Are You & Your Team Using CYA (Cover Your Ass) Tactics?

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As an HR manager, you wear many hats. You’re responsible for recruitment, onboarding, training, employee relations, compensation & benefits, and so much more. And let’s be honest, budgets are often tight. You’re constantly looking for ways to maximise your impact and do more with less.

Focusing on employee engagement and retention strategies is essential, but it demands a strategic HR approach. Investing in HR tools and techniques that enhance your understanding of your workforce and support their development is key.

The Untapped Potential of Psychometric Assessments

Many HR managers I speak with rely on psychometric assessments to validate their hiring decisions or assist with candidate selection. However, few integrate the results into their onboarding programmes, development plans, succession planning, or to equip managers with insights to better understand and grow their teams.

Do More with Less

Using psychometric tools for people development should be a no-brainer. After all, you’ve already invested in the assessments during the hiring process – and additional reports are often included in the cost (self-plug: ours definitely are!). Contemporary psychometric tools provide powerful insights into an individual’s cognitive abilities, interests, and behavioural preferences, making them a highly valuable but often underutilised resource.

Let me share a personal story about the impact of psychometric assessments on team development.

In one of my previous roles, I led a diverse team of individuals from various backgrounds. Despite my best efforts, the group felt more like a collection of strangers thrown together on a bus than a cohesive team. There were personal agendas, CYA tactics, missed deadlines, and poor productivity levels. I realised I needed a structured approach to better understand my team members’ strengths and development areas.

The Game-Changer

That’s when I decided to take a fresh look at psychometric assessments. While we were already using a basic four-quadrant personality test for hiring, I needed more robust tools. I wanted assessments that could provide:

  • Insights into cognitive abilities
  • A detailed breakdown of interests
  • Flexibility to customise assessments to specific needs
  • The ability to benchmark individuals and teams against tailored standards

When I found the right tool, the results were game-changing.

We gained profound insights into each team member, identified development areas, and facilitated both group and individual development sessions using the assessment resources. The gap analyses provided allowed us to target training initiatives effectively, saving us significant costs on generic training programmes. Managers were empowered with customised tools and actionable insights to support and develop their teams.

We extended this process to new hires, incorporating assessment data into onboarding and using management reports to create their first development plans. The outcomes were remarkable – engagement levels soared, attrition dropped, and productivity skyrocketed.

3 Steps to Harness the Power of Psychometrics

  1. Select the right assessmentsthat align with your organisation’s needs.
  2. Communicate the value of these toolsclearly to your team.
  3. Leverage the insightsto design targeted trainingand development programmes.

 

Are you ready to elevate your people development efforts?

  • Book an obligation free APPOINTMENTwith one of our consultants
  • Request a FREE TRIALof our assessments.
  • DM ME on LinkedInto discuss further.

 

#EmployeeEngagement #TeamDevelopment #Psychometrics #HRLeadership #WorkforceDevelopment #PeopleManagement #SuccessionPlanning #TalentDevelopment #HRStrategy #LeadershipDevelopment

 

 

This Japanese Phenomenon Might Soon Also Become an Australian Phenomenon

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Have you heard of Karōshi –the Japanese term for death by overwork.

A recent government survey in Japan found that around 1 in 10 Japanese workers clock in more than 80 hours of overtime per month, with one in five at risk of Karōshi.

But overwork is not just a Japanese issue; it’s a stark reminder of the toll excessive work takes globally, including here in Australia. A 2024 Australian survey found 4 out of 5 office workers experiencing burnout, often linked to heavy workloads and understaffing.

As with most workplace challenges, employee well-being has a massive financial impact on businesses of all sizes.

It’s estimated that disengaged employees cost the Australian economy a staggering $211 billion¹ annually—including losses from reduced productivity, absenteeism, and high employee turnover.

Even more alarming, nearly 25% of burnt-out employees haven’t spoken with their manager about this!

