kestlydevelopment

AI for Human Resources - How to Utilize PXT Select 5 Behavior-Based Suggestions

Mon, 26 Jun 2023 16:35:38 GMT

In today's digital era, Human Resources (HR) departments are leveraging advanced technologies, such as artificial intelligence (AI), to streamline their processes and make more data-driven decisions. One powerful tool in this realm is PXT Select, an innovative assessment solution designed to measure critical workplace behaviors. This article will explore how HR professionals can effectively use PXT Select, in combination with AI, to enhance their hiring and talent management practices. Here are five behavior-based suggestions to maximize the benefits of PXT Select and AI in HR.

1) Identify Key Behavioral Traits:

To effectively utilize PXT Select, start by identifying the key behavioral traits that are crucial for success within your organization or specific roles. PXT Select provides a comprehensive assessment of an individual's thinking style, behavioral traits, and interests. By understanding the desired behaviors, you can tailor your recruitment process and focus on candidates who exhibit those traits.

2) Integrate AI in Candidate Screening:

Combine the power of AI with PXT Select to streamline the candidate screening process. AI-powered applicant tracking systems (ATS) can analyze resumes and application data to identify potential matches based on predetermined criteria. By integrating PXT Select assessment results into the AI screening process, you can create a more holistic evaluation, ensuring that candidates possess the desired behavioral traits.

3) Use Predictive Analytics:

PXT Select assessments generate valuable data that can be leveraged with AI algorithms to make predictive analytics-driven decisions. By analyzing past performance data and correlating it with behavioral traits, AI can help identify patterns and predict future success. This can be particularly useful in succession planning, internal promotions, and talent development initiatives.

NOTE: PXT Select results should not be the only part of the hiring decision, and at most only 1/3rd of the decision. Continue to use Interviews, reference and background checks, and anything else that you normally use to consider a job candidate. PXT Select will give you more information to make the best informed decision.

4) Personalize Training and Development:

PXT Select assessment results provide insights into an individual's behavioral strengths and areas for growth. Utilize this data to personalize training and development plans for your employees. By tailoring programs to address specific behavioral traits, you can optimize their professional growth and enhance their overall performance.

5) Continuous Feedback and Evaluation:

Combine PXT Select with AI-powered performance management tools to enable continuous feedback and evaluation. AI-driven systems can monitor employee performance, identify behavioral patterns, and provide real-time feedback. This feedback loop allows HR professionals to assess behavioral alignment, identify areas for improvement, and guide employees toward achieving their potential.

The integration of PXT Select assessments with AI technology provides HR professionals with a powerful toolset to enhance their hiring and talent management practices. By leveraging these tools, organizations can gain a deeper understanding of their employees' behavioral traits, make data-driven decisions, and create more effective training and development programs. Remember, it is essential to use these technologies ethically and ensure that human oversight remains central to decision-making. Embracing AI and behavior-based assessments like PXT Select can help HR departments optimize their processes and contribute to building a more engaged and successful workforce.

#AIandHR #AIandHumanResources #HireEmployees #Employee Retention #KestlyDevelopment #MiSHRM #MichiganHR

Meetings – Using Work Style

Thu, 30 Jun 2022 13:17:54 GMT

Meetings. We all know that meetings are an essential part of almost any organization—but they can go really, really wrong. Luckily, there are ample online resources to transform meetings from dysfunctional to optimal.

We really liked the tips given in a SHRM article “7 Steps to Running Better Meetings.” An HBR article with a similar topic, “Why Your Meetings Stink—and What to Do About It” by Steven G. Rogelberg,

Consider that D-styles prefer meetings with minimal small talk, and an agenda that everyone sticks to.
Allow i-styles to flourish by giving them the opportunity to express personal opinions and have open discussions with others.
To ensure S-styles feel comfortable, provide them with your meeting’s outline or agenda in advance so they can prepare.
Remember that C-styles don’t do well with making big decisions when they feel rushed or pressured.

