pda analyst certification seminar welcome

PDA Analyst Certification Seminar

Welcome

1

Introductions

Name

Organization and current position

Are you familiar with PDA?

Share with us some particular features of your behavioural profile. I see myself as…

2

What do you hope

to obtain from this seminar?

Your Expectations

3

Demonstrate that the PDA Assessment is a very useful tool that could be applied in various Human Resources processes.

Explain the foundations and theories on which the PDA system is based.

Share “concepts and indicators” to properly manage and interpret the PDA Reports.

Do practical exercises...

Have fun!

Our Expectations

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PDA Manual

Complete Guide of the PDA System

Analyst Kit

5

Power Point Presentation of the

Analyst Seminar

Slides of the PDA Seminar

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Analyst Kit

Laminated Sheets

Analyst Kit

“Juan Gonzalez”Example case & Guide to the Interpretation of PDA Charts.

“Analyst Guide” Guide to the Interpretation of the PDA Charts

Reference GuidesReference Guide & Summary for the Interpretation of PDA

Charts.

7

Start

Finish

Coffee Breaks

Lunch Time

Logistics

8

Agenda

9

Profile Interpretation from “Combined

Axes”

Theoretical

Concepts

Axis

Interpretations

• Risk• Extroversion• Patience• Norms• Self-Control• Axis Intensity Indicator

• Interpretation of 2 and 4 axes• Lines of Interpretation• PDA Universe & 26 Reference Profiles

• Perception• Self-Concept• Self-Consistency• Semantics

Agenda

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Indicators for a deeper

Interpretation

• PDA Behavioral Profile Charts: Natural & Role

• E – Level of Energy• EB – Energy Balance• DMS– Decision-Making Style• PI – Profile Intensity• PM – Profile Modification• FT – Form Time (completion time of PDA form)

PDA Feedback

• Guidelines for the PDA Interpretation Assessment Process

• Exercises of Interpretation

PDA University• PDA Consulting

What is the PDA System?

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12

What does PDA allow us to do?

13

Based on this we conclude…

Thus allowing them to reach and display their highest productive ability…

PDA does not describe:

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Remember that a person’s success is not only determined by their Job Profile, but is also influenced by their experience, motivation, training, guidance and leadership among several other factors…

PDA: Areas of Application

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Defining Positions

•Identification of the key skills of the positions.

•Definition of tasks and subtasks.

•Align the positions with the business core and marketing strategy.

•Analysis of successful contacts in each position.

Recruitment & Selection

•Correlation of the candidate’s profile vs. the profile of the job position.

•Gather information to prepare for the interview.

Induction &Training

•Identification of training needs.

•Analysis of strengths and weaknesses vs. the corporate competencies.

Potential &Development

•Detection of potential.•Identification of skills.•Relocation•Analysis of strengths/ Areas of improvement.

Leadership &Management

Outplacement

•Strengths•Areas of opportunity•Career guidance

Young Professionals

•Selection•Detection of Potential•Areas of development•Coaching

•Coaching•Communication•Leadership Style•Decision-making Style

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Areas of Application – PDA Solutions

THEORETICAL BASIS

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(1893 - 1947) Psychologist and inventor, he developed the “Theory of Personality” which is described in his book “Emotions of Normal People” (1928). It describes the underlying principles of the PDA database:

“Behavior is a function of a person in response to their perception of their environment”.

William M. Marston

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For the development of the “Theory of the Personality Structure”, described and developed in his book “Emotions of Normal People”, Marston bases it on various theories and concepts:

In other words... each one of us will respond to a particular situation according to how we perceive, understand or interpret it.

William M. Marston

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Among his inventions...

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PERCEPTION

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We know that Perception is a deep psychological process, related and mixed with our history, our experiences, our memories, our present situation, that is… associated with our “Self”....

Perception

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PerceptionPerception is the way we receive, individualize, and interpret the is the way we receive, individualize, and interpret the world around us.world around us.

Perception is formed by …

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How many “E”s do you How many “E”s do you see?see?

“.. The best structure will not

guarantee results or performance.

But the wrong structure is a

guarantee for failure”..

Peter

Druker 24


How many “E”s do you How many “E”s do you see?see?

“.. The best structure will not

guarantee results or performance.

But the wrong structure is a

guarantee for failure”..

Peter Druker25

Videos

29

VIDEOS

“Perception” is not an objective reality; people tend to create their own reality.