There’s a Better Way

GR8 Wellbeing is an innovative, data-driven assessment tool specifically designed to identify and address employee well-being challenges. Based on cutting-edge theories in industrial and organisational psychology, it empowers your organisational to:

  • Proactively identify burnout risks before they escalate.
  • Uncover the root causes of employee dissatisfaction.
  • Develop targeted interventions to improve well-being, engagement, and performance.

Invest in your workforce’s well-being—because happy, healthy employees drive organisational success.

Discover how GR8 Wellbeing can help your business thrive.

 

Source: HRM Online¹

#EmployeeWellbeing #BurnoutPrevention #HRInnovation #WorkplaceWellness #EmployeeEngagement #HRTools

 

 

My People Are Great But My Team Doesn’t Gel

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“I have great people in my business, but when working as a team they just don’t gel.”

 

Does this ring a bell with you?

Humans are complex individuals, but put humans together in a team, and complexity goes through the roof! So how do you ensure your teams deliver high performance and foster workplace collaboration?

A Champion Team Beats a Team of Champions

This adage, often used in sports, holds true in the business world as well. Professor David Clutterbuck, a renowned expert in team dynamics, defines a team as a “special form of group, where shared purpose and interdependencies replace common purpose and individual activity.” In essence, a team is more than just a collection of individuals; it’s a cohesive unit with a shared goal and a commitment to collective success.

By understanding these key characteristics, we can better appreciate the power of high-performing teams and the importance of fostering a collaborative and supportive environment.

 

The Three-Pronged Approach to Developing Top Teams

We live in an innovation-driven world, where building high-performing teams is more crucial than ever. To foster innovation and drive success, consider this tried-and-tested team-building strategy:

  1. Hire the Right People

Recruiting the right talent is the foundation of a high-performing team. To ensure a successful hire for your team, it’s critical to:

  • Benchmark Success: The first step is truly understanding what drives top performance in your business. Leverage the science of psychometric assessments to identify these attributes. This not only highlights development areas for existing team members but also creates a benchmark against which you can measure new team members.
  • Clarify Roles: Develop detailed job descriptions that outline the key responsibilities, skills, and experience required for each position.
  • Screen Effectively: Use a combination of screening techniques, such as resume screening, phone interviews, and video interviews, to identify qualified candidates.
  • Assess Fit: Consider a candidate’s fit with the manager, the team, and organizational values through tailored assessments.
  1. Onboard & Develop

The journey doesn’t end once the successful candidate signs the employment contract. To foster growth and employee engagement:

  • Onboard Effectively: Provide tools to help your manager onboard new employees and set them up for their first development plan.
  • Mentor and Support: Assign experienced mentors to guide new employees and foster workplace collaboration.
  • Invest in Training: Offer employee development programs to help staff acquire new skills.
  • Career Pathing: Create clear career paths to help employees see their long-term potential within the organization
  1. Create a Coaching Culture

Tony Robbins once said, “The greatest gift you can give someone is the gift of coaching.”

To give this gift:

  • Lead by Example: Model coaching behaviors, such as active listening, empathy, and constructive feedback.
  • Provide Coaching Training: Equip managers with the skills to act as effective coaches.
  • Foster Open Communication: Build a culture of honest dialogue where employees feel comfortable sharing their thoughts and ideas.
  • Recognize and Reward: Celebrate employee successes and provide regular recognition to boost employee engagement.

Invest in Your People

By focusing on these three key areas, you can build high-performance teams that drive results. Your people are your most valuable asset. Invest in them, and they will reward you with outstanding performance.

At GPI, we help organizations attract, develop, and retain top talent. Our programs increase team engagement and collaboration by more than 75%. See our testimonials here and book a call with me here to get started.

 

#TeamBuilding #HighPerformanceTeams #EmployeeEngagement #CoachingCulture

How to Prevent Mediocre Managers from Sabotaging your People Strategy

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Think about the worst manager you ever had; what qualities made them a bad manager?

