Hiring managers are typically under a lot of stress – they need to hire the right employees quickly to fill vacant positions, or else productivity will start to plummet. Pressure from upper management, uncertainty in the hiring process, conversations around how to evaluate candidates, and much more can all lead to extremely high tensions. And high tensions can put certain people in the workplace into a perpetually bad mood. If only there was a way to make people happy again. If only there was some sort of solution that could help hiring managers find the people they need, easily coach them, and increase their team’s overall productivity.

Oh, right – there is. Here’s how the implementation of personality assessments can boost your hiring manager’s mood. Because when the boss is happy, aren’t we all happy?

They find what they need

Let’s face it: hiring managers may not be the best at recruiting because they don’t do it all the time. In fact, Workopolis has a great blog post about common interviewing mistakes that hiring managers can sometimes. Unless they’re in a high-growth phase (which is awesome) or experiencing a lot of turnover (which is not so awesome), they’re not constantly filling positions. Just like anything, practice makes perfect – and without routine practice, it’s easy to make mistakes. Personality tests can help hiring managers a) figure out who they’re really looking for, b) match candidates to the kind of profile that the job requires, and c) conduct better interviews to get the information they need to make that determination. If you find a test that’s easy to complete and understand (yes, they do exist!), then it might even be a little fun. Finding what they need and injecting a little fun into their day might just be enough to crack a smile.

It makes coaching easier

Coaching is something that a lot of managers really struggle with. Each person on their team requires a unique communication approach, and really knowing the nuances of those approaches is not an easy thing to do. But personality assessments can spell this out for them, with some even providing a straightforward list of do’s and don’ts for how to best manage each employee. Any time you’re making their life easier, you’re working your way into a hiring manager’s heart.

Their team’s productivity increases

A manager’s success is ultimately measured by their team’s effectiveness. If you can help them improve productivity, there’s no way you’d be on their bad side! Personality assessments can help managers to coordinate tasks by leveraging employees’ natural strengths and fostering more efficient communication. You’ve probably seen it on your own team: when people are doing what they’re good at, and they’re communicating well, engagement and productivity tend to go up. The manager’s role is to lead the team and get everyone jiving together. If you arm your hiring managers with the right resources to do this, they can get the most out of their team – which helps to make them look good.

Achieving hiring manager satisfaction may not be the easiest thing to do, but personality assessments can definitely help you get there. Who knows – you might even get a bonus for all your efforts!

I mean, we can dream, can’t we?




There seems to be some common, standard interview questions that always get asked during interviews – ones that seem to be popular but aren’t always effective. “What’s your greatest weakness?” “Where do you see yourself in five years?” “Why should I hire you?” These questions might provide a little bit of insight, but they’re not great indicators of future behaviour – nor do they help to identify whether a candidate has the right personality for the job.

In many cases, asking a candidate about their weaknesses is not really a question about their weaknesses – according to The Interview Guys, it's a way for potential employers to see how self-aware their candidates are. it’s asked to evaluate the self-awareness of the candidate. And asking candidates about their plans for the future is really just a roundabout way of seeing if they’re planning on sticking around for long. But these are boilerplate questions that were probably invented around the same time as the interview itself. Candidates know how to answer them in a way that makes the interviewer happy, so the value that can be gleaned from them is relatively minimal.

There are better ways to find the answers you’re looking for, while also getting insight into the kind of value that a candidate could bring to your organization. Discussing a candidate’s successes - instead of where they’ve previously failed - fosters a sense of contribution to your organization, and you’re more likely to hear success stories that correlate closely to the position you’re interviewing for.

“What can I tell you about our company and this position?” “If you envision yourself in this role, what do you see could be your biggest challenge(s) at the beginning? What approach would you take at the start of this role to tackle these challenges?” “How does this role align with your career plans?” “What work experiences do you feel will support you in this role based on your understanding of the outline?”