Conclusion

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Self-Concept Theory

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IDEAS ABOUT OURSELVES

Our idea of who we are

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Parents SchoolColleagues

Relatives

I am …I can …

I should …I could …

etc.

I am …I can …

I should …I could …

etc.

Self-Concept Theory

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From this basis, From this basis, MarstonMarston stated that: stated that:““Individual Behavior” is determined, in part, by the Individual Behavior” is determined, in part, by the interaction between the interaction between the self-conceptself-concept and the permanent and the permanent adjustments or modifications made in response to the adjustments or modifications made in response to the demands of their environment…demands of their environment…

Therefore, the purpose of “Human Behavior” is to...

Self-Concept Theory

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The SELF-

CONCEPT

... consequently people will tend to behave consistently with what they believe...

At PDA we are saying

Self-Concept Theory

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Self-Consistency Theory

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“People will accept and assimilate those ideas that are consistent with what they believe and they will reject ideas that are inconsistent with what they believe”

“The mind works as an unit, an organized system of ideas”.

All ideas belonging to the system must be consistent with each other.

Self-Consistency Theory

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SEMANTICS

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Study of:

Language

The use of Words

Semantics

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Concepts of Semantic

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Through his studies Marston concluded that the interpretation that each person gives to each of the words is associated to how they perceive them… and as we have already seen: every person perceives according to their “self concept”.

This means that according to their “self concept”, each person would give positive or negative connotations - different in each case - to every word perceived ...

Concepts of Semantic

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Marston developed the instrument to understand and analyze the “SELF CONCEPT”, and predict a person’s behavioral profile, the “natural behavior profile”

The birth of the tool…

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Two identical lists of 86 “key” words, for the person to complete the form independently and spontaneously, selecting or rejecting each word according to their own perception of each..

According to the words selected by the assessed individual, the amount of words selected and the hundreds of millions of possible combinations, the “Behavioral Profile Chart” is obtained which can identify, describe and predict the Natural Behavior of the person.

The birth of the tool …

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NATURAL ROLE

The birth of the tool …

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NATURAL ROLE

Descriptive Words Behavioral Review Management Style

- Leadership

- Decision-Making

- Communication Sales Style:

- Opening

- Communication

- Closing Strengths that can become

limitations. How to lead effectively Current Motivational Status Action Plan

Other valuable information…

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NATURAL ROLE Person - Position Correlation Studies :

- Predefined by PDA Int.

- Customized Person - Competencies

Correlation Studies

- Predefined by PDA Int.

- Customized Group Trends Leadership Matching Others….

VALIDITY &

RELIABILITY

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Validity & Reliability

Recommended Reading Material and Hadbooks, available in PDA Consultancy Portal:

PDA Technical Manual

PDA Indicator Studies

PDA Research Summary

Equal Employment Opportunity Commission (E.E.O.C. )

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Proven Reliability

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84%

Validity according to the “Correlation Criteria”

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Marston´s Model

Proactivity

Reactivity

Tasks

Peop

le

RiskAxis

ExtroversionExtroversionAxis

NormsAxis

PatienceAxis

Self-ControlEmotional Rational

Energy

5 Axes of PDA …

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RISK Proactive towards Tasks

EXTROVERSIONEXTROVERSION Proactive towards People

PATIENCIE Receptive towards People

NORMS Receptive towards Tasks

SELFCONTROL Axis moves between Emotional – Rational Influence

While we will now describe and explain, one by one and in detail, the "axes" of PDA Assessment, it is important to clarify that the “axes" do not exist “pure and independently", but are always combined and are an essential part of a "BEHAVIORAL PROFILE”.

Important

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Interpretation of the “axes” as “independent tendencies”

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High Tendency

0 10 20 33 34 50 66 67 80 90 100

Low Tendency

Situational Tendecy

•The values for each axis vary from 0 to 100.

“Key” aspects of the axes

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NATURAL ROLE

Risk Axis

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Those who have a high Risk Axis, take risks, are oriented towards power and authority. They are motivated when having control of the situations.

People who have a low Risk Axis are oriented towards deep and complete understanding, prefer to avoid risks and they are motivated by having someone to guide and direct them explicitly.

Ris

k

Risk Axis: Motivators…

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For example, a person who is naturally “High Risk” (Risky)...

Is motivated by tasks that require them to be constantly challenged, competing. These tasks do not demand from them bigger efforts.