You might think of some Not-Safe-For-Work words, but you might also say:

·  Micromanaging

·  Unempathetic

·  Uninspiring

·  Uncommunicative

·  Unsupportive

·  Unresponsive

Whatever you said, we’ve all encountered them. Those mediocre direct managers who lack the essential management skills to lead and inspire their teams. They’re not always bad people. Sometimes they’re great people in their technical roles, but they just really struggle to connect with people on an emotional level. This disconnect can lead to a host of problems, from low morale and decreased productivity to high turnover and a potential talent exodus.

Here’s the warning signs

These are some of the typical comments you’ll hear from your staff that indicate you have mediocre managers:

· “My manager is MIA. They’re never available when I need them.” We call these the Ghost Managers – now you see them, now you don’t!

· “My manager breathes down my neck, constantly checking in and questioning every decision I make.” These are the Micro Managers; they’re never willing to empower their team. Working under these managers is stifling. I’ve never had anyone tell me they love being micromanaged!

· “My manager’s mood swings are unpredictable. One day they’re supportive, the next, they’re critical.” These are the Moody Blues managers; their inconsistency drives people nuts.

· “I have no idea what’s expected of me from one day to the next.” These Garbled Guru managers confuse the heck out of their team; they struggle with communicating simple straightforward messages.

· “My manager just doesn’t understand me; we’re not on the same wavelength at all.” These Heartless Head Honcho managers are insensitive and don’t possess an ounce of empathy.

So what? Nobody’s perfect!

I agree, nobody’s perfect. Nevertheless, poor communication, a lack of empathy, and ineffective feedback can significantly hinder a manager’s ability to lead a team effectively. Micromanagement and neglect, on the other hand, can further erode morale, ,company culture and productivity. These behaviours damage genuine relationships and create a toxic work environment that can lead to decreased job satisfaction, increased turnover, and, ultimately, organisational crash landings!

3 Steps for Building a Coaching Culture in Your Organisation

To address the challenges posed by mediocre managers, organisations, regardless of size, must prioritise leadership development and people management skills.

In our experience, fostering a growth-oriented culture is key to a successful people strategy. Companies we work with actively support their managers’ growth and development to ensure they reach their full potential.

1. Offering accessible leadership development resources, such as practical management tools, online courses, workshops, and books. These can help companies empower managers with the tools they need to succeed. Building core skills through management training is essential for a high-performing team.

2. Implementing a mentoring program that connects experienced leaders with emerging talent, providing valuable guidance and support. A mentoring program improves employee engagement and fosters a positive workplace culture.

3. Engaging suitably qualified executive coaches to deliver tailored one-on-one coaching. This personalised development allows managers to address their specific challenges and aspirations. Studies tell us that over 70% of individuals who receive coaching benefit from improved work performance, relationships, and more effective communication skills.

Here’s what some of our clients say about their experience:

1. “Great People Inside tools & insights help managers to set our people up for success.” Karen Hailwood , ex CPO – https://www.phocassoftware.com/

2. We use GPI assessments for all our portfolio companies. GPI have tools they can customise for practically every HR situation and the outcomes are priceless“ Mark Flood , Director –https://renatus.ie/

3. “David believes in human based leadership and high self-accountability. Without reservation, I wholeheartedly endorse him.” Kim Fitzhenry Consultant at OSC (Optimized Supply Chain) Consulting

Remember, your people are your greatest asset. If you’d like to learn more about how Great People Inside coaching tools and executive coaching programs can support your managers, please contact us.

 

#LeadershipDevelopment #PeopleStrategy #CoachingCulture

23% of Employees Are Looking to Leave. Here’s How to Keep Yours & Save Up to $30K per Hire

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Did you know a whopping 23% of employees are actively searching for new jobs right now? That means there’s a strong chance your top talent is considering leaving. However, what if I told you there’s a way to not only retain your best employees but also significantly reduce the costs associated with hiring new ones in the future?

