It’s Spooky Season at the Omnia Group, and we’re here to inform you that hiring does not have to be scary! Over the last few weeks, we’ve collected some hiring horror stories and tips to avoid their mistakes. We’ve kept all of these stories anonymous to protect the innocent, but make sure you learn from their mistakes!
This is probably the most important tip. Finding the right cultural fit is absolutely essential in both your hiring and retention practice. It’s estimated that 63% of people who quit their jobs in 2021 left because of a bad coworker or boss. Companies can’t afford to lose anyone due to poor fit anymore.
The Story:
“I made the worst hiring decision in over 30 years of my human resources career. I hired someone that I had a gut feeling would not get along with the team, but their resume was extremely impressive, and they seemed on paper to be a great catch. The fact that they were accepting our offer, lower than their previous employer, should have been a sign. This person was tasked with managing a team of 28, and by the sixth month, their turnover had gone up to 60% within their department. Not only their direct managed team, but other department heads were leaving because they could not put up with the unsupportive, unfriendly, and downright rude behavior. We will never make this mistake again.”
Assessing cultural fit is tricky, and we’ll address some ways to handle that later in this article, but one key takeaway we can point out now is that the Omnia Assessment is a key tool in assessing cultural fit. Using the tool to determine communication styles, behavioral traits, and other culture indicators can help you find the right people for your team.
The resume only really gives you half the story, and really, who knows what on a resume might be a flat out lie. While we like to think people wouldn’t lie to get a position, it’s becoming a common trend for job-hoppers to say they’re skilled in certain areas, collect a few paychecks during the onboarding process, and bounce as soon as they’re actually required to do their job.
The Story:
“My worst hiring experience was finding out someone had lied about their graphic design experience and falsified their portfolio. We hired someone, we’ll call him Ted, who said he had over 10 years of experience with graphic design and video editing. We have a thorough onboarding process that includes asking people to really learn and study our products, company culture, and in doing so, we give plenty of time to ramp up to actually producing work. We value a thorough onboarding. Ted took advantage of this, even requesting we extend his onboarding by a couple of weeks.
When it came time for him to start producing, we would get excuse after excuse on why there were so many delays. We found out he was using a popular $5 graphic design site to produce work and was having to do multiple rounds of revisions. Simple projects would take weeks. When confronted about this, he admitted he didn’t have a design degree, had no experience, and was outsourcing all of his work!”
How can you combat this? Make sample projects a must in your hiring practice, and ensure you check with previous employers or references if you feel you aren’t getting the whole story. You can even offer to pay for completing sample projects, but keep a firm deadline (in most cases, 24 hours is fine to complete a basic project).
Some people say that references are outdated and everything you need to know about someone can be found on their social media profiles. That’s not true, especially with everyone putting their best foot forward 95% of the time. That glorious Fiji vacation came with 28 hours of air travel, a cramped airplane middle seat, lost luggage, four buses, and two boats to get to that island resort, but you only see the champagne and crystal-clear waters. Much like asking a travel agent for advice on getting to your destination, you should probably ask references for advice on hiring.
The Story:
“We always said during our hiring process that we would be checking references, but we figured just asking would weed out people that didn’t have quality references. We let one slip through the cracks with someone that wanted to join our customer success team. After we made the offer and started down the onboarding path, and before their actual start date, they started making demands and asking to change the terms of their contract. We decided, out of precaution, we would go ahead and check references for the first time in our hiring…
We found out A LOT about this person, just given that all of the phone numbers were incorrect, and all of the emails were answered very quickly, and all mostly said the same thing. We pressed on these emails and asked for a voice to voice conversation and found out these references were forged! Thankfully, we were within our rights to withdraw the offer, but we lost several weeks going down this path with the wrong person.”
This one is easy: always require references, and always check them. People will tell you a lot if you give them the chance to talk. Listen more than you speak on these reference calls. And, keep your questions open ended.
As we noted above, we’d cover some strategies to ensure a good cultural fit, and group interviews are probably the most important aspect of this, other than behavioral assessments, which can give you a much deeper level of understanding. Still, a group interview can uncover some very interesting tidbits of information.
The Story:
“I was part of a group interview recently where the candidate had gone through several rounds with several members of our leadership team and was finally advancing to the final round. All of the references checked out, the background check was clear, and employment history was verified. We thought we had found the best candidate for the job.