Tasks that will require effort and will unmotivated them are the ones, that require to give up authority and control, and tasks that are not challenging and do not allow them to display authority.

Risk Axis: Words…

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LOW Tendency HIGH Tendency• Careful• Moderate• Modest• Reserved• Risk averse• Friendly• Passive• Cautious

• Direct• Competitive• Confrontational• Risk Taker• Results-oriented• Decisive• Challenge-oriented

Extroversion Axis

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Those who have a high Extroversion Axis prefer to work with people, are focused on building interpersonal relationships and are motivated by pleasing and being accepted by others

Those who have a low Extroversion Axis are focused on the analysis of information. They prefer to work alone, and are motivated by having objective information data and/or evidence.

Extr

overs

ion

Extr

overs

ion

Extroversion Axis: Motivators

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For example, a person who is naturally “High Extroversion” (Extroverted)...

Is motivated by tasks that require them to be exposed to people; to meet new people. These tasks do not require from them bigger efforts.

Tasks that will require from them efforts and that will unmotivate them are data-intensive jobs that require them to work alone and take them away from popularity.

Extroversion Axis: Words…

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LOW Tendency HIGH Tendency• Analytic• Serious• Introspective• Distant• Reserved

• Sociable• Persuasive• Extroverted• Friendly• Empathetic• Optimistic

Patience Axis

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Those who have a high Patience Axis prefer to take time to do things, are focused on consistency and quality, they prefer things that they already “know”, and will avoid unexpected changes. They are motivated by being able to predict and understand everything.

Those who have low Patience Axis are focused on diversity and constant changes, prefer to work quickly and are motivated by variety.

Pati

en

ce

Pati

en

ce

Patience Axis: Motivators…

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For example, a person who is naturally “High Patience” (Patient)...

Will be motivated by tasks that require time and analysis. These tasks do not require from them bigger efforts.

Tasks that require from them efforts and that will unmotivate them are the ones that demand a sense of urgency and constant changes, those that will not allow them to take time for the analysis.

Patience Axis: Words …

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LOW Tendency HIGH Tendency• Diversity• Changing• Dynamic• Shifting• Spontaneous • Creative

• Routine• Quality• Patient• Calm• Quiet• Family-oriented

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Those who have a high Norms Axis prefer to adhere to rules, regulations and procedures in order to avoid unfavorable situations and are motivated by perfection and security.

Those who have a low Norms Axis prefer autonomy, freedom to act and are motivated by independence.

Norm

sN

orm

s

Norms Axis

Norms Axis: Motivators…

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For example, a person who is naturally “High Norms” (Conformity to Norms)...

Is motivated by structured tasks with clear rules and procedures to follow. This tasks do not demand from them bigger efforts.

Tasks that will demand from them efforts, and will consequently unmotivate them are those with no clear procedures, that require creativity, independence and freedom to act.

Norms Axis: Words…

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LOW Tendency HIGH Tendency • Independent• Autonomous• Safe• Focused on the ‘big

picture’• Goal-oriented

• Disciplined• Cautious• Detail-oriented• Meticulous• Perfectionist• Professional recognition

For more information on “Motivators" please refer to Chapter 4 of the PDA Analyst's Manual

Motivators

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ACTIVITY:

Famous Characters

“Key” aspects of the PDA profiles

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Everyone displays, to a greater or lower extent, these 5 axes…

5 Axes Combined: Behavioral Profile

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We understand that the BEHAVIORAL PROFILE of a person is the combined and integrated display of these 5 Axes.

Behavioral Profile

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IMPORTANT:

There are no people with good OR bad Behavioral Profiles. There is people who, according to their Behavioral Profiles, require more or less effort to complete certain tasks, or functions in order to respond to certain responsibilities…

R E P N

R E P N

R E P N

R E P N

PROFILE Exercises

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R E P N

R E P N

R E P N

R E P N

PROFILE Exercises

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R E P N

R E P N

R E P N

R E P N

PROFILE Exercises

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Instructions:

Name each of the axes.

Identify the tendency range of each axis.

Identify, according to the PDA model, the descriptive words and motivators of each axis.

PROFILE Exercise

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PDA Manual

Chapter 6

Self-Control Axis

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Self-control Axis

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NATURAL ROLE

Measures the strength of the person to think and reflect before acting.

The process of reasoning and judgment.

