Innovating Game-Based Assessment

deloitte-uk-profileAn interview with Deloitte Graduate Recruiter, Gemma Hudson

Deloitte recently introduced a new game-based assessment into their grad recruiting process to many positive reviews, and they chose Talegent Gamify to help them do it. We spoke with Gemma Hudson, National Graduate Talent Acquisition Manager for Deloitte and one of the principal architects of this new assessment for insights into the process and the results.

How did you get interested in gamified assessment in the first place?

“Innovation is a core value for Deloitte. After all, companies come to us to help them innovate and so we are always looking for ways that we can innovate ourselves. That’s especially true in Grad Recruitment. To attract and connect with young people, we need to stay on the cutting edge. And it was back in 2012 when gamified assessment first appeared on our radar as a potentially great new innovation for us  and we’d been looking for ways to employ it in our recruiting ever since. But at the same time, we didn’t want to bring out a gamified assessment just for the sake of doing it. It had to make sense for our business needs, our brand and our company values. The reason it took us until now to do it was largely a matter of finding a provider who had the same vision that we did and could deliver on it.”

What are the business reasons that led you to pursue a gamified assessment?

Again, we’re always on the lookout for uniquely new and better ways to connect and engage with students. With gamified assessment, we saw a potential to make the recruitment process not only less boring and more engaging for candidates, but also fun. Given that the people we are addressing grew up with the Internet and video gaming, that’s important. But creating a really engaging and fun experience is also important because it attracts more people to take the assessment—and having a larger pool of applicants creates more opportunities on both sides. Because even if someone is not right for the job they applied for, based on their assessment we might find they’d be perfect for a different role.

How was the collaboration process with the vendor you worked with to build the assessment?

Incredible. We chose Talegent to develop our gamified assessment and they performed beyond our expectations. We set what some considered an impossibly tight deadline in order to be ready for grad season. Talegent delivered in just three months start to finish. During that whole time they consistently pushed to make the product better and never took no for an answer. They even added functionality that we did not even think to ask for that definitely enhance the end result. Truly, we were blown away.

Can you briefly describe the gamified assessment that you created?

Sure. It opens up with a short intro video where a young Deloitte employee who herself came in through our grad program welcomes the candidate, shares our company values, and the invites the candidate to start. The experience from then on is designed to give the candidate a taste of working at Deloitte. They get emails and IM messages outlining specific challenges drawn from real life which are the kinds of things they could actually work on. We present them using a graphic interface that allows for experimentation towards finding logic-based solutions.

Bottom line is that we created a game-based assessment that is integrally related to what we actually do as a company and that makes it totally unique. No other game-based assessment even comes close to integrating in that way.

What were your expectations and how does the reality compare?

We hoped people would find what we did to be fun, cool and different. And they did. There was lots of online discussion among students about how cool our test was and it went viral. We also got a lot of interest and coverage from external media, both business trade and general media, plus nominations for some important innovation awards. So our gamified assessment definitely created the noise we hoped it would and it was overwhelmingly positive. Really the only negatives came from a relative few students who criticized it for being a memory test, which it is not, or too hard a test, which it could be for some. Beyond all this, we expected the gamified assessment would be able to function as valid measure of cognitive ability and it has been very effective for that.

Were there any learnings or results from your gamified assessment that you did not expect or found surprising?

Yes! We designed the test to assess certain logic-based cognitive competencies. But it actually assesses more than that. Because we allow people the chance to experiment and learn, we are able to assess their Learning Agility. That’s huge because we need people who are able to learn fast. Right now we are in the process of validating learning agility’s predictive accuracy, but expect that by next year we will be factoring it into our decisions.

What evidence do you have that gamified assessment is making a positive contribution to the candidate experience or your hiring process?

First off let me say, we did not launch gamified assessment all that long ago so we are still in the process of validating assessment scores against actual performance. However what we do definitely know is that our gamified assessment gets a much higher completion rate than traditional assessments. The dropout rate is only a percentage point or two. Second we’ve received overwhelmingly glowing reviews from the grad candidates who took the assessment. So we can confidently claim success on improving the candidate experience. Finally, from anecdotal evidence we’ve gotten back from managers, the gamified assessment is delivering high quality talent.

If an HR peer from another company was considering creating a gamified assessment, what advice would you give them?

In the end it has to be the right solution – Don’t just do it for the sake of doing it. It has to be the right solution for you given your brand and business needs. We innovate because it is core to our employer brand. We are lucky that way.

