Have you ever hired or promoted someone who didn’t meet your expectations? If you are looking to hire the right people the first time ,decrease employee turnover and increase your workforce productivity, then you will not want to miss this session. This 30 minutes complimentary webinar you will learn how you can increase your hiring success up to 75% of the time , talent and engagement strategies that will bring success to your organization.

1. PROVEN STEPS IN
HIRING AND
RETAINING THE
RIGHT PEOPLE
#HiringRightPeople

2. ! Length: 30 minutes with questions & answers at
the end.
! We have the attendee list hidden for the
protection of your personal information.
! At the end of the webinar we will send you the
slides to this presentation as well as the recording
to the webinar.
! Todays Topic: Proven Steps in Hiring and
Retaining the Right People

3. Receive a Complementary Critical Job Study!
Let us show you firsthand how our solutions can benefit your company.
1 2 3
Select a Critical Job! Assess Job Incumbents! Complementary Job Study!
Report designed for Performance Model
Sales & Business Development Exec.
It’s as easy as, 1, 2, 3!

4. Critical Job Study!
Identifies what is really required for success in any
given job – in terms of:
(1) Learning
(2) Reasoning
(3) Communication
(4) Problem Solving
(5) Behaviors
(6) Occupational Interests

5. A Clear Target for Success…
...against which people can be graphically and
quantifiably compared, has implications for...
! Selection Report designed for Performance Model
Sales & Business Development Exec.
! Development
! Coaching
! Management
! Succession Planning
Receive a Complementary Critical Job Study!

6. TODAY’S PRESENTER
HEINTJIE SANTOS
Assessment Solution Expert |
Director, Profiles Asia
Connect with me
www.linkedin.com/in/heintjiesantos
@Profiles_Asia
HS@profiles.com.sg
www.profiles.com.sg

7. Creating Value for Our Clients
We support our clients through the full
employee life-cycle, helping them identify the
best people for their jobs and then developing
them to their fullest potential.
The GLOBAL LEADER in
Employee Assessment Solutions

8. 700 OFFICES WORLDWIDE
The GLOBAL LEADER in
Employee Assessment &
Talent Management Solutions
Established in 1991
125 COUNTRIES
WORLDWIDE PRESENCE

9. 50 MILLION USERS
45,000 CLIENTS
33 LANGUAGES
50,000,000 MILLION USERS

10. Diverse Base of Marquee Customers
Customer Highlights
! 11,000+ Active Customers
! Includes Most Fortune 500 Global Companies

11. Clients We’ve Served

12. Why We Are Here?
1 Proven steps in identifying and hiring the right
people the first time.
2 How to maximize employee productivity and retain
your top performers
3 ROI Case Study

13. Have you ever hired
someone who
looks good on paper….
BUT END UP AS A
?
DISAPPOINTMENT!

14. Selection Process
Checking the PAST
Skill Fit

15. (1) Experience,
(2) Education
(3) Training,
(4) Certification
(5) etc.
However…

16. People have a tendency to embellish their
qualifications

17. Shocking HR Statistics:
FALSE INFORMATION…
53% of all job applications
contain inaccurate information.
49% of managers caught a
job applicant fabricating resume.
34% of all application forms
contains lies.
*Sources: CareerBuilder.com Survey (2008), Gurtin vs. Nurse Connection, et. Al. (2002), Human Resources Management (2008), Recruiting Times, Society of Human Resources
Management (2003), Two Wrongs May Mean No Rights, by Barbara Kat Repa, Nolo.com, (2001), U.S. Department of Labor, Wall Street Journal (2003). http://info.profilesinternational.com

18. Chances are good that up
to 66% of your company’s
hiring decisions will prove
to be mistakes in the first
twelve months.
- Peter Drucker

19. The Top 3
Reasons People Fail
(1) Dishonesty
(2) Incompetence
(3) Incompatibility

20. Selection Process
Checking the PAST Reviewing the PRESENT
Skill Fit Company Fit
Experience,
Education,
Training,
Certification etc.

21. Selection Process
Checking the PAST Reviewing the PRESENT
Skill Fit Company Fit
Experience, Attitudes,
Education,
Training,
Certification etc.

22. Selection Process
Checking the PAST Reviewing the PRESENT
Skill Fit Company Fit
Experience, Attitudes,
Education, Values ,
Training, Appearance,
Certification etc. Demeanor etc.