IMPORTANT:

The Self-Control Axis is independent and not “physically” integrated into the “Marston Matrix”, but it impacts and affects the other 4 axes, acting on their Behavioral Profile.

Self-control Axis

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Self-Control Axis

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Facts Logics

High

Feelings Emotions

Low

LOW Tendency HIGH Tendency

Those who have a low Self-Control Axis tend to be more emotional, sensitive and spontaneous. They base their behavior and responses on their feelings and emotions.

Those who have a high Self-Control Axis tend to be more rational, more controlled. They base their behavior and responses on logic and facts.

Low High

Self-Control Axis

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FactsLogic

Feelings Emotions

Maturity: thinking and considering the consequences before acting.

Process of reasoning and judgment. The ideal point is the midpoint reflecting a balance in

their self-control.

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PDA Manual

Chapter 5

Axis Integration

There are two “key questions” to understand the interpretations of the PDA based on the Integration of two axes:

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• Which is the most extended line of the graph?

• What are the predominant axes (Extremes; Highest and Lowest PS) on the graph?

Axis Integration

Lines of Interpretation(Most extensive lines)

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R

E

P

N

Kin

dness

Influ

ence

Tensi

on

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Lines of Interpretation

Pro

ble

m S

olv

er C

once

ntr

ati

on P

ersiste

nce

R

E N

P

Lines of Interpretation

Predominant Axes(Extremes)

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Predominant Axes

8888

Predominant Axes

8989

90

ACTIVITY:

MOVIE CLIPS

Axis Intensity (AI)

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PDA Manual

Chapter 12

NATURAL ROLE

Axis Intensity (AI)

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The accentuation of each behavioral tendency (axis) within the profile.

Intense Axis: reflected as red dots in the grey zones of the chart.

Axis Intensity (AI)

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Describes:

3rdDeviation

Very Intense

Low

First Deviation

Low Tendency

3rdDeviation

Very Intense

High

First Deviation

High Tendency

2nd Deviation

Intense Low

2nd Deviation

Intense High

Gaussian Function

94

Tendency“within the

normal range”

50 %20 %0 % 100%10 % 90 %80 %

Axis Intensity (AI)

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Measurement Indicators

Description

Above 90%Very Intense. Extremely accentuated axis. (High)

Between 81% and 90% Intense/ Noticeable Axis (High)

Between 20% and 80% Normal Range. Within the “norm.” (High or Low)

Between 10% and 20% Intense/Noticeable Axis. (Low)

Below 10%Very Intense. Extremely accentuated axis. (Low)

This indicator measures the intensity of each tendency and allows us to make a distinction whether an axis is “High” or “Low”, or if it is “Extremely High” or “Extremely Low”…

INTENSEHIGH

INTENSELOW LOW HIGH

Axis Intensity (AI)

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Intense Intense

Axis Intensity (AI)

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“Direct and Competitive”(High Risk Axis)

“Confrontational and Authoritative” (Intensely High Risk Axis)

In both cases we are describing the “High Risk Axis” tendency... but the difference lies in the intensity and pronunciation of the Risk Axis...

For example, it’s not the same to describe a person with a “High Risk Axis” as:

Straightforward

CompetitiveAssertiveDominantRisk-Taker

Confrontational

ProudAuthoritative

FighterAutocratic

Two similar tendencies but with different “intensities”…

This box provides a clear and objective “description”, which allows us to understand, in detail, the behavioral style of the person in relation to the intensity of each axis.

Axis Intensity (AI)

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Risk: “Normal or Intense”

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Intense LOW Low High Intense High

• Indifferent• Mild• Feeling of

failure• Relaxed• Isolated

• Careful• Moderate• Modest• Reserved• Risk

averse

• Straightforward

• Competitive• Assertive• Dominant• Risk Taker

• Fighter• Proud• Confrontatio

nal• Authoritativ

e• Autocratic

Extroversion: “Normal or Intense”

100


• Restrained• Closed• Timid• Isolated• Apprehensi

ve

• Formal• Serious• Introverte

d• Distant• Reserved

• Empathetic

• Persuasive• Sociable• Extroverte

d• Friendly

• Inconsistent• Frivolous• Manipulative• Superficial• Condescendi

ng

Patience: “Normal or Intense”

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Intense LOW

Low High Intense High

• Nervous• Anxious• Scattere

d• Irritable• Rushed• Tense

• Dynamic• Shifting• Changing• Spontaneou

s• Restless• Inconsistent

• Patient• Calm• Understandin

g• Relaxed• Stable• Consistent

• Imperturbable

• Indifferent• Emotionless• Cold• Mild• Apathetic

Norms: “Normal or Intense”

102


• Opinionated

• Stubborn• Rebellious• Relentless• Unfair

• Discerning• Independent• Arbitrary• Sure• Positive

• Neat• Discipline

d• Meticulou

s• Cautious• Careful

• Subordinate• Servile• Accommodati

ng• Resigned• Submissive

Age < 25 years old: lower self-control.

