The story behind PARI Profile System
1989 PMC (back then, SCS) began developing their own analyses, at that time based on the type analyses called OFUS (The order type, the peace type, the entrepreneur and the striving type). This analysis was filled out by the participant and the profile described the extent to which the participant possessed the traits of the different temperaments (types of people). At that time, almost all analyses were based on the four types, in accordance with ancient Greek doctor Hippokrates’s model of the four temperaments (Melancholic, Phlegmatic, Carefree and Choleric), which he had developed in the years around 530 BC from the four elements (earth, water, air and fire).
1995 Came the first actual Personality analysis that described the individual human being, not as a type, but based on what the human being’s personality encompassed, divided into: The structure of the personality, relationship to the outside world and the capability of decisive action. The psychological foundation of the development was Freud’s psychoanalysis and the Transaction Analysis (TA).
1996 The area "Basic personality" was expanded with the column "Form of expression” and the area "Relationship with surroundings" was expanded with "Attitude towards surroundings".
1997 The analysis now appeared as a unique product. However, we still felt that something that covered people’s flexibility was missing. Therefore, we added an analysis that described the participant’s flexibility under normal circumstances as well as in stress situations.
1998 PMC developed a Behaviour analysis, in which the participants could become aware of how others perceived their personality. This analysis was and still is filled out by five persons who know the participant, and like the personality analysis it describes the perception of the participant’s basic personality, relationship to surroundings and rational capability of decisive action.
1999 A natural step in the development of the product was to compare the participant’s own perception of the personality with the ones of others (Behaviour analysis). This analysis was named Role analysis. This analysis has the participant become aware of the roles that are “played” in different situations, including the role as manager.
2000 We found out that awareness about for instance the roles we play does not always bring about right decision-making in co-operation situations. Therefore, PMC developed an Intuition analysis, also referred to as compassion/empathy analysis. This analysis forms the basis for awareness of handling the diversity among people. Thus, it provides a good picture of the participant’s “emotional intelligence”; how tolerant the person is and how the person uses his/her empathetic skills in social situations.
After that, the PMC analyses were named PARI Profile Systems™, which stands or Personality - Behaviour - Roles - Empathy.
2001 The analysis was expanded with two extra columns as indicator for the participant’s immediate reaction pattern, promoting awareness of the extent to which the person was self-protective and/or self-blaming.
2002 Now, PARI could describe a person totally individually, and it contained more than 1.300.000 combined descriptions in the basic profiles, and we were able to merge two profiles, thereby achieving more than 3.000.000 combinations, having nobody get the same profile. PARI had become an individual analysis that revealed for each participant something totally specific about themselves.
It was also in this year that the entire PARI Profile System was made available online, thus easing our clients’ daily use of the system.
This year PARI’s basic modules were translated into English, whereby more people got the opportunity to try an individual profile system. Already within the first year it was put to use in both Sweden and Poland. Later that year parts of the profiles were translated into Swedish.
2003 We became aware of the job market, in relation to which finding the right person for the right job was quite a difficult task; how difficult it actually is to describe what you are looking for in regard to the “soft values”, and how individually and thereby subjectively we assess ourselves. By describing what social skills are sought in regard to each job and comparing these to the candidate’s personality profile, a Match profile is created for each candidate. This makes it possible to objectively measure each candidate for the job and thereby choose the right employee or manager for the right job. We chose to name this expansion of PARI Recruiting Match Pro™.
2004 Based on a comparison of the two analyses it is natural to create a Communication analysis, in which we compare own perception from two persons and describe: What and when it is going well, and where there is a risk that the communication might take a wrong turn. It describes differences and similarities in the values of two people, and how they can express themselves in ways that promote the best possible understanding of each other and minimize the risk misunderstandings.
2005 Being able to merge two profiles and at the same time having knowledge on communication enabled us to develop a Resource profile – a tool for staff interviews. This profile includes a personality profile of the employee which specifies his/her resources as perceived by him/herself, combined with a behaviour profile created by the manager. The behaviour profile encompasses the resources he/she thinks the employee also possesses. It was named Staff Resourcer™.
2006 Following the successful product group PARI Profile Systems™, Recruiting Match Pro™ and Staff Resourcer™, it was natural for us to develop a combined system for revealing the entire company’s resources. Besides from the earlier mentioned, it contains a Focus analysis which describes where department managers should put focus in relation to the company’s stated objectives, visions, missions and values. It also contains a Satisfaction analysis which compares what the management THINKS the staff is satisfied with, with what the ACTUAL satisfaction parameters are from the perspective of the staff. The analysis is developed in co-operation with a number of top chief executives and auditors in Scandinavia.
2007 As a result of the development that has taken place during the last years we have chosen to establish offices, sales departments and/or dealerships in countries outside of Scandinavia, beginning on the British and German markets.