tna ppt through 16pf

7/29/2019 Tna Ppt Through 16pf

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OVERVIEW OF MAFOI

• Estd : 15th August 1992

• First Public Limited HR Services Company in India

• Grown to be the largest HR service provider in India.

• Revenue grew to Rs. 4311.10 million (2007) asagainst Rs. 3284 million (2006) reflecting a CAGR of 70% over the last 15 years.

• Value / Process driven - ISO 9001:2000 Certificationobtained from TUV.



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OVERVIEW OF ASSESSMENT PRACTICE

Ma Foi’s Assessment Practice offers:

– Well researched, highly standardized and renownedtests

– Customises tests to suit client requirements

– Test design

– Development centres

– Counselling / feed back sessions

– Convenience of online / off-line testing



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MA FOI SOLUTION FOR TRAINING NEEDANALYSIS

Authored by Dr. Raymond Cattell of IPAT in 1949

Undergone 59 years of continuous researchBased on the Trait Theory of Personality

Five editions are available

185 questions , Multiple choice

NO time limit. Takes approximately 30 –35 minutes forcompletion

Available both online as well offline

5th Edition is represented by Ma Foi in India

Manual Report / Software Reports



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16PF FACTORS

Factor Left meaning 16PF TRAITS Right Meaning A Reserved, Impersonal, Distant Warmth Warm, Outgoing, Attentive to others

B Concrete Reasoning Abstract

C Reactive, Emotionally changeable Emotional Stability Emotionally Stable, Adaptive, Mature

E Deferential, Cooperative, Avoids conflict Dominance Dominant, Forceful, Assertive

F Serious, Restrained, Careful Liveliness Lively, Animated, Spontaneous

G Expedient, Non-conforming Rule-Consciousness Rule consciousness, Dutiful

H Shy, Threat-sensitive, Timid Social Boldness Socially Bold, venturesome, Thick-skinned

I Utilitarian, Objective, Unsentimental Sensitivity Sensitive, Aesthetic, Sentimental

L Trusting, Unsuspecting, Accepting Vigilance Vigilant, Suspicious, Skeptical, Wary

M Grounded, Practical, Solution-oriented Abstractedness Abstracted, Imaginative, Idea-oriented

N Forthright, Genuine, Artless Privateness Private, Discrete, Non-disclosing

O Self-assured, Unworried, Complacent Apprehension Apprehensive, Self-doubting, Worried

Q1 Traditional, Attached to familiar Openness to Change Open to change, Experimenting

Q2 Group-Oriented, Affiliative Self - Reliance Self - Reliant, Solitary, Individualistic

Q3 Tolerates Disorder, Unexacting, Flexible Perfectionism Perfectionist ic, Organized, Self-disciplined

Q4 Relaxed, Placid, Patient Tension Tense, High Energy, Impatient, Driven



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Ma Foi Solution THE 16PF

Authored by Dr. Raymond Cattell of IPAT in 1949

Undergone 59 years of continuous researchBased on the Trait Theory of Personality

Five editions are available

185 questions , Multiple choice

NO time limit. Takes approximately 30 –35 minutes for

completionAvailable both online as well offline

5th Edition is represented by Ma Foi in India

Manual Report / Software Reports



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www.mafoi.com

16PF Fifth Edition

16 Primary Factors

Based on Trait Theory of Personality

Ten Point Rating Bi-polar Scale (left and right meaning)

Self-report Inventory

Situational based items

Each factor / trait is a underlying force that influences aperson’s behavior in a certain manner.



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16PF Factor Meanings

Each factor is measured on a scale of 1-10

Each factor has a ‘Right’ meaning (8-10) and a ‘Left’ meaning (1-3)

The factor name represents the ‘Right’ meaning

There is no ‘Good’ or ‘Bad’ orientation about any factor

The score is indicative of a certain level or type of behavior

The appropriateness of the behavior depends on the context



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Response Style Indices

Response Style refers to how a respondent reacts to a testand the test-taking setting.

The 3 RSI Indicators are:

Impression Management Infrequency Acquiescence



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Response Style Indices

To account for true variance in test scores

In-built safe guard mechanisms

Red alerts

Lie - Detectors



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16P Competency Based Report

Also known as 16PF Concise

To assess profile based on the critical competencies for each of the job profile.

The 16PF Concise is developed through the process of Competency Mapping

The candidates Good Fit-Bad Fit analysis as well asan Overall Model Similarity Score can be derivedfrom the report.

The 16PF Concise can be customized in line with theorganizations culture and context



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Competency Mapping Process

STUDYING THE DETAILED JOB DESCRIPTION

IDENTIFYING COMPETENCIES CRITICAL FOR OUTSTANDINGPERFORMANCE VIS-À-VIS ROLE AND CONTEXT

DEFININING COMPETENCIES IN TERMS OF BEHAVIOURAL INDICATORS

DEVELOPING MEASUREMENT CRITERIA FOR EACH COMPETENCY (i.e.Ideal Range and Dimensional Importance) to develop a Job Model

COMPARING CANDIDATES AGAINST THE JOB MODEL TO ARRIVE AT THEBEST FIT CANDIDATE

POSITION SAMPLE- HEAD MSS



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•Ideal Range – This is the optimal range of scores on each 16PFfactor to indicate effective performance on the job.