Of course, everyone is unique, and the above example is not a one-size-fits all. Each Everything DiSC Workplace profile is highly personalized, resulting in a completely authentic user experience for each individual. Leveraging a tool like Everything DiSC Workplace can help identify and fix these pain points, leading to a more desirable work environment for everyone.

To learn more about how Everything DiSC can engage every individual in building and have more effective relationships at work, explore the Everything DiSC Workplace® application and connect with www.kestlydevelopment.com to discuss next steps.

Dating in the Workplace

Mon, 21 Dec 2020 11:58:29 GMT

In a recent Peter Capelli article – he says nearly all employers allow dating in the workplace. This means that employers are probably going to end up as dating police. Who is going to keep track of who is dating whom in the workplace, including supplier companies? (HR?) I can just imagine that spreadsheet…with dotted line relationships. And must you report when “it’s” over? Is it ever really over?

It might look like an employee requisition system with a management approval process. Wow – my head hurts just thinking about it.

Here is the article: https://hrexecutive.com/why-hr-shouldnt-be-the-dating-police/

Remote Work Is Killing the Hidden Trillion-Dollar Office Economy

Fri, 04 Dec 2020 11:58:29 GMT

From airlines to Starbucks, a massive part of our economy hinges on white-collar workers returning to the office.

For a decade, Carlos Silva has been gluing, nailing, and re-zippering shoes and boots at Stern Shoe Repair, a usually well-trafficked shop just outside the Metro entrance at Union Station in Washington, D.C. On a typical day, he would arrive at 7 a.m. and stay until 8 p.m., serving the crowds of professionals shuttling by on their way to work. But since the near-shutdown of office work and train travel, he has been closing the shop at 4 p.m. “There is no traffic, my friend. The whole station is dead,” says Silva. “Now it’s only a part-time job.”

In the five months since the coronavirus forced a lockdown of U.S. businesses, economists have focused much attention on the devastation of mom-and-pop businesses, brick-and-mortar shops, bars and restaurants, and massive chains. But they have mostly overlooked a looming threat to a vastly larger and more consequential galaxy of businesses, one worth trillions of dollars a year in GDP and revolving around a single, much underappreciated economic actor — the white-collar office worker.

As companies in cities across the U.S. postpone and even scrap plans to reopen their offices, they have transformed once-teeming city business districts into commercial ghost towns comprised of essentially vacant skyscrapers and upscale complexes. A result has been the paralysis of the rarely remarked-upon business ecosystem centering on white-collar workers, who, when you include the enterprises reliant on them, account for a pre-pandemic labor force approaching 100 million workers.

These workers shopped at small businesses like Silva’s shoe repair shop: dry cleaners, gyms, food carts, florists, and pharmacies. But they were also among the most vital customers and source of revenue for a slew of larger, less obvious businesses — food delivery companies like Grubhub and Uber Eats, and companies like Xerox, the maker of printing supplies. Amid Covid-19, workwear destinations Brooks Brothers and J.Crew have filed for bankruptcy protection, with Brooks Brothers selling itself last month. And, on its quarterly earnings call in late July, Starbucks attributed the loss of some $2 billion year on year to deserted urban office corridors. Starting off their day at home, remote workers are simply not queueing up in the same numbers for a morning venti latte.

It will save these companies leasing costs and their employees their commutes, but at what cost to the rest of the economy?

Meanwhile, in the air, white-collar workers previously kept a parallel economy buzzing, with business travel accounting for 60% to 70% of all airline revenue . While leisure getaways have also been obliterated, it turns out the bigger punch is the Zoomification of business meetings, a cancellation of business travel that analysts expect to persist for up to two or three years.

And the move to remote work doesn’t show signs of stopping anytime soon. In recent months, many companies, including JPMorgan Chase, Ford Motor, Twitter, and REI have announced some version of a long-term or permanent work-from-home future. On Friday, Pinterest turned heads when it announced it would pay a $89.5 million contract penalty to cancel its lease on a flashy new 490,000-square-foot office building planned in San Francisco, citing a permanent shift to remote work . The pandemic has convinced these and other companies that their employees can perform their jobs, perhaps even more productively, at home, allowing a massive shrinkage of corporate America’s physical office footprint. It will save these companies leasing costs and their employees their commutes, but at what cost to the rest of the economy?