Cutting the Cord: Video Screening to Replace Phone Interviews

 aaeaaqaaaaaaaaecaaaajdq0oty0ndc4ltu3n2ytngq0mi1hndgzlwu4yju1ngnhzty5mqDon’t you hate phone interviews? They can be very inconsistent, hard to capture in your Applicant Tracking System, and virtually impossible to share…but worst of all, they’re a nightmare to schedule! Both parties get frustrated playing phone tag and enduring “voicemail hell”, wasting precious time and money trying to get in contact. This time could be better spent actually evaluating and finding suitable candidates, so what are your other options if you’re not in a position to interview face-to-face?

Video screening!

Video screening involves a candidate recording themselves answering given questions which would normally be asked over the phone. They have a few minutes to prepare and can only do one take (so they can’t rehearse their answers!) They then upload this video online so that you and your team can evaluate it whenever it suits you.

Firstly, this kind of interview is more time and cost effective than phone interviews, as candidates can complete them online whenever it suits them, without wasting HR people’s time. They also provide structured interview consistency, assuring each candidate gets asked the same questions. Collaboration is also very easy, as numerous managers can weigh in on the recorded interview. You can see as well as hear a candidate, meaning you can get a better sense of who they are (and can put a name to a face!)

Additionally, video interviewing solutions can even allow for integration with competency-based assessments to provide greater insight into a candidate’s ability. Some competencies which have been shown to predict workplace performance include: Verbal, Numerical, and Logical Reasoning, Drive for Results, Social Skills, Influencing and Motivational skills, Confidence and Optimism, Teamwork, Dependability, and Business Acumen.

Video interviews are particularly effective at measuring the key competency Verbal Reasoning. In the workplace, communication is key. Having good verbal reasoning skills means that your employees can understand and interpret written and spoken information. Even more importantly – they can make themselves understood by others.

By assessing these competencies, it is possible to predict up to 40% of a candidate’s workplace performance, making this much more effective than some other measures, such as grades on their own (which are only around 1% predictive of performance!) This speeds up the recruitment process and allows you to determine a candidate’s potential before you hire them.

At Talegent, we have designed a video screening system and assessments which evaluate a candidate’s ability within any given competency. By avoiding hiring mistakes before you make them in the first place, money, time, and effort can be saved. By using screening solutions, you can hire the best of the best, avoiding hiring people who will slow down your business.

Asking All the Right Questions

aaeaaqaaaaaaaagjaaaajdzkzwm2zdg4lwnkmtctngniny1imwewlwu5yjy3m2vhnzzlygSo, you have been interviewing numerous candidates over the last few days. You don’t really know what to ask them and it’s easy for them to figure out what you want to hear and respond accordingly. As a result, you’re not getting an accurate indication of their abilities and can only really judge them on how well they hold a conversation. Now comes the time when you need to compare the results of your interviews. Somehow, half of the first interview was spent talking about holiday plans. The second interviewee delivered what seemed to be a well-rehearsed monologue, while the third interview was spent largely discussing details of the job role. With each interview going so differently, how can you compare results?

The short answer is, you can’t. You need a solid structure in your interviews to be able to compare them consistently and objectively. That’s the basis of the concept behind structured interviews.

Using a structured interviewing method means that each candidate gets asked all the same questions and are assessed on the same abilities. This allows you to judge each candidate on the same scale, making it far easier to compare their abilities and work out who is best for the job.

Research has found that using standardised, structured formulas throughout the interview process heeds more accurate results than less formal interview methods. This is because the questions presented are clear and concise, with little room for ambiguity or confusion. Structured questions prompt the candidate to talk more in-depth about their abilities and experiences, leading to a fuller understanding of their strengths and weaknesses.

On top of this, questions are formulated according to competencies which have been shown to predict work performance. By evaluating candidates under a set of key competencies, you can get a better idea of how they might perform on the job and if they really are capable of success in the workplace. Key cognitive competencies that should be assessed are Verbal, Numerical and Logical Ability, while critical behavioural tendencies include: Drive for Results, Social Drive, Teamwork, Business Acumen, Confidence and Optimism, and Influencing and Motivating.

Using our Graduate Interview Guide will help remove subjectivity from the interview process by following structured, competency-based screening, allowing you to accurately assess a candidate’s ability. Not only will your company benefit from hiring the best of the best, but life will be made a lot easier for you too!

