking - Creating Competency

Models Quickly, Easily, Cost-Effectively

For Hiring, Development, Organizational Planning

WHY WE’RE DIFFERENT

Experts: Research-based knowledge, best practice sharing, and real-world experience

Agile: Innovative and flexible solutions to address modern, complex business problems

Global: Transnational approach, meeting local needs, bringing global results

Mentors: Knowledge transfer to make you stronger and better than when you started

Coaches: Sustaining the progress for short term and long term benefits

OUR COMMITMENT

…strengthening your capabilities, leaving you more aligned, more aware, more effective

…transnational network of consultants averaging 15+

years of experience in Change Management, Human

Resources, Lean and Six Sigma, Leadership

Development and Executive Coaching, including:

LET THE JOB TALK BRINGING OUT THE BEST IN PEOPLE AND PROCESSES!


Business Enterprise Master Consultant

& Executive Coach A respected and recognized executive

and leader in the Change Management,

Leadership Development, Six Sigma

and Executive Coaching fields, Rajesh

Tedla has more than 23 years

experience as a practitioner and

consultant. He served as an Sr. VP for a

division of fortune 10 company. He

holds BSME, MSIT and MBA. His

certifications include CPBA, CPVA,

CPDA & CPTHD.

CARL NIELSON

Strategic Partner

…has over 20 years of experience in the

field of strategic human capital

management and organization



development, coaching and hiring for fit.

He served as an HR Director for a large

law firm. His formal education includes a

B.S. in Organizational Psychology .

1-Identify The Job

Re-evaluate organizational

needs with each opening

• Department Manager

• HR Business Partner

2-ID Stakeholder & SME

Obtaining input is key. Ask

key people to participate.


• Stakeholders

• Subject Matter Experts

including incumbent

• The Nielson Group or the

HR Business Partner

facilitate the benchmarking

process

3-Explain The Process

Benchmark participants form

a short-term team

• Watch the short online

presentation as a group

• Establish time-line for the

benchmark process

4-Discuss Key

Accountabilities

Discuss department/section/

division business goals

• What does this role need

to deliver?

• Why?

• Current job description is a

good starting point

• Draft key accountability

statement

5-Prioritize and Identify Key

Priorities

Gain agreement on key

accountability statements

• Weight each statement

based on amount of time

required to deliver

• Rate level of importance to

the role’s success (all key

accountability statements

are important

6-Complete the TriMetrix

Job HD

All benchmark team

members complete the

TriMetrix Job HD.

• Other stakeholders?

• Distribute final key

accountabilities with

instruction

7-Generate Composite

TriMetrix Job HD Report

Performed by The

VRT Mgmt Group or your

internal TriMetrix coordinator

8-Verify the Results of the

Composite

Final meeting of team.

Facilitated discussion to

discuss and debate the

results. Did we get it

right?


• Stakeholders/SMEs

• HR Business Partner

9-Validate the Job

Benchmark

Optional Step:

• Assess incumbents using

the TriMetrix Talent tool

• Analyze personal

performance vs Gap

report results

• Independent High-to-Low

performance ranking vs

High-to-Low TriMetrix

predictive analysis

10-Document Job

Benchmark

Compile key accountabilities

and composite TriMetrix Job

HD into one document

(Master Job Profile (MJP))

• Incumbent development

strategy based on

TriMetrix Gap Analysis

• TriMetrix Talent Coaching

Report

• Hiring: Interview questions

• HR Master Job Profile

Library

Coaching Organizations for Breakthrough Performance 972.346.2892 [email protected]


Manager as Coach:

Conversation Skills for Managers

…over 50 years of experience in Change Management,

Human Resources, Lean and Six Sigma, Leadership


PROFESSIONAL DEVELOPMENT WORKSHOP DEVELOPING TOMORROW’S LEADERS TODAY

What is it?

A two-day leadership

program designed to train

managers, executives,

leaders and supervisors to

use coaching techniques in

their work relationships, and

thus gain the advantages of

bringing a coach approach to

managing people.

What it does

Provides a coaching toolkit of

knowledge, techniques and

practical skills that managers

and leaders can apply

competently and confidently

in their work situation to gain

immediate benefits. Applying

these skills spurs rapid

development of individuals

and teams, and fosters

leadership potential.

