P r o f i l e s  &  P r o d u c t s ::.

Culture, Team and Brain Dominance Personal Profiles

To gain the most understand of your won approach we work with 3 world class personal profiling systems

• Trompenaars Hampden-Turner Cultural Values Profiles
• Meredith Belbin’s Team Role Profiles
• Ned Herrmann’s Brain Dominance Profiles

These profiling systems have been used with thousands of people world wide and are “best in class” in their areas. They can be used individually in coaching sessions or as part of a team or organisational analysis and development process. 

Trompenaars Hampden-Turner Cultural Values Profiles
 

CONCEPTUAL MODEL

The culture profile is based on the work of Dr. Fons Trompenaars & Dr Charles Hampden-Turner (THT) authors of the award winning best seller "Riding the Waves of Culture" – the number culture one model used in business today. The research work – begun originally in Shell - hi-lights the cultural differences between 51 countries, and is internationally acclaimed for integrating culture and business issues; it has won a variety of international awards The personal culture profile gives vital personal learning as it allows participants to compare their profile with typical Asian or Western cultural values. The profile also indicates a group’s cultural profiles against which individual group members can compare themselves. A review of the model says: - "(Riding the Waves of Culture has) an extraordinary database from which to draw recommendations for innovative management practices stemming from cultural differences. This is the "hot" new "global" business book, an essential resource."

PROFILE REPORT

National Culture
Individualised personal report will help you understand how you score in relation to the 7 dimensions of cultural 

1. Rules - one universal rule or special circumstances?
2. Work Behaviour - individualistic or group harmony?
3. Emotions - reserved or more freely expressed?
4. Level of Involvement – partial or whole?
5. Status - what you are or what you do?
6. Control - Internal or External?
7. Time - Synchronic or sequential?

You will be able to contrast and compare your own cultural values with the countries you are working with and learn what it is you need to do in order to function more effectively in cultures that have different values to your own.

Corporate Culture
The profile also outlines your own organisational culture in terms of what you think it currently is and what you think it should be. You will compare your corporate culture against 4 preferences 

1. Creative Culture
2. Task Culture
3. Role Culture
4. Family Culture 

COMMENTS ABOUT RIDING THE WAVES OF CULTURE

• "Based on meticulous and solid research - Riding the Waves of Culture is a masterpiece" – Tom Peters
• "I heartily recommend Riding the Waves of Culture for its broad based data approach, its keen insights" – Kay R. Whitmore, Former Chairman and CEO, Eastman Kodak

The "7 D" culture model of Trompenaars and Hampden-Turner is used by businesses all over the world e.g. Singapore Telecom, Motorola, Kodak, British Airways, Ciba, BP, Shell, Mars, Nike, Daimler Benz, ICI, IBM, Singapore Network Services, Nokia, BHP, Jotun, JP Morgan, Abacus Distribution Systems, Apple, Walt Disney, AT&T. 

YOU WILL RECEIVE

1. "A Personal Culture Profile" - indicating your relation to the 7D Model
2. A copy of the internationally acclaimed "Riding the Waves of Culture" which won the award for International professional practice from the American Society of Training and Development, and book of the year from the Order of Experts and Consultants on Organisations - a European Management Organisation
3. A copy of "The Better Business Guide to International Management."

Meredith Belbin's Team Role Profiles

INTERPLACE is a computer-based system designed for use in Human Resource Management. Since people are among the most important assets of an organisation, it is crucial that in the context of work they should be deployed to best effect. They need to be in the right job, collaborating with the right work associates and behaving in a way that is in line with their personal strengths. These are complex matters. They are made even more complex by the highly individual nature of people, so that no one person is ever a replica of another. Yet, however much individuals may differ, work is essentially collaborative in character and, for the product of that work, there is always a customer or client in view. Simply putting a number of people together and expecting them to work as a team is not enough.

Effective team working is dependent upon getting a number of things right. Individuals within a team have to understand the roles that others play, when and how to let another team member take over, and how to compensate for shortcomings. Better teamwork can increase productivity, raise morale and spur innovation. INTERPLACE addresses these issues.

INTERPLACE integrates data about people and jobs - data gained through a standardised procedure comprising self-perception exercises, observer assessments, job requirement and observations evaluations. These four inputs are fed into a computer. The outcome is advice in the form of an expert computer system which has been built up over a period of ten years the years by Meredith Belbin and his team.