Let me tell you about one of our clients, a dynamic tech company. They were stuck in a perfect storm of challenges; 15% of their new hires were leaving before even finishing probation, and it was taking a staggering 40 days for new team members to become fully productive. This constant churn was obviously a huge drain on their resources and morale.
They were constantly interviewing, hiring, and onboarding, only to see new recruits vanish before they could truly contribute. They were devastated to see their team falling behind on projects, growing increasingly stressed, and incurring significant financial burdens that they couldn’t figure out how to stop. The cost of replacing an employee can be as high as 30 times their monthly salary, so this “revolving door” was seriously impacting their bottom line.

They knew they needed to address this urgently and asked if we could assist.

Here’s how we helped:

Deeper Candidate Insights: We analysed their existing team dynamics and benchmarked the specific skills, traits and work preferences required for success in their unique fast-paced work environment.

Targeted Recruitment: We then helped them re-engineer their recruitment process tailored to those insights which enabled them to attract and select candidates who were a perfect fit, not just on paper, but in reality.

Onboarding Optimisation: We provided practical tools and guidance to help their managers improve candidate onboarding experiences, ensuring new hires felt valued and supported from day one.

The impact? A phenomenal 55% reduction in new hire turnover and a 10-day decrease in the average time it took for new hires to become productive.

Is your company facing similar challenges with new hire turnover and productivity? Let’s chat about what you need. Drop a comment below make an appointment or send me a message to learn more!

#newhireturnover #recruitmentchallenges #greatpeopleinside #gpi #productivity

The recruitment maze: Adding objectivity to reduce risk to identify top talent

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Many of us can agree that recruitment is a risky business. Finding perfect candidates for all roles in your business who will meet the job requirements and excel within your company’s culture is akin to solving a complex puzzle. A recruitment maze. According to industry statistics, only 25% of the selected individuals are top performers. The question is, why does this happen?

How do you reduce risk to identify top talent to join your organisation?

The main challenge in identifying top talent is the need for more objective data available when making hiring decisions. Using more objective data for candidates on an individual basis and applying a human approach in the recruitment maze is discussed in this article.

Without a crystal ball, hiring managers often rely on a limited information set: resumes, reference checks, and gut feeling. While these elements are paramount, they provide only a fraction of the information required to make a well-informed decision.

A solid argument to reduce risk to identify top talent

John and Ronda Hunter’s research in “Validity & Utility of Alternative Predictors of Job Performance”, points out that interviews and background checks provide just 26% of the information required to make a successful hiring decision.

Recruitment maze

This stage is where most selection processes typically end.

How can we gather more valuable objective data to simply the recruitment maze?

The answer lies in measuring cognitive ability, behaviours, occupational interests, and overall “fit”. By incorporating these aspects into the hiring process, you can gather a powerful additional 49% of valuable objective data for candidates at an individual level. In essence, this approach slashes your recruitment risk by almost 50% and enables a greater tapping into the potential of candidates for longer employee engagement.

Making selections for our personal purchases

Think about the last important purchase you made: a new car, a smart TV, or a laptop. Chances are, you didn’t base your decision solely on how it looked. You likely considered various aspects such as performance, features, and how well it suited your needs and wants.

A need to improve the recruitment process

So why do we rely on just 26% of the available information with interviews and background checks when it comes to hiring?

Unsurprisingly, we get it right 25% of the time. It’s like betting on the roulette table or the slot machines. But there’s a better way.

A range of available assessments to help with the recruitment maze

With the advent of next-gen evaluations, you can substantially improve your hiring process. We’ve seen significant results working with clients.

Assessments are available off the shelf for a range of roles, including:

  • Managers
  • Salespeople
  • Customer service representatives
  • Blue collar workers

Moreover, you have the flexibility to choose specific dimensions critical to your business. Dimensions could relate to strategy, managing generations, or promoting a culture of respect, for example.

