Lets Talk Digital

1. LIVE·WORK·INNOVATELIVE·WORK·CARE
Let’s talk digital:
psychometric & behavioural profiling
Jane Graham – Resourcing Manager

3. LIVE·WORK·INNOVATE
The what and why?
Measures include:
- Personality
- Judgement
- Motivation
- Aptitude
Uses:
• Suitability & ‘fit’ for roles
• Personal growth and
development
• Team development
“ A standard and scientific method used to measure
individuals’ cognitive capabilities and behavioural
style”

5. LIVE·WORK·INNOVATE
Assessment Description
Personal Profile
Analysis (PPA)
Provides an accurate insight into how people behave at
work, detailing a person’s strengths and potential
limitations, preferred communication style, value to the
business, what motivates them, basic fears and how they
behave under pressure.
Trait Emotional
Intelligence
Questionnaire
(TEIQue)
An emotional intelligence assessment designed to identify
how well people understand and manage their emotions,
how well they interpret and deal with the emotions of
others and how they use this knowledge to manage
relationships.
High Potential
Trait Indicator
(HPTI)
Helps identify leadership potential by exploring a person’s
personality traits and provides an insight into how suited
they may be for senior executive leadership.
General
Intelligence
Assessment (GIA)
A cognitive ability assessment that provides an accurate
prediction of the time it will take someone to get to grip
with a new role.

6. LIVE·WORK·INNOVATE
The PPA takes just 8 minutes to complete and provides an
accurate insight into how people behave at work
The PPA profile provides information on;
• a person’s strengths and support factors
• their communication style
• their value to the business
• what motivates them
• their basic fears
• how they behave under pressure

7. LIVE·WORK·INNOVATE
D - Dominance I – Influence S - Steadiness C - Compliance
Assertive Influential Dependable Accurate
Competitive Communicative Methodical Compliant
Direct Friendly Deliberate Logical
Forceful Positive Good listener Systematic
D - Dominance I – Influence S - Steadiness C - Compliance
Hesitant Reflective Active Stubborn
Mild mannered Reserved Demonstrative Persistent
Non demanding Suspicious Pace Firm
Accommodating Probing Tempestuous Rebellious

8. LIVE·WORK·INNOVATELIVE·WORK·CARE

10. LIVE·WORK·INNOVATE
Purpose Benefits
Recruitment Identifies where candidates best fit the job profile in terms
of behaviour, motivation, emotional intelligence and
aptitude and provides the opportunity to questions the
areas which don’t quite fit. It is essential not to make
decisions based solely on assessment results
Leadership Self-awareness is key for effective leadership, not just for
understanding strengths and limitations but how they
impact upon their staff, peers and clients. It can reveal
motivation, adaptability and those that can think on their
feet suited to methodical problem solving.
Team
development
Supports people to understand the strengths and
limitations they bring to the team, how they react to
pressure, how well they communicate and manage
relationships with people who are different to them
Coaching and
mentoring
An opportunity for becoming more self aware to be able
support the changes to reach full potential

11. Case study:
Using Thomas psychometric tools in recruitment

12. Taken from: ‘Recruitment, A digital guide’ by Thomas International

13. LIVE·WORK·INNOVATE
STEP 1 starts with the creation of an ideal
candidate profile:
- Done with the hiring manager
- Describes the ideal behaviours, competencies
and preferences of working
- Reference other team profiling – right
fit/dynamics
- Reference & refine job description
STEP 2 continues with integrating those key
competencies and behaviours into all
marketing activity – including the job advert,
key messages on social etc

14. LIVE·WORK·INNOVATE
STEP 3:
- Using key competencies in shortlisting stage
stage
- PPA/TEIQue (and other appropriate
assessment tools) sent to shortlisted
candidates for completion and reports
compiled
- Compare reports with ideal candidate
- Start integrating probing questions (from
individual profiling reports) into interview
questions
STEP 4 is about using all the information you’ve
collated so far to appoint the right person
including comparing preferred candidate’s
profile with team profile/dynamics

15. LIVE·WORK·INNOVATE
My ideal candidate should have the ability
to….
• Motivate people to give their best results
• Meet people with ease
• Mentor, counsel, coach and generally support those who are not
confident in their area of competence
• Create a positive and innovative atmosphere
• Provide the best solutions in terms of quality and cost
• Apply a systematic and logical approach in order to get things right
• Be non-confrontational when handling or involved in conflict
situations
• Be alert to changing situations, show flexibility in approach,
adaptability in difficult circumstances and continuously strive to
achieve a result

17. LIVE·WORK·INNOVATE
ActualIdeal

18. LIVE·WORK·INNOVATE
Final thoughts
• Doing this for recruitment gives you an additional layer
of information
• Supports making a more informed decision to appoint
‘right fit’ for team and business
• Contributes to building an ideal team profile!
• Sustainability – used further in employee lifecycle (e.g.
CPD, appraisals etc)
• Should be seen as an integral part of the attraction and
selection process – not to replace but add
• Human element still needed!