Drake P3 - predictive performance profiling

Explaining the Graph on the Front Page of the

Candidate/Communication Profile

1. Make respondent feel comfortable that there is no good or bad profile

2. The traits that are being measured are measured because they are highly predictive of performance – certain levels of those traits are particularly suitable to certain role types.

3. Explain the measurement scale

Each trait is measured from + 32 to –32 with zero representing the middle point on the graph. The higher the number, the higher the intensity, the more that a person will demonstrate the characteristics of that trait. Values below the midline do not have negative connotations they simply reflect that the majority of a person’s behavior is dictated by the opposing behavioral categories.

4. The profile does not fix the respondent at a set intensity level for each trait in all situations and acknowledges that we do change our behaviour when faced with different environments, roles and team mates. It therefore takes 2 measures, one which is reflective of your natural style of behaviour and the other which is reflective of how you alter that behaviour within your current work environment.

Black Dots: Represents the intensity of that trait in the primary profile

The Primary Profile is formed in a person usually by the time they are 7 or 8.

Solid Line: Connects the black dots and represents the interrelationship of the primary traits to one another. It creates the profile pattern.

Arrows: The arrows moving away from the black dots represent the direction and

intensity of trait flexing or effort a person is having to make to do the job they were doing in the last eight to ten weeks. They were derived from part B of the survey.,

(The arrows may be of little value for a new employee as their previous job may have little relevance to their new job. However it becomes more useful if part two is run again after say three to six months.)

5. Explain the high and low levels of the 4 major traits

6. High Trait: is the black dot furthest above zero. The high trait has the greatest impact on behavior. The high trait makes up around 50% -70% of a person’s behavioral tendencies.

7. Low Trait: the dot furthest below zero. The Low Trait has the most modifying affect on how the High trait is expressed.

Some things to look out for…

Dual High Trait – where two traits are shown at equal levels of intensity.

Chameleons - If a person is in the very flexible range of –2 to +2

The Dominant Trait

Dominance is the controlling, authoritative trait.

Individuals with a high dominance trait like to

lead and control.

they can be aggressive and highly competitive

they are hard drivers and risk takers

they can be innovative

they usually excel at troubleshooting

they are usually highly demanding

they want the biggest and the best

They are motivated by:

daily challenges

a position with power and prestige

tangible results

freedom from controls and detail

keeping score and measuring results

a leadership they respect

Communication Style:

tend to sit and stand upright

direct, candid and to the point

use few facial expressions

speak rapidly with a ‘know it all’ type of confidence

sound forceful without being loud

eye contact usually intense

interactions typically brief

may appear at times to be insensitive to others

biggest fear is to be taken advantage of

What would de-motivated this person?

a lack of challenge

lack of significant goals

vacillating leadership

too many controls and details

direct supervision

a position without power and prestige

The Low Dominance Trait

Low Dominance is the co-operative trait. Individuals

who are ‘low dominant’ tend to be not forcefully

demanding. When reacting to arbitrary or offensive

commands they tend to defer or delay action.

They are usually:

composed

mild mannered

modest

laid back and agreeable

They are motivated by:

group input

support when making decisions

Communication Style:

open

not offensive

non-threatening

indirect and subtle

They can be perceived by others as:

being unsure

too hesitant at times

uninvolved

unwilling to take a stance or decide

The Extrovert Trait

The Extrovert or outgoing individuals are

optimistic, friendly, and enthusiastic and

can be persuasive.

They:

are outgoing, playful, boastful

enjoy teamwork

excel at selling ideas and things

put others at ease

have a good sense of humour

can read others well

like to achieve status

They are especially motivated by:

people interaction

being liked and accepted by others

praise and public recognition

being a team player

making friends

opportunities for financial reward and status

When communicating they

speak fast and loud

express strong opinions based on their intuition

are talkative and focus on the big picture not details

are dramatic in choice of language / story-telling

can appear superficial through excessive talking

can have a short attention span

What would especially de-motivate this person?

they feel not accepted or liked

not given recognition

not invited to attend meetings with peers

not included as part of the team

not enough people contact

opportunity for gain is reduced

The Introvert Trait

Introverts or reserved individuals are usually shy

and quiet. Their focus is internal and they can be

highly creative.

They:

do not need others around for self-fulfilling activities

prefer to be with one/two people not large numbers

select in whom they trust and are contemplative

concentrate on inner thoughts and ideas

can be skeptical and cynical of others

They are motivated by:

quiet and time alone each day

peace and quiet

time to reflect

When communicating they:

use few words

speak quietly

avoid small talk

tend to be conservative rather than flamboyant

What de-motivates this person?

excessive noise and stimuli

The Patience Trait

Patience is the caring-paced trait. Patience

oriented individuals tend to seek harmony.