What’s more, these assessments are easy to use, cost-effective and validated. There’s no need for expensive certification courses. The GR8PI next-gen technology handles interpretation and provides reports in plain language that are easy to understand.

So why not give an assessment a try and see for yourself?

It’s time to break free from the old, ineffective methods and embrace a more data-driven, reliable and informed approach to hiring tomorrow’s talent.

As Einstein famously said, “Insanity is doing the same thing over and over again and expecting different results.”

It’s time to change and significantly reduce your recruitment risk while identifying top talent essential for your organisation to thrive. Trial an assessment for free today.

Behind every stay: How helpful is the influence of managers on employee retention

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Let’s state the obvious. The world of work has undergone a massive transformation globally in recent years. Traditional office-based work models are no longer the standard norm As businesses transition to hybrid work models, the influence of managers on employee retention is even more critical.

Before delving into more detail on the importance of direct managers, let’s first define what we mean by this term. A direct manager is responsible for supervising and managing a group of employees. They are often the main point of contact for employees when issues arise and play a crucial role in ensuring each employee they are managing is working to their full potential.

What are the factors behind the influence of managers on employee retention?

Bridging the gap: One of the key reasons these managers are so crucial is their ability to bridge the gap between employees and the organisation. This role becomes even more essential in a hybrid work environment where maintaining effective communication is vital. They ensure that employees understand the organisation’s goals and objectives, and role and purpose within the company. Regular feedback and support from these managers help employees feel engaged and connected to their work.

Well-being: Direct managers also play a vital role in supporting employee well-being. New ways of working do not remove the legal responsibilities of employers to pay attention to workplace health and safety. Managers are well-positioned to identify when employees are struggling with their workload or experiencing increased stress. They can offer support and guidance, such as providing access to mental health resources or adjusting an employee’s workload.

Team morale: Maintaining team morale is also critical to retention. Direct managers can provide opportunities for team building and socialising. Regular team meetings, social events, and other initiatives help create a sense of community and belonging, boosting morale and productivity.

Development and growth: Encouraging employee development and growth is also essential. Only some people can work from home. Also, some recent studies tell us that those working away from the office can become less visible and may be overlooked for new projects or promotions. Direct managers can overcome the perils of “out of sight, out of mind” and provide:

  • tailored training and development opportunities,
  • guidance in identifying strengths and weaknesses,
  • and direction on advancing careers within the organisation.

This manager role ensures fairness and recognition of course growth for all team members regardless of WFH or not.

The need for organisations to back their managers

However, it’s crucial to recognise that not all direct managers are great managers. Some have been promoted based on tenure and previous success in different roles. Some are simply the last man standing in a team. Research shows that mediocre management is the number one reason people leave companies. Managing people is a complex task, and the complexity is further amplified in a hybrid work environment. Therefore, businesses must provide support and resources to direct managers.

Just as dentists require specialist tools to treat patients, managers need the right tools to lead and support their employees effectively. You may be curious about our range of practical, customised tools to help your managers succeed. As a first step, why not try the assessment yourself here to see what it looks and feels like?

Manager vs Leader – a balancing act for effective organisational performance

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In the dynamic and ever-evolving landscape of contemporary business, the imperative for balancing manager vs leader roles to enhance their effectiveness has grown considerably.

Gartner research has identified this as the foremost strategic priority for HR in 2023.

The strategic approach for Managers vs Leaders

There is a growing belief that in addition to being more effective, managers and leaders also need to model and epitomise a more humane approach, characterised by:

  • heightened empathy,
  • effective communication, and
  • a dedicated focus on fostering robust relationships with their employees.

