The Preference Profile: Users Guide

Users Guide
The Preference Profile

Corporate HR-edition

Finn Havaleschka, Garuda Research Institute. This booklet and the models and methods described in it, are
protected according to the law of copyright.

Congratulations with your Preference Profile

Corporate-edition

Surveys show that people who are most satisfied with their job, rate the challenge and the
responsibility as the most important factors for job satisfaction. Therefore, recruitment and
management is about finding the people whose skills and competences match the challenges
and the responsibility of the job or, to design or re-design the job to match the person in
question. Furthermore, as HRM&D professional, it is your responsibility to help your
organization with teambuilding, cooperation, and performance evaluations, as well as in
formulating the overall strategies about Human Capital. Therefore you need to know about
the key factors for managerial success now, and to have some qualified ideas as to these
factors for the future.

To help you fulfill and be successful in performing these tasks is the purpose of the
Corporate edition of the Preference Profile.

The Preference Profile consists of 5 modules. First you have the Personal Profile to help you
analyze and map a persons Head-Heart and Leg work. Second you have the Job Profile to
help you analyze and map the job requirements. Using these modules you can compare the
Personal Profile with the Job Profile to see if you have a perfect match. And, if not, you can
read about possible consequences and methods to fill in the gap, for example with training
activities or how to re-design the job. Third, you have the Mirror (360-degree) Profile, to
help you with teambuilding activities, to improve collaborate relations, evaluate and
eventually, adjust factors to improve job performance and job satisfaction. Fourth, you have
the Dream Position to help people the find the right job and develop the most valid career
plan. And finally you have the Statistical module to help you to find differences between
groups. Knowing the differences can tell you about key factors for success and failure in
particular jobs and positions, and also tell you about differences in culture with regard to
Head-Heart-Leg work in different organizations, departments or countries. This module will
help you in your quest to formulate and implement new HR-strategies based on the Human
Capital concept.

The purpose of this guide is to help you achieve professional fulfillment. Therefore, we
recommend you to follow this guide the first couple of times you use the Preference Profile.

We wish you good luck
Garuda Research Institute
Users Guide, The Preference Profile, Corporate Edition. Finn Havaleschka, Garuda Research Institute
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Users Guide Corporate Edition Contents

The Head-Heart-Leg Model 4
1. Make the Job Profile 5
1.1 The Job Profile
1.2 Customize Job description
1.3 Adjusting Job Requirement
1.4 Validating the Job Profile using group statistic
1.5 Validating Job Profile using individual profiles
2. Make the Personal Profile 12
2.1 The Personal Profile
2.2 Statement Analysis
2.3 Weighting Analysis
2.4 Change Answers
2.5 Head-Heart-Leg graphs
2.6 Consistency
3. The match between Person and Job Profile 18
3.1 Compare Profiles
4. Benchmarking 20
4.1 Comparing Profiles
4.2 Comparing Answering Pattern
5. Make the Dream Position 23
5.1 The Dream Position
5.3 Compare Personal Profile with Dream Position
5.4 Compare Dream Position with Job Profile
5.5 Compare evaluation of Dream Position and actual Job Requirement
5.6 Compare Statements
6. Make the Mirror Profile 30
6.1 The Mirror Profile
6.2 Compare Mirror Profile to Job Profile
7. The Statistical Module 34
7.1 Define Groups
7.2 Free Variables
7.3 Weighting and Scaling on the basis of your statistics
7.4 Comparing Groups
8. Other Facilities 45
8.1 Graphs
8.2 Scale
8.3 On line help
8.4 Internet Test Distribution
8.5 Internet Interview Facilities
8.6 Profile sharing
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The Head-Heart-Leg model

The Preference Profile is based on the idea of the Head-Heart-Leg model. The idea is that
three different personality qualities are essential to personal development and professional
fulfillment. See the model below.

Using our head we approach problems and generate ideas to solve them

Using our heart we approach people to get our ideas accepted

Using our legs we implement ideas and create results

Three steps to success

You can be good at creating ideas, but thats only the first step to success. In most cases you
need other peoples acceptance of your ideas. Thats the second step. The third step is
implementing your ideas, and that sometimes requires hard work and determination not to
give up, and that is leg work.

Different positions and different tasks require different Head-heart-Leg work to become
successful. If you are in accounting your Head work should be concrete, you have to know
and follow certain systems and stick to details, and your Heart work doesnt necessarily
need to be empathetic, open and trustful, and finally creating results mostly requires a steady
Leg work characterized by patience and persistency in the working process. On the other
hand, if you are a team leader in charge of implementing new business processes, you need
to work with concepts, independent of established rules and details, and you need to be
empathetic, open and trustful to get other peoples acceptance, and implementing new
processes requires the will and capacity of influencing other, and the robustness to endure.
The two positions require two different styles and qualities of Head-Heart-Leg work.