When he got on the call, he was horribly inappropriate. He made jokes about how people looked, about wanting to take the group out to bars, and even asked one of the team members if she was single. When the leader on the call (who had not been a part of any of the other interviews) informed him he was being inappropriate, he said this was his opportunity to really bond with everyone. The whole team confirmed that was NOT the way to bond.”
Needless to say, the offer was not extended.
Obviously, that’s the worst-case scenario. Still, a group interview can give you great insights into how someone will fit into the team and their true behaviors. Allow everyone in the group to ask their questions!
For this one, we’re going to flip the switch a bit. Let’s talk about a horror story on the other end of the hiring process. When promoting your company, you have to be clear with talent on advancement opportunities, career growth potential, and any other relevant culture information your potential talent should know. This next story comes from a hiring professional who experienced their own horror story as the one being hired!
The Story:
My last company was an “up or out” culture meaning everyone was expected to continue to advance their position in the company. If you weren’t being viewed as one to promote you were viewed as one on the way out. This meant you had to be constantly thriving to do more, give more, and produce more. You weren’t evaluated by how well you were doing your current job but by what you were doing to advance to the next one. At performance review time if you only exceeded the core requirements of your job but didn’t find new things to do and create new value, your performance was rated “marginal.” I had no desire to make partner – I just wanted to do well in the job I was in and to continue to learn and thrive in that role. As you can imagine, this culture also created a cutthroat mentality and behavior among peers. Everyone was in competition with others to get put on projects, or even to do basic volunteer activities. Nobody really looked out for each other – they were all in it to win it for themselves. I still have some PTSD from that experience. It was not a culture fit for me at all.”
If you’re looking to avoid these hiring horror stories, consider using the Omnia Behavioral Assessment to take some of the guesswork out of hiring. Find the right cultural fit, learn more about your potential hires than their resume can tell you, and make offers with confidence. If you’d like to learn more about the Omnia Assessment, get in touch with us, or try it here free!
Also, don’t miss our upcoming webinar, Hiring Doesn’t Have to be Scary, featuring ways to use the Omnia Assessment to your advantage!
I am a natural enthusiast. Anytime I get caught up in something, I go deep and sideways looking for additional information, original context, and fun facts. As Spring rolls around, my enthusiasm for March Madness kicks in. And this got me going down a path of wanting to know the origin of the term “First String.”
The origin of the term “First String” goes back to the time of Medieval archery when a man needed more than one string for his longbow in competition. If his first string broke, he could take out his second, reserve string, and then proceed. Today, when we refer to the first string in sports, we are referring to a top player of the team and distinguished from a substitute. The first string is made up of the “A-Players” who start the game. Second-string players are rotated in strategically and typically not all at once. Depending on the level of competition in the game, a few first-string players may never leave the game. Clearly, picking your first string wisely, and having a strong second-string roster to substitute in, is key to building a winning team.
There is something to be said for putting your top players in your starting lineup, but the true strategy comes in playing the long game. Whether on the court or in the office, it is important to think of both the immediate impact and long-term effects of hiring and retaining the right team members. While filling roles as soon as possible may seem like the best strategy, it is more important to find the right fit. It is estimated that hiring the wrong person for a position costs a company around 30% of the annual salary of that position, so finding the right fit for key roles in your starting lineup is essential.
Your starting lineup cannot only be made up of new hires, nor can it consist solely of seasoned veterans. You must have a healthy mix to ensure diversity in thought. This is where the magic of pre-employment assessments comes into play. When maintaining your team, using assessments like the Omnia Assessment can help to find the right mix of all the desirable traits for your first-string players.
Benchmarking your top and most successful talents within individual positions adds another layer to your pre-employment assessments. Think of it this way: if you were able to hire a second Lebron James, would you do it? In 1992, the US Olympic men’s basketball team was led to victory by Michael Jordan, Magic Johnson, and Larry Bird. They were known as The Dream Team bringing home the gold medal in a stunning upset win against Croatia. Imagine if you could replicate the capabilities of these members over and over again to fulfill their positions? There may be some ethical grey areas when it comes to cloning your team players, but that shouldn’t stop you from trying to find the perfect matches.
One of the greatest women’s college basketball coaches of all time, the legendary Pat Summitt, once said, “Teamwork is what makes common people capable of uncommon results.” She knew how to coach her team to perform uncommon results, and she did it by adapting her coaching style to the individual players on her team. She assessed the strengths and weaknesses of every player on the team and ensured they all received the specific, individualized attention they needed to succeed. The same is true in the workplace.