The significance of this belief stems from the fact that embracing these aspects greatly facilitates cultivating a positive and productive workplace culture.  When there’s a balance between acting in a manager vs a leader role and connecting with their employees personally, it fosters a sense of mutual respect and trust. This, in turn, can lead to:

  • better morale
  • increased employee engagement
  • higher levels of job satisfaction

Most agree that when employees feel like their manager or leader genuinely cares about them and their success, they are more likely to be inspired to exert increased effort and achieve peak performance. Building strong relationships with employees through balancing managerial and leadership roles can also provide more targeted and personalised support to help employees overcome challenges and achieve their goals.

The problem, according to Gartner, is that even though:

“HR leaders try to build commitment, courage and confidence in leaders to help them answer the call, ‘human’ leaders remain few and far between. Critical obstacles to success include their own (very human) emotions of doubt, fear and uncertainty”.

What is needed?

Many successful managers are technically outstanding, but sadly, they lack behind when it comes to “softer” skills. They need all the help they can get. For example, help can include practical tools that facilitate the appropriate discussion and development initiatives.

With the recruitment market forecast to remain tight, the role of managers in retaining top talent becomes indispensable. It’s accepted that employees are more likely to stay with a company where they feel valued, respected, and supported. So, by prioritising empathy, communication, and relationship-building, managers can balance their roles,  create a more attractive workplace for top performers and foster a stronger sense of loyalty.

To explore our tailored and user-friendly tools designed for each team member, contact us.

Employee retention – how critical is the role of the direct manager?

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As we traverse this new world of work, one key area that needs attention is the role of the Direct Manager.

There’s been a seismic shift in how people work in the last few years. Indeed, the pandemic has driven millions worldwide to recognise that the traditional office-based work model is no longer the standard norm.

Direct managers have always been necessary for the workplace. Still, their influence is even more critical now as many businesses have moved to a hybrid work model.

In this blog, we’ll explore why a direct manager is essential in this new world of work. And we’ll look at their impact on employee satisfaction, productivity and retention.

What does direct manager mean?

Before we explore the importance of direct managers, let’s define what we mean by this term.

A direct manager is responsible for supervising and managing a group of employees.

Direct managers are often the main point of contact for employees when issues arise and play a crucial role in ensuring employees are working to their full potential.

 

The Critical Importance of the Direct Manager in Employee Retention

Clear communication is vital for effective direct management

One main reason direct managers are so crucial is that they act as a bridge between employees and the organisation. Effective communication is vital in any workplace, even more so when working remotely.

Direct managers ensure employees understand both:

  • the organisation’s goals and objectives and their role and
  • purpose within the company.

They also provide regular feedback and support. Therefore, assisting employees in feeling engaged and connected to their work.

Supporting employee well-being is a crucial aspect of direct management

Direct management is also crucial in ensuring employees’ well-being, even when working from home. With a blur between work and personal life, employers must pay attention to their workplace health and safety responsibilities. Employees should feel valued and supported by their employer. A remote work environment highlights this. Employees may experience feelings of isolation and disconnection from their team and organisation.

Further, being well-positioned, direct line managers more quickly identify when employees struggle with their workload or face increased stress. They offer support and guidance, such as providing access to mental health resources or adjusting an employee’s workload.

Maintaining team morale is the responsibility of the direct manager

Working from home can sometimes be isolating. Ensuring that team morale remains high is paramount. Direct line managers play a vital role in this area. Examples are providing opportunities for team building and socialising, even if done virtually. Regular team meetings, social events, and other initiatives promote a sense of community and belonging among employees. All this boosts morale and productivity.

Encouraging development and growth is another important responsibility of the direct manager

Finally, direct managers are essential in helping employees to develop and grow within their roles. This responsibility needs more emphasis in a hybrid working world where employees may interact less with colleagues and managers.

Direct managers provide:

  • training and development opportunities
  • guidance to employees in identifying their strengths and weaknesses and
  • direction on advancing their careers within the organisation.

The significant impact of Mediocre Managers

Research from SEEK tells us that mediocre management is the number one reason people leave companies. Let’s face it, managing people is complex. Add to it the complexity of hybrid working – and the degree of difficulty goes up a few levels.

