HR Consulting, Psychometric Assessment Tools, Profiles International, Profiles Arabia

1. TALENT JOB FIT PSYCHOMETRIC Measurement Mohamad Shurrab Co-Founder & CEO

2. Agenda Brief Introduction about Profiles International™ About Profiles Arabia™ Organizations’ Issues & Complexity Why Profiles International is the answer ? Share some examples of Profiles XT product

3. Profiles International: A World Talent in Human Capital It’s a Psychometric Assessment for Talent Identification, Utilization & Development. Founded in 1991 in Waco – Texas, USA. MENA’s Regional Office Based in Dubai & PA is Based in Jeddah. Over 40,000 Customers Worldwide. Existing in 118 Countries. Assessments in 32 Languages.

4. State of the Art Assessment Tools Multi-purpose Research Based Tools Scientifically Validated (for the Arab World) Coefficient Alfa is 0.80-0.93 Technology Oriented - Can be tailored to the Job Specifics at all levels, hence DNA Copying of “Your STAR Performers!” ----- OBJECTIVELY Benchmarking Features (Job Match) Fully Web-Based (Own System)

5. About Profiles Arabia™ PSYCHOMETRIC TEST

6. IN NUTSHELL Profiles Arabia™ uses Profiles International™ Psychometric Assessment Suites of products to assist governments and companies of all sizes identify, utilizeand developemployees’ talents. We simply help to bring a Glove Match between a job requirements and a human resource! Profiles Arabia™ has an exclusivity for Profiles International™ products in Saudi Arabia, Bahrain, Qatar and Oman.

7. VISION Create productive society whereby GCC Individuals are empowered to realize their full potential by maximizing their talents & abilities.

9. Network of the finest Strategic Business Partners that share our same purpose, values & vision.

11. communicating any potentially broken agreements to all parties at the first appropriate opportunity.

12. remaining alert for problems within our operations and proposing possible solutions if something is not working correctly.

13. operating in a responsible manner, "above the line...“.

14. communicating honestly and with a purpose.

15. asking questions to clarify when we do not understand.

17. listening with the intent to understand what is being said and acknowledging that what is said is important to the speaker.

18. responding in a timely fashion.

19. speaking calmly and respectfully without profanity or sarcasm.

22. OUR FOUNDERS Dr. Ali Sharab Founder & Chairman Dr. Ali Sharab is a preeminent authority on improving organizational performance, change management and human resources development. Dr. Sharab is renowned for his strategic approach to change in organizations as well as integrating human values within the work environment. He is a consultant to many corporations and governments in Saudi Arabia, United Arab Emirates and other Gulf States. Since he started his career in 1989, Dr. Sharab achieved sustainable excellent performance and fostered leadership skills through identifying latest and proven record business strategies, sophisticated structures and best practices of organizations such as KSA Aramco oil giant, LG, Saudi Electricity, Government agencies in KSA, Abu Dhabi, Dubai and Jordan. Dr. Sharab has assisted companies working in healthcare, oil and gas, management, environment, finance and academics to excel in their areas of expertise. Dr. Sharab is the founder of Foursan Al Hayat, a leading organization specialized in providing high end business consultancy in the Middle East region. He is also a partner in the UAE Seagull Event Management Company. Dr. Sharab is a PHD holder in human psychology and Masters Graduate in human resources development.

24. Business Vision, Development & Strategy (BTC – Goody Brand & Unilever)

25. Entrepreneur, own business (zgrocer.com, 1st online B2C in MENA)

26. Consultation & Business Development (ITC - Google Inc., USA) Mohamad holds a BS in Industrial Engineering and Information System Design from Arizona State University.

27. Lead CONSULTANT Dr. Mahmoud Khan Lead Consultant & Trainer Dr. Khan is Human Resources and Organizational Development Consultant in GCC (Emphasis on Talent & Change Management, Career Development, Comp & Ben and Performance Management). A licensed Assessor and Certified Evaluator. Won the Excellence Award as “Outstanding Contribution to Human Resources in the Middle East” nominated and judged by SHRM, SHL and IIRME (Oct 2008). Dr. Khan as been working as a consultant since January 2000 for several group of companies such as Savola Group, Professionals Profiles International, Xenel, National Commercial Bank, SAGCO, Jeddah Chamber of C&I, ALJ, SelecTrain, Pharmaceutical Solutions Industries, mbc TV & Radio, Rotana group, PEPSI & Bridgestone, American Express, Morgan & Banks(KSA),Amiantit, SAHARI Pack, Saudi Arabian Airlines and Friesland Intl. & has been working as a Career Advisor and Mentor for many candidates since 1995 specially the young ambitious men and women with high potentials. Dr. Khan is a Certified Training & Occupational Learning Specialist and Associate of ITOL (UK2008, Certified Professional in HR (CPHR) and Certified Training Practitioner (CTP)/CIPD, Certified Career Planning and Talent Management Manager-ASTD 2007, 2009 and Certified Competency-Based interviewer for senior management. Dr. Khan academic background is equally impressive: Chemical Eng. Professor & Registrar and Academic Auditor of KFUPM–Dhahran, KSA, specializing in Thermodynamics-Oil & Gas and Reaction Kinetics.