Geographical Restrictions: Born and raised in one area, limited life experiences, narrow-minded in their way of thinking.

Low High

<20% 80%>

Self-Control Axis: Intense

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Considerations on the Self-Control Axis

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R-EE-P-N

R-EE-P-N

PDA Universe: Profiles

105

R-EE-PN

R-EE-P-N

R-EE-PN

R-EE-P-N

26 Reference Profiles

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Receptive

Precise

Friendly

Collaborator

Captivator

Kind

People-oriented

Rules-oriented

Calm

Promoter

Skeptical

Logical

Demanding

Political

Influential

Negotiator

Analytical

Change-oriented

Intuitive

Task-oriented

Goal-oriented

Investigative

Dominant

Dynamic

Concrete

Proactive

For more information on the “Reference Profiles” please check Chapter 18 on the Analyst Manual.

107

Practical Exercise

108

PROFILE…

Indicators for a Deep Interpretation

109

NATURAL ROLE

110

PDA Charts

111

Role Behavior

How (I

believe) people expect me to

behave...

How I see my

NATURAL SELF

Natural Behavior

Energy Level (E)

112

PDA Manual

Chapter 7

Energy Level (E)

113

NATURAL ROLE

Energy Level (E)

114

Energy Level (E)

115

Energy Level (E)

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Description

Above 81% Hyperactivity. Extreme resistence.

Between 50% and 80% Very alert and attentive.

Between 30% and 49% Adequate capacity.

Between 20% and 29% Lacks some energy.

Below 19% Slow grasp to new situations

Energy Balance (EB)

117

PDA Manual

Chapter 8

Energy Balance (EB)

118

NATURAL ROLE

Energy Balance (EB)

119

Comparison between the energy of the Natural Profile and the Role Profile

Comparison between the energy of the Natural Profile and the Role Profile

Energy Balance (EB)

120

PPosition

Person

Below Required Level

P

Position

Over Required Level

PersonPPosition

Person

Balanced Level

Energy Balance (EB)

121

l

Energy Balance (EB)

122


Descripción

Above 80% Over demanded level.

Between 61% and 79% Required Level - Possibly stressed.

Between 40% and 60% Balanced Level - Motivated

Between 21% and 39% Low Level – Possibly unmotivated.

Below 20% Below required level.

Decision Making Style (DMS)

123

PDA Manual

Chapter 9


124

NATURAL ROLE


125


126

When the "Risk Axis" is higher than the "Norms Axis" the person tends to make decisions based on information available at the time, assuming a certain "risk". Risky Decision-Making Style

When the "Norms Axis" is higher than the "Risk Axis" the person tends to seek additional information before making a decision, being more "cautious“ Cautious Decision-Making Style

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Descripción

Above 80% Risky Decision-Making style.

Between 51% and 80%

Possible Tension.

50% Confirmed Tension or Conflict.

Between 20% and 49% Possible Tension.

Below 20% Cautious Decision-Making style


Conflict indicator in the Decision-Making Style:


128

Profile Intensity (PI)

129

PDA Manual

Chapter 13


130

NATURAL ROLE


131


132


133

MeasurementIndicators

Description

Above 80% Very rigid. Could affect the Consistency Indicator

Between 66% and 80% Somewhat rigid. Low confidence in the analysis.

Between 31% and 65% Normal range of flexibility.

Between 20% and 30% Extreme flexibility. Low confidence.

Below 20%Narrow Profile. Could affect the Consistency Indicator

134

Narrow/ Inconsistent

Profile

Moderate Style

More Intense Style


Indicators:

Invalid/Inconsistent Profile

135

Profile Modification (PM)

136

PDA Manual

Chapter 10


137

NATURAL ROLE


138


139


=o =

140


141


Description

Above 80% Lacks flexibility.

