Profiling is the quickest and surest means to know what you can and cannot expect of an individual. It takes the guesswork out of the basic questions of whether an individual is going to enjoy the job you require, fit into the group, and thrive on being there. Anything else is guessing. Resumes and experience say nothing about performance. We hire based on those but we fire based on character and traits; profiling is the key to those.

Activities are billed based upon timelines and work involved. Long term projects in excess of 3 months are billed by monthly retainer. Most services are billed based upon an approved proposal and agreement, usually fee per project. Some services are billed by the hour when they are short term or intermittent. Some long term projects also involve a percentage of the return from the project. Profiling services can be billed based on volume.

EagleVision is unsurpassed in correcting and preventing the people problems that occur in the workplace. Leaders are primarily focused on the challenges of production, quality, finance and marketing. Leaders often view people performance issues as more subjective and prefer to work in areas that are more objective. We make people performance as objective as any other crucial business priority.

Most successful leaders focus on goals and how to reach them. Many are successful because of the talents and skills unique to themselves. They often mistakenly ascribe those skills to others on whom they depend and are disappointed in the results. We offer specific applications and an uncommon knowledge base on human performance in the workplace that simply adds incredible power to the already talented leader.

As Judith Bardwick said in DANGER IN THE COMFORT ZONE, it is because they are "busy." Only approximately 15% of the population relate day to day decisions, efforts and mindshare to a company's stated goals and results. The majority relate to tasks, or "the job." Unless there is a leader or system in place that weighs priorities continually, many employees continue to perform tasks that may or may not be effective for the desired outcome. The more they adhere to their perception of their "job" and ignore the actual results, their value system tells them they are doing their work when their leaders perceive they are not.

AFter 20,000 individual profiles benchmarking success traits in almost 1000 companies, it is crystal clear that success means very different things to different people. For 70% or so of the population, success is not tied to the job. The most successful company recognizes the differences and places those with common interests to those of the company in the positions that drive decision making and strategy.