By completing the Job Profile you will get a good idea of the required Head-Heart-Leg work.
The Job Profile will tell you what you are looking for, and will help you to focus on the most
essential questions in the upcoming interview. Then ask the candidate to fill in the Personal
Profile. Read the evaluation and compare the two profiles. Here you will get ideas of the
candidates strengths and weaknesses, and possible consequences hereof.

If you are in assessment situations for personal development, appraisal talks or the like, then
add the Dream Position to the process, and you will get an ideal background for discussing
the persons ambitions, ideal tasks, working environment and responsibility.
In the following you can read about how to get started and how to use the different facilities
in the software.
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1. Make the Job Profile

The purpose of the Job Profile is to analyze and map essential requirements for the
candidates or Jobholders Head-Heart-Leg work in order to become successful in the given
job. The Job Profile is a valuable tool in recruitment processes as well as in discussions
about job design, promotion, delegation of tasks and responsibility, personal development
etc.

To get started:

Open Job Profile and
click on New.

Following the instructions you will get this picture on the screen:

All you have to do now is to read the text describing the different levels of tasks, and click
on the description that gives the most precise description of the task in the given position. In
the shown example Level 3 has been selected. When you have chosen the level, a bar is
shown on the graph, above the text. The bar indicates the ideal score interval for a person
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working with this level of tasks. When you have chosen the level you can click forth a
description of the Ideal Personality. See below:

The description of the ideal personality for the position, gives you a solid basis for the
upcoming interview and reference taking. In this particular case, the questions would be
whether the candidate can work with and understand complex and abstract models and, if
thats the case, does he still enjoy the hands on part of the job.

1.1 The Job Profile

When you have chosen the level for all the traits in the profile, you will get the ideal Job
Profile on the screen. See below:

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Now you can work with the profile and print out a paper version of the profile including
descriptions of the level of tasks and the Ideal Personality. See below:

Click on Job Profile, then on Interpretation and you will get the information about the job
requirement and ideal personality. See above.

1.2 Add your own requirement to the Job description

All descriptions of Job Requirements are formulated in general terms. If you would like to
make a more precise description of a specific position, you can add your own requirements
to the given description. To do this, click on the Paper icon shown above. This way you can
make a precise job description of all positions in your area of responsibility, and make it easy
for yourself to keep the job descriptions updated.

1.3 Adjusting Job Requirements

Analyzing and making a Job Profile is not an exact science. In some positions some of the
personality traits are not really important for the Jobholders success, and in other cases you
will learn by experience that a high or a low score on one or two of the traits are key factors
for success. Therefore you can adjust the requirements in accordance with your experience.
To do that click on the Job Profile you want to work with and then on Edit.

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Now you can adjust the requirements. See below:

Use the Adjust buttons, and you can make the ideal score-span wider or narrower or you can
move it to a higher or lower score. In the case below we have widened the bar to include a
lower score than the original requirement.

The adjustment of the requirement for Thinking, could in this case, be read as: the ideal
would be a person with a right side, level 3, score on Thinking, however this is not a key
factor for success, while there are people in the same type of position with just an average
score who are reasonably successful. Therefore, people with a lower, level 2, score should
not be considered disqualified.

1.4 Validating the Job Profile using group statistics

One method of validating your Job Profile is to adjust the requirements in accordance with
your experience. Another option is to use the Benchmark facilities in the software. These
facilities make it possible for you to compare the Job Profile with the average profile of a
group of people who have the same kind of job. First, let us compare the Job Profile, shown
before, with the average profile of a group of people with level two managerial
responsibilities.

Click on the Benchmark button and then on Open Group. Select Level 2, click to Add and
Show. The average profile of the group is now visible and compared to the Job Profile. See
next page.

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Here you can see that the requirements we have made for the position in question, are
apparently is okay for Thinking. The mean score for the group of level 2 managers is in the
middle of the score interval required in accordance to the Job Profile. However, the mean
score for level 2 managers on Direction is in the middle of the profile, while the Job Profile
requires a lower score, which in practice is a need for a more rule directed personality, a
person who sticks to and follows the rules. The questions now are, are the Job Profiles
requirements wrong, do we need a more concept directed person, or are there specific
reasons to stick the original requirement?

1.5 Validating the Job Profile using individual profiles

Another option is to validate the Job Profile by comparing it with a profile of a person who is
successful in the same or similar kind of job. Use the Benchmark and Open Individual
profiles. Find the profile of the successful person and click to Add and show.

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Here you can see that the successful person matches the requirement we made for Thinking,
therefore this requirement seems okay. Then on Direction we can see that the successful
person has a relatively high score on Concept Direction, compared to the Rule Direction
requirement in the Job Profile. Taking into consideration the fact that the mean score for the
level 2 managers is in the middle, it would probably be advisable to adjust the Direction
requirements in accordance herewith.
If you need to understand these differences in more details, you can compare the Profile of
the successful person with the Job Profile and read about possible consequences of the gap
between the rule direction requirements in the Job Profile and the person who is concept
directed. To do that, go back to Job Profile and from there, compare the individual profile in
question using Interpretation.

