Employees who participated in the Pinsight program showed 14% increase in engagement scores compared to the average engagement scores across all employees in the company, citing an increase their sense of connectedness to the mission and goals of the organization.
The Pinsight assessment was a strong predictor of success in the leadership roles (r = .43). With confidence in the tool, the Pinsight assessment was implemented in the selection process for key roles, and the quality of hires increased by 13% after only six months of implementation.
The Pinsight assessment was a strongly correlated with ratings of job performance (r = .54). High scorers are up to 10x more likely to be top performers than low scorers, allowing the organization to confidently agree on people moves within days, reducing conflict, bias and lengthy review process.
Employees who participated in the Pinsight program showed 43% lower turnover compared to the average turnover across all employees in the company, citing an increase in engagement and sense of connectedness to the mission and goals of the organization.
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More and more organizations are implementing post-hire assessment programs for employee development and various personnel decision-making— like identifying high-potentials or confirming readiness of successors for key leadership roles. These types of assessment applications create unique ethical challenges because we’re assessing current employees vs. external job candidates and the assessment results usually have profound effects on employees’ future careers within the company. What are the best practices as you launch post-hire assessments?
Solving complex problems requires time, and it’s unlikely that the first solution that comes to mind is the right one. That’s why thinking through solutions is such an important leadership skill. As a leader, you face many problems on a daily basis, and it can be difficult to devote time and energy to finding the best solution to every problem, even when you have done your research. This skill enables you to consider all your options and ensures that you don’t just settle on the first solution that comes to mind or make a reactive decision out of frustration. Such reactive decision-making often results in ineffective solutions that only address superficial issues and leave the underlying problems unresolved.
People grow when they are empowered to do so—when they own their decisions, feel personally responsible for outcomes, and directly experience the consequences of their actions. But if you don’t empower others to make decisions, then you run the risk of creating a team of helpless individuals who simply do what you tell them but don’t have the confidence or ability to think and act independently—plus you will become the decision-making bottleneck of your team.
The use of assessment centers (simulation assessments with live role plays) has been on the rise with 66% of North American companies reporting that they use virtual assessment centers to identify talent (Mercer, 2018). Even though going virtual has reduced the cost of assessment centers, they still remain more expensive than traditional pre-employment tests that measure personality or cognitive ability. Is the added investment in assessment centers justified?