Pda complete report

Behavioral Profile Report of
Hina Junejo

1/8/2013

This Report is a product of PDA International.

PDA International is the leading provider of applied
behavioral assessments for the selection,
management and development of talent.

PDA International ®
Phone +54 (11)4717-2900
info@pdainternational.net
www.pdainternational.net

Behavioral Profile Report of Hina Junejo

INTRODUCTION

This assessment is a reliable and scientifically validated tool. It has been specifically developed to
identify and predict the behaviour of individuals in organizations.

Assuming that you have completed the form and answered it in accordance with the relevant
instructions, you should find this report to be an accurate description of the way you generally respond
to different situations, challenges and commitments that you are faced with on a daily basis.

In short, this assessment can now describe how you will behave and why. You should also keep in
mind that at times we may adapt and modify our behaviors, by enhancing or inhibiting our natural
trends.

You will find extremely valuable information in this report, such as your general behavioural
preferences, motivating factors, strengths and developmental areas, as well as the manner in which
you may adapt your behavior to meet the demands of your environment.

We recommend that you read this report in detail, focussing on the following characteristics, which
have impacted (... or might impact) your development. Identify those which have had a positive impact
and have benefitted you, as well as those which, at different times, have impacted you in a negative
manner.

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CONSISTENCY INDICATOR

The information in this report is coherent and consistent, and is therefore valid for
interpretation and offers a solid basis for decision-making.

PDA CHART

Risk Axis
Cautious Risk Taker

Is an individual who is generally direct and competitive. When appropriate will take
initiative and strive to attain objectives. Is motivated by challenges and will have no
great difficulties when accepting moderate risks.

Extroversion Axis
Introverted Extroverted

Is an individual who interacts with others with no great problems and is generally
extroverted. Usually approaches people and shows an appropriate level of interest.



Patience Axis
Restless/Impatient Calm/Patient

Is a dynamic and impatient individual, motivated by diversity, change and a variety of
tasks and responsibilities. Is bothered by routine and could be bored if the
day-to-day does not include a variety of activities.

Conformity to Norms Axis
Independent Adherence to rules

Is an individual with adherence to standards and is dependent. Is open and
accepting to the ideas of others. Generally relies on others to provide direction and
set standards. Is detail-oriented, quite a perfectionist and precise. Is open to the
ideas of others and easy to lead. Is obedient, courteous and cooperative. Prefers to
have others lead the activities.

Self-Control Axis
Emotional Rational

Is a quite emotional individual. May involve emotions and feelings when making
decisions. Demonstrates, expresses and shares their feelings and emotions.

NOTE: It is important to understand that not all the characteristics described in this report will manifest
simultaneously and with the same intensity. It is more likely that you will only observe some of these
characteristics. The higher the 'points' on the axis, the more manifested the characteristic and the
behavior will be in the individual's Job Profile.



BEHAVIORAL DESCRIPTORS

Based on the responses, this report has identified the words which describe the personal behavior .
The following is a list of those words which could clearly be used to describe the individual 's natural
behavioral style.

Dynamic Nice Communicative
Realistic Stressed Versatile
Precise Careful Agile
Anxious Investigative Wants to know what who how
Friendly Indecisive



BEHAVIORAL PROFILE DESCRIPTION

This section will provide a broad view and understanding of the individual 's natural behavioral style.
The description identifies the natural and spontaneous ways in which he will respond to his job
demands. Use this description to gain in-depth understanding regarding the way this individual will
respond to problem-solving needs and face challenges, influence others, respond to the environment ,
as well as what their responses are to rules and procedures set by others, in addition to their ability to
''self-control' their impulses and emotions

Hina is a pleasant, intense and impatient person. She is eager to please. She wants to see things get
started, move ahead and obtain results as quickly as possible. She may try to fit too many activities
and tasks into the time she has available. Hina is capable of handling many projects and activities at
any given time.