By identifying the strengths and areas in need of improvement for individual team members (and on a larger scale, teams as a whole), organizations can customize and configure strategies to get the desired results. Leadership that uses a data-driven, analytical approach to relationship management in their team can set expectations more clearly, deliver feedback in a more transparent and direct manner, and set measurable and achievable goals.
In terms of coaching to weaknesses (though we like to call them focus areas), using assessments to learn about the personalities, motivators, and defining characteristics of your talent can aid the customization of improvement plans and setting up milestones for growth. Pat Summitt said it best: “You can’t always be the strongest or most talented or most gifted person in the room, but you can be the most competitive.” Use the assessment results to your advantage and bring out that competitive, can-do attitude in all your team players.
The only way to win a game, truly, is to be prepared to adjust your strategy based on the other team’s defense. You can watch all the game tapes of past performances you want, but that is only going to prepare you for half the battle during the actual game. The same goes for your hiring and retention strategy. Every person is an individual with their own wants, needs, goals, and dreams. So, what worked for one might not work for all.
Having detailed profiles on your team is like having all the components of a playbook. You can change things mid-game with knowledge and insight into the inner workings of your team dynamics. Additionally, being armed with the assessment data and role benchmarking allows you to move players into the right positions on your team as backups and redundancies. Life is inevitable. There is always going to be another curve in the road, so have plans in place for team members that can step up and fill gaps as needed.
If we are trusting the Rule of 10,000 Hours, there is a lot of practice and development before “the big game.” The rule says it takes 10,000 hours of practice, arduous work, and experience to become a professional in anything, and many studies show that is true in basketball as well. While we do not necessarily think it takes as many hours to become an expert in reading and understanding assessment results (especially with how easy The Omnia Group has made it to interpret the data), it requires some skill and experience to build the perfect, high-performing team. Effective leadership takes practice and time.
There is no March Madness to our method — just real, actionable data and results. Are you ready to get started? To learn more about how The Omnia Assessment can help you select top talent, improve your retention rates, and make you a better and more prepared leader, schedule a demo. We look forward to showing you how our solutions provide the right elements for building a winning team.
It may not seem like a college basketball tournament and your hiring process have a whole lot in common. But, think about it. Both scenarios start with a large pool of potential winners who go through a series of competitive rounds to narrow the field. In the end, one team (candidate) comes out on top and celebrates their victory. So, let’s take a closer look at how recruiting is like March Madness — no matter what month it is!
During the initial round, 64 hopeful teams kick off the tournament, knowing that only half will advance to the next contest. Similarly, in response to a job posting, you may receive 64 (or more) applications from potential candidates who want to work for your organization. Naturally, you’ll want to whittle down that list to a manageable number fast! Fortunately, the knockout questions on your company’s application will automatically weed out those who clearly aren’t a fit for the position advertised, leaving you with those who are at least minimally qualified.
In the round of 32, 50% of college teams play another game, and 50% of your potential candidates get the first set of eyes on their applications. During this phase, you'll review the remaining resumes for education, experience, credentials, skills, and achievements. Then, you'll rank the applicants and cut the bottom half of the field from the competition with an encouraging note to apply again in the future.
The Sweet 16 round starts with only a quarter of the teams and applicants still in the running. During this series, you'll make initial contact with your strongest contenders, officially making them job candidates. During the phone screen, you'll get a feel for each candidate’s communication style, personality, attitude towards work, and level of interest in the role. You'll start to get to know them beyond what you see on paper. After your last scheduled call, you’ll divide the field again, advancing the most promising professionals to the next round.
While it may feel like crowning a tournament winner or selecting the top candidate is still miles away, you’re actually closing in on the finish line. During the Elite 8 round, just 12% of teams and original applicants remain. But, before you schedule interviews with the hiring manager, it’s a good idea to shorten the list even further. Pre-employment assessments can help you with this task.
Pre-employment assessments are standardized tests that measure aptitude, cognitive capabilities, and personality traits, giving you a glimpse of how a professional would perform on the job. The hiring team can use this insight to rule out candidates who obviously don’t hit the mark and formulate targeted interview questions to draw out specific information from the frontrunners. The bottom line: Assessments provide additional data points about each person, giving you a more holistic view of their candidacy and allowing you to compare them in greater depth.