As a Human Resource Management System, INTERPLACE enables better decisions to be made about people. Better decisions arise from having information based on a broader set of information condensed into a format that is easy to understand and relevant to the issue at hand. INTERPLACE focuses on a type of information that is often difficult to obtain and difficult to process, relating as it does to the nature of an individual's contribution and potential work. INTERPLACE does not incorporate data about a candidate's qualifications and experience but provides an important addition to such information in facilitating decisions on personnel issues.

WHO SHOULD USE INTERPLACE^®?

INTERPLACE is designed to meet the needs of three groups:

• Professional workers whose expertise lies in Training, Management and Career Development, Management Education and the Human Resource field generally.
• Busy executives who have only limited time for making important decisions about personnel issues.
• Those interested in self-management and personal career development.

HOW DOES INTERPLACE^® WORK?

INTERPLACE produces individually tailored reports using four sources of information:

• The Self-Perception Inventory (SPI) - How the individual sees him or herself in team-role terminology
• Observer Assessments - How the individual is seen by 4 + other people who know the individual well
• Job Requirements - How the Line Manager (or individuals with direct responsibility) sees a job
• Job Observations - How those who know the job well see the job

INTERPLACE integrates self-knowledge with the assessments of others to generate an overall profile to describe a person’s actual behaviour.

Since INTERPLACE is primarily a feedback and personal guidance tool to help individuals and teams increase their understanding of themselves and others, part of that process involves self-awareness. Here the strength of INTERPLACE is that its reports are designed to take account of a consensus of observed behaviour. Observer Assessments are designed to give an objective input in support of a person's own Self-Perception. The Observer Assessment gives 360° feedback of a person's Team Roles. The adjectival inventory should be completed by people who work or have worked recently with the candidate. For the best results a minimum of four Observers is required by INTERPLACE. These may be a combination of colleagues, sub-ordinates or bosses who know the candidate well in a work environment.

An output from a Self-Perception test only will be dependent on the level of self-insight the individual has. Some people may answer how they would like to be rather than how they really are. Strengths and weaknesses may be thus over or under estimated.

USES AND BENEFITS OF BELBIN'S TEAM ROLE AN ALYSIS

1.   Individual Profiles

• team role preferences,
• job placement and career discussion
• the gap between self perception and the views of others
• job counselling for more effective use of skills in team
• tapping unused team talent
• helps identify training and development needs

2.   Team Profiles

• team building  to make better use of teams resources
• putting together project teams
• feedback on effectiveness prior to making team selection
• identifying team deficiencies
• conflict resolution
• relationship building

3.   Selection Profiles

One often only finds out a person's unsuitability after they have been selected. Interplace allows you to look at the human or team fit before selection is made. Reports can indicate: 

• candidates team fit, and save time, upset, money caused by selection which ignores human dimension
• project team selection
• person with strongest skill in a particular role or combination of roles, making task allocation easier and more efficient

4.   Leadership Profiles

• helps leaders assess their own preferences and hence be more capable of developing others objectively
• gives clear focus to enable leader to coach and develop staff

5.   Organisational/Team/Culture/ National Analysis and Profiles

• helps identify and analyse dominant team/company/national culture

THE ORIGINS OF INTERPLACE^®

INTERPLACE originates from the work of Dr Meredith Belbin, internationally acclaimed father of team roles, who's experience spans over 50 years of personnel research and management consultancy.

The BELBIN^® team-roles were derived from a study of successful and unsuccessful teams competing in Business Games at Henley Management College , England . Managers taking part in the exercise were given a battery of psychometric tests and put into teams of varying composition. As time progressed different clusters of behaviour were identified as underlying the success of the teams.

Dr Belbin's team role theory, is widely used throughout the world by many organizations and is taught at many colleges. How the team role concept originated is described in his book Management Teams - Why They Succeed or Fail (1981) which is cited by the Financial Times as one of the top 50 business books of all time.

REPORTS AVAILABLE

1. INDIVIDUAL REPORTS

INTERPLACE uses data obtained through the Self-Perception Inventory and Observer Assessments to produce an individually tailored report. Each report contains:

*A Self-Perception Team Role Profile
This report shows how you see your team role contribution based on responses to the Self-Perception Inventory.