Immersify: The Most Engaging Way to Measure Reasoning Ability & Learning Agility

(Left to right) Richard Thwaite, Madeleine Vaassen, Cam Beazley

Today I spoke with Richard Thwaite, Talegent’s Quality and Support Manager, about Talegent’s newest assessment, Immersify.

Good afternoon Richard, can you tell me a bit about Immersify and how it works?

“Immersify is our new gamified assessment. It is a tool to assess someone’s learning ability and learning agility by using functions or formulas to solve a system. What happens is candidates are presented with a range of these functions that they can use to make changes to a ‘panel’. There are three panels – the first panel shows a range of functions (called the functional panel), the second panel allows candidates to test out these functions and see how they affect a given image (called the experimental panel), once the candidate has learnt what the effects of the functions are, they apply them in the final panel
(the ‘real’ panel). Because we have the experimental panel, we can actually assess someone’s Learning Agility as we can see how fast they’re learning what the effects of the functions are, and we can also assess their Learning Ability in how many correct placements they make in the final panel. These competencies have been shown to be two of the most predictive assessment measures across a wide variety of job roles. Another bonus is that the narratives or scenarios of the testing process can be completely customised to match the client’s needs.”

sdrWhen is Immersify used?

“Immersify can be used at any stage of the recruitment process. Using it at the screening stage is particularly beneficial because companies can quickly get to the high performers, easily sifting through the large volumes of applicants. Again, Immersify is customisable so it can be adjusted to fit any recruitment process needs.”

immersify2What are the benefits of gamified assessment?

“One of the benefits of gamified assessment is that there are much lower dropout rates compared with traditional testing methods. In past graduate campaigns we have seen dropout rates upwards of 10%, but with our new gamified assessment we have experienced an under 1.2% dropout rate! Our gamified assessment is also very well tested – only 0.5% of candidates contacted our help desk with issues in terms of completing the assessment. This type of assessment makes for a much more engaging experience for the candidate. This means that candidates almost forget they’re doing an assessment – they get involved with it, they have fun with it, they enjoy it, and as a result they’re more likely to complete it and move on to the next stage of recruitment.”

So there you have it! The new trend in the HR community comes to life in Talegent’s Immersify, a gamified assessment which can be fully customised to suit your company’s needs.

 

Three Top Tips to Unleash the Power of HR Analytics

Discover how to start using people metrics to propel your business metrics

Businesses are run by metrics because numbers are an objective, precise and reliable way of measuring success and the processes that determine it – but can numbers also be used to measure candidate attributes that will determine if they will be top performers? The answer is YES. Many leading companies are already running their hiring process by numbers to achieve better outcomes. If you’d like to start basing your own recruitment process on accurate, quantitative data so you can make better informed hiring decisions, read on.

  1. Follow the thought-leaders

As an emerging field, the topic of People Analytics is all over social media. Twitter and LinkedIn are great ways to get in on the conversation, get educated and find helpful resources such as discussion boards, groups, articles and blog posts. Best of all, it’s totally free.

Here are some leading thinkers that you should search for on Twitter and LinkedIn: David Green, Jeremy Shapiro, Andrew Marritt, Mark Berry, Greta Roberts, Luk Smeyers, Michael de Graaf, Richard Rosenow, Josh Bersin, Megan Jones, Evan Sinar, Damien Delalla, People Analytics: Data-Driven HR (LinkedIn group).

If you’re not finding what you need through social media and would prefer an in-depth description of analytics and how it works all in one place, here are some comprehensive books on the subject: Keeping Up with The Quants by Tom Davenport, and HR Analytics: The what, why and how by Tracey Smith.

  1. Amp up the analytics capabilities of your HR team

If you’ve been staffing your HR department with great people persons who are confounded by numbers, it’s going to be difficult to apply analytics in your organisation. Therefore, it is imperative to start adding people to your team who possess the necessary skills to analyse data and present it in an interesting way. Key skills to look for include: statistical and consulting abilities, storytelling, data science and management, as well as strong leadership.

  1. Get a strategy together

Analytics not only enhance HR practices, but also enhance business productivity. By identifying business objectives first, the human factors which affect these can be addressed. For this reason, it is imperative that you know your business and its areas that need improvement. Things like productivity, product quality, communications, customer retention, and so on, could potentially be areas which need to be developed. If you work backwards by first identifying the issues within the business, then look for people who possess the necessary skills and qualities to improve these areas, you can easily find the right person for the job through using analytics. In other words, analytics are great, but they need to be used effectively so that they can properly benefit your company.