23. Interview

24. Interview
She studied in the
same University
I went!

25. Interview Impressive!
she talks and
speaks just
Like Me.

26. Interview
My Gut Feel is she
will be do great in
this job.

27. “63% of all hiring decisions are made
during the first 4.3 minutes of an
interview.”
- SHRM

28. Shocking HR
Statistics:
BAD HIRES…
average cost of a
bad hiring decision
can equal
30% of the first
year’s earnings!
*Sources: CareerBuilder.com Survey (2008), Gurtin vs. Nurse Connection, et. Al. (2002), Human Resources Management (2008), Recruiting Times, Society of Human Resources
Management (2003), Two Wrongs May Mean No Rights, by Barbara Kat Repa, Nolo.com, (2001), U.S. Department of Labor, Wall Street Journal (2003). http://info.profilesinternational.com

29. ki n g H R S tatistics:
Shoc
TU RNOVER…
costs of replacement….
Senior
Executive
Mid-Level
Employee
S$260,000
Salaried
Employee S$52,000
S$11,000
*Sources: CareerBuilder.com Survey (2008), Gurtin vs. Nurse Connection, et. Al. (2002), Human Resources Management (2008), Recruiting Times, Society of Human Resources
Management (2003), Two Wrongs May Mean No Rights, by Barbara Kat Repa, Nolo.com, (2001), U.S. Department of Labor, Wall Street Journal (2003). http://info.profilesinternational.com

30. THINK OF THE
COST OF YOUR
LAST HIRE…

31. Aside from salary and benefits…
there’s the cost of advertising
for the job, the investment in
training and…..
the price of getting a new
worker up to speed.

32. Cornerstones of Performance
Checking the PAST Reviewing the PRESENT
Skill Fit Company Fit
Experience, Attitudes, Values ,
Education, Demeanor,
Training, Appearance,
Certification etc. Demeanor etc.
JOB MATCH
Predicting Superior Performance

33. DID YOU
KNOW?

34. Interviews only has a
14%
success rate in
identifying
superior people!

35. Heads or Tails?

36. Heads or Tails?

37. Source - Professor Mike Smith, University of Manchester, August 1994
John E. Hunter and Ronda F. Hunter, Validity and Utility of Alternative Predictors of Job Performance, Psychological Bulletin, Vol. 96, No.1, 1984, p. 90; Robert P. Tett, Douglas N. Jackson, and
Mitchell Rothstein, Personality Measures as Predictors of Job Performance: A Meta-Analytical Review, Personnel Psychology,Winter 1991, p.703. Michigan State University’s School of Business.

38. % OF HIRING SUCCESS
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Interview Reference check Personality Test Abilities Test Occupational Interest Job Matching
Source - Professor Mike Smith, University of Manchester, August 1994
John E. Hunter and Ronda F. Hunter, Validity and Utility of Alternative Predictors of Job Performance, Psychological Bulletin, Vol. 96, No.1, 1984, p. 90; Robert P. Tett, Douglas N. Jackson, and
Mitchell Rothstein, Personality Measures as Predictors of Job Performance: A Meta-Analytical Review, Personnel Psychology,Winter 1991, p.703. Michigan State University’s School of Business.

39. % OF HIRING SUCCESS
100%
90%
80%
70%
60%
50%
40%
30%
20% 14%
10%
0%
Interview Reference check Personality Test Abilities Test Occupational Interest Job Matching
Source - Professor Mike Smith, University of Manchester, August 1994
John E. Hunter and Ronda F. Hunter, Validity and Utility of Alternative Predictors of Job Performance, Psychological Bulletin, Vol. 96, No.1, 1984, p. 90; Robert P. Tett, Douglas N. Jackson, and
Mitchell Rothstein, Personality Measures as Predictors of Job Performance: A Meta-Analytical Review, Personnel Psychology,Winter 1991, p.703. Michigan State University’s School of Business.

40. % OF HIRING SUCCESS
100%
90%
80%
70%
60%
50%
40%
30% 26%
20% 14%
10%
0%
Interview Reference check Personality Test Abilities Test Occupational Interest Job Matching
Source - Professor Mike Smith, University of Manchester, August 1994
John E. Hunter and Ronda F. Hunter, Validity and Utility of Alternative Predictors of Job Performance, Psychological Bulletin, Vol. 96, No.1, 1984, p. 90; Robert P. Tett, Douglas N. Jackson, and
Mitchell Rothstein, Personality Measures as Predictors of Job Performance: A Meta-Analytical Review, Personnel Psychology,Winter 1991, p.703. Michigan State University’s School of Business.