28. Our Strategic Business Partners Qualified & Certified Partners capable of providing Professional Services using Profiles International Assessment Tools. Gulf Aviation Academy

29. Organizations’ Complexity PSYCHOMETRIC TEST

30. Complex Structure – Many Variables How do you Build & Maintain Such Complex Structure with Many Variables? 18

31. Risk of Retention Cost Higher Productivity ($/HC) Lost Opportunities Sunk Cost Often we see this pattern Opportunities Performance Above Curve Desired Progress Below Curve Time

32. A myth: Good vs. BAD Employee! Is there such thing as Good or Bad Employee ? NO, but often there is a miss-match between the Employee & The Role/Function & Scope of Responsibilities. 20

33. What most Interviews fails to show…. Learning Index, Verbal & Numeric Reasoning for Problem Solving. Thinking Style Energy Level, Assertiveness, Sociability, Manageability, Attitude, Decisiveness, Accommodating, Independence, Objective Judgment. Behavior Traits Enterprising, Financial / Admin, People Services, Technical, Mechanical & Creative. Occupational Interest Without Psychometric Assessment, its difficult to gage !

34. Here’s what you see when you hire/promote… Here’s what you get!

35. Here’s what you see & hire/promote… 10% 90% Here’s what you get! Profiles International Will help you see clearly the balance 90%.

36. We also help you Match Role, Utilize & Develop Talents. Profiles International Assessment Suite

37. Profiles International Assessment Suite

38. Real-Life Examples PSYCHOMETRIC TEST

39. Samples of XT patterns ProfilesXT sample for Finance Director ProfilesXT sample for General Manager ProfilesXT sample for Marketing Director

41. The Profile XT is used for placement, promotion, self improvement, coaching, succession planning, and job description development.

43. Job Pattern Thinking Style Learning Index 1 2 3 4 5 6 7 8 9 10 Verbal Skills 1 2 3 4 5 6 7 8 9 10 Verbal Reasoning 1 2 3 4 5 6 7 8 9 10 Numerical Ability 1 2 3 4 5 6 7 8 9 10 Numerical Reasoning 1 2 3 4 5 6 7 8 9 10 Learning Index: An index of expected learning, reasoning and problem solving potential. Verbal Skills: A measure of verbal skill through vocabulary Verbal Reasoning: Using words as a basis in reasoning and problem solving. Numerical Ability: A measure of numeric calculation ability. Numerical Reasoning: Using numbers as a basis in reasoning and problem solving.

44. Job Pattern – Finance Director Thinking Style Learning Index 1 2 3 4 5 6 7 8 9 10 Verbal Skills 1 2 3 4 5 6 7 8 9 10 Verbal Reasoning 1 2 3 4 5 6 7 8 9 10 Numerical Ability 1 2 3 4 5 6 7 8 9 10 Numerical Reasoning 1 2 3 4 5 6 7 8 9 10 Learning Index: An index of expected learning, reasoning and problem solving potential. Verbal Skills: A measure of verbal skill through vocabulary Verbal Reasoning: Using words as a basis in reasoning and problem solving. Numerical Ability: A measure of numeric calculation ability. Numerical Reasoning: Using numbers as a basis in reasoning and problem solving.