Between 70% and 80% Can adapt. Is somewhat flexible.

Between 20% and 69% Normal flexibility.

Below 20%Possible that the person reflects behaviors that may be unexpected and/or unpredictable.

Form Time (FT)

142

PDA Manual

Chapter 14

Form Time (FT)

143

NATURAL ROLE

Form Time (FT)

144

May be included in those cases where the individual evaluated completes the form "Online“. When the person completes the PDA Form in paper, and the analyst uploads the information to the database this indicator loses its validity.

Form Time (FT)

145


Description

Between 0 and 3 minutes Completed the form below the normal time. Unreliable.

Between 3 and 4 minutes Completed the form at the limit of normal time. Untrustworthy.

Between 4 and 50 minutes Completed the form within a normal amount of time.

Above 50 minutesExceeded the normal time to complete the form. Unreliable.

Consistency Indicator

146

PDA Manual

Chapter 15


147

Some of the variables on which the “Consistency Indicator” is based:


148

Number of words selected…

Which were the words selected…

Time to complete the form…

… among other variables.

The scale of the “Consistency Indicator” has 3 (three) levels:


149

Consistent

Inconsistent

Invalid

CONSISTENCY INDICATOR


150

Consistent: The information in this report is “coherent and consistent,” so it is valid to interpret and is of a solid base for interpretation.


151

Inconsistent: The trends in behavior that this person reflects are not very clear and defined. Shows an extremely flexible style, almost reaching the point of inconsistency.

Some of the causes that can lead to this inconsistency could be that the person, when completing the form, did not understand the instructions or did not complete it continuously and was interrupted or lost concentration.

Based on this, it is important to note that the information in this PDA report is "inconsistent and unreliable”.

To obtain a more clear and consistent report we recommend that you contact the person to ask them again to complete the PDA Form, reinforcing the instructions: complete spontaneity, individually and without interruptions.


152

Invalid: At this level the quantity and quality of information reflected in the system is extremely basic & limited.

The person does not reflect any behavioral trend. Shows more of an extremely flexible style, to the point of inconsistency, meaning: "I can be anything you want me to be" ... This prevents the system from generating a report.

Some of the causes that can lead to this inconsistency could be that the person, when completing the PDA form, did not understood the instructions or did not complete it continuously and was interrupted or lost concentration.

To obtain a more clear and consistent report we recommend that you contact the person to ask them again to complete the PDA Form, reinforcing the instructions: complete it spontaneously, individually and without interruptions.

The Indicators that affect, in a higher or lower degree, in the Consistency Indicator are:

Consistency Indicator: Indicators

153

Time Form:

< 3 mins. or > 50 mins. (*)

Energy Level (EL):

< 20% or > 80% in Natural Profile

Energy Balance (EB):

< 20% or > 80%

Profile Intensity (PI):

< 20% or > 80% in Natural Profile (*)


< 30% or > a 80%

(*) When Time Form is <3’ or >50’ , or the Profile Intensity is < 20% the PDA Report is directly Invalid.

Instructions:

Interpret the following cases based on the PDA Analyst Guide.

Case Exercises

154

JOB PositionsSelection & Definition

155

PDA Manual

Chapter 16

JOB Position Profiles

156

Position Profiles: JOB

157

The acronym “JOB” refers toJob Observed Behaviours

We understand “JOB Position Profiles” as the “Behavioral Profile” required for a particular position.

The JOB Positions allow the PDA Analyst to identify and determine the "behavioral requirements" of a certain position.

Job Position Profiles: JOB

158

…Once the PDA Analyst has a JOB Position defined will be able to do correlation studies between the "behavioral profile" of a person and "behavioral requirements" of the job-position ...


159


160

If you have reviewed in detail the earlier 22 "Predefined Profiles" distributed in the 3 "Categories" provided on the PDA System and found they failed to adequately describe the "behavioral requirements" of the position to be filled.

Also, PDA International offers the PDA JOB Process for defining “tailored" behavioral profiles for the position.

JOB:Correlation Studies

161

PDA Manual

Chapter 17

Correlation Studies

162

In the Selection of JOB Positions the

compatibility is described in terms

of "%" Percentage.

Correlation Studies

163

JOB:Correlation Studies

164


Description

Between 90% and 100% “Excellent” Correlation. There is a great possibility that the person can successfully respond to the behavioral requirements of the position.