White-collar workers and coffee have been intertwined since the caffeinated beverage arrived in Europe in the early 17th century. Within just a few decades, some 300 coffeehouses had sprung up in London to serve merchants of all types, brokers, and others doing business nearby. It was the same in Austria, France, Germany, Holland, and Italy. The fledgling office economy had been born.

Of course, “office work” didn’t start with the Enlightenment, nor in an office — Roman scribes kept records in public squares bound by government offices and shops. But two centuries later, the fully integrated white-collar office became a necessity with the colossal economic boom of the Industrial Revolution. Enabled by a slew of late-19th-century inventions — the skyscraper, the internal combustion engine, and the electrification of lighting, elevators, and underground trains — workers could leave relatively distant homes for the city, and stay comfortably once they got there.

But who would maintain all this new machinery? If they were no longer lunching at home, what and where would all these workers eat? And wouldn’t they need serious sartorial services since they would now be frequenting each other’s offices every working day of the year? So it was that, around the world, cities saw the rise of a new age of immense yet compact office-centered economies.

Office-dwelling road warriors — a primary profit center for the travel industry — are now homebound Zoomers, resulting in a bloodbath for airlines and hotels.

But now, suggests MIT economist David Autor in a paper last month, the office economy is under threat. The pandemic, he and his co-author, Elisabeth Reynolds, a lecturer at MIT, write, has made a permanent shift to remote work for a large part of the office workforce a near certainty. And with that, tens of thousands of workers in the office support economy — those who “feed, transport, clothe, entertain, and shelter people when they are not in their own homes” — will lose their jobs.

The implications for the office economy are stark. Office-dwelling road warriors — a primary profit center for the travel industry — are now homebound Zoomers, resulting in a bloodbath for airlines and hotels. Business travel in July was down 97% from a year earlier, the Wall Street Journal reported , and an estimated $2 trillion in corporate travel will not happen this year. Last week, American Airlines said it will eliminate service to 15 cities in October, thus reducing its flying capacity by 55%, and that, unless it receives additional bailout cash from the government, it will furlough and lay off some 19,000 workers, about a third of its staff. Delta says it will furlough 1,941 pilots if it can’t get more money as well. In August, Virgin Atlantic outright filed for bankruptcy . In the longer term, current and former airline executives say the shift in office culture to Zoom means the decline in corporate passengers is likely to be permanent.

The travel pain is broad. The hotels that typically cater to business travelers are in a crisis, with some poised for bankruptcy. As of July, 23.4% of mortgage-backed loans extended to hotels were delinquent at least 30 days, amounting to $20.6 billion. That compares with $1.15 billion in pre-pandemic delinquent loans, and $13.5 billion at the peak of the 2008 recession. Last month, in a letter to Congress , hundreds of hoteliers, led by the American Hotel and Lodging Association, asked for forbearance on the debt. In early August, Marriott reported its worst loss ever in the second quarter, and MGM Resorts on Friday laid off 18,000 workers, a quarter of its pre-pandemic workforce.

Meanwhile, a less conspicuous victim of the remote revolution is companies such as Xerox, whose revenue fell 34.6% last quarter as many offices locked down and did not proceed with planned or possible equipment purchases. The lockdown also caused a 45% drop in quarterly revenue for Aramark, which provides food catering to big sports stadiums, schools, and offices. At 3M, too , for whom a sizable chunk of sales are to industries reliant on the office economy, sales fell 13% in the second quarter year on year. One culprit was the hit to airlines, which cut into 3M’s bread-and-butter abrasives and adhesives business, and a 25% plunge in demand for supplies such as Scotch tape and Post-it notes, perhaps the most iconic signifiers of the corporate workplace.