These questions provide valuable insight into a candidate’s knowledge and awareness about your organization, and how prepared they are for the interview. It also offers up scenarios to visualize how the candidate would work in the role, and how thoroughly the candidate considered the requirements outlined in the job description and job profile. The more they can articulate that they truly understand the role, beyond just the basic day-to-day tasks, the clearer it is to see how they’ll handle the position. These kinds of questions also allow candidates to display how they solve problems, come up with solutions, and provide information in a clear and timely manner. With questions like these, it's also easy to use the SARR method to clarify answers and get more details.

When you run your next interview, try avoiding some of the clichéd questions. Instead, use a few questions that really validate the candidate’s ability to fulfill the role and become a valuable addition to your organization. If you’re stuck on ideas, the right personality assessments include interview questions that you can ask. Verify if your candidates’ strengths fit what the position requires, and if their personality aligns with the temperamental requirements of the job. This approach avoids focusing too much on the negatives, and it also helps to avoid canned responses. But most importantly, it gets more value out of your interviews, and provides a more comprehensive view of your candidates.


To schedule an in-house demo or try McQuaig for FREE contact us on: 


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If making a hire is one more thing on your never ending to-do list, you are going to want to cross it off as quickly as possible. It’s not that you want to rush through the process, because that will likely end up in poor decision making. You just want to make everything more efficient so that it can all go smoothly.

Most people consider the process of creating a job profile and extra step and one that would add time to the ordeal, however, it actually does the contrary. The time saved from having the job profile in the process, will actually outweigh the time it takes to develop one. Here’s how:

Gain Consensus

There is nothing worse than having to redo work. Ok, maybe there are plenty of worse things in life but it does really suck. Imagine getting all the way into the interview process before finding out that you need to go back to step 1 and decide what you are hiring for. This is a pretty common occurrence because people do not take the time to really hammer out all of their requirements. In creating a job profile, you force all stakeholders involved to agree on those requirements so that you can move forward and never look back. Insert sigh of relief here.

Screen Effectively

Interviews take time. You have to schedule them, conduct them, and organize your thoughts afterwards. So save that time for the candidates that really have a chance! If you can screen your applicants well enough to interview only the best, then the process will be a lot more efficient. Job profiles can help you in this area by providing resume scanning tips and phone screening questions. If you take advantage of these, then you can shave a few more hours off your overall time record.

Find Out Where the Gaps Are

If your friend gives you a word search puzzle and says “look here, here and here” it might not make it too fun but you will sure be done a lot quicker! A job profile is like your friend in the interview process. When you compare your candidate to the job profile, you will be able to see where you will need to probe deeper. However in this case, it actually is fun! Now you know what kind of responses to expect from candidates and you can chuckle to yourself when their personality rings true. It’s even more fun when they surprise you with experience to match your job profile because then you may have found your new hire!

The hiring process can be looked at like a relay race. If you create a job profile, it is like your starter taking off far ahead enough for the whole team to win. Creating the job profile in the beginning can reduce the end-to-end time and you can cross that one off your to-do list!  

To schedule an in-house demo please email us on 

Five Ways to Develop Employees Using Succession Planning


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Successful succession planning depends on retaining high potential talent and developing those employees so they are prepared to fill key roles. Development efforts often are based on well-defined individual career paths, which keep employees engaged and motivated to excel. However, even companies who don’t have a full-scale career pathing process can bolster succession planning efforts by focusing on honing the talent and leadership skills needed for each vital position. This can be accomplished in a variety of ways.

Constructive feedback tied to specific goals helps employees clearly measure their performance and adapt to meet new challenges. Unfortunately, only 23% of employees feel they are getting the feedback they need to excel. Companies who focus on providing regular and meaningful feedback to employees, however, see 3.6 times the level of engagement, which translates into higher retention rates—a vital component of successful succession planning.