45. Job Pattern – Mr. Abc Job Match 71% Thinking Style Learning Index 1 2 3 4 5 6 7 8 9 10 Verbal Skills 1 2 3 4 5 6 7 8 9 10 Verbal Reasoning 1 2 3 4 5 6 7 8 9 10 He communicates above the level of others. He needs to actively listen to communicate at others level. He feels better than others in communication. Numerical Ability 1 2 3 4 5 6 7 8 9 10 Numerical Reasoning 1 2 3 4 5 6 7 8 9 10 Using numbers, even under stress he can take decisions with no error; however he is not patient with others. He might be frustrated due to that and needs to be more understanding with others. 5 The Pattern 7 Within the Pattern 4 Out of the Pattern

46. Job Pattern Behavioral Traits Energy Level 1 2 3 4 5 6 7 8 9 10 Assertiveness 1 2 3 4 5 6 7 8 9 10 Sociability 1 2 3 4 5 6 7 8 9 10 Manageability 1 2 3 4 5 6 7 8 9 10 Attitude 1 2 3 4 5 6 7 8 9 10 Decisiveness 1 2 3 4 5 6 7 8 9 10 Accommodating 1 2 3 4 5 6 7 8 9 10 Independence 1 2 3 4 5 6 7 8 9 10 Objective Judgment 1 2 3 4 5 6 7 8 9 10

47. Job Pattern Behavioral Traits Decisiveness – Uses available information to make decisions quickly. Energy Level – Tendency to display endurance and capacity for a fast pace. Accommodating – Tendency to be friendly, cooperative, agreeable. To be a team person. Assertiveness – Tendency to take charge of people and situations. Leads more than follows. Independence – Tendency to be self-reliant, self-directed, to take independent action and make own decisions. Sociability – Tendency to be outgoing, people-oriented and participate with others. Objective Judgment – The ability to think clearly and be objective in decision-making. Manageability – Tendency to follow policies, accept external controls and supervision and work within the rules. Attitude – Tendency to have a positive attitude regarding people and outcomes.

48. Job Pattern – Finance Director Behavioral Traits Energy Level 1 2 3 4 5 6 7 8 9 10 Assertiveness 1 2 3 4 5 6 7 8 9 10 Sociability 1 2 3 4 5 6 7 8 9 10 Manageability 1 2 3 4 5 6 7 8 9 10 Attitude 1 2 3 4 5 6 7 8 9 10 Decisiveness 1 2 3 4 5 6 7 8 9 10 Accommodating 1 2 3 4 5 6 7 8 9 10 Independence 1 2 3 4 5 6 7 8 9 10 Objective Judgment 1 2 3 4 5 6 7 8 9 10

49. Job Pattern – Mr. Abc Behavioral Traits Job Match 93% Energy Level 1 2 3 4 5 6 7 8 9 10 Assertiveness 1 2 3 4 5 6 7 8 9 10 Sociability 1 2 3 4 5 6 7 8 9 10 Manageability 1 2 3 4 5 6 7 8 9 10 Attitude 1 2 3 4 5 6 7 8 9 10 Decisiveness 1 2 3 4 5 6 7 8 9 10 Accommodating 1 2 3 4 5 6 7 8 9 10 Independence 1 2 3 4 5 6 7 8 9 10 He is more individualistic than a team player; encourage him setting individual goals that reward the group. He might be frustrated by others perspectives when in a group. He need training in stress management and tolerance. Objective Judgment 1 2 3 4 5 6 7 8 9 10 5 7 4 The Pattern Within the Pattern Out of the Pattern

50. Job Pattern – Finance Director Occupational Interests Top Three Interests for this Position Enterprising 1 2 3 4 5 6 7 8 9 10 Financial/Admin 1 2 3 4 5 6 7 8 9 10 People Service 1 2 3 4 5 6 7 8 9 10 Lowest Three Interests for this Position Technical 1 2 3 4 5 6 7 8 9 10 Mechanical 1 2 3 4 5 6 7 8 9 10 Creative 1 2 3 4 5 6 7 8 9 10

51. Job Pattern – Finance Director Occupational Interests Technical – Indicated interest in scientific activities, technical data and research. Enterprising – Indicated interest in activities associated with persuading others and presenting plans. Mechanical – Indicated interest in working with tools, equipment and machinery. Financial/Admin – Indicated interest in activities such as organizing information or business procedures. Creative – Indicated interest in activities using imagination, creativity and original ideas. People Service – Indicated interest in activities such as helping people and promoting the welfare of others.

52. Job Pattern – Mr. Abc Job Match 62% Occupational Interests Top Three Interests for this Position Enterprising 1 2 3 4 5 6 7 8 9 10 Financial/Admin 1 2 3 4 5 6 7 8 9 10 Overall Job Match 78% People Service 1 2 3 4 5 6 7 8 9 10 Lowest Three Interests for this Position Technical 1 2 3 4 5 6 7 8 9 10 Mechanical 1 2 3 4 5 6 7 8 9 10 Creative 1 2 3 4 5 6 7 8 9 10 Distortion 9 Distortion 1-4 Ignore Report 5-6 Do further probing 7-9 Good Report 5 Indicate the three highest interests of this individual.