•ii. Dimensional Importance - This dimensional importanceranges from Low, Moderate and High. Depending on thecriticality of the 16PF factor to the role, an associated

importance level i.e H, M OR L is assigned to the factor.

•iii. Fitment to the role – Comparing candidate’s scores on the16PF to the Dimensional Importance and Ideal Range, one thecandidate is categorized as a Good Fit, Moderate Fit and Poor Fit

to each of the 16PF Traits.

•iv. Overall Job Model Similarity – A final analysis of fitmentremarks can help evaluator decide the proximity to the overallJob Model. A selection or rejection decision, training needanalysis (based on competency gaps) can be identified

accordingly.

TERMINOLOGIES ASSOCIATED WITH 16PFCOMPETENCY MAPPING



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Competencies For position of Head-MSS

1. Process Improvement : This refers to the ability to develop reliable and sustainableprocesses that add value. It is the ability to continuously review the ways that improveefficiency. It also means looking for ways and means to exceed customer satisfactionwhile saving costs and time for the organization. It is the capacity to establish cause andeffect relations for problems, imbibe a thorough understanding of the production process,interpret data and seek corrective actions to avoid losses to the organization. Has in-depth technical understanding and is eager to learn and develop knowledge of newprocesses and systems.

2. Result Orientation with Execution Excellence : Ability to continuously identifyopportunities for improvement & set well defined goals & priorities. Leverage all possibleresources towards fulfilling the objective whilst maintaining process rigor. Remainingfocused on the outcome, getting the desired outcome accomplished on time and with therequired quality. It is ability to feel challenged by the goal and to have ownership forgetting the task done as per or more than expected contract. Capacity to anticipatefuture consequences and act to ensure organizational benefits. Adopt a high degree of achievement orientation and commit proactively in the process.

3. Attention to details : It the ability to notice small points and having concern for allareas in the job, no matter how small. It needs accurate checks for processes and tasksin a timely manner with appropriation. Maintains check list to cover details of tasks.Consulting with the right individuals for accuracy and correctness. Checking & recheckingfor the quality of own services & job. Focuses on the quality of end product, appliesquality principles, practices and tools to provide quality products and services. Isorganized and careful in his work. Has a strong principle and follows it in all dealings.



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Competencies For position of head-MSS

4. Quality and Cost Consciousness : This competency involves the ability foraccomplishment of one's work goals through absolute focus on quality and standard procedurefor all aspects of the job. Accurately checks for processes and tasks and follows up in a timelymanner with appropriation. Keeps improving system such that higher and higher standards of quality can be achieved. Feels personally responsible for each output and gives his maximumto ensure that the best comes out in each output. Rejects output outright if quality standard isbelow his acceptable level. Checks & rechecks for the quality of own services & that of thesection .always applies quality principles, practices and tools to provide quality products and

service. Adheres to quality.

5. Interpersonal and Communication Skills : Interpersonal skills deals with the ability tounderstand the effect of ones behaviour on others, understanding the strengths andweaknesses of individuals, accepting the idiosyncrasies of individuals and working along withthem. It involves interacting respectfully with diverse people and groups. Communication skillsrefer to the repertoire of behaviours that serve to convey information for the individual. Itincludes the ability to speak in public, make presentations, meetings, and conductnegotiations. Clarity and complete communication to all parties concerned and ensure thatthey have understood the implication of doing their part of the task well and on time.

6. Leadership Skills: Ability to set challenges within own parameters. Coach and motivatestaff to realize these. Welcome and delegate responsibility. Be forceful when appropriate.Practice and stimulate open and two way communication including frank and honest feedbackto co-workers. Show interest and give support and coaching when necessary. Involvesubordinates in issues of company and department policy. Develop ideas to improvedepartmental operations and take the appropriate actions to implement change and ensure

group acceptance. Act as a role model.



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Candidates competency based report

Candidate Name: Mr. Sunil Davis

Section I: Gives insight into the candidates personalitythrough the 16PF factor descriptions.

Section II: Response Style Indices

Section III: Candidates Overall Model Similarity Score To TheRole Of Head-MSS And Scores on The 16PF

Section IV: Fitment Graph

Section V: Competency Defintions

Section VI: Competency Fitment



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Advantages of 16PF Concise

Defining the factors for success in jobs and work roleswithin the organization.

Assessing the current performance and future

development needs of persons holding jobs and roles. Mapping succession possibilities for employees withinthe organization.

Assigning compensation grades and levels to particular jobs and roles.

Selecting applicants for open positions, usingcompetency-based interviewing techniques.



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THANK YOU

tna ppt through 16pf

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