Lateral moves help high potential employees gain necessary skills for new roles by exposing them to varying tasks and responsibilities. Such moves also keep employees engaged by offering the opportunity to meet new challenges. Employees who make many lateral moves also obtain a big-picture view of the company as a whole—a perspective necessary for success in many top-level roles.

Leadership roles like team lead build the kind of leadership skills an employee may need to succeed in future management roles or executive positions. They also promote confidence, a trait that makes employees more likely to speak up about new ideas.

Special project assignments can build specific skill sets, as well as encourage self-direction and independent thought. They also can help fill identified skill gaps in an otherwise well-qualified candidate. Assignments like spearheading a new division or opening a branch in a new region may also serve as a trial run to see how a candidate might perform in a larger role.

Internal and external training opportunities do more than train employees to be better workers. They also encourage retention. Two out of three employees say training plays an important role in their decision to stay with their employer. To be effective, however, training must be engaging. Research indicates that customizable, interactive training that allows employees to go at their own pace and review material already learned may be the most beneficial.

By investing in the development of high potential employees in any of these five ways, companies ensure continual access to a talented and qualified pool of candidates for succession planning purposes. This enables a more robust planning process than creating a simple list of back-up candidates and ensures each person has the skills necessary to handle his or her new job when the time comes. For more information on succession planning, please contact us for an onsite demo. 

Video Interviewing: Navigating Recruitment Success

So, you’ve brought a new software platform on board, you’re all set up – now what? The necessity to attain fantastic customer service is at its highest point during the use of any software platform. That’s why, after initial setup and implementation with Sonru video interviewing, our Client Success Team push this forward and start building on reputable service delivery throughout the recruitment process.

Rolling it Out Internally

We recognise that it’s not always so quick and simple to get everyone on board with a new idea or technology within your organisation. The Client Success Team at Sonru come equipped with guides, tutorials and training for all client departments to eliminate any worries or woes and to allow everyone to put their best foot forward from the very beginning. We have extensive experience getting Hiring Managers involved to facilitate their participation in the video interviewing process as much as you require. Sonru is not a one-shot service, but instead a flexible solution, adapted to our clients’ specific needs. We’re on-hand throughout the video interviewing process to guide you not only on how to usethe technology, but also on how to improve the process as you go along.

Candidates are not to be forgotten about either. We pave the way to make sure candidates have a smooth-running experience from the very start, and 95% of candidates would complete a video interview again! To eliminate the concerns that any candidates unfamiliar with the platform may have, we have a dedicated library of candidate tips ready to rock so that candidates have a pillar of support throughout their video interviewing journey, too!

Supporting Seamless Recruitment

Apart from designating a Client Success Manager to our clients from the get-go, we also have a full team of 24/7 in-house support experts on hand via phone, email and live chat to guide all clients and candidates when they need. We recognise that time is of the essence and are very proud to have a committed support team who surpass all industry benchmarks for technical support response times.

Throughout the video interviewing process, it’s all eyes on you! Based on client feedback and evolving recruitment needs, we enhance the Sonru platform continuously, with all system upgrades provided at no extra cost.

It’s an honour as part of the Client Success Team to deal with a diverse range of clients across the globe, and to know that our every day aim is worthwhile in making them feel as comfortable, enthusiastic and excited as possible when using Sonru. Software as a service cannot simply be a once-off interaction with your provider. Our team is here to build relationships and nourish client partnerships throughout every step of the video interviewing process!

To Schedule your Sonru Demo please contact us here.

Francesco Roccuzzo, Client Success Manager at Sonru, weighs in on video interviewing rollout, support and getting the very best out of your Sonru video interviewing journey.

INTRODUCTION TO MCQUAIG - A Three Part Video Webinar Series

Now What?

As a McQuaig customer, you understand the lifelong value of assessment tools and how they can enhance the hiring, professional development, and retention of your employees. But you might be wondering exactly how to use your new McQuaig tools to their fullest. We wanted to make sure you're feeling confident in the tools you're about to use, so please enjoy these three short videos to get acquainted with McQuaig, our philosphy, and some orientation on our suite of products. If you have any questions, your Client Success Manager would love to hear from you!

Chapter 1

The Theory

Chapter 2

The McQuaig 3-Step Process

Chapter 3

Team Effectiveness & Succession Planning


For more information on The McQuaig Psychometric System or to schedule a demo, contact us here or simply drop us an email on

Applicant Tracking System Checklist - What Features Do You Value Most?

In the HR tech world, we’ve run across two main camps of recruiters and employees who hire:

  1. Those that been fumbling around in a legacy ATS for the last five or ten years, and
  2. Those who read that sentence like, “A what? An ATS? Apartment Therapy Session? Agile Training Support?”

That’s applicant tracking system, for the record.

If you are based in ME / GCC region you can schedule your demo here

To the beleaguered HR Managers and seasoned recruiters of the world, watching the newest recruiting and hiring tools gain mass adoption through ease of use and simple, online interfaces is only a little bit gratifying,

“Sure, anybody can recruit when the platform makes it that easy. You should have seen it in my day, kids.”

(Ahem, 2012)

To the startup founders, the design leads, the marketing managers and the department heads facing their first few rounds of hiring, an applicant tracking system isn’t even in their vocabulary,

“Isn’t there something better than Google Sheets for this? Where’s the app for managing my hiring process?!”

No matter which camp you belong to, you’re going to want to decide which ATS features will be the most valuable for you – your team, your business, your clients.

While we’d love it if you graded Breezy on how cool our features are and the awesomeness of our people (very awesome), we would much rather ensure that you get an ATS that allows you to recruit and hire the way you want to.

With that in mind, here’s a free, no strings attached downloadable PDF of applicant tracking system features for you consider while you’re making decisions about the best solution for you and your team.


Not into downloads? The following button is a link to open the ATS features list in Google Sheets. To edit the list for maximum efficiency – e.g., copy/pasting the features most valuable to your team at the top, or blacking out integrations you wouldn’t use – head to File –> Make a Copy to add it to your own Google Drive.


You’ll be unsurprised to learn that Breezy HR gets a gold star on every feature listed above, but feel free to tell us what we’ve missed!

Is there a feature of the applicant tracking system of the future that you’d like to see?

If you are based in ME / GCC region you can schedule your demo here

Using Career Paths to Effectively Address Skill Gaps

Approximately 10,000 baby boomers retire each day in the United States. That’s about 30,000 skilled workers per month. And, while there are around 8.7 million people available for work in this country, there are far fewer who have the skills to fill those openings left behind by the Boomers.

Would the third of the above figures be applicable to this ME/GCC Region? 

Skill gaps cost the U.S. economy about $13 billion per month. To thrive in their industries, companies must address these gaps. Doing so means partnering with educational and development organizations and doing one thing many companies just don’t know how to do—creating the talent needed for key roles by training and promoting the candidates already available.

Nearly three out of four U.S. employees are open to hearing about new opportunities, according to latest surveys. Effective companies will harness those wandering eyes—and ensure their own success­—by providing the opportunity for employees to grow and advance past their current roles within their current companies.

Many employees don’t believe they are capable of advancement, because they don’t have the information necessary to move along their career paths. This keeps employees in a holding pattern, which kills engagement, and hinders employers’ abilities to move talent into essential open roles. By providing the right resources and visibility into open roles and competencies, employers can address these obstacles, helping employees obtain the information they need and filling needed skill shortages at the same time. An effective career pathing program is key.

Managers often are able to point employees in the right direction by offering information on major skills shortages or providing access to learning resources. Many times, however, the gaps between where an employee is and where he or she wants to go are small and numerous. A manager may not have the time or the knowledge needed to be able to point out them all.

A comprehensive career pathing software program, however, can look at an employee’s individual talent profile and then compare his or her current competencies, piece by piece, to the competencies required for success in the individual employee’s specific next step. This provides the employee with extensive knowledge into the gaps that need to be filled, an extensiveness that would simply take too much of a manager’s limited resources to achieve. It also enables managers to focus their attentions on what gets the best results—coaching.

Managers can utilize the software’s detailed gap analyses to walk employees through the skills needed for advancement at a level that best fosters understanding and development. Managers also can use the detailed analyses to better track employees’ progress toward their goals and to help employees see where and how they’re making the most progress. This reduces learning time and propels employees along their chosen paths at a faster rate.

Such software also provides additional, targeted learning resources for addressing gaps, instantly putting the power of advancement into the employee’s hands. This enables employees to take immediate action to improve their skill set via mentoring, coaching, and additional training. Such motivation plus the tools necessary to realize those ambitions equals an unstoppable force for employees and companies alike.

Road to Career Pathing in Your Organization

Starting a career pathing program at your organization is not a difficult journey but there are checkpoints that need to be reached in order to complete the trip to your final destination. View this infographic to learn where you need to go and what you need to do when you’re on The Road to Career Pathing In Your Organization!




FREE DOWNLOAD: The Quick Guide to Hiring with Personality Assessments!

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I hate to tell you this, but if we’re being honest, there’s a good chance that you stink at interviewing. I don’t mean to pick on you specifically, but statistics don’t lie; study after study shows us that hiring manager make decisions based on interviews, and traditional interviews are just barely more effective than flipping a coin. So maybe you don’t stink at conducting effective interviews – but it certainly seems like a lot of us do!

Why is this? We all want to believe that we're good judges of character. We think we can trust our gut. We think that based on a traditional interview, we’ll be able to accurately predict future performance. Overwhelmingly, the evidence suggests that we’re wrong on all three counts.

You don’t have a lot of time with your candidate before making a hiring decision, so make that time count. Here are 7 steps to make sure that your next interview is an effective one:

Step 1: Prepare - What are looking for? Get key stakeholders to define job requirements such as education, experience and specific skills, as well as the dimensions that tend to be more difficult to assess, like behavioural requirements, the level of maturity needed, thinking ability and overall aptitude. One of the major contributing factors to the overall poor predictive ability of interviews is that they focus on skills and experience, not on passion, personality and ability.

You might find that some of the stakeholders have differing ideas of what is actually required for the role, and isn’t it great that we've discovered this prior to starting to source candidates? Once these characteristics are defined and agreed upon, we’re ready for Step 2!

Step 2: Screening - Who makes the first cut? Use the information gathered in Step 1 to create a strong job posting. As the applications start to come in, focus on assessing necessary skills, experience and education only - behavioural qualities are impossible to assess by viewing a resume. Once you’ve identified your top candidates, conduct a brief screening interview over the phone. Be clear on what the overall goal of the conversation is - what are you trying to learn? The most important thing is to clarify any job-related skills that we have questions about.

Step 3: Employee Assessments - If employee assessments are part of your hiring toolkit, now is the time to use them! A common mistake is leaving assessments until far too late in the hiring process. Use them as a guide to complement your decision-making process. Assessments can be very impactful in helping us understand those hard-to-assess qualities that we’ve defined as necessary for the role, such as temperament and cognitive ability. Time and again, research tells us that these are the keys to predicting future performance. If you want to know exactly what to explore once you and candidate meet face to face, it’s important to assess candidates before the interview.

Step 4: Conducting the Interview - In Step 2, you looked for confirmation of job-specific skills and abilities. In Step 3, you were given insight into your candidates’ temperament, aptitude and maturity. The interview is your opportunity to explore any potential gaps and get a more comprehensive view of how candidates have overcome any of their temperamental weaknesses. Make sure to use standardized behaviour-based interview questions, and remember to probe if you need more information. Many high-quality assessment tools will provide you with behaviour-based questions that are specific to the results of the assessment.

