2018 JOB Position Definition Process

Introductions: I am… Name Current position Experience with PDA Position knowledge *

Objectives of the PDA JOB Process Agree on participants' expectations regarding the analysed position Choose a list of basic behaviours that are required for the position Participants come to an agreement on the position's requirements Involve management as your strategic partner Define the PDA JOB position

What is the PDA Assessment? What is the PDA Assessment? Purpose: Ask participants what they know about the instrument.

Personal Development Analysis What is the PDA Assessment? Personal Development Analysis The PDA Assessment is a powerful instrument that through a simple, precise and scientific methodology, allows us to describe and analyse the behavioural profile of individuals. It also allows to assess the behavioural demands of a position and generate detailed compatibilities that are applicable to different HR processes.

What can we do with the PDA? The PDA Assessment allows us to know individuals, whether they are candidates or staff of the organisation, to: Assign them to right position and assign the correct responsibilities for them Allow them to display their "natural behavioural style" Train them effectively Lead and coach them successfully This slide allows an approach on the different uses of the PDA Assessment in Talent Management. This way, the PDA becomes a key instrument for attracting and retaining talent, firstly by selecting candidates to work in the positions that are aligned with their strengths and motivators, and secondly by allowing them space to display their competencies in positions that motivate them. At the same time, the PDA will allow us to know the natural style of leaders when guiding and motivating their teams and compare it to the leadership style expected by the organizational culture, identifying the required behaviours or competencies that leaders have and those that are not present in their natural behavioural style and that should therefore be developed through customized action plans. Integrate them positively with their work teams And get them to reach and display their highest productive ability. And get them to reach and project their highest productive ability.

The PDA does not measure... Pathologies The PDA does not assess the mental health of individuals IQ The PDA does not have indicators that define the intelligence of individuals. Performance The PDA does not describe the performance of individuals; it describes their work profile, with their strengths and opportunity areas so that the person carries out the tasks required by the position. Keep in mind that individual success is not determined to a person’s work profile. Experience, training, motivation, education, leadership and other factors also affect the performance of individuals.

Marston's model

Tendency Low Tendency Situational Tendency High Key aspects of the Axes 0 10 20 33 34 59 66 67 80 90 100 Tendency Low Tendency Situational Tendency High The values of each axis are between 0 and 100

Risk Axis Low tendency (0-33) High tendency (66-100) Careful Moderate Mild-mannered Approachable Modest Risk averse Direct Assertive Competitive Self-starting Decisive Takes risks

Extroversion Axis 11 11 Low tendency (0-33) High tendency (66-100) Reserved Reflective Serious Analytical Introspective Influential Persuasive Communicative Talkative Friendly Sociable

Patience Axis Low tendency (0-33) High tendency (66-100) Calm Methodical Patient Persistent Amiable Kind Good listener Active Restless Mobile Impatient Spontaneous Dynamic

Norms Axis 13 13 Low tendency (0-33) High tendency (66-100) Compliant Logical Detailed Precise Perfectionist Risk-averse Cautious Structured Strong-willed Independent Persistent Self-reliant Confident Creative Autonomous

Behavioural Profile IMPORTANT: There are no good or bad behavioural profiles. Individuals, according to their behavioural profile, will have to make more or less effort to carry out certain tasks, roles or respond to certain responsibilities. 14

15 What is JOB? J OB O BSERVED B EHAVIOURS

What is JOB? A JOB position profile is the behavioural profile required for working in a job position.

What is the JOB Definition Process? WHAT DOES IT CONSIST OF? In this activity a group of participants, guided by a PDA Consultant, identifies the behavioural requirements for performing correctly in a particular job position and, thus, define the job position.

What is the purpose of the JOB Definition Process? To reach the behavioural profile required for working in a specific position in the organisation. This definition can then be used for different HR tasks, such as recruiting and development processes To carry out compatibility studies (correlation %) that provide a description of how much effort the person will have to make to be successful in the position, as well as the similarities or differences between the individual's behavioural style and the position's behavioural requirements

The right person in the right position

Phases of the process Step 1: discuss the requirements of the position Step 2: choose behaviours on the PDA JOB Form Step 3: come to an agreement Step 4: analyse successful referrals and agreement in the JOB Form. Step 5: presentation of results to the group of evaluators. Create the Profile on the data base.

What are the key behaviours of the position? Step 1: discuss the requirements of the position What are the key behaviours of the position?

Step 2: choose behaviours on the PDA JOB Form

Step 3: come to an agreement

Step 4: analyse successful referrals and agreement in the JOB Form

Step 5: presentation of results to the group of evaluators Step 5: presentation of results to the group of evaluators. Create the Profile on the data base

Step 5: presentation of results to the group of evaluators Step 5: presentation of results to the group of evaluators. Create the Profile on the data base Job Tasks Group A: be cooperative and collaborative with one’s work team Group A: be proactive with customers and new opportunities Group A: follow instructions and stansards to reach objetives Group B: execute the same activity over and over Group B: keep customers’ needs in mind and respond quickly to their requests Group B: stay calm and in control at all times Group C: be open and receptive to th opinions of others Group C: be perceptive in identifying customers’ needs Group C: be pleasant and accesible when responding to dialogue Group C: communicate with others in a clear and direct manner Motivators These are the essential aspects that will motivate the individual filling this job Knowledge Relay consistency and confidence Having enough time to do things well Work in small groups, with well-known people

Step 5: presentation of results to the group of evaluators Step 5: presentation of results to the group of evaluators. Create the Profile on the data base

Step 5: presentation of results to the group of evaluators Step 5: presentation of results to the group of evaluators. Create the Profile on the data base

Do you have any doubts? Questions? Comments?