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As you can see, the person who we know is notoriously successful in the job will not at all
enjoy a job that is governed by fixed rules, guidelines and structures, while.

Probably this goes to prove that the requirements we made about finding a person who is rule
directed is not the ideal for the job. Hopefully these facilities will help you make the precise
and most relevant requirements for the jobs in your organization. The next step is to make
the Personal Profile of the candidate or Jobholder, and compare it to the Job Profile.
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2. Make the Personal Profile

The purpose of the Personal Profile is to make the most valid and reliable picture of a
persons Head-Heart-Leg work as possible. The facilities in the software, the interpretation of
the personality, the statement analysis, the benchmark analysis etc. are in all in there to help
you get the most realistic picture of the persons strengths and weaknesses in relation to a
given job.

Click on Personal Profile then on New, and the box below pops up.

You can fill in the questionnaire either by a paper booklet or on screen. You can print out the
paper edition by clicking on the Print Questionnaire under Personal Profile in the menubar. If
you want the candidate to do it on screen just click on Continue and you are on your way.
When the respondent has completed the questionnaire, the Profile is shown graphically on
the screen. See the next page.

With the Corporate Edition of the Preference Profile you also have the option of filling in the
questionnaire on the Internet. All it takes is the website address, a code and password which
you can create in the software and send by e-mail to the respondent. When the candidate has
filled in the questionnaire you will automatically receive an e-mail telling you that, the
profile is ready to download into your computer. Read about this in detail under the section,
Other facilities.

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2.1 The Personal Profile
The profile covers 9 personality traits. The bars are illustrated on a scale ranging from -12 on
the left hand side, over 0 in the middle, to 12 on the right hand side. The length and direction
of the bars illustrate how many times out of 12 the respondent has agreed in statements
related to, for example trust, or distrust. The bars always start from the middle, the 0
position. The total score is calculated on the basis of the weight or value of the answered
statements. Read about this in section 2.3 Weighting analysis.

Now, to learn to understand and to work with the profile, open the Personal Profile box in
the upper left hand side of the screen.

Open, is to open the profiles you have already made, or some of the
Demo profiles we have installed in your software.
Interpretation is to read evaluations on each trait.
Statement analysis is to read the statements you have answered and, if
needed, change the answers.
Some statements are more powerful than others. The Weighting
system will tell you about strong and weak statements.

Now, go to Interpretation and click on the trait you want to read
about. As in the case shown on the next page, Thinking.
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As you know all talents in most cases also have another side. If you are overdoing your
intellectual talent you run the risk of missing the more practical side of life. You can click
forth the reverse side of the interpretation, by ticking the box to the left.

Use the Interpretation and the Reverse side to discuss the candidates strengths and
weaknesses in relation to the present job, the level of job satisfaction, cooperation with
colleagues and relations to other people in general.


The statements that the candidate answered and the way s/he did it, is
the basis for the written evaluation of the profile.

If in doubt of the evaluation or the way the respondent answered the
statements you can open the statements. Reading the answers is a
method to open up for a discussion of the respondents preferences,
strengths and weaknesses. Click on Statement analysis.

See an example on the next page.

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2.3 Weighting Analysis

The weighting analysis is about how strong a statement is. Most people would agree that
they prefer to take part in the decision making process to have influence. But very few would
agree in a statement like want to have dictatorial power! even though this is also about
influence. The weighting analysis orders the statements in rank with the weakest statement
first and the strongest in the end. Whether a statement is considered weak or strong, is
decided by the sample of respondents in the database. A statement everybody agrees in is a
weak statement, and a statement very few agree in is a strong statement.

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If you click on the first column, a text box pops up. The statement in bold is the statement
represented by the column. The height of the column illustrates the strength of the statement.
In this case regard myself as a creative, and intelligent person is the weakest of all
statements about Thinking. Very few disagree with this statement, while 73% of the
population agrees, therefore it doesnt predict much about a persons creativeness or
analytical capacity. Therefore, if a person agrees with this statement it will only count .45
points. On the other end of the scale, a disagreement to the statement represented by the
highest column to the right will give the person 1.41 points because not very many disagree
in prefer to work with practical rather than theoretical assignments. Only 17% of the
population prefers to work with theoretical rather than practical assignment. The idea is, if
you find a person with that answer, that the person is probably also very good at working
with theoretical assignments.

2.4 Change Answers

The ticks in the box to the right of the statements represent the answers. If the candidate,
however, after some thinking and discussions with you feel that s/he misunderstood the
statement and therefore would like to change the answer, you can do so. Double click on the
tick and you can change the answer and the graphic profile changes accordingly. See the next
picture.

The point in changing answers is not the change in the profile in itself, but the possibility it
gives you to discuss with the respondent, his or her priorities and arguments for changing the
answer.

2.5 Head-Heart-Leg Graphs

In the bottom of the graphic illustration the total score on the 3 Head traits, the 3 Heart and
the 3 Leg traits are illustrated. The score, the direction and the length of the graph is a result
of a simple accumulation of the score on the 3 traits within each factor. See below.