The shift in the office ecosystem is rattling the status quo in some of the most expensive cities known for potent and prestigious white-collar jobs. A conspicuous example is real estate markets. Untethered from the office, many workers are electing to leave. In an August 19 note to clients, Goldman Sachs said that droves of people are leaving New York in search of much cheaper and more spacious digs in the Carolinas, Georgia, and Florida. In Manhattan, the flight has created double the apartment vacancies of a year ago, at about 13,000 in July, and an average 6.1% drop in rents, the largest decrease in nine years, according to a report by Miller Samuel, a real estate appraiser. Tech and other white-collar workers are fleeing San Francisco, too, where rents for one- and two-bedroom apartments are down by 11% from last year, according to Zumper , an apartment listing site.

This flight is visible in smaller cities too, particularly in the restaurants that relied on lunch and cocktail hour traffic from the sprawling offices. Dan Georges, the owner of Lexi’s on Third, a New York-style deli in downtown Columbus, Ohio, says he has lost around half his business to Zoomification. Prior to Covid-19, Lexi’s buzzed with business from Chase Tower, the 25-story office building in which it’s located. But since March, the building has been all but empty, and now he relies on business from hard-hats working on nearby construction sites and longtime loyal customers from the suburbs. He knows that some or many of his regular white-collar clientele will not return once the pandemic has passed, but hopes Lexi’s will survive based on its quality and prices. Other restaurants will close, he says.

This is the scenario in downtowns across the country. Goldman Sachs says that the number of seated diners across the country was down by 54% the week ending August 16 compared with the prior week. In New York, more than 1,200 restaurants are closed permanently, and analysts estimate that a third of the city’s small businesses as a whole may be shut for good.

The problem is so big that it is imperiling the economies of the cities themselves. The pandemic, MIT’s Autor and Reynolds write, will bring “a decline of the economic centrality, and even the cultural vitality, of cities.” According to a survey by the National League of Cities, 90% of cities expect an average 13% decline in revenue next year — mostly income and sales taxes, the revenue associated with white-collar workers. It’s the highest decline in the survey since the financial crash. Houston, for instance, had a 13% drop in sales tax in May, 17% in April, and 10% in March. “This has been a 50-state natural disaster of sorts,” says Mark Hamrick, chief economist at Bankrate, “where the buildings have been left standing and largely vacant.”

Yet the implosion of the office economy is not necessarily a black-and-white story of ruination. The resilience of cities is a pillar of economic history. Wars, economic downturns, and catastrophic natural disasters have come and gone, but very few major cities have outright disappeared or even been permanently held down. On the contrary, most have revived themselves in much the same economic and demographic shape as before their respective crises.

Regardless of the length of the recovery, it looks likely that airlines and hotels will have to shrink, die, or reinvent. And, in a profound forced makeover, the cities will have to reimagine themselves as well.

In World War II, the U.S. firebombed Tokyo and other major Japanese cities, obliterating much of the economy. But within about a decade and a half, most had essentially recovered, and in another 15 or so years, local companies and workforces were challenging the U.S. for the commanding heights of key global industries like automobiles and electronics. In an influential 2002 paper , Donald Davis and David Weinstein, both professors at Columbia University, said the Japanese recovery showed that long-lived cities undergoing great temporary shock tend to bounce back. Such cities, Davis and Weinstein asserted, have an almost innate persistence that confounds outside shocks.

Of course, 15 years is a long recovery, a protracted period that would have its own devastating and irreversible impact on a generation of entrepreneurs and many of the workers employed by them. Regardless of the length of the recovery, it looks likely that airlines and hotels will have to shrink, die, or reinvent. And, in a profound forced makeover, the cities will have to reimagine themselves as well, with a severe potential hit to years of national GDP for the country as a whole.

But even if offices do not reopen at their same scale, many of their white-collar workers can move to less expensive places, notes Lee Branstetter, an economics professor at Carnegie Mellon. That will relieve congestion and reduce office and housing rents in so-called superstar cities like New York, San Francisco, and Boston. Businesses and middle-class white-collar workers currently priced out of these markets could then afford to live there. Many current restaurants, bars, pharmacies, and dry cleaners may not survive, but others would replace them, targeting this different clientele — perhaps “less shi shi,” Branstetter said. “But definitely not emptying out. And that doesn’t sound like the end of the world.”