They are:

warm & friendly

good listeners

able to roll with the punches and take things in stride

stable, emotionally adjusted

excellent at planning and scheduling

excellent at working and communicating well with all personality styles

honest

slow to change loyalties

persistent and paced

not easily upset

strongly attached to family and work groups

They are motivated when there is:

harmony, cooperation and minimum conflict

a steady, stable structure, set pace / no sudden changes

encouragement and appreciation

When communicating they tend to:

ask-oriented rather than tell-oriented (even when giving direction)

use a soft voice and express themselves tentatively

use little variation in vocal tone, inflection or volume

choose their words carefully

fear conflict

They are demotivated when there is:

constant pressure

tight, last minute deadlines

too many personality conflicts

too many sudden changes or unrealistic, unclear expectations

The Impatience Trait

Impatience is the urgent trait. Impatient individuals

tend to enjoy change and like variety.

They can be:

reactive and have a short fuse

doing things twice for lack of planning / attention to detail

fast-paced and always in a hurry and hate to wait

poor listeners

impulsive – moving / reacting too quickly without sufficient information

They are motivated by:

an action dominated environment

working under pressure

keeping busy

They are demotivated by:

routine

fear stagnation

The Conformity Trait

Conformity is the systematic, traditional trait.

Individuals who are high conformity tend to be

perfectionists and tend to be very process-oriented.

Conformists:

believe in and follow rules

they are very loyal to the system

see things in black and white

are focused and attend to minute details

can be overly sensitive to criticism / take it personally

prefer information in written form and like making lists

tend to be conservative and very meticulous

They are motivated by:

structured environments within which they are praised for accomplishments

fairness

time to do things right

being kept informed about what is going on

the security of basic benefits

When communicating they

tend to speak softly

propose ideas tentatively

excel at combining others ideas with their own

generally prefer compromise

invite others to express themselves first

They are demotivated by:

constant criticism

rules changing with little notice

lack of procedures, quality or fairness

their greatest fear is to be wrong

make mistakes

The Non-Conformist Trait

Non- Conformity is the independent trait.

Non-Conformists have a generalist orientation to

life and are usually open to new ideas.

They are:

not particularly sensitive to criticism

not wanting to be perfectionists

flexible

positive

believe rules were made to be broken

good at reading between the lines

good rationalizing their perspectives

uninhibited

candid and up-front

They are motivated by:

freedom of choice

independent action

involvement in out of the ordinary projects / activities

lack of routine

They are demotivated by:

regimentation and control

someone looking over their shoulder

too many rules to abide by

rigidity

1

Drake P3 - predictive performance profiling

Page 2: SUMMARY PAGE
  • Summary page listing: Traits/Primary Profile/Environmental Adjustment (if selected initially) and a profile summary.
  • Profile summary focuses on the high and low traits of individual.
Page 3: HIGH TRAIT
  • Discusses the Candidate’s High Trait as qualified by the low trait. The high trait has more influence on behaviour and normally accounts for 50 to 70 percent of behaviour.
  • These traits will be the highest above the mid-line on the profile graph.
  • Discusses the key points attributed to the high trait.
  • Considers SENSITIVE AREAS.
  • Considers POTENTIAL REACTIONS if forced into a conflict situation.
Page 4: OTHER TRAITS
  • Discusses the OTHER THREE TRAITS. These three traits have a direct effect on the HIGH trait and how it is interpreted.
  • These other three traits account for the remaining 50 to 30 percent of an individual’s behaviour.
  • This printout follows with some descriptive words and summary paragraphs based on the location and interaction of the other three traits with the High Trait.
Page 5: MOTIVATIONAL NEEDS
  • Details the respondent’s

Primary Motivators

Primary Demotivators

Other Motivators based on the other three traits

This is important for review of work environments and team roles.

Page 6: DECISION MAKING STYLE
  • Decision making style is influenced by work environment and the type of work required to perform.
  • No style is consistently better than any other.
  • The range of Decision Making Styles are:

Rational / - / Intuition / - / Rational/Intuition
(Facts) / (Feelings) / (Facts/Feelings)
  • This section identifies the respondent's decision making style and their individual style in approach to decision.
Page 6: LEADERSHIP STYLE
  • Indicates the Leadership Style of the Respondent if selected from the SELECTION EXPERT menu option only.
LEADERSHIP STYLES

The range of Leadership styles is:

Authoritative – Persuasive – Mentor – Traditionalist – Adaptable

  • This script identifies the leadership style of the individual and reflects on the behavioural characteristics that would be prevalent with that leadership style.
  • Each leadership style is identified with one of the four primary personality/behavioural traits described in the Communication profile.