Applying skills learned in this

program has been shown to:

• promote innovation and

accelerate results

• effectively develop and

retain valuable organizational

members

• improve organizational

communication and team

effectiveness

• deepen commitment to

personal, professional and

organizational goals

Who is it for?

Attending this program will

benefit anyone in a

supervisory, leadership or

team-based role that is

responsible for the

development of others in any

kind of organization, large or

small. More than 40,000

managers and coaches

around the world have

learned coaching skills

through this program.

What to expect

During the two-day program,

participants discover and

experience how to inspire

others to believe in their own

success, sharpen their focus,

and make radical shifts to

achieve extraordinary results,

all through state-of-the-art

coaching techniques.

Participants also discover

their personal coaching style

using a DISC and Motivators

assessment, which provides

insights into how best to

communicate with their team

members for rapid

development.

Program participants:

• discover coaching as a

powerful management and

leadership model

• learn, experience and

practice “state of the art”

coaching techniques

• understand the structure

and process of integrating a

coach-approach to

management

• apply learning within the

workplace immediately

The program equips

managers and leaders to

‘show up’ as coaches in their

working relationships.

Workplace coaching expands

beyond performance review

to become part of every

workplace interaction,

whether formal or informal.

Outcomes:

• Competence in using a 5-

step coaching conversation

model

• Skills to engage in

courageous conversation

• Clarity on the relationship

between performance and

development

• Understanding of different

learning styles and how

these affect leadership

development

Coaching Organizations for Breakthrough Per formance 972.346.2892 [email protected]

Participants are challenged to

raise their standards for

constructive, collaborative

conversations, and to explore

the shifts required of them if

they are to build a work

environment that is truly self-

sustaining and focused on

developing people.

RAJESH TEDLA, MSIT, MBA

Certified Licensed Facilitator







consultant. He served as Sr. VP for a

division of GE. He holds BSME, MSIT

and MBA. His certifications include

CPBA, CPVA, CPDNA & CPTHD.

CARL NIELSON, CPBA, CPVA, CPTHD

Certified Licensed Facilitator …has over 25 years of experience in the





development, executive coaching and

hiring for fit. Carl holds a B.S. in


Certified Professional Behavioral Analyst

and Values Analyst. (CPBA, CPVA,

CPDNA, CPTHD)


Dynamic Communication and Collaboration Increasing Communication and Collaboration through

Understanding Behaviors and Attitudes Now more than ever, businesses need highly creative work groups whose output

equals more than the sum of their parts. But great teams aren’t just hired, the are

actively developed. Teams must have the ability to collaborate effectively.

…over 50 years of experience in Change Management,

Human Resources, Lean and Six Sigma, Leadership


PROFESSIONAL DEVELOPMENT WORKSHOP BRINGING OUT THE BEST IN TEAMS


Certified Licensed Facilitator







consultant. He served as Sr. VP for a

division of GE. He holds BSME, MSIT

and MBA. His certifications include

CPBA, CPVA, CPDNA & CPTHD.

CARL NIELSON

Certified Licensed Facilitator …has over 25 years of experience in the





development, executive coaching and

hiring for fit. Carl holds a B.S. in


Certified Professional Behavioral Analyst

and Values Analyst. (CPBA, CPVA,

CPDNA, CPTHD)

Catalyst for Change

We’ve combined two

professional development

programs into one highly

interactive one-day workshop

that encourages participants

to recognize and value their

unique blend of strengths

and recognize and

appreciate different strengths

on the team. Taking this

approach, team members

learn how to adapt to build

collaborative relationships,

open the door to

communicating and achieve

team goals – as a team.

Dynamic Communication

and Valuing Differences–

the key to success in life

and work

This program will open your

eyes to a new way of viewing

yourself and others.

Participants will discover how

to communicate more

effectively based on the DISC

behavioral model and how to

understand and view the

world from someone else’s

eyes.

What to expect

Participants will:

• know which attitudes drive

your life, actions and

decisions

• understand each attitude

and the interaction of each

• recognize the driving forces

in others’ lives

• understand others’

viewpoints and be able to

dialogue convincingly by

seeing the world through

their eyes

• understand the benefits of

applying your own behavioral

design

• understand the benefits of

applying a behavioral

communication model

• recognize, understand and

appreciate others’ behavioral

design

• adapt your behaviors for

enhanced communication,

understanding, collaboration

and relationships

• identify behavioral styles by

observing tone of voice,

words, body language and

pace

Who is it for?

