Attributes Profiles

Click the link in the side bar to view a sample Attributes Profile report

Do you want to identify the most suitable candidates for recruitment or promotion to critical roles?

To you want to identify how best to improve performance of your people?

Do you want to get the best out of the talent you employ or hire and ensure that they continue to be motivated?

Do you want to improve staff retention?

Attributes profiles provide in-depth analyses of the respondent’s work style preferences showing their strengths, consequential limitations, how to get the best out of them and matching development needs.

We have created 3 variations depending on how much information is required relating to the respondents motivational criteria and assistance with planning and conducting effective interviewing. These variations are:

• Standard Attributes Profile (c. 20 pages)
• Augmented Attributes Profile (standard + personal motivational drivers)
• Comprehensive Attributes Profile (augmented + matching interview questions: c. 30 pages)

Please note, if you purchase a Comprehensive Attributes Profile, the Standard and Augmented versions are also made available to you at no extra charge! Similarly if you purchase the Augmented Attributes Profile you get the Standard version as well.

The Standard Attributes Profile

What this report should be used for

Enhancing recruitment, on-boarding, internal assessments, performance improvements and team optimisation.

When looking at leadership potential and/or development needs, this report should be used in conjunction with the leadership profile.

Who should use it

Recruiters, HR professionals, hiring authorities, directors, departmental heads, line managers.

What is included

1- The respondent’s Primary Approach to Work. This is a description of the respondent’s fundamental needs to function most effectively in the job. These main requirements relate to the level of contact they need and are likely to seek, the level of conformity that is likely to be exhibited and the type of information required for them to confer meaning to situations and tackle problems.

2- An analysis of the respondent’s primary strengths and associated limitations.

3- A set of graphs and descriptions of the respondent’s main work style preferences. This section covers how they prefer to work with others, how they need to organise their work and how rules relate to their needs to function effectively.

4- A set of graphs and descriptions of the respondent’s principle performance orientations. This section deals with the level of strategic focus, whether they are motivated by individual or group wins and their attitude to risk.

5- Information handling; involving how much detail they can process, how they can conceptualise or analyse situations and what factors affect decision making.

6- Group Working Style. In this section we look at how all the above factors combine to indicate the role(s) they are most suited to when working on projects as part of team.

7- We then summarise the data to show how it is best to deal with, and get the best from, the respondent

8- Finally, in this report, we briefly explain what you need to consider when the respondent is faced with change in their circumstances.

How Do I Order This?  What Will This Cost Me?

The Augmented Attributes Profile

What this report should be used for

Improving selection based on motivation and culture-fit; enhancing recruitment, on-boarding, internal assessments, performance improvements and team optimisation.

When interviewing for a leadership post this report should be used in conjunction with the leadership profile.

Who should use it

Recruiters, HR professionals, hiring authorities, directors, departmental heads, senior line managers, learning design specialists.

What is included

Everything contained within the standard profile (see above) together with additional outputs from the completed WSABI^® questionnaire. These deal specifically with personal motivation and values. They show the relative importance that the respondent attaches to 30 key factors that indicate how they are likely to respond to differing leadership qualities and the prevailing organisational culture. These factors are especially important in understanding the causes of disparities between capabilities and actual performance.

How Do I Order This?  What Will This Cost Me?

The Comprehensive Attributes Profile

What this report should be used for

Improving interviewing & selection; managing change/transformation; improving selection based on motivation and culture-fit; enhancing recruitment, on-boarding, internal assessments, performance improvements and team optimisation.

When considering undertaking business transformation or significant change programmes it is essential to know who will drive, support, resist or even obstruct progress. When hiring or assessing suitability for business-critical roles it is crucial to know which of the candidates represents the best fit with, and will respond most positively within, your culture. The additional, tailored, behavioural & competency based, interview questions provided in this report, will help inform the process and identify any critical anomalies.

When interviewing for a leadership post this report should be used in conjunction with the leadership profile.

Who should use it

Recruiters, HR professionals, hiring authorities, directors, departmental heads, senior line managers, learning design specialists, leaders of change/transformation programmes.

What is included

Everything contained within the augmented and standard profiles (see above) together with (on average) 40, carefully designed behavioural and competency based interview questions, crafted to match the respondent’s particular attributes and working styles. In addition to posing these questions at the end of each relevant subsection, they are also repeated at the end of the report in the form of worksheets to allow comparative note-taking and scoring by the interviewers.

This will provide you with extra insights into whether the respondent can make tough decisions, how they solve problems, their true capabilities, their value as a team member, what style of leadership or management they respond best or least to, and which organisational values they will align themselves with, uphold, promote or ignore.