The results of the pre-employment assessments are in, and it’s clear who deserves to advance to the next round. During the Final 4, the last few teams can barely contain their excitement. One of them is going to win it all soon! Your top candidates share the same level of enthusiasm, knowing that they just have to make it through the in-person interview process. During the interview (or round of interviews), your hiring manager will gauge each candidate’s soft skills, industry knowledge, and company fit, jotting down their impressions.
The basketball players, your candidates, and your hiring team have played a long game, and they are exhausted. Fortunately, the time has come to select the winner! Your hiring manager will consider everything they’ve learned about each professional, often referring back to the pre-employment assessment results to support and frame their thinking.
Finally, they’ll rank the finalists, drop the bottom two candidates, and choose their next employee. Once they reach their decision, they’ll partner with you to put together an enticing job offer. (Unlike the tournament, though, you’ll keep the #2 contender on deck in case the champion declines your offer or fails post-interview screenings.)
Your recruiting process determines who will join your organization, and your employees ultimately determine your company's success (or failure). Therefore, it’s a smart idea to refine how you hire talent continuously. Here are some tips that can help:
Bonus tip: Survey your candidates to see what they liked and disliked about your hiring process. Then, take action on their feedback whenever possible.
Do you need to add pre-employment assessments to your hiring process (or make some changes)? We’re here for you! We offer proven, reliable, and highly insightful behavioral and cognitive assessments.
Our cognitive assessment measures how your candidate thinks, learns, adapts, and solves problems. Our behavioral assessment measures the personality traits that influence how your candidate works, such as assertiveness and communication style. Between the two tests, you can be sure a potential employee is the right fit for your team and the position.
Since we know time is of the essence in the recruiting process, our assessments are fast and easy to fill out. Plus, you’ll receive instant results so you can take immediate action. (And if you want us to analyze the data further to give you even more information about your candidate, we can do that, too!)
Contact us today with questions or to try one of our assessments for yourself!
Comparing the recruiting process to March Madness is a fun exercise. While the two are entirely different events, the similarities are striking. Both seek to systematically whittle down a large pool of contest entrants until a victor is named. As we root for our favorite college basketball team, we’ll be rooting for you to make your next successful hire — hopefully with as little madness as possible!
Remember when you were a kid, and your little sister (or brother) decided it would be fun to spend the day doing everything you did with relentless commitment. All. Day. Long. “Mom! Deanna is copying me!” By the end of the day, you were beside yourself with rage, and there was lots of yelling and fighting. Your parents may have stepped in, but only to tell you (the victim of this ridiculous crime) that “imitation is the highest form of flattery” so don’t be angry, be honored, and take that noise outside.
Today we realize there is truth to this after all; maybe I should go hug my sister. In business, when something works well, you want to repeat it; you want to do the actions that got great results. Benchmarking is finding out what works and using it as the model for making future things work. That’s my inarticulate, nontechnical definition; you won’t find it in the dictionary. What you will find in the dictionary is “evaluate or check (something) by comparison with a standard.”
So, benchmarking is the adulting, less rage-inducing version of copycatting.
Here at Omnia, we create standards for job roles. We call those standards “targets.” This gives our clients a way to evaluate candidates against a target and it’s another valuable data point for the decision-making process. We do this in a couple of different ways.
When our clients use the Omnia Assessment as a selection tool, we start the benchmarking process by collecting a job questionnaire as well as an internal position description. Our “job setup” form helps us build an 8-column personality graph of the job so we can compare a candidate’s 8 columns to the job’s 8 columns. This is the first step towards building a job benchmark that works for you. Our team of customer success managers and analysts review every job questionnaire and reach out to clients with any questions or suggestions. We want to be sure we have an accurate, updated understanding of each job, as well as your culture, peer, and supervisor comparison needs.
Industry Standard Catalog for Target Clients
The setup form and position description is level 1 benchmarking and happens across the board unless you choose to use one of our generic industry standards. With over 35 years in the business, we have a tremendous amount of historical data on successful traits for a multitude of positions.
For example, our data has shown, and continues to show, that certain traits are strong contributors to sales success. The first trait is a high level of assertiveness, which the Omnia assessment measures. Individuals with a high level of assertive, competitive behavior (column 1) are consistently more successful than those with a low level of assertive behavior. The other trait is resilience, the ability to brush off rejection without letting it impact confidence. We also measure that and see it show up time and again in top sales performers. That’s why all our industry standard sales targets have a tall column 1 and the right amount of resilience (column 7).
If you want to level up, we also look at your unique requirements by assessing your top performers. This is a benchmark study; it’s one of my favorite things to do. Nothing beats data. By assessing top, proven performers, we build a benchmark that is specific to what is working for you. We copy what works!
