Normative Patterns identify and provide ideal ranges of mental aptitudes and personality dimensions within the Bell Distribution Curve for any given job function. The distribution bell curve (Profile Grid) is divided into nine equal parts. This means that if a 1000 people were measured, 540 of these people on the average would fall in the bulge of the distribution bell curve, or in the 4-5-6 range of the Profile Grid. A "1" or a "9" score would represent only 4% of the population.

Every job targets a reasonable portion of the population. Each measurement should have a shadowed portion occupy at least 1/3 (3 boxes in length) of the Profile Grid. The two Validity scales should always start at the "1" and have a length of "6". In many cases some of the aptitudes and dimensions do not have a normative pattern as they may not reflect the job responsibilities.

Eighteen Stanine Bars - these are the shaded bars that show up on the Profile Grid Sheet. A score falling within the bar is said to be "on the norm, and a score outside the bar is said to be "off the norm".

The bar start represents the beginning of the range where the desired employees should fall. The length is the size of the population the norm is accepting.

These bars will start in different places and be different lengths depending on the job in question.

Job Type - each normative pattern describes a certain type of job classification: one of Sales, Management, or General.

a. The Sales classification handles all sales and marketing positions excluding clerical or management.

b. The Management classification should be used for all management positions including supervisory.

c. The General classification is the catch-all for technical, clerical positions, etc

Concurrent Company Norms - uses the approach whereby people who are successful within a given job position in the company are evaluated and generally grouped "Top Third", "Middle Third" or "Bottom Third" (A+, A or A-) in Profile patterns. On the basis of their scores and ranges, these are then compiled to form Normative Patterns; the successful pattern of the "Top Third" will assist in hiring, training, and management of employees.

Concurrent Industry Norms - uses the same approach as the Concurrent Company Norms except within an industry. Evaluations of many individuals from companies within the industry are amalgamated; the scores of the "Top Third" are used to build the final normative pattern.

Company Job-Description Norms - uses the job description developed for any given job position as well as additional information the manager or supervisor provide, to develop a normative pattern. In essence, use known information to qualify a "shopping list" approach for the ideal employee.

These norms may need to be revised occasionally to improve predictive validity.

Generic Job Function Norms - these are normative patterns developed by all or some of the three previous approaches mentioned. Generic job functions would be those that are similar in most companies and industries.

These Generic norms are automatically programmed into your software and are to be used primarily as guidelines in the development of Concurrent norms.

Step One: Select the Sample Size

The sample size in developing these Concurrent Company Norms should be consistent with the size of the department or position. As a rule of thumb, use 10% of a large department or position, 30% of a medium sized department or position, and 100% of a small job classification. Remember -- the bigger the sample the better.

If you have a situation where there is only one person or less than nine in a particular job, evaluate them all. Use the closest generic normative pattern and the completed Job Description Worksheet for assistance. This type of norm creation is sometimes called an "Engineered Normative pattern".

For each position, identify your employees as an above average performer -- A+, average performer -- A, or below average performer -- A-.  The manager or supervisor must identify these groupings with whatever standards they feel comfortable.  They may have performance appraisals to fall back on; a numeric standard and or management intuition.  Regardless of the methodology, only the manager or supervisor can make these classifications.

The following descriptions will assist you:

Step three: Normative Pattern Worksheets

The Normative Pattern Worksheet will assist you in the development of your normative patterns. This form is always to be completed by the manager or supervisor for each position that requires a normative pattern. The questions on the Normative Pattern Worksheet are aligned with the aptitude or dimension that may be affected. They should think each question through from the point of how the given answer will impact each range. NOTE: Also review a current company job description as well as the worksheet.

Step four: Administering and Printing Personal Reports

Evaluate the selected sample and print their Personal reports. The Personal report does not overlay a normative pattern. The Profile Sheet shows only mental aptitude and personality dimension scores.

Step five: Developing the Normative Pattern

Group the results of their Profile Sheets into sets by the A+, A, and A- classifications. Then mark their Profile scores on the dimensions of a blank grid sheet. Represent the classifications by using colored pens, i.e., red for A+’s, blue for A’s, and black for A-’s.  For larger samples, use one grid sheet for each classification.  

By observing the Profile scores of the A+, A, and A- groups, you can see some of the reasons why these groups differ. 

Using the clustering of the A+ scores and the completed Normative Pattern Worksheet indicate the bar start of the normative pattern for each aptitude and personality dimension.  The A's and A-'s scores will usually help indicate the bar length of each norm along with the Normative Pattern Worksheet information.  In many cases some of the aptitudes and dimensions do not have a normative pattern, as they may not reflect the job responsibilities.

The bar starts of each dimension indicates the beginning of the normative pattern or range.  The bar length indicates the population of the normative pattern.  The example below indicates a bar start of 4 and a bar length of four stanines.

The bar length may vary from aptitude to dimension.  Usually, three or four stanines is appropriate.  You may use up to five stanines on the aptitudes and on dimensions D4 and D7.   Also, avoid extremes such as bar starts of 1 or 2 and bar lengths ending of 8 or 9 on dimensions D1, D2 and D5 for most job responsibilities.

Step six: Add the New Normative Pattern

Enter the new normative pattern in your software using the option "Create a Normative Pattern" found in the Company Data Module.  After saving the normative pattern it should now be stored in your software.

Step seven: Printing the Coaching Reports

Open the Management Module, select the individual you wish to print a report on and change the Normative Pattern to the newly created pattern.  You can now go to the Print Module to print out Coaching Reports which will reflect the newly created normative pattern.  

USING THE NORMATIVE PATTERN

Where the scores fall in and out of the normative pattern, it gives you insight to that person's suitability to the job position.  However, you should also look at their Profile scores as a total person, and compare this information to the specific job responsibilities and the work environment provided.  There are no right or wrong scores.

The key to the success we achieve is the development of a profile for each and every client rather than using a stereotyped profile of a generic nature.  There is no such thing as two positions in the same region, in two organizations and managed by individuals with different values and attitudes, being exactly the same.  As is usually the case, each position will reflect the values and attitudes of the organization and their managers.  Therefore the best normative pattern is a customized pattern fitting the organization and the position.  Each organization, regardless of what it does, develops a personality of its own.

Remember, compare the Profile information to the specific job responsibilities and the work environment provided.  Consider the following information:

For a management position, it is important to know the major responsibilities as well as where the position fits in the organization.  What is the degree of authority the manager has for making decisions, hiring and determining policies?  How much emphasis is placed on generating ideas, conceiving plans, and implementing strategies?  How important is it for them to be able to lead assertively, objectively and with sensitivity?  Do they need to make decisions, delegate, plan and organize their own work as well as that of others.

For sales positions, it is important to know the product or service to be sold as well as the potential customers.  Are sales primarily based on new or repeat business and is there servicing and paperwork involved?  Is cold calling required?  Do they need to be able to persuade others?  Do they need the ability to sense the reactions of others and the ability to bounce back from rejection and seize the next opportunity?

The following files are in Acrobat Adobe PDF format: