TTI Success Insights ® Jobs Energizing People Profile™
Sara Sample Company Inc 4-2-2010
Communicate Company Inc 123 St. Scottsdale, AZ 800-555-5555
Copyright © 2006-2010. Target Training International, Ltd.
INTRODUCTION
Every position within an organization has a unique culture which may or may not be similar to the overall organizational culture. The TTI Success Insights Job Energizing People Profile is designed to provide an overview of both the motivators for the job and the organizational culture. This will allow an organization to determine the type of individual that would be most successful in a given position. When incumbents share these motivations, job satisfaction, performance and retention increase dramatically. As you read through this report, remember to think of the job, not the person!
Company Inc 123 St. 800-555-5555
1 Copyright Š 2006-2010. Target Training International, Ltd.
JOB REWARDS/CULTURE HIERARCHY
This section identifies the rewards/culture system of a specific job. Matching a person's passion to a job that rewards that passion always enhances performance. The graphs below are in descending order from the highest rewards/culture required by the job to the lowest.
1. THEORETICAL 0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
6.4
2. TRADITIONAL/REGULATORY 0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
6.4
3. SOCIAL 0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
6.0
4. AESTHETIC 0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
5.6
5. UTILITARIAN/ECONOMIC 0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
2.8
6. INDIVIDUALISTIC/POLITICAL 0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
2.8
Company Inc 123 St. 800-555-5555
2 Copyright Š 2006-2010. Target Training International, Ltd.
ORGANIZATIONAL REWARDS/CULTURE HIERARCHY
This section identifies the rewards/culture system of a specific organization. Matching a person's passion to an organization that rewards that passion always enhances performance. The graphs below are in descending order from the highest rewards/culture required by the organization to the lowest.
1. UTILITARIAN/ECONOMIC 0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
7.0
2. INDIVIDUALISTIC/POLITICAL 0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
7.0
3. AESTHETIC 0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
7.0
4. TRADITIONAL/REGULATORY 0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
6.0
5. THEORETICAL 0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
5.0
6. SOCIAL 0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
3.0
Company Inc 123 St. 800-555-5555
3 Copyright Š 2006-2010. Target Training International, Ltd.
INTERVIEW 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 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 effort required to master a subject or topic you currently know very little about? How about one in which you have very little interest? 2. TRADITIONAL/REGULATORY Is there an absolute right and absolute wrong? How do you decide what is right and what is wrong? Tell me about "rules." Give me an example of a rule that you follow relative to managing or leading others. Where did you learn that rule? How flexible is it? Have there been situations in your work experience when you were absolutely convinced that your rules or standards were superior to your employers? If so, why were they better? Were you able to convince your employees that yours were better? Do you sometimes feel that things would be easier and better if there were fewer rules and procedures? Please elaborate. 3. SOCIAL Is there such a thing as "too much" service to others? Explain your answer to me, please. Is there ever a point when employees should stand up and tell their manager that they are being mistreated? Give me an example of a circumstance where that might be the case. Tell me how you would service an account that kept having problems with your product and kept coming back, yet showed no promise of future business. What would you do if an employee was missing an undue amount of time to a family crisis? How would you handle it? At what point would you take corrective action? What would that action be?
Company Inc 123 St. 800-555-5555
4 Copyright Š 2006-2010. Target Training International, Ltd.
JEPP REWARDS/CULTURE GRAPH
Sara Sample Company Inc 4-2-2010
100
100
90
90
80
80
70
70
60
60
50
50
40
40
30
30
20
20
10
10
% Rank
THE. 64 1st
UTI. 28 5th
AES. SOC. 56 60 4th 3rd national mean Norm 2009
IND. 28 6th
TRA. 64 2nd
Company Inc 123 St. 800-555-5555
5 Copyright Š 2006-2010. Target Training International, Ltd.
JEPP REWARDS/CULTURE WHEEL
Sara Sample Company Inc 4-2-2010
THE OR ET IC AL
L NA O I T DI A TR
64 % 1s t
60% 3rd
56
AE
ST
HE
4 th
6th % 28
%
TIC
IN D
DU I VI
AL
T IS
UTILITARIAN
28% 5th
SOCIAL
% 64 d 2n
IC
Company Inc 123 St. 800-555-5555
6 Copyright © 2006-2010. Target Training International, Ltd.