Attending the program will

benefit anyone. We custom

design the delivery to fit the

participants

• management teams*

• cross-functional teams

• general employee

population

• new hire groups

• technical teams

*Also see information on Manager as

Coach: Conversation Skills for

Leaders and Managers

What ‘s provided?

Each seminar attendee

receives:

• a 50+ page personal

Success Insights behaviors

and motivators report

• Two in-depth workbooks

that provide a great resource

for learning and

understanding the DISC

language and Spranger’s six

values that motivate us

• certified facilitators with a

consistent track record of

providing best-in-class

delivery

Coaching Organizations for Breakthrough Per formance 972.346.2892 [email protected]

“Success in the knowledge economy

comes to those who know themselves,

their strengths, their values, and how

they best perform.” Peter Drucker

Employee Engagement As a Profit Growth Strategy

CREATING AN ENGAGING CULTURE STRATEGIC HUMAN CAPITAL MANAGEMENT

Top-performing organizations understand that employee engagement is a strategy that drives business outcomes. Research shows that engaged employees are more productive employees resulting in increased profitable, productivity, more customer-focused, while decreasing employee turnover and absenteeism.

In the best run organizations, employee engagement is a strategic focus supported by methodologies for driving improvement and organizational change. The best performing companies know that developing an employee engagement strategy is critical. They also know linking employee engagement to the achievement of corporate goals is the key to business success.

World Class ROI/Profitability tied to Employee Engagement

TNG’s Employee Engagement Strategy –Think Globally, Act Locally Develop Predictive Capability

Online Employee Survey – Ease of administration, relevant questions Feedback on 4 areas of Employee Engagement - Leadership, Processes,

Relationships & Work Management – by business unit, mgmt/non-mgmt Employee Engagement Index for tracking progress Comprehensive, laser-focused feedback - Bottom-Up Solutions revealed Co-design and deliver tangible solutions – no cookie cutter Tangible unit-specific actions receive strong internal support Repeat process on regular basis (every 6 to 12 months) Unit-level Scorecard visualizes current and forecasted outcomes

According to Gallup, employee engagement at the business/work unit level relates to nine major performance outcomes including turnover, absenteeism, safety, productivity, and profitability. The graph above displays results from Gallup’s latest meta-analysis, which aggregates data from 199 research studies across 152 organizations in 44 industries. The bars represent median differences between business/work units in the top quartile of employee engagement scores and those in the bottom quartile.

Perhaps the most essential findings for business leaders are that: • The median productivity level among top-quartile business/work units was 18% higher than among bottom-quartile units; and • The median profitability level among top-quartile units was 16% higher than among those in the bottom quartile.

The Nielson Group 972.346.2892 Ask for Carl Nielson

Reference: Gallup Inc’s Employee Engagement Survey Oct 2011

About Our Solution A. Employee Engagement Survey administered

to employees captures effectiveness in four key organizational metrics: Processes, Work Management, Relationships, Leadership

B. Employee engagement score indexed to department/unit business performance outcome metrics

C. Employee engagement survey and performance outcome metrics used to conduct employee engagement focus groups with employees and management groups

D. Recommendations for laser-focused employee engagement strategies developed and tied to performance/ROI metrics

E. Selected employee engagement initiatives approved and funded. Implementation includes monitoring performance outcomes for ROI

F. Continue Employee Engagement Survey on regular basis. Track with performance outcomes over time. Measure success.

A recent analysis Gallup conducted at the organization level found that across industries, organizations’ employee engagement scores directly related to their earnings per share (EPS). Organizations with employee engagement scores in the top quartile of Gallup’s overall database in 2006 and 2007 posted earnings in 2007 and 2008 that were on average 28% higher than those of their competitors. Among organizations with engagement scores in the top decile, EPS topped those of their competitors by an average of 72%.