 

In short, by improving your knowledge about People Analytics, enhancing your HR team’s analytics capabilities and understanding how human metrics can affect business metrics, you can soon be on the road to using analytics to drive your business to success!

Leading Luminaries in Psychometric Testing (according to us)

Sure – we ourselves are talent assessment experts, but we can’t think of everything! There are a number of industry experts we follow for education, provocation, and inspiration. If you too are interested in learning from some of the top thinkers in the field, here are our suggestions:

  1. Paul Thoresen: As an expert in industrial and organisational psychology, Paul Thoresen, specialises in data analysis, facilitation, consultation and change management, aiming specifically to assist HR and management professionals. We watch out for his tweets so that we can keep our fingers on the pulse of the latest trends in talent acquisition.
  2. Laszlo Bock: Laszlo Bock provides interesting insight into the hiring processes behind (arguably) the world’s most successful company, Google. Google’s novel approach to managing people is well recognised and Laszlo provides a comprehensive understanding of the behind-the-scenes workings in his recently published book, Work Rules!
  3. David Green: @david_green_uk consistently delivers insightful commentary on the latest developments in talent measurement. He posts provocative articles undermining conventional wisdom and provoking thought about controversial subjects, such as automation, computerisation and artificial intelligence.
  4. Dave Milner: Dave Milner runs the future-focused @HRcurator twitter account, which is one of our prime sources for all the latest news, reports, and trends from all over the industrial and organisational psych industry.
  5. Daniel Goleman: As a heavyweight in the field of emotional intelligence research, Daniel Goleman is a huge influence on the direction that personality testing in the workplace has taken, which is why we like to stay up to date with him and his research.

Assessment is No Game…Or is it?

Long-awaited by the HR community, gamified assessments have finally arrived! Analysing the results of the administration of a gamified assessment by a leading Australian professional services firm to over 12K graduates indicates that this new form of assessment provides a more positive and engaging experience than traditional assessments. At the same time, response data shows that gamified assessments are capable of delivering valid and reliable measures of cognitive ability, plus are especially well-suited for measuring learning agility.

Gaming is big and getting bigger

Gamification has been a hot topic within business circles for years. The rapid emergence of the digital gaming industry – expected to hit $100 billion in worldwide revenue this year – is a testament to the human appetite for interactive tests of skill and/or knowledge, as well as instant feedback via a reward system of points or digital prizes.

Business is getting on the gaming bandwagon

Gamification has already been harnessed for motivating desired behaviours in customer loyalty, employee motivation, and other programs. In fact, gamification has consistently topped the list of upcoming tech trends in HR for the last several years. Now, that promise appears to be coming to life with the recent introduction of game-based talent assessments.

Game-based assessments moves from concept to reality

There now exists a small number of assessments that employ a game interface for the purpose of measuring a candidate’s abilities. Their key defining characteristic is that they are interactive. The test-taker (or game-player) performs certain actions in pursuit of a given goal, and gets instant feedback on the impact of those actions, which in turn could inform their subsequent actions. In other words, through playing, one can learn to ‘master’ the game.

Assessing gamified assessments

It is believed that the combination of interactivity, entertainment value and novelty could provide greater attraction and engagement for new entrants to the workforce who grew up within a digital/online landscape and have thus come to expect more interactive experiences.

 

If you would like to know more about gamified assessment and how your business could utilise this innovative testing format, have a look at our Gamification whitepaper coming soon!

Disruptive Trends in HR Technology and People Analytics: 5 Things We’ve Learned

peopledataResearch has shown that 87% of business leaders are highly concerned about customer retention and engagement. Companies desperately need to figure out what makes people join, what makes people stay, and what will lead their business to success. These are all questions that can be answered by using People Analytics.

1. People Analytics are about to take off

Applying People Analytics to HR has had a lot of attention in recent years. However, as with most business trends, People Analytics will grow exponentially. This means that although now – in the early days – it may seem like development is happening very slowly (since companies are in the experimental stage of using analytic technology), soon the industry will take off. Leading companies are already starting to apply it in practice with very positive results. Experts are also now predicting that the market is ready to soar and should begin doubling at a bigger and bigger increment each year. We expect that People Analytics will soon be a standard part of HR.

 2. Most companies still don’t know what People Analytics really are

Many seem to think that People Analytics are about computing things like retention rates or identifying how many employees a company has. People Analytics is much, much more than this. It uses hard data about people to solve business problems, such as sales productivity, customer satisfaction, fraud, as well as retention.

