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TTI Success Insights®

Jobs Energizing People Profile™

Sara SampleCompany Inc

4-2-2010

800-555-5555Scottsdale, AZ

123 St.Company IncCommunicate

Copyright © 2006-2010. Target Training International, Ltd.

INTRODUCTION

Every position within an organization has a unique culture which may or may not be

similar to the overall organizational culture. The TTI Success Insights Job Energizing

People Profile is designed to provide an overview of both the motivators for the job and

the organizational culture. This will allow an organization to determine the type of

individual that would be most successful in a given position. When incumbents share

these motivations, job satisfaction, performance and retention increase dramatically.

As you read through this report, remember to think of the job, not the person!

Copyright © 2006-2010. Target Training International, Ltd. 1

800-555-5555123 St.

Company Inc

JOB REWARDS/CULTURE HIERARCHY

This section identifies the rewards/culture system of a specific job. Matching a person's passion to a job thatrewards that passion always enhances performance. The graphs below are in descending order from thehighest rewards/culture required by the job to the lowest.

1. THEORETICAL0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

6.4

2. TRADITIONAL/REGULATORY0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

6.4

3. SOCIAL0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

6.0

4. AESTHETIC0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

5.6

5. UTILITARIAN/ECONOMIC0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

2.8

6. INDIVIDUALISTIC/POLITICAL0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

2.8

Copyright © 2006-2010. Target Training International, Ltd.2

800-555-5555123 St.

Company Inc

ORGANIZATIONAL REWARDS/CULTURE HIERARCHY

This section identifies the rewards/culture system of a specific organization. Matching a person's passion to anorganization that rewards that passion always enhances performance. The graphs below are in descendingorder from the highest rewards/culture required by the organization to the lowest.

1. UTILITARIAN/ECONOMIC0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

7.0

2. INDIVIDUALISTIC/POLITICAL0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

7.0

3. AESTHETIC0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

7.0

4. TRADITIONAL/REGULATORY0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

6.0

5. THEORETICAL0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

5.0

6. SOCIAL0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

3.0


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Company Inc

INTERVIEW QUESTIONS

Read the following suggested interview questions as they relate to the rewards/culture environment of the job.Modify the questions to be more job-specific and assure that all candidates are asked the same questions.

1. THEORETICAL

Which is more important, action or knowledge?Would you consider yourself to be an expert in something? What is it? How didyou go about gaining the knowledge?Tell me what you especially like or enjoy about learning things. What topics orsubjects do you enjoy?How comfortable are you in taking the time, energy and effort required to master asubject or topic you currently know very little about? How about one in which youhave very little interest?

2. TRADITIONAL/REGULATORY

Is there an absolute right and absolute wrong? How do you decide what is right andwhat is wrong?Tell me about "rules." Give me an example of a rule that you follow relative tomanaging or leading others. Where did you learn that rule? How flexible is it?Have there been situations in your work experience when you were absolutelyconvinced that your rules or standards were superior to your employers? If so, whywere they better? Were you able to convince your employees that yours werebetter?Do you sometimes feel that things would be easier and better if there were fewerrules and procedures? Please elaborate.

3. SOCIAL

Is there such a thing as "too much" service to others? Explain your answer to me,please.Is there ever a point when employees should stand up and tell their manager thatthey are being mistreated? Give me an example of a circumstance where thatmight be the case.Tell me how you would service an account that kept having problems with yourproduct and kept coming back, yet showed no promise of future business.What would you do if an employee was missing an undue amount of time to a familycrisis? How would you handle it? At what point would you take corrective action?What would that action be?


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Company Inc

JEPP REWARDS/CULTURE GRAPH


4-2-2010

10 10

20 20

30 30

40 40

50 50

60 60

70 70

80 80

90 90

100 100

THE. UTI. AES. SOC. IND. TRA.% 64 28 56 60 28 64

Rank 1st 5th 4th 3rd 6th 2ndnational mean

Norm 2009


800-555-5555123 St.

Company Inc

JEPP REWARDS/CULTURE WHEEL


4-2-2010

THEORETICAL

1st

64%

UTILIT ARIAN

5th28%

INDIVIDUALISTIC6th

28%AESTHETIC

4th56%

SOC

IAL

3rd

60%

TRADITIONAL

2nd64%


800-555-5555123 St.

Company Inc

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