*Counselling Report
This report uses everyday language to offer personal guidance on your team roles based on your top two and bottom team roles.

*Character Report
This report analyses your overall profile and scripts sentences if certain team roles lie above or below specified percentages.

*Assessments of Results in Rank Order
This report shows in rank order your team roles as perceived by the self and observers, which combined, provide an overall team role ranking.

Pie Charts of Self-Perception vs. Observers
This report shows the difference between the roles which you would like to play based on the Self-Perception Inventory and the roles that others see you as being good at based on responses from your Observers.

Bar Graph of Ranked Observer Words
This graph shows how people see you in terms of team-role contribution (+) and allowable weakness (-).

Most Highly Rated Responses
This report provides a list of the words used by your Observers in descending order of frequency.

(* When only Self-Perception is done only these 4 * reports can be produced)

2. COLLECTIVE REPORTS

INTERPLACE can combine data obtained through the Self-Perception Inventory and Observer Assessments to produce a variety of team and organisation reports.

Team Role Combination Report
This report outlines the overall strength and weaknesses of the team, for between 3 and 15 people, and who should be allocated a certain team role(s).

Candidates' Working Relationships
This report offers advice on the working relationship between two people in terms of their team roles. (It is the only report in INTERPLACE which takes account of the reporting relationship between individuals.)

Profile Average for Organisation/Department
This reports shows averaged data from either the Self, Observers or Combined in the form of a bar chart together with a narrative on the best and worst scenario for the group.

3. JOB REPORTS

Job Direct
This report is generated from the Job Requirements Inventory and is effectively a job specification by the line manager in team role terminology.

Job Counselling
This report is generated from the Job Requirements Inventory and explains the kind of style that the job assessor expects the jobholder to adopt.

Job Suitability
This report looks at the team roles of the job (as specified from the Job Requirements) versus the team roles of a person (as specified by their SPI and Observers) in the form of pie charts. If Job Observations have been collected, the report will give a short narrative on the characteristics needed and observed within the candidate.

Job Compatibility
This report suggests a fit between a candidate and a job as defined from the Job Requirements. It will show the ranked order of team roles required for the job against the ranked order of overall team roles for a candidate. It will then give the Job Direct Report and move into the narrative fit of the candidate to the job.

4. OTHER FUNCTIONS

INTERPLACE's database can be used to perform a variety of functions:

Best Candidates for Specified Team Role(s)
Up to four team roles can be stipulated. INTERPLACE will then display those considered to be best examples in order of merit, both from SPI only and combined

Observer Assessments.
Job Search for a Candidate
If you have a large jobs database INTERPLACE will highlight suitable jobs for a particular candidate.

Candidates matching Job Requirements
By taking a specific job, INTERPLACE will then identify the best candidates for the position.

Locating candidates with certain team roles and Observer words.

PHILIP MERRY CONSULTING GROUP IS THE SOLE REPRESENTATIVE FOR THE BELBIN INTERPLACE SYSTEM IN SINGAPORE SINCE 1992

Ned Herrmann Brain Dominance Profiles

WHAT DO I GET FROM THIS?

Your personal thinking preferences influence your communication, decision-making, problem solving, and management styles. Understanding your thinking style preferences gives you a new perspective of yourself and others you interact with everyday

You will receive:

• a full color profile.
• accompanying materials that explain your profile and your scores in detail.

a discussion of the implications your results have on your life, both personally and professionally.  

THE HBDI™ IS NOT JUST ANOTHER ASSESSMENT TOOL

Ned Herrmann began developing the HBDI™ in the 1970s. Twenty years of research and innovation stand behind the validity of the HBDI™. It has been the subject of independent validations, dissertations, and scientific papers. A summary of HBDI™ validations can be found in Ned Herrmann’s book, The Creative Brain. Numerous case studies illustrate a wide range of applications of the HBDI™.

The HBDI™ picks up where other assessment tools leave off. Where most assessments end with a single report, the HBDI™ offers a valuable range of applications. Identifying our thinking style preferences is only the first step.

YOU CAN APPLY HBDI™ TECHNOLOGY TO INCREASE YOUR UNDERSTANDING OF: