Profiles International has enjoyed a productive relationship with this chemicals manufacturer since 2005. One of the most far-reaching effects that the client’s managers see as a result of their use of the ProfileXT® (PXT) is a shift in perception of worker performance—from “That’s poor performance”
to “Maybe that person is in the wrong job.” The company’s leaders are no strangers to assessments, and this sophisticated way of looking at workers who are struggling in their jobs sent them to the PXT results to see what roles might offer those workers a better fit. The result: Employees who were once on the cusp of termination often become top performers.
The client, founded nearly 100 years ago, employs more than 10,000 workers in more than 40 countries round the world. The manufacturer of chemical products for consumers and other businesses is headquartered in the United States and has operations throughout Asia, Europe, the Middle East, Africa,
and Latin America. The company prides itself on its high-performance culture. Company leaders ask that workers make personal commitments part of their annual performance management plans, and they use an engagement survey to take the temperature of employee attitudes. Engagement is high.
The client and Profiles International struck up a relationship in through a Profiles partner. When the partner moved to Profiles’ corporate office, the relationship continued. Because of its values, the company was no stranger to assessments. Profiles’ relationship with the client led leaders at the organization to look at other Profiles offerings, and they liked the strength of the assessment company’s base.
The PXT helps the company’s executives identify talent within the organization: It tells new managers what their teams look like, whether to move an employee, and whether the move should be lateral or vertical. It also helps with talent identification within the company. Although they have a strong leadership pipeline, managers are interested in how they can help workers develop in their roles. They also want to know if an employee is equipped to move up in the company.
The allure of the PXT is its versatility. Leaders can use it to determine job fit, growth potential, and interest level. One of its biggest strengths is in providing job-match patterns that compare the qualities of job candidates to the attributes of the most productive employees doing the job. The patterns highlight areas in which candidates are like top performers, and where they differ. This is vitally important to productivity and job tenure.
The Harvard Business Review produced a study showing that job match more accurately predicts job success than do education, experience, or job training. Matching people to their job tasks increases productivity and job satisfaction, and diminishes stress, tension, conflict, miscommunication, and turnover. The client already used a model for developing people based on “putting the right people in the right jobs, working on the right things,” noted a performance consultant in the company’s talent management division of Human Resources. The PXT was attractive because a selection assessment was difficult to find, he said. “We were most interested because it fit our current methodology of looking at top performers, it is behaviorally based, and it could also give input to coaching and development.”