The Personality Evaluation Program Response Sheets may be administered to your
employees either individually or as a group. It would be good to allow the employees to
previously read the Introduction letter (this introduction may be photocopied for internal
use). You may even wish to read it with them. It is good to make them feel at ease with
the system. Your employees should understand that the Personality Evaluation Program is
not a test, nor is it a system for determining their qualifications for holding their jobs.

Emphasize that the Personality Evaluation Program is a communications tool; that its
primary function is in helping you, as the employer, to be able to communicate with them
so that they will be happier at their jobs.

In administering the Response Sheets, explain to your employees to not be overly
concerned with the precise definitions of the words that appear on the response sheet.
While they may not be acquainted with he exact dictionary definition of each word, it is
their RESPONSE to the word that is important. Using a dictionary to look up the words
eliminates the spontaneity of the answers and thus should be avoided unless the
employee just has no clue as to what the term means. In such a case, the dictionary may
be used if required.

Ask your employees to go with their initial responses and to not "re-work" the response
once they are through. Their first impression is usually the right one. This sheet must be
filled out in the presence of an administrator. It is not advisable that you allow the
employees to take it home to fill out, as this may encourage them to seek opinions from
friends and family. The results would not reflect their true personalities, but rather others'
impressions of their personalities.

The response environment should be a quiet one with no discussion of the Response
Sheets between people filling them out. If the analysis is being done on one single
employee, it is a simple matter to immediately feed the information into the program,
obtain the results and then after looking over the information yourself, review the report
with your employee and talk about the items presented. You may wish to photocopy the
report and give the copy to your employee (or run it twice if you lack a photocopier).

If you are performing the analysis on a number of employees at the same time, you may
find it best to collect the Response Sheets, process them at your earliest convenience and
then speak with your employees at a later date.

The Personality Evaluation Program is a communications device. Its primary goal is to
help open candid communications between you and your employees. Thus, when you
discuss the results of an evaluation report with your employee, it should be done on an
open and equal basis. You should sit down with each employee INDIVIDUALLY, in an
environment that will be quiet and uninterrupted by other individuals or phone calls.

It is suggested that you present for the employee's review YOUR evaluation report and
discuss how your personality relates to his. You may then wish to present the report of any
supervisor with whom the employee would be in direct contact. You should explain to the
employee how his personality will relate to those of immediate management. You will find
that once the employee sees the results of his own Personality Evaluation Program report,
he will be likely to open up and communicate with you.

You may be in a position where your supervisor/employer approached you with the
Personality Evaluation Program (for example, if you are head of Personnel). In such a
position, you will need to run an evaluation on not only employees, but also for your peers
and superiors. The Personality Evaluation Program is a tool that not only enhances
employee communications, but also promotes better communications between
supervisors and management. Different personality types react to stimulus in different
ways. Thus it can be readily understood that when management of one personality type is
able, through the Personality Evaluation Program, to understand the personalities involved
in other areas of management, communications will be strengthened and operations will
flow more smoothly.

The Personality Evaluation Program can be effectively used between partners of a
business, board members within a corporation and departmental heads within a company.
It should be stressed that the value of the Personality Evaluation Program is derived when
the personality reports are available to anyone within the organization, from the highest
superior to the newest employee. There is nothing in the Personality Evaluation Program
that will "pull skeletons out of a closet". The Personality Evaluation Program produces a
POSITIVE personality analysis.

The value of the Personality Evaluation Program lies in it frankness, openness, and its
ability to get people to eliminate unnecessary barriers between themselves.

When you have produced the initial JPC report, the first page will present you with several
areas of vital information. Consider first of all the CLEP chart. This chart indicates eight
different personality characteristics ranging in factors from 1 to 4. When considering an
individual for a position. you may find it beneficial from a personality standpoint, to give
special consideration to individuals whose CLEP chart matches the CLEP chart produced
by the JPC report.

This can be illustrated by the fact that an outgoing, friendly. energetic person would likely
be more successful in a sales position than a quiet, reserved, exacting person who prefers
a constant environment.

So for example. If your JPC report shows a CLEP chart of C=1 L=2 I=1 and P=3, this
would be the best personality range for the job you have described in the JPC Sheet, and
would be the CLEP chart to look for among your applicants. Note that exact matches are
not required. If the JPC states that you're looking for a personality that consists to C1 L2
I1 P3, a person who fits the C L I P personality will most likely do just fine. The individual
characteristic degrees shown under the CLEP chart are not to primary importance here.
The personality RANGE of the CLEP chart should be sufficient for you to make your
decision. Of course, the closer the match the better... all other things being equal.

Also of importance is the DECISION METHOD and STAMINA LEVEL. If this job would
require a very high stamina, a person of a lower stamina would have to be very health,
sleep and food conscious to fill the extreme requirements of that particular position.

It should be noted that the Personality Evaluation Program is intended to be used only as a
tool in helping your employment process. It cannot be stated for certain that a person
whose personality matches your Job Description Characteristic Report will be ideal for
that particular job any more than it can be said that a person without those particular
characteristics will not fit that position. Different skill and experience levels will always
influence the value of an individual applicant or employee, as will the manner in which the
employee approaches a particular job.

The personality guidelines presented by the Personality Evaluation Program simply
indicate the personality most likely to be productive within that job position. It will show,
basically, whether or not an employee would likely be happy in that particular position.
Consider ALL information available, including not only the Employee Management System
personality report, but also other background information such as education, skills and
experience according to normal interview processes. Then by choosing the applicant who
most closely fits all criteria, both in skills and personality, you will have a better chance in
finding an employee who will be productive and HAPPY within your company.