Brief Powerpoint presentation to show how we use science to help companies recruit and retain the very best employees

1. Profiles International Enabling the High-Performance Workforce

2. United States National Presence 40,000 Clients Worldwide International Presence Over 100 countries

3. Companies Face Two Types of Problems… People Problems System Problems Profiles International focuses on people problems.

4. Workforce Cycle HIRED New Employees Motivated, but not yet productive Productive Employees Motivated & Competent Marginal Employees Competent, but Un-motivated Un-productive Employees Neither Competent, nor Motivated Separated 1 2 3 4

9. A Good Match

10. A Poor Match

19. Summary of Behavioral Characteristics The darker shading represents the Job Match Pattern for the role of Customer Service Manager. The larger box indicates the individual’s score. Trust – Tendency to hold an unquestioning belief that the motives of others are honorable 1 2 3 4 5 6 7 8 A Good Match Tact – Tendency to state a position without unnecessarily offending others Empathy – Tendency to understand another’s situation and feelings Conformity – Tendency to comply with the rules and those in authority Focus – Tendency to stay on target regardless of distractions Flexibility – Tendency to explore new approaches to doing things 1 2 3 4 5 6 7 1 2 3 1 2 3 4 5 6 7 8 1 2 3 4 5 6 1 9 10 8 9 10 4 5 6 7 8 9 10 9 10 7 2 3 4 5 6 7 8 9 10 8 9 10

20. The Job Match percentage reflects the results of the individual against the Job Match Pattern for Behavioral Traits and the Proficiencies 1 2 3 4 5 6 7 1 2 3 4 5 6 7 8 Vocabulary – Understanding the meaning of words when used in sentences Numerical – Understanding basic mathematical concepts and working with numerical problems Proficiencies The darker shading represents the Job Match Pattern for the role of Customer Service Manager. The larger box indicates her score. 9 8 9 10 10 The Job Match Pattern Job Match Percent The Job Match Percent reflects the degree of match between the results for Ms. Sample and the Job Match Pattern for the six Behavioral Traits and the two Proficiencies For Sally, the match to the position of Demonstration Pattern-NOT FOR ACTUAL USE is 92%. Job Match 92%

21. Summary of Behavioral Characteristics The darker shading represents the Job Match Pattern for the role of Customer Service Manager. The larger box indicates the individual’s score. Trust – Tendency to hold an unquestioning belief that the motives of others are honorable 1 A Poor Match Tact – Tendency to state a position without unnecessarily offending others Empathy – Tendency to understand another’s situation and feelings Conformity – Tendency to comply with the rules and those in authority Focus – Tendency to stay on target regardless of distractions Flexibility – Tendency to explore new approaches to doing things 1 2 3 4 5 6 7 1 2 3 4 5 6 7 8 9 1 2 1 2 3 4 5 6 1 2 3 4 5 6 8 9 10 2 3 4 5 6 7 8 9 10 10 3 4 5 6 7 8 9 10 7 8 9 10 7 8 9 10

22. The Job Match percentage reflects the results of the individual against the Job Match Pattern for Behavioral Traits and the Proficiencies 1 1 2 Vocabulary – Understanding the meaning of words when used in sentences Numerical – Understanding basic mathematical concepts and working with numerical problems Proficiencies The darker shading represents the Job Match Pattern for the role of Customer Service Manager. The larger box indicates her score. 2 3 3 4 5 6 7 8 9 10 4 5 6 7 8 9 10 The Job Match Pattern Job Match Percent The Job Match Percent reflects the degree of match between the results for Ms. Sample and the Job Match Pattern for the six Behavioral Traits and the two Proficiencies For Sally, the match to the position of Demonstration Pattern-NOT FOR ACTUAL USE is 51%. Job Match 51%

23. The Perspective indicates differences between an individual’s response and the company’s perspective as it relates to customer service. Fifty (50) questions related to providing service to the customer were presented to Sally. The responses to these questions suggest her perspective of providing customer service. The answers provided by the company represent their perspective and are compared to the answers provided by Sally. When her response to a question differed with the answer provided by the company, her response is presented below, along with the actual question. These differences may represent the need for training with this individual to enhance her alignment with the company’s perspective. Company Service Perspective PERSPECTIVES THAT CONFLICT HER ANSWER Using a supervisor to help with a difficult client is a sign of weakness. Customers tend to expect more from you as they continue to do business with you. If you product is good, your customers will come back, even if you service is below average. There are times when a supervisor may need to speak to the customer. Your job is to solve your customer’s problem, not to be a sympathetic ear. When calling my supervisor for help, I don’t need to let the customer know what’s going on. Customers don’t like to be asked a lot of questions. It is important for me to be able to make a decision on the spot with a customer, rather than having to go to my manager. It is better to wait until several people complain about a problem before trying to correct its cause. Yes Yes Yes Yes Yes Yes Yes Yes Yes The Company Service Perspective

24. Reassurance

25. Use All of Your Resources Sources: Professor Mike Smith, University of Manchester John E. Hunter and Ronda F. Hunter, Validity and Utility of Alternative Predictors of Job Performance, Psychological Bulletin Robert P. Tett, Douglas N. Jackson, and Mitchell Rothstein, Personality Measures as Predictors of Job Performance: A Meta-Analytical Review, Personnel Psychology, Michigan State University’s School of Business. 14% 26% 38% 54% 66% 75% Interview Reference Checking Personality Testing Abilities Testing Interests Testing Job Matching

27. Aegis Lending, Profiles’ Client of the Year for 2004, is a diversified mortgage banking company with 101 branches from coast to coast. The company employs about 2,700 people and does over $5 billion in business annually. D’Angelo and Breaux observed that people who did not fit their customized Profiles hiring pattern were not able to keep up with the demands of their positions. As employees who fit the pattern were hired in greater numbers, productivity improved spectacularly. Aegis rebounded from a losing situation and posted profits of $9.3 million in 2001, $23 million in 2002, and $42 million in 2003. While John D’Angelo says other factors also contributed to the company’s turnaround, he does credit Profiles assessments for at least 25% of the positive change in direction. That amounts to over $18 million, an astronomical return on investment considering the low cost of Profiles assessments.

28. A leader in contract foodservice and hospitality, Compass Group North America is a division of Compass Group PLC, the world’s largest foodservice company. With operations in more than 90 countries and revenues of $21 billion, the company employs over 400,000 people worldwide. “When we started using Profiles assessments our retention was 76%. Now, it’s 98%. Our employee satisfaction survey is up to 79%, while our industry benchmark is 56%.” Pam Perrine Talent Management Director