53. Types of reports generated Job Summary Graph Graph Report Job Profile Summary Report Placement Report Coaching Report Succession Planning Report Candidate Matching Report Job Analysis Report Individual Report For Details, Please see attached file titled: PXT coaching sample report

54. Placement Report (for recruitment)

55. Coaching Report

56. Succession Planning Report Position Job Match Percentage Hardware Engineer…………………………….. 90% Software Engineer……………………………… 86% Network Engineer……………………………….. 82% Programmer……………………………………….. 82% Electrician………………………………………….. 81% Communication Engineer …………………….. 80% Succession Planning Report

57. Customization The Job Pattern of Profiles Products can be customized by: Organization Position Department Manager Geography, or any combination of these factors Empirical data can be used to develop a pattern that will tell you how well a job candidate matches your successful salespeople.

58. Profiles International Assessment Suite Assessment and development for Managers & Executives. Leveraging Leadership and Management Competitive Advantage Organizational and professional development. Management and leadership career. Help managers become more effective.

59. Communication Leadership Instills Trust Listens to Others Provides Direction Delegates Responsibility Process Information Communicates Effectively Adjusts to Circumstances Personality Displays Commitment Development Adaptability Thinks Creatively Seek Improvement Builds Personal Motivates Successfully Relationship Facilitates Team Cultivates Individual Talent Works Efficiently Success of Others Achieves Result Relationships Development Takes Action Works Competently Task Management Production Measures 8 Management & Leadership Competencies in 18 Skill Sets

60. Manager receive feedback from the full circle of people whom he interacts. Web Based Assessment The Ratee Survey Information provided by respondents is completely confidential. All input is processed by Profiles Service Center. The Process Boss Peers Subordinate Self

61. Assessee receives feedback from the full circle of people whom he interacts Web Based Assessment Professor Survey Information provided by respondents is completely confidential All input is processed by Profiles Service Center The Process for the University Dean / Dpt Head Peers Admin Staff & other Profs Students Self

62. The Reports generated For Details, Please see attached file titled: CheckPoint_Sample_Report.pdf Multi-Rater Feedback Report Comparison Report Organizational Management Analysis Report The Skill Builder

63. Multi-Rater Feedback Report

64. All Observers Rating Self Rating S S A A S S A A GAP A A S S S S A A Multi-Rater Feedback Report Executive Overview 5 Communication Leadership 4 3 Personal Dev't. Adaptability 2 Favorable Zone 3.5 – 4.25 1 0 Dev't. of Others Relationships Production Task Management

65. Eight Management Competencies 1 Never 2 Seldom 3 Some times 4 Usually 5 Always Current Rating Self 3.50 Boss 3.00 Direct 3.00 2.75 Peers 2.80 All Favorable Zone MULTI-RATER FEED BACK SYSTEM REPORT 8 CHECKPOINT SKILL CLUSTERS

66. Skill Groups GAPS MULTI-RATER FEED BACK SYSTEM REPORT COMPETENCY ANALYSIS

67. Identified Strengths Areas for Development MULTI-RATER FEED BACK SYSTEM REPORT DEVELOPMENT SUMMARY

68. S S S S A A A A S S A A A A A S S S S S S S A A A A 3.63 3.54 3.76 3.41 Comparison Report Executive Overview Previous Checkpoint Current Checkpoint 5 5 Communication Leadership Communication Leadership 4 4 3 3 Personal Dev't. 2 Adaptability Personal Dev't. 2 Adaptability S S 1 1 0 0 GAP A S Dev't. of Others Relationships Dev't. of Others Relationships Production Task Management Production Task Management 0 Not Applicable 1 Never 2 Seldom 3 Sometimes 4 Usually 5 Always 0 Not Applicable 1 Never 2 Seldom 3 Sometimes 4 Usually 5 Always All Observers Self Self All Observers

69. Organizational Management Analysis Examines Organization’s culture. Align management groups with Organization’s goals and objectives. Analysis of organizational development priorities. Defines organizational training needs. SAMPLE Report For Details, Please see attached file titled: OMA.pdf

70. Profiles International Assessment Suite A tool for Organizational and Professional Development

71. 1 Identify Strengths & Development Areas 2 Link Training Need Analysis to Skill Builder Series 5 Post Implementation Assessment 3 Create Learning Experience through Exercises 4 Monitor Progress How does it work

72. Development Areas Listening Skill Information processing Communication Skills Trust Building Relationship Building Delegation Responsibility Adjusting to Circumstances Creative Thinking Directing Ability Team Building Working Efficiently Competence Development Taking Action Achieving Results Development of Individuals Motivation Commitment Seeking Improvement For Details, Please see attached file titled: skillbuilder sample report.pdf

74. Quality of Work

75. Initiative

76. Teamwork

78. Assessment Focus Measuring key behavioral factors and impact on business. Provides information making employee more valuable and productive. Understanding how an individual could be understood, motivated and managed.