41. % OF HIRING SUCCESS
100%
90%
80%
70%
60%
50%
40%
38%
30% 26%
20% 14%
10%
0%
Interview Reference check Personality Test Abilities Test Occupational Interest Job Matching
Source - Professor Mike Smith, University of Manchester, August 1994
John E. Hunter and Ronda F. Hunter, Validity and Utility of Alternative Predictors of Job Performance, Psychological Bulletin, Vol. 96, No.1, 1984, p. 90; Robert P. Tett, Douglas N. Jackson, and
Mitchell Rothstein, Personality Measures as Predictors of Job Performance: A Meta-Analytical Review, Personnel Psychology,Winter 1991, p.703. Michigan State University’s School of Business.

42. % OF HIRING SUCCESS
100%
90%
80%
70%
60% 54%
50%
40%
38%
30% 26%
20% 14%
10%
0%
Interview Reference check Personality Test Abilities Test Occupational Interest Job Matching
Source - Professor Mike Smith, University of Manchester, August 1994
John E. Hunter and Ronda F. Hunter, Validity and Utility of Alternative Predictors of Job Performance, Psychological Bulletin, Vol. 96, No.1, 1984, p. 90; Robert P. Tett, Douglas N. Jackson, and
Mitchell Rothstein, Personality Measures as Predictors of Job Performance: A Meta-Analytical Review, Personnel Psychology,Winter 1991, p.703. Michigan State University’s School of Business.

43. % OF HIRING SUCCESS
100%
90%
80%
70% 66%
60% 54%
50%
40%
38%
30% 26%
20% 14%
10%
0%
Interview Reference check Personality Test Abilities Test Occupational Interest Job Matching
Source - Professor Mike Smith, University of Manchester, August 1994
John E. Hunter and Ronda F. Hunter, Validity and Utility of Alternative Predictors of Job Performance, Psychological Bulletin, Vol. 96, No.1, 1984, p. 90; Robert P. Tett, Douglas N. Jackson, and
Mitchell Rothstein, Personality Measures as Predictors of Job Performance: A Meta-Analytical Review, Personnel Psychology,Winter 1991, p.703. Michigan State University’s School of Business.

44. % OF HIRING SUCCESS
100%
90%
80% 75%
70% 66%
60% 54%
50%
40%
38%
30% 26%
20% 14%
10%
0%
Interview Reference check Personality Test Abilities Test Occupational Interest Job Matching
Source - Professor Mike Smith, University of Manchester, August 1994
John E. Hunter and Ronda F. Hunter, Validity and Utility of Alternative Predictors of Job Performance, Psychological Bulletin, Vol. 96, No.1, 1984, p. 90; Robert P. Tett, Douglas N. Jackson, and
Mitchell Rothstein, Personality Measures as Predictors of Job Performance: A Meta-Analytical Review, Personnel Psychology,Winter 1991, p.703. Michigan State University’s School of Business.

45. KNOW
“The TOTAL PERSON”
75%
to increase hiring success
up to

46. PEOPLE0are0like0…

47. This is what YOU SEE
PEOPLE0are0like0…

48. Real0side0of0PEOPLE

49. 10% Good But Limited
Information
Education, Experience and Skills

50. 10% Good But Limited
Information
Education, Experience and Skills
90 % Essence of the “Total
Person”
" Thinking Styles
" Behaviors
" Occupational Interest
" Job Fit

51. ORGANIZATIONAL PHENOMENON IN HIRING PEOPLE

52. ORGANIZATIONAL PHENOMENON IN HIRING PEOPLE
“A” Players Hire – “B” Players

53. ORGANIZATIONAL PHENOMENON IN HIRING PEOPLE
“A” Players Hire – “B” Players
“B” Players Hire – “C” Players
“C” Players Hire – “D” Players
until it becomes……

54. “Z”
Company
Clowns Inc.