Hina is rarely satisfied with the status quo of things; she is always striving to change and improve
current systems, methods and results. To effect the change Hina will think of plans and use her energy ,
focus on the goal, speaking skill and charisma to influence and persuade others to agree with her
plans.

Hina dislikes routine, she prefers a lot of variety in her work. She may be bored, especially in a job that
lacks variety or where there is too much routine work to handle. Hina quickly adapts to tasks and
changing situations. She may adapt to the needs of others if they are clear.

Hina is versatile, agile and frequently shows potential for imaginative and creative work. She is very
intellectual and likes to research facts. She needs supporting evidence. She is capable of analyzing
issues and problems, thinking carefully and arriving at legitimate conclusions after careful analysis of
data and information. Sometimes, she can be detail-oriented; at others her rushed nature may cause
her to ignore them. She is critical, especially of herself.

She will follow instructions. She may seem inflexible when following a procedure. Although she tends
toward indecision, Hina is not weak. She is a logical presenter of facts. In general, Hina prefers to
verify decisions.

She has a strong interest in people. Hina can be effective in interpersonal situations. Many will
respond positively to her energetic, extroverted, enthusiastic and spontaneous style. Even though she
is normally friendly, Hina can exhibit a less friendly side, especially when she is frustrated. Although
normally extroverted, Hina is also capable of working well on her own in thinking and planning tasks.

Hina likes to face and deal with difficult challenges at work. She is competitive and wants to win in any
situation that involves competing.

Because of her strong sense of urgency she may be stressed with work delays and having too many
long-term projects to deal with. Given her search for variety, the lack of action, routine at work and
indecision may also be stress factors. She may respond to this stress in an impatient and ill humored
way, making impulsive decisions and giving up because of frustration.



MANAGEMENT STYLE

This section will provide a broad view and understanding of the individual 's management style. It
describes the way in which he naturally performs when faced with the need or responsibility of
managing others. This individual's managerial style is described in the following chapters :
Leadership, Decision-Making and Communication.

Leadership
· Hina's leadership style is fast-paced, energetic and spontaneous, with the ability to provide
guidance and direction to others, especially in her area of expertise.
· She is, in general, friendly, but could be bossy when she feels frustrated.
· She is constantly changing and at times may offer support to her reports enthusiastically ,
whereas other times she may be very critical of them.
· She has no problem imparting discipline, although she may back down when facing someone
more aggressive, in order to avoid confrontation and rejection.
· She can be good at delegating, although she will supervise closely to ensure the work gets
done.
· She applies pressure to obtain results quickly and may generate tension.
· Her leadership style is very change-oriented. She may sometimes confuse her team members
with the inconsistency of constant changes in direction.
· She is impatient with those who are not performing to her expectations.

Decision-Making
· Hina is frequently a decision-maker, rapidly changing and spontaneous.
· She is a perfectionist who will research every possibility or aspect of a problem.
· In less familiar situations, she may doubt or delay making a decision. This will be stressful to
her.
· She is often tense, but will always seek the best solution.



Communication
· She communicates naturally in a clear and direct style.
· She is a fluid speaker, very talkative, but may talk more than she listens.
· In communication, she is enthusiastic, spontaneous and impatient. /li>



SALES STYLE

This section will provide a broad view and understanding of the individual 's sales style. This
individual's style during the different stages of the sales process is described in the following
chapters: Opening, Closing, and Customer Service; allowing us to identify their skills with
presentations, facing objections, as well as customer follow up and maintenance.

Opening
· She uses her energy and charisma to sell people on her ideas and plans.
· She is a fluid but somewhat anxious communicator. She wants to move too fast in
presentations.
· During presentations, she needs to feel sure of her knowledge about the product.
· Her detailed and specialized presentation style may be appropriate for a technical audience ,
but not so much for more decisive and less technical ones. In any case, she has the capacity to
adapt to different audiences, people and social situations.