The Authoritative Leadership Style (High trait – Dominance) individuals tend to perform their leadership role by assuming a tone of direct command. Their focus is often on personal challenges, weighing risks and rewards, and providing others with opportunities to succeed. Individuals with an Authoritative Leadership style are usually:

  • Risk takers
  • Slow to trust others
  • High in the dominant trait

People who have a Persuasive Leadership Style(High trait – Extroversion) tend to perform their leadership role by using their excellent ability to interpret other people’s actions and dialogue, and then persuading them to do things their way. Their focus is on providing new experiences and providing shared opportunities. Individuals with a Persuasive Leadership Style are usually:

  • Risk takers
  • Quick to trust others
  • High in the extroversion trait

The Mentor Leadership Style(High trait – Patience) individuals tend to perform their leadership role by accepting whatever comes their way, by adjusting to it and then pushing ahead with persistence. Their focus is often on gathering together a cohesive, seamless team, providing safeguards against failure, and providing help to others. Individuals with a Caring Leadership Style are usually:

  • Adverse to taking risks
  • Quick to trust others
  • High in the patience trait

People who have a Traditional Leadership Style(High trait – Conformity) tend to perform their leadership role by exercising a conservative and watchful style, while applying themselves to directing systems and procedures. Their focus is on providing facts, structure and being fair to all. Individuals with a Traditional Leadership Style are usually:

  • Adverse to taking risks
  • Slow to trust others
  • High in the conformity trait

People who have an Adaptable Leadership Style(flat profile – chameleon) tend to modify their leadership behaviour to fit their working environment. They adapt to:

  • People(colleagues, subordinates and bosses)
  • Job(tasks and responsibilities)
  • Environment(culture)

Individuals with an Adaptable Leadership Style are usually:

  • Risk takers
  • Quick to trust in others
  • Low in the conformity trait

Page 7:EMOTIONAL INTELLIGENCE

  • In simple terms, Emotional Intelligence (known as “EI” or “EQ”) identify the extent to which an individual understands their own emotions and the emotions of others.
  • Five (5) key areas are illustrated as indicated below.

EI Component

/

Description

Personal Insight

/ The capacity to accurately recognize and understand own emotions as they occur & to base personal self-confidence on an accurate assessment of own abilities.
Self-discipline / The capacity to delay gratification when pursuing goals, to speak carefully, & to control negative impulses.
Drive / The capacity to pursue goals energetically, to relentlessly seek self-improvement, & to persevere despite obstacles or disappointments.
Interpersonal Insight / The capacity to understand the emotions of others, to adjust own style to interact well with others, & to empathize with alternative perspectives.
Social Agility / The capacity to be at ease in almost any social situation, to prevent or resolve conflict, to cultivate rapport & build lasting relationships.
Page 7: CONSCIENTIOUSNESS
  • Measures the ‘mix’ of work and life goals.
  • Discusses motivation towards preferred tasks and fluctuations of behaviour given levels of self-discipline and purposefulness.
Page 8: ENVIRONMENTAL / ROLE ADJUSTMENTS

(The Movement of Traits)

  • This passage indicates how much you are moving your traits to perform in the current position.
  • As mentioned earlier, the graph on the front page of your Candidate/Communication profile represents:

a)How you feel you really are (represented by the black dots)

b)How you feel you act while doing your job (represented by the arrows)

  • This provides an easy guide to how much and specifically where a candidate is flexing their natural personality to perform in their current role, and may give suggested reasons as to why you are flexing your traits in a given direction.
Page 9: HOW CO-WORKERS SEE YOU
  • This passage describes how co-workers and managers may see you when you are adjusting to the environmental pressures at you job.
  • In other words, the paragraph is written from the “end of the arrows” on the trait graph (front page).

Page 9:STRESS LEVEL

  • A measure of stress levels associated with the amount of behavioural flex.
  • This passage measures your stress levels by where environmental pressures have a concern to an individual.

Page 9:ENERGY LEVEL (Response Intensity)

  • Energy level indicates the degree of aliveness, awareness, and responsiveness of an individual.
  • Energy describes an individual’s store battery and is an indicator of capacity for activity.

The range of energy levels is:

Below Average – Average – Above Average – High – Very High

Page 10:PROACTIVITY
  • Measures the amount to which a person will initiate ‘positve’ change in work environment.
  • How much the person will challenge status quo.
  • If you are looking for people to follow proven systems, then a lower score in proactivity will be better.
  • If you are hoping for someone to shape and change the future then you will need the most proactive people possible.

Page 10:SELF MONITORING

Measures 2 dimensions

1) Behavioural flexibility – the extent to which a person would ‘flex’ their behaviours in order to meet the environment.

High self monitors are skilled at impression management and good collaborators.

2) Career mobility – measures the extent to which a person would geographically relocate in order to pursue career goals and ambitions.