10 Best Practices for Managing Remote Employees

Thu, 24 Sep 2020 12:56:19 GMT

he “Remote workers” trend will continue…agreed?

We can help with #4 below by using our PXT Coaching report to increase productivity, and the working relationship with the boss.

Try our PXT for free for a limited time…just ask.

Many businesses have found themselves operating very differently from the way they did in the past. On-site operations pivoted to virtual, which changed everything. The pace of change was so fast, it has been said the use of technology advanced 10 years in 90 days.

The big question is whether people are more or less productive when working from home. Many external factors go into this evaluation, such as home-based working conditions and reliable access to company systems and programs. Perhaps the most critical issue is the disconnect between managers who expected the virtual environment to mimic the office environment and actually managing remote employees. Some managers felt they had to micromanage staff to make sure they were working, which turned into a workday filled with videoconferencing and messaging on various platforms. That strategy turned out to be distracting.

But as the virtual environment evolved, best practices emerged from the chaos. Managers began to understand how important it is to institute policies incorporating these 10 areas:

Providing access to needed technology. People can’t work to their maximum level without it.
Setting expectations. For example, with regard to due dates, mandate the use of project management software and attendance at weekly team meetings.
Being truthful and transparent. Provide regular updates about the company, including information about upcoming changes to processes and procedures and whether any furloughs or layoffs are expected. The goal here is alleviating the emotional and psychological stress employees are feeling.
Giving feedback. Giving feedback is always important, but it is even more critical in a virtual environment because there is less opportunity for employees to gauge nonverbal clues or have informal conversations with their team.
Encouraging innovation. The virtual world is continuing to advance. Being open to suggestions from across the remote workforce can lead to better practices that will help the entire company.
Being flexible. Many remote employees are juggling their work and home lives. Allow them to work around their schedules.
Providing structure. Schedule regular team meetings as well as frequent “alone” time with individual team members. However, invite people to the meeting only if they need to be there. Similarly, when sending emails, think before hitting the “reply all” button.
Maintaining an open-door policy. Managers need to be accessible. Open-door policies can foster employee engagement in a world with little in-person connection.
Scheduling downtime for employees. This helps avoid burnout and anxiety. For instance, having a stated policy that discourages company emails between the hours of 8 p.m. and 8 a.m. allows employees to take time away from work without feeling guilty or stressed.
Focusing on cybersecurity. When it comes to remote employees, having clear polices in place is critical. Policies that specifically disallow anyone other than the employee from using company devices or protocols that outline the use of personal devices go a long way toward digital safety. Requiring frequent password changes and offering cybersecurity training that teaches employees to identify risks like phishing are important tools as well.

People putting in longer hours working from home

Sun, 02 Aug 2020 13:01:27 GMT

Survey’s show that many of us are putting in longer hours working from home. One survey, an April 2020 survey by Blue Jeans found that remote workers are tacking on an additional 3.13 hours per day while working from home. Among those who feel like productivity superstars? Well, they’re logging 4.64 hours more. BURNOUT IS A BIG THREAT! A recent survey by Monster found that roughly 50% of respondents who were working from home during the pandemic are feeling burned out. And 52% of respondents aren’t planning to take any time off.

Why is that – thoughts?

3 Ways for Selecting and Developing Future Leaders

Tue, 21 Jul 2020 13:06:07 GMT

Who doesn’t need leaders who can adapt to change, maintain communication, and guide their organizations toward the future? Organizations need leaders that see a crisis as a challenge and as an opportunity to create something even better than before.

Job Fit: While hiring may not be a priority for many businesses during times of economic uncertainty, surviving definitely is. Companies can increase their odds of survival and success by realigning employees to roles where they can excel. That could involve re-evaluating who the key people are that the company needs to advance high-stakes projects and initiatives during uncertain times. Determining who these key people are requires the re-evaluation of roles, team design, and job requirements. We explore 4 methods companies can implement to select the right leaders can easily be started using the PXT Select Multiple Candidates Report. It guides you to see who the best fit employees are.

Feedback: Feedback provides one of the most effective tools for developing leaders, especially during times of crisis and rapid change. The more leaders know about how others perceive them, the more they’ll be able to learn about themselves and improve at what they do. Feedback allows leaders to raise their level of self-awareness and adapt to the needs of their teams and shifting circumstances. Of course, getting people to adapt and change based on feedback alone can be difficult. To really do well, leaders should know more about themselves, the people they lead, and how these people perceive their leader. Help comes in the form of our PXT Select Coaching report and the Checkpoint 360.

Motivation: As with anything else, if people feel motivated to do something, they’ll likely follow through on it. Keep leaders motivated by helping them create individual development plans and career paths so they can visualize their future with your company—even if the future seems difficult or full of uncertainty. Once a job or role becomes stagnant, motivation begins to drop. Career pathing can help leaders visualize their goals, connect with a sense of purpose, maintain their motivation, and work even harder. After all, what does a leader have to gain if there is nothing to strive for?

In conclusion, as you select and engage your leaders to achieve success, keep this in mind—leaders don’t just appear overnight. Like anyone else, they need continuous training, development, encouragement, and room to make mistakes. That’s especially true during times of crisis when stakes and stress levels run even higher. Cut your leaders some slack and keep the lines of feedback and communication open. If your leaders have what they need to succeed, they can give the rest of your organization what it needs to succeed as well.

For more information on a solution that uses feedback, insights, and reliable data to develop capable, confident, and successful leaders, contact www.KestlyDevelopment.com – your PXT Select™ Authorized Partner.

Succession Planning and Career Pathing Tools

Sat, 15 Feb 2020 13:10:29 GMT

OVERVIEW – Organizations realize how damaging and expensive employee disengagement can be. But they don’t always know how to create an environment that allows employees to realize their highest potential and fully engage with their work. Unfortunately, that involves more than free lunches at the office. It requires business leaders to know their people on a deeper level and a commitment to meet the individual needs of their people. When organizations take action to make these circumstances possible, employees engage with their work and realize their full potential.

That’s where PXT Select™ can help. Join us to discover how the PXT Select solution creates a consistent, scalable process that provides organizations with the information they need to engage and develop their employees fully. Attendees receive a complimentary PXT Select assessment to gain a feel for how this powerful solution drives high-performing culture through the power of people.

You Will Learn:

Why employee engagement is critical to an organization’s bottom line
Which five conditions allow employees to engage with their work and drive results
The full value of PXT Select as a talent management tool for coaching, improving team effectiveness, developing skills, career pathing, succession planning, and more

PXTS-Showcase-Mending The Engagement Gap ebrochure for 3-16-2020

Why use PXT Select

Mon, 03 Feb 2020 13:12:52 GMT

PXT Select™

The PXT Select™ assessment Taking the Guesswork out of your Hiring Process Understanding a person’s work style is not easy. But it is possible! We help you design a selection process using the PXT Select™ assessment, providing you with a proven method to determine if the candidate fits … Continue reading

PXT Select™

Kestly Development

It’s Scary How AI is Revolutionizing the Human Resource Functions

Fri, 02 Aug 2019 13:15:42 GMT

Get ready for change to these HR functions…

Recruitment
Onboarding
Mechanizing Repetitive Tasks
People Analytics & Retention
Learning & Development
Performance management
Workforce planning
People analytics
Virtual assistants for self-service/HR service delivery
Career pathing
Leadership and coaching

Is Using Your Phone the Way to Complete Selection Assessments?

Wed, 19 Jun 2019 14:08:56 GMT

In a recent article in HR Exec Magazine, Andrew McIlvaine referenced “Soft skills” as more important than right experience or qualifications when hiring new people to fill roles.

These are interesting times in the world of pre-employment assessments. Thanks to advances in tech and AI, a wide range of assessment products are available that can make life easier for candidates while improving HR’s ability to determine whether they have the skills and culture fit necessary for a mutually beneficial employment relationship.

Moving to mobile-enabled assessments has not only greatly improved the candidate experience, it’s also given the company greater access to diverse talent.

PXT Select™ Orientation Video

Thu, 16 May 2019 14:12:48 GMT

This video introduces the Job Fit hiring tool called PXT Select which helps make the very human decisions about hiring simpler and smarter.

http://embed.vidyard.com/share/oKhNK3eYiWQtvDAHbPDdrR

Job Fit? The Concept of Job Fit in Three Simple Steps

The Impact of Job Fit on the Individual and the Organization
How Job Fit Assessments Help You Hire and Develop
How to Spot a Job Fit Problem

Contact us for more info or to sample how Job Fit would look for you and your organization. mike@kestlydevelopment.com or go to www.pxtselect.com/kestlydevelopment

“Don’t let candidates that are trained to answer interview questions – fool you. Assess for job fit.”

Tue, 12 Feb 2019 14:15:32 GMT

The PXT Select™ Comprehensive Selection Report helps “hiring professionals” make smarter hiring decisions. If you have ever hired someone that didn’t work out – you know the costs which are not just monetary. With a complete view of candidate data, the report focuses on Fit with the Job , and gives interviewers targeted Interview Questions.

Yet, the selection report is only one of the many reports available at no extra charge. Others are Coaching Reports, Leadership Report, Team Report, and Onboarding Reports. Don’t get stuck with increasing annual costs and add-on service like training charges.

The PXT Select meets or exceeds the Department of Labor Guidelines on testing and assessment. Results are monitored and proven to lack adverse impact. Ask for our Report Guide or Technical Manual.

The PXT Select™ Assessment System

Unlike other assessment services, the PXT Select uses a single assessment you can rely upon for a host of reporting options. This makes the assessment more valuable and affordable for you, since you pay to score a person’s results only one time. After that, our reporting system lets you access additional reports, for any job, at no charge.

No annual subscriptions cost
Keep complete access to your data
No charge for additional job models
No charge to compare a person to multiple jobs
No charge for phone debriefs with a certified expert

PXT Select – a time saving way to hir e

How Important is Onboarding?

Sun, 03 Feb 2019 14:20:10 GMT

Since unemployment remains low, employers are recognizing the value of effective onboarding

A recent survey conducted by The Harris Poll on behalf of CareerBuilder and SilkRoad says that 93 percent of employers agree a good onboarding experience is important for retention.

Organizations recognize the importance of onboarding, but most employees said they don’t think their organization did not get it right. Many leave companies due to a poor onboarding experience.

Usually, nobody takes ownership of the onboarding experience and senior managers don’t get involved – which doesn’t help. A strategic onboarding process is not part of the company goals and it should be.

New hires today expect to be treated with respect and encouraged to get involved with their management. If you are not continuing to update your onboarding, you are probably losing good people to the competition.

A New Report Uncovers the Four Leadership Characteristics for Tomorrow’s Leaders

Fri, 25 Jan 2019 14:23:06 GMT

Today’s leaders are always looking for the best way to focus their time. This report looks at Industry 4.0 strategies.

According to Deloitte’s second annual Success Personified in the Fourth Industrial Revolution report, it found four traits through a survey of 2,000 C-suite executives across 19 countries surfaced.

Social Supers
Data-Driven Decisives
Disruption Drivers
and Talent Champions

These will differentiate the most effective leaders and successful employers.

Focus – focus – focus!

What is Job Fit?

Sun, 06 Jan 2019 14:25:23 GMT

In 2019, Job fit is so much more than placing a person in a job. Job fit gets to the core of who a person really is. When you identify and evaluate a person’s innate personality traits, abilities, and behaviors, you can determine if a person CAN do a job, HOW they will do the job, and if they will ENJOY their work.

When you place people in jobs where the demands match their own abilities, where the stimulation offered by the work matches their interests, and where cultural demands align with their personalities, turnover will decrease while productivity increases dramatically.

The Concept of Job Fit in Three Simple Steps

1. The Impact of Job Fit on the Individual and the Organization

2. How Job Fit Assessments Help You Hire and Develop

3. How to Spot a Job Fit Problem