Closing
· She prefers receiving orders than handling the closing.
· She will use the support of closing procedures and techniques.
· She is likely to be better at closing deals when she focuses more on technical aspects rather
than the benefits.

Customer Service
· Will tend to be bored with the routine of regular visits to customers.
· Will avoid aggressive or dissatisfied customers.
· She will call on customers because of a sense of obligation, but will stick to a strict schedule.



HOW TO LEAD HINA EFFECTIVELY

This section describes important aspects to keep in mind for the individual 's 'effective coaching.' The
following descriptive points are based on natural behavioral style and are critical for any person who
expects to lead him at the highest level of effectiveness and full capacity.

· Hina works best when she belongs to a group and is accepted by it.
· She will seek to establish and maintain an open and relaxed relationship with her supervisor
and feel motivated knowing that she can rely on him, not only on a professional level, but also on
a personal level.
· She will need her supervisor to provide frequent feedback on how she is doing her job. His
constant approval is important to the success of her work.
· She will work better in her area of expertise and will need her supervisor to delegate defined
responsibilities and challenging objectives which are also attainable.
· Hina is motivated by public recognition for her good work performance and great knowledge.
· For an effective communication Hina requires being addressed in a specific and detailed
manner. Issues must be addressed in a timely manner, whether in written or verbal
communication.
· It is important to provide space for Hina to express her opinions and doubts in confidence.
· When delegating tasks to Hina it is key to offer detailed information and explanations regarding
their execution.
· Hina will need to handle varied tasks, otherwise she might be bored and have a lower
performance. Remember to keep in mind that this individual is motivated by working with others
and standing out among them to gain recognition from her peers.
· In order to avoid the need for disciplinary measures, it is important to inform this individual from
the start about company guidelines; once she has identified them she will tend to respect them
at all times.

It is important to always keep in mind that this individual's potential lies in her leadership skills,
her ability to develop and to inform employees, as well as to share knowledge in her area of
expertise with others.



STRENGTHS THAT CAN BE OVERUSED

This section describes some of the unique trends of behavioral style which could eventually become
weaknesses. They are clearly positive aspects of this individual 's behavioral style but could act
against him if not moderated or addressed in a timely manner.

· In focusing on results, may overlook the relationship needs of people
· In desire to make things happen, may move too fast for the more methodical individual
· In focusing on results, may announce conclusions without patiently explaining the reasons
· In her desire to move quickly, may not always listen closely to people
· In pursuit of work variety and change, may "spread herself too thin," ignore important details
and neglect to follow-up
· In pursuit of fast results, may "push" people too hard and too fast
· In pursuit of fast results, may become upset and irritable if things don 't move at a fast enough
pace
· Creative and insightful approach may lead to under-utilization of analytical and research
approaches to problem-solving



KEYS TO MOTIVATE HINA EFFECTIVELY

This section describes important aspects to keep in mind in order to achieve and maintain a high
degree of motivation in this individual. The following descriptive points are based on natural
behavioral style and are critical for any person who will assign them tasks or responsibilities or will
work with this individual as part of the same team.

· Offer freedom to speak openly
· Recognize the preference for tasks in which supervision and follow up are critical
· Delegate diverse tasks to create a dynamic work environment
· Recognize the need to display initiative and to anticipate
· Free them from routine tasks and responsibilities that require method and patience
· Provide clear expectations regarding good performance
· Provide timely and appropriate feedback, recognizing that this individual has a trend to be
self-critical
· Offer the opportunity to execute a variety of tasks within clearly-defined deadlines
· Allow space for a high degree of control over the workplace
· Emphasize flexibility and the need to change things



CURRENT SITUATION

This section will provide a clear perspective regarding the changes occurring in this individual 's
behavioral style. It describes which aspects of their natural style are being modified in an effort to
adapt to their current job requirements.