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Go to Interpretation to see how the combined and accumulated score on the 3 Head traits is
evaluated. See below.
2.6 Consistency

Finally, in the bottom of the graphic profile you can see a fourth factor, called consistency.
This factor shows you how many times you have contradicted yourself when you answered
the questionnaire. A clear contradiction would be to agree in like working with details and
disagree in emphasize being in control of details in my daily work. Go to Interpretation,
consistency, to read more about the use of this factor. See below.
The next section is about comparing the profile with the Job Profile, but if you like to
compare the Personal Profile with other profile or the average profile of a group of people
you can do so. Read about this under the section 4.Benchmarking profiles and answering
patterns.

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3. The Match between Person and Job Profile

The purpose of this module is to match the two profiles and see if there are gaps. It is not
necessarily the case that a gap represents a problem, the purpose is to give you an idea of
what kind of problems a gap might represent in order for you to explore, discuss, take
references etc. to predict fully the consequences of the gap.

3.1 Compare profiles

Start by opening the Personal Profile. Click Personal Profile, then Open or double click on
the name. Next you open Job Profile to find the relevant profile. Be aware that instead of
working from the icons on the upper left hand side of the screen you use the right click
function on the mouse.
As you can see, there is an overlap between the Job Profile and the Personal Profile on
Thinking, while there is a huge gap between the two profiles on Direction. What are the
consequences of this gap? On all traits you will find these 4 kinds of information.

First, you have Job Requirement, a description of the job requirement in accordance to the
analysis you made of the specific position. Then you have Ideal Personality, a description
of the Ideal Personality for the job. Then you have Personal Profile Interpretation, the
evaluation of the person/candidate in question in accordance to the Personal Profile. And,
finally you have Consequences, a description of possible consequences if there is a gap
between Ideal Personality and the Personal Interpretation. Now see next page for the possible
consequences of the gap on Direction.
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If there is a mismatch the Preference Profile will offer you some help. One of the options is
to re-design the position to suit the personality and skills of the Jobholder, or you can initiate
training, education or development activities to develop the personality and skills required to
fill in the gap. Whatever you choose, the only thing you have to do is to click on Go to
Development Plan and you will get a lot of ideas and instructions in how to fill in the gap to
obtain the perfect match.

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4. Benchmarking

Its a part of being human that we compare ourselves, our skills, our competences, language,
education etc. to other people. We learn about other people and about ourselves from doing
so. In your professional life you compare yourself to other people in similar positions and to
people in positions you would like to hold. By comparing, you also try to figure out reasons
for success and fiascos. The purpose of benchmarking profiles is to give you ideas as to
where the respondents profile differ from other people in selected positions.

4.1 Comparing Profiles

Now, to give you an idea of what one profile looks like compared to
other people you can open the Benchmark section.

If you click on Open Group you will get the information shown
below. You can now compare the profile to the average profile of all
respondents in the database. Or you can compare them to all males or
females, or to the average profile of people with no managerial
responsibility to people in Managing directors/CEOs positions. Level
1 to level 5.

Doing that might give you an idea of the strengths and weaknesses of
the candidates profile in relation to a group of people holding a
similar job.

To get level 5 (managers, directors, CEOs) you just click on Level 5 and then on Add. On
the next page you will see a Personal Profile compared to the average profile of a group of
22 CEOs.

In the software we have pre-installed the average profile of the groups you see above. If you
need more information about the samples please call Garuda support for further information.

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If you would like to have special groups in your software for comparison reasons we will be
pleased to help you. Also, we would like to mention to you that the Corporate edition of the
Preference Profile carries a special statistical program making is possible for you to compute
basic statistics like normal distribution, standard deviation and t-tests on your own samples.
Read about this in detail under the section, the Statistical Module.

Now see the Personal Profile compared to the average profile of 22 top-level managers.

You will see that the Personal Profile has a somewhat lower score on Thinking, Direction,
Comprehensiveness and Empathy. Therefore, one of the problems this person might run into,
as a CEO could be that his approach to problems is too dominated by concrete thinking, rule
direction and details as well as a more indifferent approach to people.

4.2 Comparing Answering Pattern

To get a more concrete idea of the differences, you can compare the
respondents answering pattern to the general answering pattern of the
22 top managers.

Just click on Statement analysis and you will get the statistics.

See next page.

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The statistics show that the respondent (Demo) agreed in the statement regard myself as a
creative, and intelligent person the same answer is given by 90.90% of the people in the
CEO group. Therefore, this statement doesnt make the difference.

On the other hand, the respondent didnt answer (N/A) the statement am good at getting to
the bottom of complex problems, while 68,18% of the CEOs agreed in that statement. You
see the same pattern in the statement am good at solving complicated assignments. 59.09%
of the CEOs agree in the statement, while the respondent didnt answer that statement.