55. BOZO EXPLOSION

56. HOW DO WE SOLVE
THIS PROBLEM ?

57. PROVEN STEPS TO HIRE AND
For every people in your organization you should ;
IDENTIFY KNOW DEVELOP

58. PROVEN STEPS TO HIRE AND
For every people in your organization you should ;
IDENTIFY KNOW DEVELOP
1.
RESULTS

59. PROVEN STEPS TO HIRE AND
For every people in your organization you should ;
IDENTIFY KNOW DEVELOP
1. 2.
RESULTS POTENTIALS

60. PROVEN STEPS TO HIRE AND
For every people in your organization you should ;
IDENTIFY KNOW DEVELOP
1. 2. 3.
RESULTS POTENTIALS COMPETENCIES

61. 1.
RESULTS
IDENTIFY OBJECTIVE MEASURES

62. 1. Identify OBJECTIVE Measures
RESULTS
" Project Delivered On time, On Budget

63. 1. Identify OBJECTIVE Measures
RESULTS
" Project Delivered On time, On Budget
" Sales Per Month, Quarter or Annum

64. 1. Identify OBJECTIVE Measures
RESULTS
" Project Delivered On time, On Budget
" Sales Per Month, Quarter or Annum
" Average Profit Margin Per Account

65. 1. Identify OBJECTIVE Measures
RESULTS
" Project Delivered On time, On Budget
" Sales Per Month, Quarter or Annum
" Average Profit Margin Per Account
" Team Calls Handled Per Month

66. 1. Identify OBJECTIVE Measures
RESULTS
" Project Delivered On time, On Budget
" Sales Per Month, Quarter or Annum
" Average Profit Margin Per Account
" Team Calls Handled Per Month
" Units Manufactured Per Month

67. 1. Identify OBJECTIVE Measures
RESULTS
" Project Delivered On time, On Budget
" Sales Per Month, Quarter or Annum
" Average Profit Margin Per Account
" Team Calls Handled Per Month
" Units Manufactured Per Month
" Supervisors/Managers Rating etc…

68. 2.
POTENTIALS
KNOW WHO HAS THE POTENTIALS

69. 2.
POTENTIALS Know Who Has The Potentials
We need to ask
3 Questions?

71. Can they do the
Job

72. Can they do the
Job
How will they do
the Job.

73. Can they do the
Job
How will they do
the Job.
Are they motivated
to do the job?

74. ProfileXT® (PXT) Insights
Measures "The Total Person”

75. Thinking0Style
Learning Index
Can the person deal 1 2 3 4 5 6 7 8 9 10
1 2 3 4 5 6 7 8 9 10 Verbal Skill
with the mental 1 2 3 4 5 6 7 8 9 10 Verbal Reasoning
demands of their 1 2 3 4 5 6 7 8 9 10 Numerical Ability
position 1 2 3 4 5 6 7 8 9 10
Numeric Reasoning
Behavioral Traits
1 2 3 4 5 6 7 8 9 10 Energy Level
1 2 3 4 5 6 7 8 9 10 Assertiveness
1 2 3 4 5 6 7 8 9 10 Sociability
1 2 3 4 5 6 7 8 9 10 Manageability
1 2 3 4 5 6 7 8 9 10 Attitude
1 2 3 4 5 6 7 8 9 10 Decisiveness
1 2 3 4 5 6 7 8 9 10
Accommodating
1 2 3 4 5 6 7 8 9 10
Independence
Objective Judgment
1 2 3 4 5 6 7 8 9 10
OccupaGonal0Interests
1 2 3 4 5 6 7 8 9 10 Enterprising
1 2 3 4 5 6 7 8 9 10 Financial/Admin
1 2 3 4 5 6 7 8 9 10 People Service
1 2 3 4 5 6 7 8 9 10 Technical
1 2 3 4 5 6 7 8 9 10 Mechanical
1 2 3 4 5 6 7 8 9 10 Creative

76. Thinking0Style
Learning Index
Can the person deal 1 2 3 4 5 6 7 8 9 10
1 2 3 4 5 6 7 8 9 10 Verbal Skill
with the mental 1 2 3 4 5 6 7 8 9 10 Verbal Reasoning
demands of their 1 2 3 4 5 6 7 8 9 10 Numerical Ability
position 1 2 3 4 5 6 7 8 9 10
Numeric Reasoning
Behavioral Traits
1 2 3 4 5 6 7 8 9 10 Energy Level
1 2 3 4 5 6 7 8 9 10 Assertiveness
Are comfortable with 1 2 3 4 5 6 7 8 9 10 Sociability
the demands of the 1 2 3 4 5 6 7 8 9 10 Manageability
Attitude
environment they 1 2 3 4 5 6 7 8 9 10
1 2 3 4 5 6 7 8 9 10 Decisiveness
work in Accommodating
1 2 3 4 5 6 7 8 9 10
1 2 3 4 5 6 7 8 9 10
Independence
Objective Judgment
1 2 3 4 5 6 7 8 9 10
OccupaGonal0Interests
1 2 3 4 5 6 7 8 9 10 Enterprising
1 2 3 4 5 6 7 8 9 10 Financial/Admin
1 2 3 4 5 6 7 8 9 10 People Service
1 2 3 4 5 6 7 8 9 10 Technical
1 2 3 4 5 6 7 8 9 10 Mechanical
1 2 3 4 5 6 7 8 9 10 Creative