Step 5: References - We all know how important references are, but too often they’re approached as an administrative task - viewed as something that we have to do for the sake of compliance when our heart has already decided on a candidate. Don't make this mistake! To get the most out of your reference conversations, ask some strong behaviour based reference questions that relate to your candidate. References can provide a wealth of valuable information about your candidate, much more than just the standard dates of employment and rehire status.

Step 6: Decision Time! - Making your decision is not something that you do by gut feel - it should be an objective process where you tally each person’s scores and look at their areas of strength and potential weakness. This is vital to making the right hiring decision and it’ll increase the odds of making the right decision dramatically. Once your decision is made it’s time for the final step!

Step 7: Follow Up - You promised your candidates that you’d follow up with them when they met with you for their interview, so now it’s time keep your word. A positive candidate experience for all employees is important to your brand, and it can have a major impact on your future recruitment activities - so make sure you honour your commitment to your candidates and follow up with them!

If we conduct strong, structured interviews and correctly incorporate assessments into the hiring process, we’re not just flipping a coin to make a hiring decision. Instead, the decision gets made based on hard facts. You might not be able to hire the right person 100% of the time - I’d like to find the person who can do that! - but you’ll be able to dramatically increase your success rate. And once the success rate starts to go up, you’ll see the positive impact not only on your next successful hire, but on your entire organization!

Ladder or Lattice? Which Career Development Strategy is Best for Your Employees

Career development is essentialto today’s workers. Employees are eager to grow in their careers and advance within their organizations. Companies unable to facilitate that growth will continue to be plagued with engagement and retention problems. There are two main options for moving a career forward – up the career ladder or through the career lattice. But what does that growth look like?

The first is the traditional ladder model. Climbing the ladder is a vertical approach that is best suited for highly specialized careers and employees who are already in a particular field and know exactly what role inside that field they want to have in the future. This approach offers employees the chance to become experts in their chosen field, and progression along the chosen career path is logical and easily flows from one position to the next. However, this also limit’s the employee’s overall perspective of the company and movements up the ladder may be restricted based on companywide tenure rates and size. Roles along this route also tend to be more rigidly established, meaning work/life balance and personal fulfillment may be more difficult to achieve. This may be why increasing numbers of employees are choosing to look at their career progressions as occurring on a lattice rather than a ladder.

A career lattice offers employees variety and extensive opportunities for meeting new challenges, two things Millennial workers—in particular— find necessary for active engagement. Movements may be vertical, lateral, or diagonal, which places countless job roles on each employee’s potential career path instead of just a few. The lattice also avoids the limited perspective pitfalls of the ladder. The lattice’s broad moves across departments and functional areas enable employees to gain cross-functional skills that will put them ahead of their peers in general tasks and benefit them in many roles. It also enables employees to reframe those roles to better fit their personal ideal work/life balance—an issue especially important to women. Approximately 60% of female workers say work/life balance is “very important.”

The lattice’s greatest challenge, however, is that employees don’t know how to build it and do not have access to various progression. Even if they are fully aware of which roles and departments they want to experience, they are generally unaware of what skills gaps will need to be addressed to move between them, how to fill those gaps, and which order of movements is most beneficial for their specific long-term goals.

A robust career pathing software brings transparency and know-how to the career development process. Such software utilizes a systematic approach to career development, enabling employees to map multiple career path scenarios, review job competencies, and evaluate skill gaps. By giving employees the career pathing tools necessary to chart their career progression, they become more engaged in their roles and the development of their careers. The most effective also dynamically match employees with their next best role, depending on where they are at the moment.

Lattice or ladder, however, one thing is certain: Employees want a clear path forward. They want to broaden their horizons, grow in their careers, and excel in new challenges. Companies that understand how to help employees navigate their will be rewarded with high retention and increased engagement. To learn more about effective career development best practices, view our Learning Center.

