We assist you in resolving and transforming a variety of human capital or workforce challenges.

From ‘Hire to Retire’

1. Attract Candidates

In order to identify the right person for the right role, we guide our clients to establish the behavioral demands of the position and target behaviorally based interview questions specific to each candidate to ensure the best hire is made.

2. Job Role Profile Modeling

  • Understand and define the behavioral requirements of the position you need to fill.
  • Collaborate to establish alignment around the key behavioral attributes desired for the position.
  • Ensure employees are operating within their unique abilities

3. Behavior-Based Interviewing

Enable your hiring teams to conduct effective, structured and targeted interviews that identify the true strengths and weaknesses of your candidates.

4. PI Cognitive Assessment

Measure cognitive ability to predict:

  1. Aptitude to learn
  2. Produce results
  3. Performance

5. Right Person Right Role

  • Create a new foundation for your selection process.
  • Make data-driven decisions with each hire you make.
  • Fit for Purpose

Increase the odds of making good hiring decisions

6. On-Board New Employees

  • Utilize behavioral data to enhance an effective onboarding and talent management plan to support the development of the employee moving forward.
  • Establish a consistent & reliable process

7. Retain & Engage the Workforce

Manage people efficiently & accurately in-light of an understanding of self & others from a behavioral standpoint


“Great managers help people play to their strengths”

8. Manage and Develop Leaders

  • Coaching for performance
  • Create sustainable change

9. Strategic Talent Management

Succession Planning—Understand how people will respond to a new position


  • Understand Behavioral ‘fit’ and stack rank, internal candidates, to assess trade-offs
  • “Do you have the right people doing the right jobs right’?

According to the Harvard Business Review, 80% of employee turnover is attributed to bad hires. Putting behavioral data to work for your organization empowers you to cut down on both time and money wastage by understanding who you are hiring, and how they will impact your business.

Human resource manager training people about company and future prospects. Group of businesspeople sitting in meeting room and listening to the speaker. Leader man training his work group in a conference room.

Hiring new employees can sometimes feel like a high-stakes game of chance.

Even if you use strong predictors of performance like The Predictive Index (PI) Assessment, you are still rolling weighted dice—You have better odds of hiring a top performer, but there’s still no guarantee. If you are currently using (or thinking about using) an assessment, you may find yourself asking, “What about other measures?” Here are some other measures commonly used in combination with a behavioral assessment to help take the guesswork out of hiring?

A good hire can change your business and someone’s life. A bad hire can harm both.

So before you start the process, make sure you follow these four steps – D.A.S.H (Define, Attract, Select, Hire) – that will not only increase your chances of hiring the right candidate but will help you expedite the process as well.

Seven Tips For Avoiding the Mistakes That Lead to a Bad Hire

A bad hire is not just bad for business — it can also be very costly. Factor in productivity loss, morale implications, turnover and recruiting costs and the price tag starts to skyrocket. Fortunately, organizations can prevent the costs associated with poor hiring decisions by recognizing the challenges at key steps of the talent acquisition process. Data from workforce analytics can help optimize the performance and potential of individuals, teams, and organizations and help managers avoid these seven common mistakes that can lead to a bad hire.

The ULTIMATE GUIDE to Behavioral Assessments

Assessments are effective tools for understanding the people who make up your workforce. Behavior, personality, cognitive, skills, integrity, job knowledge and a variety of other assessments are used to uncover different aspects of a person’s makeup. Integrity tests assess a person’s honesty, dependability, trustworthiness, reliability and prosocial behavior. Cognitive tests measure someone’s ability to solve problems, think on their feet, reason and other mental capabilities required to excel in specific jobs.

Don’t accommodate differences. Love them. 

When we understand eachother’s differences we can work more cohesively and get more done.