77. Thinking0Style
Learning Index
Can the person deal 1 2 3 4 5 6 7 8 9 10
1 2 3 4 5 6 7 8 9 10 Verbal Skill
with the mental 1 2 3 4 5 6 7 8 9 10 Verbal Reasoning
demands of their 1 2 3 4 5 6 7 8 9 10 Numerical Ability
position 1 2 3 4 5 6 7 8 9 10
Numeric Reasoning
Behavioral Traits
1 2 3 4 5 6 7 8 9 10 Energy Level
1 2 3 4 5 6 7 8 9 10 Assertiveness
Are comfortable with 1 2 3 4 5 6 7 8 9 10 Sociability
the demands of the 1 2 3 4 5 6 7 8 9 10 Manageability
Attitude
environment they 1 2 3 4 5 6 7 8 9 10
1 2 3 4 5 6 7 8 9 10 Decisiveness
work in Accommodating
1 2 3 4 5 6 7 8 9 10
1 2 3 4 5 6 7 8 9 10
Independence
Objective Judgment
1 2 3 4 5 6 7 8 9 10
OccupaGonal0Interests
1 2 3 4 5 6 7 8 9 10 Enterprising
Love their job and are 1 2 3 4 5 6 7 8 9 10 Financial/Admin
motivated to do it 1 2 3 4 5 6 7 8 9 10 People Service
1 2 3 4 5 6 7 8 9 10 Technical
1 2 3 4 5 6 7 8 9 10 Mechanical
1 2 3 4 5 6 7 8 9 10 Creative

78. The
JobMatch™
Pattern
(Success Profile)
Shaded areas indicate the
JobMatch pattern
The JobMatch patterns show
requirements for the job in your
company

79. Good Match
Dark areas indicate the
JobMatch pattern
Yellow boxes show the
candidate’s scores

80. Questionable
Match
Shaded areas indicate the
JobMatch pattern
Yellow boxes show the
candidate’s scores

81. ProfileXT® (PXT) Insights
Having done this, we can
show you - graphically and
quantifiably - to what
degree current
employees ,or candidates
for recruitment or promotion
match that standard.

82. Solution used throughout the
A Clear Target for Success…
employee life-cycle
! Selection
! On-Boarding Report designed for Performance Model
Sales & Business Development Exec.
! Coaching
! Development
! Management
! Succession Planning & Strategic
Workforce Planning

83. Considering the costs of Hiring and
Developing People…
You simply cannot afford to
start with someone who is
not likely to succeed.

84. 3.
COMPETENCIES
DEVELOP COMPETENCIES

85. Develop Competencies
What is it that these people who
has the Potentials , needs to do
to be successful.

86. 3. Develop Competencies
COMPETENCIES
What is it that these people who
has the Potentials , needs to do
to be successful.

87. People don’t quit jobs…

88. People don’t quit jobs…
They quit people!

89. People don’t quit jobs…
They quit people!
…and the people they quit are
usually managers!

90. (1) Communication
(2) Leadership
Our research has (3) Adaptability
shown that these
are key (4) Relationships
competencies for (5) Task Management
manager/leaders
success: (6) Production
(7) Development of Others
(8) Personal Development

91. CheckPoint 360
Competency Feedback System

92. The 8 Universal Management Competencies
and their 18 Skill Sets

93. Checkpoint 360 Insights

94. Checkpoint 360 Insights

95. Checkpoint 360 Insights
Reports that talks to the
Managers for their
Individual Development
Reports that talks to
the Boss for Coaching
the Managers

96. ARE YOU EVER TIRED OF NOT SEEING AND
NOT KNOWING THE RETURN ON INVESTMENT
(ROI) ON YOUR TRAINING AND DEVELOPMENT
ACTIVITIES

