The PROFILOR Feedback Process

The PROFILOR® Certification WorkshopPROFILOR Feedback Process

1.Strategic Objectives for PROFILOR Feedback and Development

The PROFILOR process can be a powerful business tool to move your organization forward. To get the most out of this investment, it is important to target the reasons for using the process and build an implementation plan around those objectives. To do that, you need to first determine:

Business reasons for implementing PROFILOR feedback and developmentprocesses.

How The PROFILOR process is linked to other key initiatives and processes in the organization.

The specific impact you want from The PROFILOR process.

Criteria for success: “How will we know if our PROFILOR feedback system is working well?”

2.The Competency Model(s) and Other Customization Decisions

Standard Models

PDI offers several standard research-basedcompetency models.It is critical that the model chosen is appropriate for each individual participant.A key part of the implementation design is to choose which model(s) to use.

Customized Models

The PROFILOR competency model can also be customized in many ways. For example, the language of The PROFILORinstrument can be adapted to your culture or the composites used can be customized to reflect your organization’s values, strategic goals, or specific initiatives. When considering customization alternatives, a PDI consultant can help you evaluate the pros and cons of those alternatives. Some available options for customization include the following.

Create a fully custom PROFILOR competency model from scratch.

Create a fully custom PROFILOR model based on your organization’s competency model, mission/vision, etc.

Map PDI standard content to your organization’s competency model.

Create a model from PDI standard content that targets your specific business needs.

Tailor a standard PROFILOR model to fit your organization’s language and culture.

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General pros and cons of customization include the following.

Pros: Uses language consistent with the organization and targets the most critical competencies for your specific business needs, both of which may add to the perceived validity and value of the tool among participants; allows other customization options for same investment (e.g., report format, questionnaire design).

Cons: Fully custom models are not always completely linked to PDI’s normative database and there may be some gaps in fully utilizing PDI’s database of development suggestions.It takes somewhat longer to begin using the process. And setup charges apply.Translation into other languages may be necessary and costly.

Customized Feedback Reports

The PROFILOR feedback report can also be customized in a number of different ways (number of “highest” and “lowest” rated items, norms used, etc.). Please contact your PDI consultant to explain these options, if interested. Some others options include: competency model, questionnaire design, input options, processing options, feedback report output, normative data, multiple languages/translations, research reports, etc.

3.Roll-out and Communication Plans

Roll-out Strategies: In rolling out The PROFILOR process in your organization, you will want to select the approach(es) that will be most effective in meeting your overall objectives. Possible approaches include:

Top down approach.

Power target (highly visible, influential group).

Pilot group.

Part of a larger training/development initiative.

Special group (e.g. high-potentials, pivotal talent pool).

Voluntary, by request.

Bottom up.

Communication/Kickoff Session: There are critical pieces of information that must be clearly communicated to both participants and respondents for your PROFILOR initiative to be successful. PDI strongly recommends that you provide kickoff sessions to:

Clarify the reasons for the implementation.

Set expectations and orient people to the process.

Allay fears and concerns; answer questions.

Provide guidance on how to select respondents.

Outline process steps and timeframes.

Outline follow up expectations.

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Communication

There is nothing more important to an effective PROFILOR implementation than a thorough and well executed communication plan. In addition to the detailed steps and timelines, all involved (the participants, their managers, and respondents) need to be clear about the purpose and benefits of The PROFILOR process. That means your communication plan will need to ensure everyone has answers to the following questions.

What’s in it for me?

How does this relate to my business and performance objectives?

What are the payoffs for the organization?

How will the data be used?

Who can see the results?

Will my responses be anonymous?

How does this fit with other HR processes (e.g. performance appraisal, succession planning, development opportunities)?

What will I be held accountable for?

Requirements of Participants

Successful PROFILOR implementation includes clear expectations for everyone involved in the process, including participants.Whatever will be required of participants should be clearly communicated upfront.Some typical participant requirements include:

Reviewingthe respondent list with his/her manager.

Contacting each respondent personallybefore the questionnaires are distributed to explain the process andafterward to thank them.

Participating in an individual feedback session.

Creating and implementing an effective Development Plan.

Providinghis/her manager with an executive summary of their PROFILOR results.

Involvinghis/her coach and manager in their development planning.

Sharing key learnings and development objectives with his/her respondents and others.

Completing Time2Change in six months and share results with his/her manager.

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4.PROFILOR Event Administration

Each client can decide whether they will initiate and manage thePROFILOR events or have PDI handle this process (loading participants into the system, launching The PROFILOR process, sending out periodic questionnaire completion reminders to all participants and respondents, checking the status of the data prior to processing reports, etc.).There is an additional per participant charge for PDI to provide this service.

For clients who choose to administer The PROFILOR process themselves, there is a 90 minute, web-based training module that PDI offers, free of charge, to teach facilitators and administrative staff how to use the PDI PROFILOR platform called QAT (Quick Access Tools).