Moreover, organizations with comparatively high proportions of engaged employees were much less likely than the rest to see a decline in EPS in 2008, the year after the recession officially began.

mailto:[email protected]

Employee Engagement As a Profit Growth Strategy



Work Management

• Cross Functional Effectiveness

• Role Clarity/Agreement

• Measures and Goal Clarity

• Talent-Role Match

• Diversity of Perspective Valued

• Personal Accountability to the Team

• Collaborative Decision Making

• Project Management Skills

Leadership

• Clarity of Vision/Mission/Objectives

• Performance Management

• Ensures Timely Rewards and Recognition

• Continuous Improvement Focus

• Fully Leverages Talent within the Team

• Coach Approach to Guiding the Team

• Eliminates Barriers for the Team

• Leads by Example (promotes collaboration and creativity)

Team Processes

• Team Norms Effectively Followed

• Culture of Continuous Improvement

• Openness to Ideas

• Shared Leadership

• Shared Information

• “We Can Do It” Attitude

• Time Given to Planning, Decision Making and Quality Discussions

Relationships

• “Belonging to the Group” Satisfaction

• Team meetings are friendly, relaxed and energetic

• Open Expression of Feelings and Facts

• Focus on Cooperation/Collaboration, Not Blaming

• Respect for Team Members

• Personally Accountable to Team Members

• Culture of Open Communication

Employee Engagement

Index

0.000%

5.000%

10.000%

15.000%

20.000%

25.000%

30.000%

0.000% 10.000% 20.000% 30.000% 40.000% 50.000% 60.000% 70.000% 80.000% 90.000%

100.000%

2007 Q2

2007 YE

2008 Q2

2008 YE

2009 Q2

2009 YE

2010 Q2

2010 YE

Productivity

Employee Engagement Index

Absenteeism

Turnover

Profitability

Input:

Employee Engagement

Index

Outputs:

Productivity

Absenteeism

Turnover

Profitability

0% 10% 20% 30% 40% 50% 60% 70% 80%

35%

45%

55%

65%

75%

85%

95%

20

07

Q2

20

07

YE

20

08

Q2

20

08

YE

20

09

Q2

20

09

YE

20

10

Q2

20

10

YE

Processes

Relationships

Work Management

Leadership



Employee Engagement Index to Performance Outcomes

Strategic Laser-Focused Interventions

Carl Nielson

972-346-2892 [email protected]

Data Information Insight Action

Assessment Comparison Matrix Based on competitive analysis from 2011



Company 1 2 3 4 5 6 7 8 9 1

0

1

1

1

2

1

3

1

4

1

5

1

6

1

7

1

8

1

9

2

0

2

1

Behaviors X X X X X X X X X X X X X X X X X X X X

Motivators X X X X X X X X X

Cognitive,

Problem

Solving,

Acumen

X X X X X X X X X X

EQ X

Sales Skills X X X

Competencies X X X X X X

Job

Benchmarking X X X X X X X

360 Surveys X X X X X X X X

Validated for

Selection X N

Adverse

Impact Study X

Time to

Complete (m)

10

45 20 20 30 30 90 60 30 30 45 45

Hard Skills X X X

Supporting

Professional

Development

Tools

X

Index to Companies 1 TTI Performance Systems 8 Caliper 15 Previsor

2 Inscape 9 Chally 16 Harrison

3 Extended DISC 10 DDI 17 Kolbe

4 Thomas International 11 Hogan 18 Wonderlic

5 Inst for Motv’l Living/People Keys 12 Lohminger 19 PDI

6 Meyers Briggs 13 Profiles International 20 People Answers

7 Predictive Index 14 Innermetrix 21 Birkman

© 2011, 2012, Target Training International, Ltd and The Nielson Group

Comparing your needs to the wide range of assessment offerings can be frustrating. We’ve collected some information to speed your evaluation up.

You’ll want to ask each provider you are considering to “prove it” for any category we haven’t marked. And of course, we want you to ask us for our

proof as well.

TTI offers a comprehensive suite of assessment and development solutions. This includes assessment options for hiring, development and coaching. Ask The Nielson Group

about the “total talent” TriMetrix® assessment. Focused solutions available for the C-suite, management, sales management sales, customer service, healthcare, general

employment. Job benchmarks are custom developed based on what the job demands – not based on your current top performers. The Nielson Group also offers the most

valid and reliable assessment for hourly and retail hiring.

Documents

HRIM HR Information Management Leader Master Job Profile · Master Job Profile . Director, HR Information Management . Job Description . Position Overview . Key Accountabilities