Now, why is it that the candidate regards himself as a creative and intelligent person, but did
not confirm the statement about getting to the bottom of complex problems or solving
complicated assignments? Knowing the rules for filling in the questionnaire the respondent
has to answer two out of three statements. To find which statements were more attractive just
double click on the statement and the group of statements he had to choose between will
appear on the screen. See below.

In this case the respondents agreed in always struggle to the last to achieve my goals.
Using this facility you can learn that 45% of the CEO did not answer this statement, but
instead choose to agree in getting to the bottom of complex problems.

The question is; does this way of prioritizing tell us something about the personality of the
person in question? We dont know yet, but it sure gives us a good reason to ask questions.
And that is the purpose of this facility, to make it possible for you to ask qualified questions
to disclose the respondents true qualifications.
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5. Make the Dream Position

The purpose of the Dream Position is to make it possible for a respondent to make a profile
of the way s/he would like to approach problems, the character of the social relations s/he
would like to have in the working life and the method and energy s/he would like to put into
practice implementing ideas and creating results. The Dream Position describes the perfect
job for the person in question, as the person sees it. And that is the major point in the Dream
Position concept. Its all about avoiding tasks that promote pain, stress and discomfort and to
find the tasks that will bring job satisfaction, pleasure and gratification. Using the Dream
Position concept you can design jobs to fit the person, rather that trying to develop or change
the person to fit the job.

5.1 The Dream Position

Following the same procedure described in the previous section you can make a Dream
Position.

Click on Dream Position.

Select New.

Enter onscreen.

When you have finished the questionnaire open the Dream Position and
you will get access to the interpretation as well as the Statement
analysis. Reading the evaluation you will get advice and practical ideas
as to what kind of job that would suit the respondent the best, and what
kind of job or tasks s/he should try to avoid.

The Dream Position is graphically illustrated the same way as the
Personal Profile. See next page.

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As with the Personal Profile you can click forth a description of the Dream Position as well
as the kind of position or task the person might like to avoid. All you need to do is to click on
Dream Position and then on Interpretation. See interpretation below. The whole idea is of
course, to use the text to discuss the best possible position or career for the person in
question.


If in doubt of the recommendations you can open for the statement analysis and see how the
respondent answered the statements about the perfect tasks and position for him or her. See
next page.

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If the respondent has doubts about one or some of the answers you can double click on the
statement to change the answer.

5.3 Compare Personal Profile with Dream Position

When a person fills in the Personal questionnaire the vast majority of the answers and
choices are a true reflection of the personality, but some of the answers may also reflect the
persons current situation. If working in a milieu or in a position where restraining
impulsiveness or emotional reactions is very important, the Dream Position may reflect this
because the person has disagreed with more statements about Self control than s/he would
otherwise have done under normal circumstances. Therefore, if the Dream Position is
different from the Personal Profile this is something you should look into to make the
respondent aware of how he or she is changing the normal behavior to adapt to the present
conditions.

To compare the Personal Profile with the Dream Position

click on Personal
Profile and then on
Open and you will get
access to the profile.

Another way to get access to the profile is to right-click on the mouse.

Now take a look at the compared profiles on the next page.
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In the case shown above you can see that there is a difference on, for example, Self-control.
The Dream Position is to the left and the personal profile to the right. This might indicate
that the person holds a position where being restrained is very important for success, which
is not a very healthy situation in the long run, especially if impulsiveness and emotional
reactions are an integrated part of the personality. Now you can look at the difference in
evaluations.

The Personal Profile interpretation

The Dream Position Interpretation

The more we can act and behave in accordance to our own nature, the more satisfied we
would be in the job. Use the interpretations to contemplate and discuss the right job and
working conditions for the respondent.
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5.4 Compare Dream Position with Job Profile

If the person is in a position right now, a very fruitful insight into the factors that gives the
person pleasure as well as pain is to compare the Job Profile with the Dream Position. The
technique is very simple. Compare the profiles, and if there are gaps between the traits these
gaps might represent either that the person is not using his or her personality and
competences to the fullest, or that the person is not equipped with the personality and
competences necessary to feel any degree of gratification and job satisfaction, with the
consequences of inefficiency, stress and absences.
In the example above you can see that the respondent is not as detail oriented as the position
requires, or the person is more comprehensive in his approach to problems than it is required
in the job. To some people, being in control of details and working with more or less routine
like details is quiet boring, and to finish assignments of this character mainly takes willpower
and patience. Therefore chances are that neither the person nor the employer is very content
with the job he is doing.

5.5 Compare evaluation of Dream Position and actual Job Requirement

To get an insight into the discrepancies between the Dream position score and Job
requirement click on Dream Position, Interpretation and you will get the following text.
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The only thing you have to do now is to validate the text, and then discuss whether there
might be something, some tasks and responsibilities, you can remove from the job. And, on
the other hand, whether you can find some tasks that will challenge the persons more
comprehensive approach to problems.