79. Reports generated Graphic Summary For Details, Please see attached file titled: PPI Sample Report - Management Rep.doc Management Report Personal Report

80. Profiles International Assessment Suite Helping team leaders get the most from members of the team. Showing team strengths and potential problem areas. Designed to put people together, build a team, and achieve goals. Helping team leaders and members become more effective. Optimizing team’s potential for exceptional performance

81. Profiles International Assessment Suite The Profiles Sales Indicator™ provides a means of selecting people who have the five qualities that make salespeople successful: Competitiveness, Self-reliance, Persistence, Energy, and Sales Drive. It also predicts on-the-job performance in seven critical sales behaviors: 1. Prospecting, 2. Closing Sales, 3. Call Reluctance, 4. Self-starting, 5. Teamwork, 6. Building and Maintaining Relationships, and 7. Compensation Preference.

82. Compensation Preference Prospecting COMPETI- TIVENESS SALES DRIVE Closing Sales Relationship Building & Maintaining ENERGY SELF RELIANCE Teamwork Call Reluctance PERSISTENCE Self Starting Measures 5 key qualities of successful salespeople Predicts performance in 7 critical sales behaviors

84. Non-confrontational

85. Cooperative

86. Persuasive

87. Confident

89. Appreciates the need for procedures

90. Independent

92. Good Sensitivity

93. Limited follow-thru

94. Persevering

95. Unwavering

97. Steady paced

98. Patient

99. High endurance

100. Spontaneous

102. Unassuming

103. Process focused

104. Success oriented

105. Outcome focused

107. Non-confrontational

108. Cooperative

109. Persuasive

110. Confident

112. Appreciates the need for procedures

113. Independent

115. Good Sensitivity

116. Limited follow-thru

117. Persevering

118. Unwavering

120. Steady paced

121. Patient

122. High endurance

123. Spontaneous

125. Unassuming

126. Process focused

127. Success oriented

128. Outcome focused

130. Placement Report Degree of alignment between customer service perspective and expectations of the company. Guideline for Interviewing Candidates. Simulation questionnaires regarding the issue in question Reports generated CSP Coaching Report-For training and coaching employees. Individual Report -Helps employees increase awareness of customer service skills and become better employees.

131. 8 Behavioral Characteristics TRUST 7 5 10 8 6 4 2 9 3 1 7 5 10 8 6 4 2 9 3 1 TACT 7 5 10 8 6 4 2 9 3 1 EMPATHY CONSCIENTIOUSNESS 7 5 10 8 6 4 2 9 3 1 CONFORMITY 7 5 10 8 6 4 2 9 3 1 6 5 10 8 7 4 2 9 3 1 FOCUS COURTESY 7 5 10 8 6 4 2 9 3 1 7 5 10 8 6 4 2 9 3 1 FLEXIBILITY 78% JOB MATCH = 78% Placement Report

132. CONSCIENTIOUSNESS 7 5 10 8 6 4 2 9 3 1 Suggested Interview Questions Would you describe your level of precision in your work to be sufficient to satisfy a customer? Is there such a thing in your opinion, as too much perfection when following directions? How could a person’s level of precision and follow through be both an advantage and a disadvantage in customer service? How so? Placement Report Interpretation score is below pattern - Lack of precision and follow through of the candidate or, - Level of meticulousness that exceed employer’s expectations

133. MULTI-JOB Job Match for career counseling Promotion Career Planning Succession Planning Mr. Ahmed has scored the following percentage fit for the following jobs; Sales Manager 81% Customer Service Manager 75% Showroom Manager 73% Marketing Manager 61% Business Development Manager 55% After Sales Support 44% Motivation Training & Dev’t. Team Building

134. MULTI-CANDIDATE Job Match Report Promotion Career Planning Succession Planning The following candidates have scored the following percentage fit for the Job of Customer Service Manager; Ahmed 81% Jamal 75% Adam 73% Sahel 61% Omer 55% Rashid 44% Motivation Training & Dev’t. Team Building

135. For more: http://profilesarabia.blogspot.com/ Email: mohamad@profilesarabia.net Mohamad M. Shurrab – Co-Founder & CEO