Regarding interaction with others, Hina understands she needs to be more extroverted, more fun. She
may perceive that the environment demands that she be more sociable and to use persuasion more in
order to influence others.
Hina may perceive that she needs to become somewhat more independent and intuitive. She may
feel that her current position demands that she let go of standards and procedures and do things
based on her own criteria and opinions.

Energy Balance
This assessment suggests that Hina perceives she has more energy than her current job requires .
She feels she could be adding more value in her job than the current work situation allows. This may
cause a certain lack of motivation.

Behavioral Changes
This assessment suggests that Hina is a flexible individual, certainly adapted with no major problems
modifying her natural behavioral style in order to adapt to her current position requirements.

This report is related only to behavioral characteristics. Success in any specific job will depend
exclusively on the candidate's intelligence, skills and appropriate experience.



BEHAVIORAL PROFILE CHART

NATURAL ROLE



Selected Words
Words selected for Role Behavior:
80 81 82 83 84 85 86 1 2 3 4 5 7 8 9 10 11 14 15 16 18 19 21 22 23 24 26 27 28 29 30 33 34 35 36 37 38 39
40 41 43 44 46 48 50 51 52 53 55 57 58 60 61 63 65 67 69 71 72 74 75 76 77 78 79
Words selected for Natural Behavior:
1 2 3 4 5 6 7 8 9 10 11 13 14 15 16 18 19 20 21 22 23 24 25 26 27 28 29 30 32 33 34 35 36 37 38 39 40 41
42 43 44 45 46 48 49 50 51 52 53 54 55 57 58 60 61 63 65 66 67 68 69 71 72 74 75 76 77 78 79 80 81 82 83

SELF DESCRIPTION

I am an activator and like to reach out to people and initiate things. I like instant results so look
forward to getting involved in short term goals to achieve objectives and results. I am an extrovert
so like networking and building rapport with people and take the relations all the way through to
utilise their synergies in collaborative initiatives. I like public speaking and making a difference in
others lives. i enjoy telling people stories about my self and my experiences in life to nurture others
minds. I am a go getter and very optimistic about life and i accept challenges and go for them. I
like writing and i believe i have th epower of expression. I also have an inherent tact of building a
connect with people and make them comfortable in relating to me and share their secrets. at work
im very jovial and pleasant and try to keep my surrounding buzzing with life and energy. I am
always looking forward to achieving results on a day to day basis and promote employee
engagement and customer satisfaction. I am into spirititualism and so i like to enjoy the journey of
self exploration and not really hooked on to the destination. I like taking detours in order to reach
my destination.



PDA RADAR CHART

NATURAL ROLE

Hina Junejo



PDA WHEEL CHART



BEHAVIORAL RADAR CHART



BEHAVIORAL TRENDS

IMPORTANT: Under optimal environment conditions the vast majority of individuals might be capable
of performing adequately in any of the following competencies. We refer to "optimal conditions" when
several of the following conditions exist in the work environment: good leadership, motivation,
recognition, support and training, among many others. We understand that work environment
conditions are not always optimal...

Customer Service, Attention and Support
This competency measures an individual's skill regarding "Customer Service" and the ability to provide
service in a polite, attentive and consistent style.
Hard - Easy -
More Effort Less Effort

Attention and Listening
This competency measures the "listening and receptivity" skills in an individual. Patience, tolerance, and
time for others.
Hard - Easy -

Dynamism and Sense of Urgency
This competency measures an individual's skill to respond to challenges that require diversity, change,
and variety, when time is of the essence and urgency is important.
Hard - Easy -

Implementation
This competency measures orientation to tasks. An individual 's ability to manage and coordinate tasks
in adherence to the appropriate standards and procedures.
Hard - Easy -

Competitive and Results-Oriented
This competency measures an individual's skill to be Results-Oriented by means of a direct and
competitive style, accepting some challenges and confronting if necessary.
Hard - Easy -



Strategy and Results-Oriented
This competency measures an individual's skill to be Results-Oriented by means of a determined and
consistent style, creating strategies, minimizing risks and avoiding confrontation.
Hard - Easy -