If you are in doubt about the validity of the persons actual capacity for a comprehensive
approach you can use the statement analysis to start a good discussion. Just take the
statements and ask the respondent to explain to you the reasons for the statement he
answered and the way he did it. See statement analysis below.

5.6 Compare Statements

Another option is to compare statements from the Personal Profile with
the statements from the Dream Position questionnaire.

Click forth both your Personal Profile and Dream Position, then open
the Dream Position box in the upper left hand corner of the screen, and
click on Statement analysis.

To get a quick overview of the differences you can mark the differences between the two sets
of statements by clicking on Mark differences. See next page.

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In this case, for example, the person did not answer the statement in the Personal Profile
questionnaire: am not very good at controlling my temper, but did agree to the statement in
the Dream Position questionnaire. In the Dream questionnaire the statement goes like this I
would like to hold a position where being good at controlling my temper is not very
important. And, in the Personal questionnaire he disagreed in easily become irascible, but
in the Dream questionnaire he agreed that he would like a position where easily becoming
irascible is okay.

Finding the difference in the answering pattern between the Dream Position and the Personal
Profile will provide you with a good entrance to understanding the reasons why a person is
very satisfied and enthusiastic with his or her job or why a person is stressed, uninterested
and dissatisfied.
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6. Make the Mirror Profile

The purpose of the Mirror Profile is to help you in teambuilding activities, to improve
collaborate relations, evaluate and eventually adjust factors to improve job performance and
job satisfaction. In general to help people to see, acknowledge and improve social relations
and job performance.

6.1 The Mirror Profile

Filling in the Mirror Profile you can discover differences between a persons self-perception
and other peoples assessment of the person.

Use this icon to get access to the questionnaire.

Use this part of the software to get access to the different features
explained below.

The person who assesses another person is called the Mirror, and the
person who is being assessed is called the Ego.

When the Mirror has concluded the questionnaire we can compare the
Mirror profile with the Egos Personal Profile, and you can get a
comparison of graphic profiles as well as a written evaluation of the
two profiles. See below.

Here you see a profile with differences in perceptions on comprehensiveness. You can
follow and discuss the differences on the basis of a written evaluation and the statement
analysis. See next page.

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Comparing statements gives both parts a very solid basis for discussion about the difference
and consequences when it comes to cooperation. See analysis below.

If more than one person have mirrored the Ego it is possible to get all the Mirror Profiles on
the screen at the same time to compare. See next page.

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In this case you can see that the two Mirrors share the same perception of the Ego. The basic
differences are that Mirror 2 perceives the Ego to be more Detail oriented, less Self
controlled and more open and trustful than the Mirror 1. Compared to the Egos Personal
Profile the picture look like this.

From this you can see the biggest discrepancies between the Egos self-perception and the
two Mirrors perception of the Ego is on the same traits. To get a fruitful discussion about the
differences, you can use the statement analysis. See next page.

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To give you an easy overview of the differences in answering pattern we have chosen to
highlight Opposite answers. See the box Mark differences.

6.2 Compare Mirror Profile to Job Profile

It is also possible to compare the Mirror Profile with a Job Profile. Comparing these two
profiles gives you and the Jobholder a good basis to discuss job performance, and why you
may have different perceptions of the reasons for good or bad performance.

If the Job Profile is a valid picture of the requirements for the Jobholder it is obvious that the
Jobholders weakest side should be Comprehensiveness and Self-control. If you know the
persons performance or style of performance well, you should have a chance to discuss in a
constructive manner how the person can improve. In this case it seems that the candidate is
not as Comprehensive and Restrained as required in accordance to the Job Profile.
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7. The Statistical Module

The statistical module is developed to help you to find differences between groups.
Knowing the differences can tell you about key factors for success and fiascos in particular
jobs and positions, and tell you about differences in culture in regard to Head-Heart-Leg
work in different organizations, department or countries. To reach the most valid conclusion
you can test differences between groups with the well-known and recommended t-test.

7.1 Define groups

To open this module, click on the
icon Statistics. You will see that we
have pre-selected some groups.

These groups are samples from
Scandinavia and may therefore differ
in scores and normal distributions
from similar groups in you part of
the world.

If you want to know about cultural
differences and statistics on other
groups, please call Garuda support.

Levels are levels of managerial responsibility, with people without any managerial
responsibilities as level 1, and top-level managers, MDs, CEOs as level 5.

The idea with this module is for you to collect your own samples and create your own
statistics. To do this of course requires that you have made a certain number of profiles and
more important, that you have registered the social variables you prefer to use to differentiate
one group from another. Therefore be sure always to fill in the variables shown below when
you register a new profile.

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7.2 Free Variables

Garuda works with some prefixed variables such as age, gender, education, and nationality
etc. We ask you to please fill in as much information as it is legally possible in your country.

Additional to these standard variables you can register variables relevant to you, for
example level of performance, seniority, number of promotions, unit etc. To do this, click on
Personal Profile in the upper menubar and select Define free variables.

Note that you can also access this
facility under System in the
menubar and select Settings.

