1. 2018
JOB Position Definition Process

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

3. 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

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

5. 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.

6. 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.

7. 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.

8. Marston's model

9. Tendency Low Tendency Situational Tendency High
Key aspects of the Axes
Tendency
Low
Tendency
Situational
Tendency
High
The values of each axis are between 0 and 100

10. 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

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

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

13. 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

14. 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. 15
What is JOB? J OB O
BSERVED B
EHAVIOURS

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

17. 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.

18. 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

19. The right person in the right position

20. 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.

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

22. Step 2: choose behaviours on the PDA JOB Form

23. Step 3: come to an agreement

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

25. 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

26. 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

27. 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

28. 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

29. Do you have any doubts?
Questions?
Comments?