Best of all, we make the benchmarking process as easy as possible. We provide you with a unique web link to our assessment site for collecting assessment data. Employees can take the assessment online anytime that’s convenient for them and requires only about 10 minutes of their time. The link is active 24/7 for as long as you want to keep the collection process open. Employees are notified of the project and timelines from your leadership; we can provide sample communication pieces.
While the collection process is underway, if not before, we get the job setup form and internal position description for the job from you. We want to see everything, plus we use your internal job description to write the narratives for your reports.
Upon completion of the data collection, results are compiled using our exclusive benchmarking software and reviewed by Omnia analysts. We recommend the target benchmark ranges based on the position description and the assessment results of your top performers in the role. Next, we present our findings and recommendations to you. Once approved, Omnia analysts prepare custom narratives so every report you receive is aligned to the role description.
Omnia provides training on administering the assessment and interpretation of assessment results via phone call, video conferencing or webinar. Training includes a thorough understanding of the Omnia personality measurements and how to use the reports for selection, coaching and development. In addition, we offer interpretation training via webinar to all clients on the first Friday of every month. Our customer success team is also available to review results and answer questions.
Finally, we encourage a periodic evaluation of results against new performance data to ensure target benchmark alignment.
If you are interested in learning more, please reach out to our customer success team. And go hug your little sister.
As more and more organizations shift to using a remote workforce, the traditional in-person interview is also shifting into a virtual context. Remote interviews may not seem like they’re all that different from a physical interview. Still, they introduce many factors that can make them more difficult to manage if a company doesn’t put a lot of thought into implementing them.
Fortunately, several strategies are easy to put in place and will make remote interviews more likely to select the ideal candidate.
One valuable step to include in any remote interview process is leveraging tools to narrow down the candidate pool to qualified and suitable applicants. Pre-employment assessments are instrumental in this regard because they can help organizations screen out candidates who lack the competencies necessary for the position. Cognitive testing measures a candidate’s ability to think abstractly, comprehend new ideas, and solve problems, which is often critical to success in any new position. Behavioral assessments allow interviewers to determine which candidates are likely to be a good long-term fit for an organization. These assessments measure a candidate’s core traits and intrinsic motivators. Hiring managers gain valuable insight into fit for the job and how to effectively manage and motivate each employee once they are on board.
The results of these tests can be used together as part of the initial decision-making process. For example, if someone possesses all the hard skills necessary for success in the role but exhibits behavior that suggests they will quickly be looking for another job, it might make sense to prioritize other candidates. These assessments are easy to implement remotely and can be used as a screening tool to determine who moves on to more time-intensive interviews.
When an organization commits to remote interviews, it needs to make sure it can support that process. Many video conferencing platforms are available to choose from, but it’s a good idea for the company to choose one and stick with it. This helps to avoid any implementation problems and ensures that everyone involved in the interview process knows how to use the technology.
Some organizations may get by with a phone call or straightforward video conferencing software, but some positions may require additional features. For example, a candidate for a programming job may need access to developmental tools to complete a sample project as part of the interview process. It’s important to understand what tools will be needed ahead of time so that the interview process can be designed around the organization’s technology.
Going through the interview process is stressful, but the stress can be even greater when the applicant must use unfamiliar or complicated technology. Organizations need to be clear when providing interview details. If the applicant has to download a special application to conduct the interview or be in a specific location (such as a quiet room rather than a bustling cafe), that information must be communicated early and clearly in the interview process.
If assessments need to be completed before a live remote interview, the interviewer must provide reasonable deadlines to ensure that testing is completed in time for them to evaluate the results. They should also provide a resource list if video conferencing software is unfamiliar or complicated to launch. For example, many companies use Zoom, which is simple to set up and use, while Skype is robust but requires all users to have an account and software downloaded. This ensures that any potential problems are sorted out before the interview begins and avoids losing precious time to troubleshoot technical issues.
Having more people involved in the hiring process generally leads to better outcomes. According to a UK-based Behavioural Insights Team study, having more than one person involved in evaluating a candidate is far more likely to result in a good hire. In cases where applicants are very similarly qualified and have few “easy” differentiators, just involving two people in the interview process increases the likelihood of making the best choice by almost ten percent. Having four people involved improves the odds by almost twenty percent.