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The next step is to define and add the variables. Under Free variables, click on Edit and
follow the instructions on screen to add your own customized variables.

After you have completed defining the free variables, click to Apply and OK. Now you can
include these in the Personal
Profile questionnaire.

Tick Include Free variables.

In the following example we were asked to see if we could find any differences in the
profiles between successful sales people and less successful. 168 sales people took part in the
survey, and were divided into 3 groups in accordance to performance rated by the Sales
Director and HR person involved. The groups were successful performers, average
performers and low performers. When you register a completed questionnaire you need to
put the registration of the performance level into the computer together with the profile.

36
When you want the use the benchmark module to see if there are
any differences between the three groups you need to find and
define the groups.

To do that, open Benchmark and click New.

Here you can select the sample in accordance to the predefined
variables. See below.

If you are not used to this kind of statistics you will probably need some practice before you
get familiar and comfortable with using this facility. But dont give up, the procedures are
basically simple and you are welcome to click on our Help button to ask for our assistance.
When you have defined the group you can run statistics. Click on the Benchmark icon and
the defined group will be listed in the
box. See below.

Double click on the group and the
graphical profile is displayed.

37

On this page you can see the differences between profiles on 56 high performance sales
people and 62 less successful sales people from the same company. The differences are
illustrated graphically, with a notion of the average score and the standard deviation.

As you can see one of the key factors is Competition. The successful people are in the lower
profile. Use the statement analysis to discover, which statements differentiate the successful
from the less successful the most.

To utilize this knowledge you can take the average profile of the successful sales people and
use this as a guideline for the construction of a Job Profile for such a position. Doing that
you will provide a solid basis for recruiting your sales people in the future and learn about
what the less successful people need to develop in order to become more successful.

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7.3 Weighting and scaling on the basis of your statistics

You probably know that one frequently asked question is about validation of the test and
questionnaire. The next question is in relation to which culture or to which group. If you
want to compare a candidate for a CEO position you probably would like to see the profile in
relation to other people occupying the same kind of position, or you like to compare to his or
her fellow countrymen in general - independent of male, female, level of education and so
on. We know that there are differences between groups independent of cultural background,
as well as differences between populations in different countries, and also that the cultures
differ in different organizations in the same country. Therefore, validating a test in relation to
geography is just a small and often not a very important part of the validation of a test.

To increase the value of the Preference Profile for you, independent of where in the world
you are using the tool, we have created a truly revolutionary system - the weighting and
scaling system. The weighting system is based on the fact that some statements are more
popular than others, and that the popularity differs from groups and national upbringing.

Therefore, comparing a representative group of Danes with a representative group of
Americans, might show up having the same mean, normal distribution, average score and
standard deviation, showing that the average score on a factor is 4 for both groups, but if you
look into the 4 statements involved in the score, you will see that it is different statements.

This is due not to translation problems, but to the fact that in US you are suppose to be more
open when you meet strangers than you are in Denmark. Therefore a statement like Am
very open to new and unknown people, is answered positively by more Americans than
Danes. On the other hand, more Danes than Americans answer a statement like Generally
believe in the best of people positively, because that is a part of the Danish culture, more
than it is a part of the American.

This is not the place to elaborate on these differences; the example is given to show you the
how the weighting system works. If you define and click forward a group you will get the
profile below, which in this example is the average profile of 192 females over 40 years.
39
Now click on the Weight icon under statistics to the left, and the statistics on the following
page appears. The statistics show us what statements are involved in the different scores for
the trait Thinking. This statistic is the basis for the calculation of the score on each trait.

You see the scores to the left.
And you see the statement number (Stm.) in the upper row.
And then you have %.
In the last column you see the total number of respondents with this score.
Now see under Stm. 1 is 100%

The statistics show us that 1 out of 247 respondent had a score on 1-0, and that the question
involved is statement number 1. Now, if you look at the next row, the score 2-0, there are 2
respondents out of 247 who had a 2-0 score, and in this score statements number 1 is
involved as well as statements number 84 and 73. (Third and forth column from the right).
Therefore, if you find a score on Thinking on 1-0 or 2-0 the chances are that Statements 1, 84
and 73 in the questionnaire are involved.

Statement number 1 is: regard myself as a creative and intelligent person.
Statement number 84 is: do not think much about lifes deeper issues.
Statement number 73 is: enjoy difficult assignments where it is really necessary to think.

Statement number 11 is: prefer to work with practical rather than theoretical assignments.

Now, if you look at the second column from the left, Stm.11, you can see that all the way
down the column to the score 5-0, the percentage is 0%, which means that this statement is
not involved in any score from 1-0 to 5-0. Only if you have a 6-0 score this statement is
involved, which makes this statement a strong statement.