How to support Direct Managers?

In summary, direct line managers need all the help they can get.

Dentists need specialist tools to treat patients.

So too, managers need the right tools to lead and support their people in each of their roles.

 

At, Great People Inside we offer a fantastic, cost-effective range of customised online tools for each individual. Our tools include development suggestions and guidance.

Reach out for help to be in the presence of more Magnificent Managers in your organisation.

 

How to measure values alignment to strengthen your organisation

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It doesn’t matter whether you’re a small family business or a large multinational; values alignment is at the heart of an organisation’s culture. A strong set of values can help build a positive work environment and foster:

  • trust,
  • integrity, and
  • accountability.

Values provide a sense of purpose and direction to clients, stakeholders and employees. Both are vital to you as a business, identifying business identity and as an individual. Values represent your inner voice reflecting your morals, scruples, and integrity. They are what you stand for. They are the personality of your business, which in turn affects your decisions. So, what you do and how you do it; your culture.

Importance of values alignment

Most business owners and leaders proudly feature the organisational values:

  • on their websites,
  • in job advertisements, and
  • during company presentations to stakeholders.

While your company’s values define your culture, how can you be sure that everyone in your team is on the same page? Think back to when you experienced a situation where you were required to compromise your values. How did you feel about it?

For most people, it makes them uncomfortable, and they struggle to reconcile the differences.

But why should we be bothered if not all employees align with corporate values?

Aren’t values just a guide?

After all, it’s not like they are a government regulation!

Values and company culture are important because they significantly impact the success and longevity of a corporation.

Leaders should be concerned. Your culture, the heart of your business, can quickly become a liability if the core organisational values are not accepted, embraced, and practised by every team member in your company. A lack of alignment by team members with your values can interfere with the ability of your business to deliver its strategic goals. As a result, this position can negatively impact the overall productivity and success of the organisation.

Team members must align with organisation values to avoid misunderstandings, miscommunication, and a lack of trust among team members. Without solid values, alignment can lead to:

  • reduced morale,
  • decreased motivation, and
  • lower levels of job satisfaction.

It can negatively impact the overall performance of the team and the organisation as a whole.

Current methods used to measure alignment at interview

Discussions about values often come up during the interview process. And most hiring managers have their own approach to checking alignment. This approach may include:

  • articulating the organisation’s values and their link to operations,
  • asking the candidate about their decision-making process, or
  • inviting them to state their interpretation of the organisation’s values.

No matter what questions you ask, it’s not an objective measure. Especially given that research for SEEK shows that almost half the candidates say they haven’t been sincere in their interview.

You could flip a coin as you have a 50/50 chance of getting it right. If you fail to verify alignment, the issues arise months after the employee joins the team when it’s too late.

Therefore, it is critical to understand which values align with your vision of the company.

Values alignment and cultural measuring tools are essential for organisations to assess the potential candidates’ values and cultural fit. By using these tools, organisations can identify candidates who share the same values and beliefs as the company, leading to:

  • increased job satisfaction,
  • higher levels of employee engagement, and
  • better overall performance.

Additionally, values alignment and cultural measuring tools can help to reduce turnover and increase the likelihood of a successful long-term employment relationship.

Objective information will inform your decision

Our flexible values alignment assessment solution scientifically measures more than 13 different values, so you can choose which ones to include for your organisation. We start by benchmarking values alignment in your business. Then you compare potential candidates to determine a “fit” for your company.

Typically feedback we receive from our clients says:

“The flexibility of the tool is impressive. It has helped us hire people who fit as we can develop custom benchmarks and assessments that measure our precise role requirements and ensure alignment with our values.”

 

“GR8PI has improved our hiring success and reduced employee turnover by 76%.”

When values align, employees are motivated, engaged, and committed to the company’s success.

To learn more about our values assessments, email with “values” as the subject, and we will be in touch shortly.