Research has shown that almost half (48.5%) of organisations do not use HR technology which is suited to their business, significantly reducing the effectiveness of such technology. Using the right technology is the first step in forging an effective HR People Analytics system.

However, it can be difficult to know what kinds of HR technology is suited to your company’s needs. Many HR professionals are unsure whether they should be using standardised or context-specific measures for their organisation. This is why it is important to firstly consider the business outcomes you want, before leaping into analytics.

3. Data management and the implementation of models are key

Firstly, managing data can be a huge challenge. Many companies agree that HR data is inconsistent, difficult to read, and difficult to find. It is common for businesses to be unaware of how many salaried or contracted employees they have at any given time, as they are dealing with a huge data-integration problem. Studies have shown that over 80% of companies are getting stuck dealing with reporting issues, agreeing that there is a lot of “technical debt” to sort through so that they can scale their operations properly.

Secondly, you need a model to make it work. A model expresses how data are connected to each other and how they are processed and stored inside the system. Properly implementing the right model can help you predict retention, predict the most efficient path to success, tell you how much to pay your high performers, and so on. But implementation is easier said than done as it requires a degree of transformation of existing business processes. You may need to bring in change-management consultants to make it happen and make it work.

 4. New types of data require new analysis methods

Gone are the days of analysing payroll, Human Resource Management System, attendance data, etc. Today, all sorts of data need to be analysed, such as employee engagement survey data, email history data, employee badge and sociometric data, as well as all the data which comes from wearable devices.

These new types of data need to be analysed in specific ways which may be different from traditional methods. With more than 1.2 billion smartphone users on the planet, the presence of video cameras and GPS on devices means that a lot of the data getting looked at will be based on time, location and visual identity. These kinds of data require new, innovative measuring systems.

5. Security and anonymity will become your middle name.

As a result of numerous credit card and security breaches which have happened recently, employees and legal departments are often nervous about the analysis the HR sector does. It is important that HR and People Analytics teams are informed about data security, privacy and identity protection. Data needs to be properly stored and handled so that no personal information can get leaked to the public.

 

People Analytics can provide helpful information about your company and how to improve it. Being able to properly integrate HR technologies is key to successfully using People Analytics and making your business the best it can be.

Positive Leadership Traits: They are not what they may seem

Imagine Frank, a top manager at a big-time company. Frank is confident in his abilities, his charismatic air encouraging his colleagues to believe in him. He is very determined and goal-orientated, always striving for improvement. Frank is also a risk-taker who enjoys seizing every opportunity which comes his way. Frank sounds like a great leader…right?

Now consider James, a leader in a similar position to Frank. James comes across as humble and perhaps a little reserved. He values harmony among his team and takes care to remain group-orientated. He does not like taking risks and prefers to carefully calculate his decisions, even if this means he may sometimes miss an opportunity. James sounds more like a follower, not a leader…right?

Wrong.

 

Is confidence really key?

Frank is a narcissist. Narcissists tend to over exaggerate their abilities, whether or not they have the goods to back up their claims. By hiding his insecurities, Frank comes across as being more capable than he actually may be, which is why people like him are frequently found in positions of power. It is easy to mistake narcissism for optimism, confidence or actual ability, but this mistake can have disastrous effects on your company. Wouldn’t you rather hire someone who is modest and can actually deliver great material, rather than someone who sings their own praises but can’t perform when the time comes?

James, on the other hand, is altruistic. James may not seem as self-confident as Frank, but only because leaders like him tend to be more self-aware than leaders like Frank are and will evaluate their work more honestly. This does not mean James is less capable of performing, in fact it means the opposite. Someone like James who can critique their own work will improve faster than someone like Frank, whose confidence may cloud their judgement.

 

The importance of relationships in the workplace

Frank comes across as being very determined…but determined for what? Group improvement or self-gain? Frank’s typically narcissistic quality of being self-centred means that he may not always have the best interests of the company and his team members in mind. This could easily result in his colleagues not liking, trusting or respecting him, rendering Frank powerless.  On top of this, narcissism and corporate crimes have been correlated, again due to the self-absorbed nature of narcissists and their tendency to feel entitled.

As an altruist, James will put the well-being of his team members before his own. This can sometimes come across as being less goal-directed and more friendship-orientated, which is not the case. By caring for his team in this way, James creates a positive environment in which his colleagues will feel comfortable sharing their needs and desires as they trust him to acknowledge these, leading to the fulfillment of group and individual goals. The relationships between employees can hugely affect work output, therefore great communication and a positive environment is an essential to a successful business.