So you see, that each statement is ranked in accordance to the number of times it is involved
in a positive score. The more frequent it is involved the further to the right it is placed in the
table. In the bottom row of the table the Weight is calculated. Statement 11 gives the
respondent 1.41 points while statement number 1 gives 0.43.
40

In the colored part of the table you can see which statements are involved if there is a
contradiction in the score. For example if there is one contradiction (a score of 1-1 or 2-1 or
3-1 etc.) then it is the statements in the left columns that are involved, and that is the stronger
statement number 11, which of course makes sense. Here the respondent agrees regard
myself as a creative and intelligent person but where the contradiction is, the respondent
agrees that she prefer to work with practical rather than theoretical assignments.

Now we can use this knowledge in three different ways. First to compare groups.

7.4 Comparing groups

Below we have made the same statistic for a group of 22 CEOs.
(Female ranking:)
Here you see that the lowest score among 18 respondents with a positive score is 7-0, but,
what you cannot see from this table is that statements 1, 57 and 84 are involved as
contradictions in a minus score, which is the reason why these statements are ranked lower
than statement 19 in the forth column from the right.
Now you can use the statistics from these two groups separately to form the standard from
which a profile is created. To do that uses the two icons on the upper bar. See arrows.

Just follow the instructions and you can now compare a profile made by a person belonging
to the group of females over 40 years to the average profile of that group and you can use the
same weight ranking from that group. You can do the same with the group of CEOs,
41
profiling a CEO candidate to the scaling and weighting of the sample of CEOs. See
illustrations on the next page.
First find the Personal Profile you want to work with and then
open the scaling feature to the left of the screen. In this case
we have chosen the group of Females, over 40 years.

Now the profile is illustrated on the basis of the normal
distribution of scores from that group.

To see the difference you can chose to illustrate the profile on the basis of the normal
distribution of scores from the group of CEOs. Find the CEO scale to the left as shown
below, and here you are. Now the profile looks very different.

42

You can now do the same when it comes to the weight ranking. Go back to the Personal
Profile icon to the left on the screen and click on Weighting.

This is the ranking of the statements in accordance to the female weight. Below you see the
same profile compared to the ranking in accordance to the CEO weight.
43

This goes to illustrate that a profile differs in accordance to the normal distribution and the
weight ranking of the group you compare the profile with. Saying agree and disagree to the
same statements can give a difference in the graphic profile depending on the group you use
as benchmark group.

It is very important to emphasize that the written evaluation of the profile doesnt change,
while the evaluation is based on the statement involved in a profile, not on its ranking
compared to other profiles.
44
8. Other Facilities

8.1 Graphs
You can get an overview of the scores compared to the length of the
graphs by using the Settings icon. Click on Settings and then on one
of the four options (Simple, Min/Max etc.) and the scaling will be
shown below the graphs.

8.2 Scale

Another option is to compare your Profile to the normal
distribution of a selected group of respondents. Click on Scale
and the options will pop up. In the example below the profile is
illustrated on a scale constructed on the basis of the normal
distribution of scores, achieved by a group of level 5 managers.
In the previous section we explained how you could establish
your own reference group.

Notice in the below example that the score on Confidence is 8, the graph in the middle
illustrates that 8 is the mean score for level 5 managers. In the example on the next page the
same profile is illustrated in relation to a group of level 3 managers.

Profile illustrated in relation to the normal distribution of scores achieved by a group of level 5
managers.

45
Profile illustrated in relation to a group of level 3 managers.

Here you see that the Confidence score is still 8, but compared to the mean score of level 3
managers it is 3 points higher. And finally, if you compare the profile to a group of people
who have no managerial responsibility, you will see that the score is a lot higher.

Profile illustrated I relation to a group of people without managerial responsibility.

These ways of illustrating the profile does not change the evaluation of the profile. You are
still the same person, but by using this facility you can compare yourself and your
personality to the personality of a group of people selected by you. This way you can get an
idea of the requirements for the required Head-Heart and Leg work in different positions.

46
8.3 On Line Help

To help you get the most out of your HR-tools we have installed a Live Help function in the
software.

The function is simple. Just click on Live Help and (if you are on the Internet) you will be
connected to our Support via a chat function. All you have to do is to write the question you
have or your name and a phone number, and we will answer your question online or contact
you a.s.a.p.

8.4 Internet Test distributions

In the lower left hand corner of the software you will find three more facilities. First there is
the software you need to distribute tests via the Internet. All you have to do is
to click on the first icon and the follow the instructions. With this facility you
can distribute password, code and address to respondents who then can go on
to the Internet and fill in the Personal Profile. As soon as the respondent has
finished the test, you will receive an e-mail telling you that the result is ready
to be downloaded into your Profile software. This way you save a lot of time and can prepare
yourself for the upcoming interview.

8.5 Internet Interview facilities

Another option for you is to make what we call a preliminary interview by the use of our
Net-meeting facility. Click on the second icon and simply follow the instructions. You will
be charged approximately $7 per hour for the use of this service.

8.6 Profile sharing

In case that there are more than one user of the Profile in your company, and more than one
copy of the software you can share profiles. Exchange of profiles takes places by the use of
the Internet. Click on the third icon shown above and follow the instructions.

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