How to Help Employees Develop Career Paths

Employees want to understand what is required of them to change roles or advance in their careers but the necessary processes may not be in place. By understanding how to help employees develop career paths, you will soon be able to provide employees with a clear road map to career development and growth. If employees are left to guess and wonder what steps they need to take, you will likely find them moving to another company that can meet their needs.

As the job market and economy improve, the number of employees willing to leave their positions and companies for greener pastures is climbing. January 2017 saw an increase in voluntary separations compared to the months before, and 51% of employed personnel in the U.S. are actively seeking or watching for new openings. The data taken together—and combined with the general low tenure rate for Millennial workers—clearly show one thing: retention may be one of 2017’s biggest human resources problems. If companies don’t partner with their employees to achieve individual career goals, those employees will leave.

An effective human resources department will be that partner—assisting employees in creating and navigating their desired career paths. To be that partner, however, HR must be able to do the following:

  • Provide employees with access to job role data
  • Help employees objectively assess their skills, strengths, and weaknesses
  • Offer a method for comparing employees’ current tactics to future roles
  • Provide access to mentoring, coaching, and learning resources that work for a variety of learning styles
  • Offer opportunities to test out newly acquired skills in a team environment
  • Support lateral and vertical moves in each unique career path when employees are ready

An effective career pathing process combines these steps into a streamlined, easily accessible program. While a human resources department can achieve the desired results by providing employees with the above information and opportunities on a piecemeal basis, it takes a significant investment of time and resources. It also depends on the availability of the human resources staff at any given time. Accessible and interactive career pathing tools are a more efficient method.

An all-in-one career pathing software program offers employees the opportunity to build and navigate their career paths independently—but with expert guidance. The best programs combine talent profiles, gap analyses, organizational insights, coaching and development, and job searches together, in a dynamic, user-friendly interface. TalentGuard’s also offer customized career paths, including specific information on skills needed for each movement and knowledge on how to acquire those skills, to help employees get from where they are to where they want to be.

Are You Ready to Start a Career Pathing Program?

You know the basics: Career pathing boosts employee engagement, improves retention, and significantly increases customer satisfaction and overall profitability. You’re sold. You want to start implementing a career pathing program at your company today. The only problem is you’re not sure where to start.

See whether you are ready to start a career pathing program by answering the questions below:

1) Do you have job profiles built?

If your company already has job profiles built, fantastic. You’re one step ahead, and you can move on. If not, you have two options: you can build competencies in-house, or you can purchase access to a competency library.

Competencies are clusters of related skills, abilities, personality characteristics, and knowledge that enable a person to be effective in a particular job or situation. Using them to build ajob profile ensures clear communication between managers and employees regarding what it takes to succeed and excel in a specific job or role. Competencies also promote organizational culture by emphasizing a long-term fit between job candidates and positions.

Building competencies in-house requires extensive effort (often 80% of the total time involved in starting the program) that may be better spent launching and implementing the career pathing program. It requires observing each employee in his/her role, personal and/or group interviews, surveys, and behavioral and job analysis. It also can take months – even years – to develop completely, which means problems with disengaged employees and poor retention persist far longer than necessary.

Gaining access to a competency library is much simpler. Instead of spending 80% of your time creating the framework for your program, acquiring a professionally built library reduces creation time to 20%, which reserves your time and resources for where they’re needed most – implementation. A quality competency library will include job families grouped by function and industry; job roles with titles, descriptions, and primary responsibilities; categories of competencies for each job role; proficiency descriptors; and learning references. This enables you to quickly identify, match, and customize the job profiles that best suit your workforce.

2) Have you identified the possible career paths for the job profiles?

If you have, proceed to question three. If not, you again have two options: you can utilize a consulting service to help identify the career paths, or you can utilize in-house services for the process. Identifying paths in-house requires an intimate knowledge of the organization’s succession plans, a thorough analysis of organizational personnel gaps and skills shortages, and detailed research into various career lattices that may stem from each individual job profile. Compiling this information in-house can take months to years of dedicated work. Utilizing consultants already familiar with the career pathing process enables you to focus on the overall architecture of your program instead of the minute details and ensures you get the most important things right. It also moves you more quickly to launch – reducing the time and resources involved in creating a career pathing program by more than 50%.

