​​​MEASURE TO SUCCEED

Catalog of Assessment-Development Technology by Performance Advantage

Success Profiling Technology evolved from scientific research on thousands of people across all job levels in a wide variety of occupations in diverse global organizations. The study was commissioned to learn what quantifiable-predictable-manageable factors distinguished  high-performing people (in the top 20% of their job) from everyone else.

          Success

WHAT OUR RESEARCH REVEALED ABOUT HIGH PERFOMERS


y excel by being self-leaders...by focusing their Attention-Time-Energy where it matters ...by committing to customer satisfaction...by sharing know-how and networking... and by leading others after learning to self-manage. We teach this 

Most people have a narrow band of 'domain-specific genius' that enables them to excel-learn-enjoy related jobs  but only the high performers domains actually match their job requirements.

OUR SUCCESS  PROFILING TECHNOLOGY ENABLES YOU TO HIRE-DEVELOP-RETAIN MORE HIGH PERFORMING PEOPLE

Lasting, meaningful work-life success is achieved with a timely balance of Performance-Growth-Satisfaction-Well Being by high-performing but otherwise normal People whose job-compatible 'Domains of Genius' match their Work and Environment.   

Performance Distribution Curves are theoretical models of how employees' value contributions vary between poor, average, and high performers.

Despite its common use for appraising/paying people, this model fails to accurately explain or predict how performance is distributed, why it varies  .what actually happens in the real world but is still being used to appraise perfomance  force fit employee appraisals in to an understandable albeit improbable scheme One of our first consulting assignments was to 

help a client understand why force-fitting their employees' into these appraisal classifications led to    

est to highest poor do not occur naturally in the real world and despite ample evidence but   to illustrate the well-known principle that people in the same job tend to vary widely in their contributions and abilities.  

In day-day practice, this concept is dangerously flawed as a justification to classify people for appraisal awards and promotion eligibility.



, help theoretical constructs that forecast the expected (but in practice) impossible value contributions and performance ratings for a very large population of people in a job.



earned to  Curves  Curvey E een working under applied research contracts to leading global organizations for 20 years. During that time we conducted scientific analysis on thousands of high-performing people at all job levels to learn what distinguished them. We discovered that 1) every job has its own unique Success Profile, 2) the people who excel in each job are similar to each other in many ways but are 'ordinary' outside their domain of excellence, 3) most have underlying qualities that align particularly well with their work and environment, and 4) all developed into stars; none were born into it.   


We translated causes of top-performers work-life success into better hiring, training, talent and performance management programs. If you would like to see what we found please contact us today. As scientists we may not have much interpersonal flair but our data base on controllable causes of work-life success will surely excite your brain cells and help improve performance.  

Our 2-day Success Workshop explains  how high performers create Value by causing Work-People-Environment to interact in synergy. Over 9000 learners rated the workshop 4.5 of 5.

Most people understand how important it is to reach each of these 4 work-life goals but fail to realize that they are inter-dependent  and must be kept in balance or else all fail.

Learn how in our 2-day Success Workshop

It's a Matter of CHOICE...not chance

Models

1) The study showed that all job performance results are products of Work-People-Environment interactions. So to explain-predict-improve performance you must first gain insights on how these 3 variables interact to cause results. 

2) The value employees contributed usually varied on a ‘performance distribution curve’ where high-performing People in the top 20% of a job consistently produced better Work than others in the same role and Environment.

3) These top performers were interviewed extensively and tested on 5 levels of human performance measurement to create 'working models' of what caused their success. When these 'high-achievable standards' were applied to hiring criteria, training-development measures, and talent-performance management practices we saw a significant increase in performance and retention. 

Performance Profiling Technology is a proven scientific means to improve human resources and management practices. We don't just  promise results to prospective clients... we guarantee it.

Copyright 2005 Performance Advantage

THE BEST SUCCESS MODELS YOU WILL EVER FIND ARE THE HIGH PERFORMERS IN EACH JOB

PRINCIPLES OF WORK-LIFE SUCCESS (based on 20 years of research and the best blend of science and common sense) 

CONTACT US TO EXPLORE HOW OUR TECHNOLOGY COULD BE EFFECTIVELY APPLIED IN YOUR ORGANIZATION

We and our clients invested 2 decades of applied research to unravel the mystery of why 20% of the people in each job could far out-perform their peers.  We found that every job has a specific Success Profile