Between 70% and 89% “Very Good” Correlation. There is a good possibility that the person can successfully respond to the behavioral requirements of the position.

Between 50% and 69% Correlation is “Acceptable”. Is not ideal. There is only some chance that the person can successfully respond to the behavioral requirements of the position.

Below 50%“Poor” Correlation”. There is virtually no chance that the person can respond successfully to the behavioral requirements of the position.

Administration of PDA

165

Managing the PDA Forms

These instructions are provided to ensure proper administration of the PDA Report Individual Analysis.

This guide is intended to help PDA Analysts to obtain consistent and objective information of the individuals assessed.


166

When providing the analysis of PDA Assessment, the PDA Analyst should make any necessary effort to create a favorable environment for its completion and following PDA Feedback session. This means, whether in person, via web or via email, the PDA Analyst will be responsible of generating a comfortable environment - properly explaining the purpose and intention - in which the person will complete the PDA Assessment Form and will feel comfortable when receiving the PDA Feedback regarding the graphs, reports and results.

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168

Dear Xxxxxx,

As discussed in our conversation, I am sending you the link and detailed steps to follow in order to complete the PDA Form. Remember that this tool is not a test, as there are no right or wrong answers. It is a methodology to describe and analyze our natural tendencies of behavior.

To complete the PDA Form it is important to be in a quiet environment, free of distractions and interruptions, to take time and respond spontaneously, directly and sincerely. Once these conditions are met, sign in at http://linkpropio.pdainternational.net .

From there on simply follow the instructions


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This analysis is a tool we use to understand your strengths in relation to our organization and to gain insight into how to lead you more effectively.

This is not a test that you pass or fail!

Completing the analysis takes about 10 to 15 minutes. Simply fill in each page according to the instructions printed on each page.Once you have completed the analysis, give it to (person or place)

Do you have any questions? If not, you are able to start now...

Admnistration Instructions : ”In Person”

Give the form to the individual being evaluated and request that they complete their personal information and read the instructions. Do not start to complete the form and select words.

We recommend the following steps:


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It is important to reinforce the importance

of being spontaneous and direct, to select ”all the words

which you or others use to describe you.”

Remind the individual that while "there is no time limit", it takes

about 10 or 15 minutes...

If there are no questions, begin the administration.


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PDA Interpretation Guide (I)

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First Step: Analyze the Natural Profile

Feedback: At the time of feedback, when you begin by describing the information of the Natural Profile, always use appropriate language, not technical. It's good to start by saying "Basically this is a person who ..."

1. Define the descriptors and motivators of each of the axes (REPN) in its corresponding tendency

(high-situational-low). (Chapter 3 & 4)

2. Identify the intensities of each axis (REPN). Detail those which are in the extremes, either high or

low (REPN <20%, 80% > REPN). ( Chap. 12)

3. Analyze the Lines of integration between the axes and extreme axes. (Chapter 5)

4. Analyze the Axis of Self-Control. Identify the relationship between an extreme Axis of Self-Control

with pronounced axes. (Chap. 6)

5. Define the reference profile of the person and its respective behavior descriptors. (Chap. 18)

6. Analyze each of the following indicators:

Energy Level. (Chap. 7)

Profile Intensity. (Chap. 13)

Decision-Making Style. (Chap. 9)

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PDA Interpretation Guide(II)

Second Step: Analyze the Role Profile

Feedback: At the time of feedback, when you begin by describing the information of the Role Profile, always use appropriate language, not technical. It's good to start by saying "This person perceives that their job requires them to ..."

1. Describe the changes in the behavior that the individual perceives must be changed in

order to succeed in their job (if working). (Chapter 11)

2. Analyze each of the following indicators:

Profile Intensity. (Chap. 13)

Decision-Making Style. (Chap. 9)

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PDA Interpretation Guide (III)

Third Step: Compare the Natural Profile with the Role Profile

During the feedback it is very important to give the person space to express and state their comments and views. We complement all the information the PDA Charts and Reports provide us with what the person tells us. All the information provided by the individual greatly enriches the feedback process.

1. Analyze the indicators that compare both profiles:

Energy Balance. (Chap.8)

Profile Modification. (Chap. 10)

2. Analyze the Form Time. (Chap. 14)

PDA University&

PDA Consultancy Website

PDA Know How – Next Steps?

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http://www.pdainternational.net

pda analyst certification seminar welcome

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