97. Checkpoint 360 Insights

98. Checkpoint 360 Insights

99. Checkpoint 360 Insights

100. CASE STUDIES
(Real-Life Client Result)

101. CASE STUDIES
Chemical Insurance Medical Device
Industry Industry Manufacturing
Industry

102. “
It’s a shift from ‘low performer thinking’ to
‘maybe they are not in the right job, and we
should find them a better fit.’
It is a mentality shift, and (by applying data
from the PXT®), I can figure out that if poor
job fit is the case, I can help them go into a
different job and do better.
”

103. Challenge
Before implementing the ProfileXT® the
average sales per sales rep was $169,409.
Results:
After one year of implementation with the ProfileXT®, annual
sales increased to an average of $233,952 per sales rep.
The ProfileXT® assessment increased the Bard Medical’s Critical
Care sales by $64,543 per sales rep, a 28% annual increase.

104. GLOBAL INSURANCE
COMPANY
Challenge
! Identify top performers
! Improve selection process
! Sustain a turnover rate below industry
average
Results:
Reduced voluntary turnover rate to just 6% , well below the 10%
industry average. Furthermore, professional-level employees,
representing a substantial portion of the company’s talent and
investment, show a turnover rate of only 1.6%.

105. "We now make more informed hiring decisions. Selecting people who
will stay with us longer. But it doesn't end there, Profiles products have
become an important part of our culture.We use the terminology and
the concept in our performance review, our recruiting decisions and
everyday discussion.
if we took the product away from our managers, we would be
dealing with some disappointed internal guest."
Corporate HR Manager
Hospitality and Resort Industry

106. PROVEN STEPS TO HIRE AND
RETAIN THE RIGHT PEOPLE
For every people in your organization you should ;
IDENTIFY KNOW DEVELOP

107. PROVEN STEPS TO HIRE AND
RETAIN THE RIGHT PEOPLE
For every people in your organization you should ;
IDENTIFY KNOW DEVELOP
1.
RESULTS

108. PROVEN STEPS TO HIRE AND
RETAIN THE RIGHT PEOPLE
For every people in your organization you should ;
IDENTIFY KNOW DEVELOP
1. 2.
RESULTS POTENTIALS

109. PROVEN STEPS TO HIRE AND
RETAIN THE RIGHT PEOPLE
For every people in your organization you should ;
IDENTIFY KNOW DEVELOP
1. 2. 3.
RESULTS POTENTIALS COMPETENCIES

110. PROVEN STEPS IN
HIRING AND
RETAINING THE
RIGHT PEOPLE
#HiringRightPeople

111. “ person
Put the right
in the right job,
train and motivate them,
give them an opportunity
for advancement,
and your company
will grow and prosper
” J.W. Marriott

112. TODAY’S PRESENTER
HEINTJIE SANTOS
Assessment Solution Expert |
Director, Profiles Asia
Connect with me
www.linkedin.com/in/heintjiesantos
@Profiles_Asia
HS@profiles.com.sg
www.profiles.com.sg

113. Receive a Complementary Critical Job Study!
Let us show you firsthand how our solutions can benefit your company.
1 2 3
Select a Critical Job! Assess Job Incumbents! Complementary Job Study!
Report designed for Performance Model
Sales & Business Development Exec.
It’s as easy as, 1, 2, 3!

114. Critical Job Study!
Identifies what is really required for success in any
given job – in terms of: (1) Learning
(2) Reasoning
(3) Communication
(4) Problem Solving
(5) Behaviors
(6) Occupational Interests

115. A Clear Target for Success…
...against which people can be graphically and
quantifiably compared, has implications for...
! Selection Report designed for Performance Model
Sales & Business Development Exec.
! Development
! Coaching
! Management
! Succession Planning
Receive a Complementary Critical Job Study!

116. Would you like to receive a complementary
critical job study?
A. Yes
B. No
Have an immediate need ? Call us at +65 65717031
URL: www.profiles.com.sg

117. Contact Us
Profiles Assessment Asia (Pte.) Limited
An Authorized Strategic Business Partner of Profiles International
14 , Robinson Road, #08-01A, Far East Finance,
Singapore 048545
Email: info@profiles.com.sg
Telephone: 65717031
Fax: 63334636
Website: http://www.profiles.com.sg
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