 

Risk-taking Vs. Careful consideration

Frank often displays risk-taking behaviours. It is a popular belief that leaders must be like Frank in order to seize opportunities and make difficult decisions. Not so! It is actually more beneficial to have an altruistic leader like James who is prudent and calculated. This is because someone like James will consider all possible outcomes and make a decision which is most likely to be advantageous to the group in the long term, rather than focusing on their own individual short-term goals.

A leader must of course be ambitious, but not so much that they ignore consequences on the off chance that they may succeed. James may not seize every single opportunity like Frank does, but is every opportunity really worth seizing if it hasn’t been thought through properly? What if snatching up an opportunity without proper consideration turns out to be detrimental to your company? James calculates every choice he makes for the business, reducing the risk factor substantially. He is motivated and determined to improve circumstances for everyone and he will go the extra mile to ensure this happens – without stepping on anyone to get there.

 

People like Frank tend to be placed in leadership positions because of their initial bubbly charm and confidence. It is easy to overlook wallflowers like James, who may not seem to be the leader type at first, but will prove to be exactly what your company needs in the long run. In short, hire a James, not a Frank!

How to avoid your next hiring mistake

OMG_Shocked

Companies commonly neglect considering a key element during the hiring process – the human element. How can you know what kind of person someone is if you only have a résumé and a feigned interview for reference? How will you know how they interact with others in the workplace, or what implications their personality will have on their productivity? At Talegent, we have devised a scientifically based and empirically proven personality assessment to accurately answer these important questions.
Résumés provide limited information about a candidates’ ability, while the artificiality of interviews often lead to biased judgements and incorrect assumptions about a potential employee’s personality. Even cognitive ability tests may not be an accurate representation of a person’s on-the-job performance. These limitations can result in hiring someone who is completely wrong for the job, even if their résumé seemed perfect and their charming nature during their interview had you fooled. A mistake like this can hugely affect the functionality of the workplace environment – or worse, the productivity and output for everyone in the office.
Our personality assessment helps prevent these potentially disastrous mistakes by identifying and measuring the core traits that research has proven can determine job performance. These personality tests are designed with sufficient subtlety and sophistication that they are near impossible to cheat, with measures put in place to identify candidates who provide deceptive answers to manipulate their test outcome.

Below are a few classic examples of negative worker types, along with the measurable personality trait that could have unmasked them before you offered them the job:

  • THE ARROGANT SOB
    This kind of worker is more than unpleasant to be around, their pride and contempt barely concealed under a layer of sarcasm and frustrated sighs. This person’s attitude and behaviour can suck the motivation right out of a team and cause tension in the workplace. A key personality trait which predicts arrogance is narcissism. A high score in this trait indicates a person who elevates themselves at others’ expense, someone who is out for personal glory regardless of whom they step on to get it.
  • THE DISORGANISER
    The disorganiser is unreliable. They don’t finish their work on time, they don’t fulfil their promises and they are just generally scatter-brained. This person would score badly in the conscientiousness trait. Basically, conscientiousness predicts the tendency to plan and have self-discipline. Clearly these are important factors in the workplace as you would not want an unorganised, unmotivated and unprepared team member in charge of anything even slightly important. In fact, research shows that conscientiousness is the number one predictor of job performance.
  • THE LONER
    A worker who is a loner displays antisocial behaviour and is often uncomfortable being around other people. They may be quiet, shy and generally reluctant to contribute. Although these traits may be fine in certain workplaces where little human interaction is required, it can be hugely detrimental in roles that require much team work. The loner would have a low score on the collaborative trait. This trait specifically indicates a candidate’s ability and willingness to work with others.
  • THE XENOPHOBE
    The xenophobe is hostile, prejudiced and unaccepting of anyone different from themselves, whether it be gender, ethnicity, age, and so on. Having a xenophobe represent your company on the front lines of customer service can have a disastrous effect, resulting in dissatisfied or even insulted customers who surely will not return to your company. This person scores badly in the accepting trait. People who score low on this trait greatly prefer to deal with people just like themselves and are rejecting of people who do not fit this mould.

The list of nightmare employees could go on…

Unfortunately, these bad employees do not reveal their true colours until it is too late. To ensure optimal person-job and person-culture fit, it is critical to measure the right things. This allows for a fuller and more accurate indication of how candidates will perform on the job, before you make the mistake of hiring them! To learn more, have a look at the 24 key capabilities that underpin optimal job performance.