Case Studies

Executive Committee Team Culture:

There were ten motivational patterns uniquely representative of an Executive Committee’s team culture which were discovered and highlighted as part of their senior executive team profiling project. These gave valuable insight into the styles of senior executives who were most likely to ‘fit’ within the company culture at the highest levels.

HR Group Candidate profiling:

As part of the ‘on-boarding’ process for a Global Talent Manager, the Precision Profiling® uncovered very specific and divergent areas of motivation and work styles of the new appointee, which were then communicated to the Global HR Director. This discovery was utilised to facilitate an in-depth discussion between the Global HR Director and the new recruit as to the most effective ways for them to develop their new relationship from Day One.

Engineering Project Manager Candidate profiling:

With this particular executive candidate, the COO; HR Manager and GM of Operations at a resource company were all wondering why the reference checks had produced such diametrically opposed feedback from two previous managers of the candidate at successive appointments during his career. The profiling process showed that with the two previous roles, one role was a much closer fit to his motivational style than the other… hence the difference in his performance and the resulting divergent comments of his previous managers. Given that the role at the resource company was a closer motivational fit to the one the candidate had reportedly underperformed in, the observation was made that this person might not be the most appropriate choice for the given role and its context. Another more suitable candidate was subsequently chosen.

Transfer from corporate CDO to CEO of a new global subsidiary:

With the major change in a senior executive’s role from one of Chief Development Officer of a global parent company to the new overseas CEO of a start-up subsidiary with a newly formed team of direct reports, the Senior Executive profiling process was utilised to give insights as to how this executive would most likely adapt to his new role and where there might be need for further development and assistance. The distinctions gained from the Precision Profiling® process formed a major part of the debrief given to the newly appointed executive coach based overseas, prior to his commencement of the coaching process with the new CEO designate.

Transfer of Financial Reporting Manager to Asia:

Following the profiling of a group of ‘High Potentials,’ the CFO and General Manager of HR were given specific information as to why the transfer of a particular executive from the Finance team in Australia would be a strong balancing factor in the overall dynamic of the management team relocating to Asia. In particular, they were shown how differing motivational drivers would be complementary for two key members of the new team, and indeed help to provide an important safety ‘brake’ for any misdirected action that might eventuate.

Contact Centre for an Insurance Company – Customer Advice Line:

Role Alignment

A company’s previous selection criteria continually resulted in the wrong people being chosen for a particular customer response role, resulting in persistent staff turnover, low team morale and poor performance. Once role-specific precision modelling was introduced, the selection criteria was changed from ‘culture fit’ to ‘role fit’ resulting in an immediate turnaround in the effectiveness of the recruitment strategies, and the success of new inductees.

Senior Executive Assessed for Success not Distress:

As a result of Precision Profiling®, a company’s senior executive was assessed as having all of the attributes and motivations ideally suited for a highly conceptual and analytical role at the very strategic level, and not at the cut and thrust of daily operations. Because of his seniority, he had previously been placed in a team leadership role where he was directly responsible for guiding and developing five direct reports, for which he had almost no motivational preference, and in which he had been seriously underperforming as a result. He was consequently promoted into a more strategic role for which he was ideally suited and had all the motivational drivers to perform at optimum effectiveness. This he revelled in and proved the value of the change in roles many times over. As an added bonus, his former direct reports gained a new manager who was ‘tailor-made’ for the role of team leader and mentor.