Some other decisions to be made regarding the administration of a PROFILORinstrument are: who will have access to feedback reports, how will participantsbe held accountable for completion of the data collection process, and how will it be completed on time. Be sure to think through the implications of these decisions. Your PDI consultant can help.

“In addition to the QAT training your organization will be assigned a PDI Project Manager who you can call directly with any questions or problems. We also provide a complete Client Guide along with several other support documents and videos demos and a 24/7 technology Help Desk. Our Project Managers and Help Desk can accommodate multiple languages and time zones.”

“There are different levels of security built into the QAT system to accommodate different role in the administrative of the process. You will need to decide what will work best in their organization.”

Super Users (typically only one):

Can set up other users and see all profiles

Can access all client functions and feedback reports

Coordinators – Report Access (typically certified facilitators):

Can view information for one client profile

Can access all client functions, including Feedback Reports

Coordinators – No Report Access (typically admin support):

Same as above, but cannot view Feedback Reports

Omni View access:

Can access information available in Omni View

Cannot setup or change information

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Sample PROFILOR Process Flow

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5.Feedback Delivery Options

You will need to determine how the feedback and development sessions will be delivered, whowill deliver the sessions (a certified internal facilitator or a PDI consultant), as well as how to set up the sessions (e.g. prepare materials, make room arrangements, etc.).

You will also need to choose between providing facilitated feedback sessions with (1) groups of participants and/or (2) each individual. Either approach has its own pros and cons.

Pros / Cons
Individual (1:1) Sessions Only
Group Sessions Only
Combining Individual and Group Sessions

In many cases, the ideal approach is to combine individual and group sessions. The group sessions are used to: (1) reinforce the purpose of The PROFILOR component, (2) familiarize participants with how to read a PROFILOR feedback report (using a sample report), (3) clarify next steps and expectations, (4) and distribute reports. This is followed by private, one-on-one sessions with each individual.

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6.Development Planning

“Plan the work, then work the plan.” While the creation of a written Development Plan does not guarantee that changes will take place, it does increase the odds especially if that plan is put together in partnership with either the participant’s coach or an HR professional and then reviewed with the boss to ensure understanding, buy-in, and support for its execution.

You may choose to provide facilitated development planning sessions to groups or each individual. Either approach has its own pros and cons, similar to those for group versus individual feedback sessions.Most often, a group session that teaches a standard approach to effective development planning and sets clear expectations followed by individual develop planning sessions is seen as an ideal approach. It is up to you to determine how well the ideal can fit the reality of each situation. You may also choose to offer facilitated development planning meetings with the participant and his/her boss.

Some questions to consider

How long after the initial PROFILOR feedback sessions should the development planning sessions be scheduled?

What are the odds effective development planning will occur without facilitated sessions and/or facilitated meetings with the manager?

What is the likelihood that significant development will occur without effective development planning and/or manager involvement?

Do people know how to do meaningful and truly useful development planning?

7.Follow-Up and Accountability

Regardless of everyone’s best intentions to focus on development, there are many other priorities and initiatives vying for their attention. To help ensure that the momentum established by The PROFILOR and development planning process is maintained, it is best to build numerous checkpoints into the overall development process, such as:

Ensuring that there is a clear expectation to communicate development objectives with others who can provide ongoing feedback.

Periodic updates between participants and their bosses on Development Plan progress and obstacles.

Senior management updates on certain events or at certain times.

Formal documentation in the year-end Performance Review of Development Plan progress and accomplishments, even if this does not impact the overall performance rating of the employee.

Time2Change (follow-up 360) results to be shared with his/her boss.

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8. Process Evaluation and Continuous Improvement

Reviewing the implementation progress periodically and making appropriate adjustments (e.g. analyzing program evaluations, participation rates, quality of talent decisions, etc.) is an important part of maximizing the benefits of The PROFILOR feedback process. In part, that means evaluating how the organization can best support ongoing development. For instance:

Based on the strategic objectives identified in Step 1, use appropriate systems and metrics that are monitored regularly.

Use PROFILOR and Time2Change group reports to determine and target specific learning and development needs and to adjust organizational development efforts to target the most constrained elements of the Development Pipeline.

Invite participants to use Time2Change to gather targeted follow-up feedback, measure the effectiveness of their individual change efforts, and adjust their approach accordingly.

Continue analyzing the real and evolving business needs for developing people and how well these fit with both the audiences and the skills targeted for development.

Use Time2Change or other data gathering methods to determine the most current (and future) factors contributing to and inhibiting development and create plans that leverage and address these factors.

Mine your PROFILOR database to help answer important research questions and better target development initiatives.

Evaluate the process by getting answers to the following questions.

How much value do people attribute to the process?

What aspects of the program have been most successful?

What aspects of the program need improvement?

What issues have surfaced that need attention?

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