That’s because having different perspectives involved can reduce the chance of bias and raise concerns that a single person might overlook. However, the challenge of remote interviews is determining when having more people involved will make communication difficult. Hosting a video conferencing meeting with a large group increases the likelihood of interruptions and can make it difficult for the candidate to know who to focus on. When possible, the remote interview process should only involve the core team that will make the final decision. Having an agenda and communicating who speaks when is also helpful.
The same soft skills required in in-person interviews are necessary for remote interviews. It’s important to have a system in place to give the interview structure. That could include assigning specific questions to different interviewers or implementing a system for recognizing people who want to speak (such as a raised hand icon). The person leading the interview needs to have a very organized approach to ensure the conversation runs smoothly.
As with a live interview, it’s imperative to plan. Rather than relying on off-the-cuff Q&A, a structured interview focuses on specific areas and ensures that the interviewer gets the candidate's information. 90% of all questions asked during an interview should be related to the position or the company. Having behavioral assessment data can be especially helpful in pre-planning because the interviewer can ask questions better to evaluate the organization’s cultural fit.
In addition to distilling the applicants' pool to the most qualified and best fit before the interview, assessment data helps guide the interview process. It saves time and resources but cutting out unnecessary questions and identifying the top candidates. Whether it’s measuring an applicant’s overall mental aptitude with cognitive testing or getting a better picture of their personality with behavioral testing, Omnia assessments can help organizations improve their interview techniques and make better overall hiring decisions.
To learn more about incorporating our scientifically validated assessments into your remote interviews, contact our team today.
As more employers shift to a remote workforce, managers look for ways to manage their teams more effectively. Whether a company is hiring new employees or transitioning workers into a remote context, having easy-to-interpret, actionable data about behavioral tendencies and cognitive traits provides leaders with an invaluable resource for developing a remote management strategy.
When it comes to obtaining this data, there are few methods more effective than employee assessments. The benefits they provide are well worth the effort to implement them!
There are a few different categories of employee assessments that organizations use to gain greater insight into their workforce. Often administered early in the hiring process, job assessments are an invaluable tool for gathering information about a candidate’s cognitive abilities, behavioral tendencies, and skill competencies. For existing employees, assessments tend to focus on developmental needs, identifying areas they need to grow and better contribute to the organization.
Most employee assessments take the form of a short test, usually completed in ten to thirty minutes, and the employer receives the results. The results are compared to pre-defined scoring ranges established by the employer. This data makes it easy to analyze candidates objectively during the hiring process and help identify tendencies or deficiencies that may not appear during the interview process.
Although they use the same terminology, test-based employee assessments aren’t the same as a more general employee assessment. The latter is more akin to a performance evaluation, which combines objective performance metrics (often called key performance indicators or KPIs) with a more subjective evaluation of an employee’s job performance. While such reviews might incorporate employee development assessments to evaluate what skills an employee has gained or needs to improve upon, these tests are just one component of a more holistic evaluation process.
However, it’s important to note that pre-employment testing benefits are useful beyond the hiring process. The data can provide actionable insights that help leaders manage their teams more effectively over time.
Yes. Most employee assessments are administered online. One of the benefits of pre-employment testing is that it is less vulnerable to bias. Rather than spending excess time and resources, employers can focus on a select group of highly qualified applicants.
Managing a team remotely is a new challenge for leaders accustomed to overseeing employees working in a physical office. Remote teams have different communication needs, building trust and fostering a collaborative work environment. Fortunately, much of the hiring process's assessment data can be quite valuable when managing a remote workforce.
Cognitive testing provides insight into how well people learn from experience, adapt to new situations, and comprehend new concepts. This data can indicate which employees will function independently and which will need more hands-on direction. It can also reveal which employees are more likely to communicate effectively, which will be invaluable for any leader looking for people who can take on some management-related tasks.
On the other hand, behavioral assessments can provide insights into employee motivation and the best ways to manage remote employees. This data shows how assertive an employee is, what communication styles are most effective, the pace at which they operate, and how much structure they need to perform at a high level. It can also identify potential sources of conflict. If one employee is prone to frustration and anxiety, pairing them with more aggressive tendencies could be a recipe for disaster.
With over 30 years of experience in helping companies optimize and improve their workforce, The Omnia Group offers a range of scientifically validated employee assessments that can provide tremendous insights. Fully compliant with EEOC/ADA guidelines, our proprietary assessment tools are free of age, race, gender, and cultural bias.
To learn more about how the Omnia Profile can help your business evolve its hiring and management process, contact our team today for a consultation.
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