Persuasion and Extroversion
This competency measures an individual's skill in terms of "interpersonal relationships" and the capacity
to relate by means of an extroverted, sociable and persuasive style.
Hard - Easy -

Precision - Quality
This competency measures an individual's skill regarding tasks that require precision, quality, and detail.
Continued follow up through completion.
Hard - Easy -

Proactive and Independent
This competency measures "proactivity" towards tasks as well as people. It involves the skills of
persuasion and motivating others, while pursuing challenges that require creativity and independence.
Hard - Easy -

Adherence to Rules and Guidelines
This competency measures an individual's ability in terms of adherence to policies and control ,
responding in accordance to appropriate rules and guidelines.
Hard - Easy -

It is important and extremely useful to identify and know individuals' Natural Behavioral Profile in order
to predict how much "effort" these competencies will require and demand; that is, whether the
individual will be able to display them naturally, spontaneously and "without effort" or whether they will
require a "greater effort" to display these competencies which may not be "natural" to this individual.
For example: a "naturally impatient and restless" individual will require a greater effort for the
"Analytical Skills" competency, while the "Sense of Urgency" competency will be a natural skill and
will therefore require "least effort."



ACTION PLAN
This form is for one goal - make copies if you wish to develop other goals.

GOAL (What do I want to achieve?)
1.
2.

BENEFITS (What do I want to gain from the achievement of this goal?)
1.
2.
3.

STEPS TO ACHIEVE THIS GOAL (What do I need to do to achieve this goal?)
1.
2.
3.

DEADLINES (When will I complete these actions?)
1.
2.
3.

POSSIBLE HURDLES (Things that might interfere with the achievement of this goal?)
1.
2.
3.

POSSIBLE SOLUTIONS (How will I eliminate the hurdles in my way?)
1.
2.
3.

HOW TO MONITOR YOUR PROGRESS (How will I know I am making progress?)
1.
2.
3.

IS IT WORTH SPENDING TIME, EFFORT AND MONEY ON THIS GOAL?
Yes _____ No _____ Yes, but after _____ TODAY'S DATE ___________



Seven action aids

1. Remember the benefits you will gain when you achieve your goals.
Identify the benefits you will receive: greater job effectiveness, enhanced job satisfaction, improved
interpersonal skills, etc. Which will be the benefits?

2. Remember your time availability.
There are 525,600 minutes in a year. If you use 15 minutes a day for your development, you will be
applying a total of 5,475 minutes per year. This is a total of 0.0104 of your annual available minutes.
Can you afford to use 0.0104 of your available minutes for your development?

3. Do one thing at a time.
The large task of self-development is made up of small tasks. Divide and conquer: divide the large
task into several small sub-tasks. Then, concentrate on one sub-task at a time until you finish it.

4. Practice, practice, practice
Practice leads to perfection. The more you practice, the more you learn. A little practice every day is
better than one large practice session each week.

5. Perseverance conquers
Stick to your Action Plan. Perseverance is the necessary critical behavior for you to achieve your
goals. Individuals often stop when they are close to success. Keep going… do not stop. If you stop ,
you will never achieve your goals.

6. React effectively to your mistakes.
We all make mistakes. You will make them when carrying out your Action Plan and when working to
achieve your goals. Respond effectively. Be accountable for your mistakes, feel confident in spite of
your mistakes, and learn from them. Do not think you should never make mistakes, do not be
concerned or become obsessed with your mistakes, and do not be discouraged because you have
made them.

7. Call upon your "success memories."
When you feel pressured or frustrated or when you feel you are not making progress with your Action
Plan, call upon a "success memory." Remember one of your past successes or achievements. Fill
your mind with this memory and allow it to create positive thoughts, emotions and images. You will feel
better, your confidence will increase and you will be able to continue working on your Action Plan and
the achievement of your goals.


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