3) Are your progression paths defined?

Career paths must be visual for best utilization. Employees need to be able to see where they’re at, where they’re going, and how to get there. Spreadsheet-based programs can be used to visually map static paths from one job role to another. However, interactive maps that change and mold to each individual employee are considered much more effective.

These maps take your employees’ personal profile – strengths, weaknesses, skills, desires, and personality characteristics – and dynamically match it to various career paths, enabling the employee to choose or create a new path at a moment’s notice. Customized career pathing software combines job profiles, information on your company’s organizational structure, and your employees’ talent profiles to create immediate, customizable, and dynamic career paths for each individual employee. Such software can also identify skill gaps and offer coaching and development recommendations for filling those gaps. To see career pathing software in action, schedule a demo today.

That’s it. Once you’ve built job profiles, identified the possible career paths in your company, and define progression paths, you’re ready to launch your official career pathing program.

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There is a lot of talk on social media about “finding your why”. Determining the reason that you show up every day and do what you do. Without this fundamental belief in your role, you have no purpose or motivation. You are simply following the every-day motions without feeling engaged or connected to anything.

This kind of existence is well, simply existing. You are surviving but not thriving and will likely feel a whole host of negative emotions. In such a complex society where most jobs that exist do not serve a basic human need, but instead a need that is fabricated by technology, record keeping, or any other modern issue, it is hard to associate a reason as to how you are contributing to the betterment of life.

This got me thinking. If you’re sitting at a desk all day, like a large percentage of the population does, is it actually possible to connect what you do to the sustainment or improvement of life on this planet?

The answer is yes. Because even though you may be a small piece of a very large puzzle, if your organization is providing a product or service that makes something in this world better, than you are a part of it.

In our case here at McQuaig, our “why” is to improve the lives of people in the workforce. Whether they are sitting at a desk all day or working on a production line, our purpose is to help them:

  • Be placed in the position that is most in line with who they are so that they can succeed. This may be their first job in a particular company or a transfer to another role within the organization.
  • Get proper coaching so that they can receive the support that they need to learn and develop.
  • Gain a deep understanding of themselves so that they can take advantage of their strengths and create strategies to overcome any obstacles.
  • Understand and work well with others so that every day when they come to work they can enjoy spending time with their colleagues.

Our goal is to work with organizations who want these things for their employees. By providing our products and services to companies that care about employee engagement, we are able to make this impact on society and live our purpose.

Author:  Rachel Cwang 

Dubai Airports Innovates Talent Acquisition through Sonru Video Interviewing


(pictured: Matthew Windett – Director Talent Acquisition with his team at Dubai Airports)

Dubai Airports, owner and operator of the world’s busiest international airport Dubai International, has signed an agreement with Sonru, the leading provider of video interview technology, to support the assessment of candidates seeking employment with the airport operator.    

“Innovation is central to Dubai Airports’ talent acquisition process and considering our growth targets for the coming years we had to move out of traditional recruitment practices and innovate our process for greater efficiencies. Sonru’s VI Solution will not only help us reduce cost per candidate but also improve our response times in first stage screening of applicants and live panel interviews. Through our innovative strategies, we will continue to be the best in business” said Matthew Windett – Director Talent Acquisition at Dubai Airports.

“I am pleased to Welcome Dubai Airports to Sonru and look forward to working with Matthew and his team” added Danish Haidri – MD MENA @ Sonru.

About Sonru:

Sonru is the trusted global leader and pioneer of automated online video interviewing for screening candidates.

Sonru enables recruiters to replicate a live interview by replacing early-stage phone, Skype or face-to-face interviews. Interviewers and candidates are not online at the same time. Forget about scheduling interviews, time zone restrictions, no shows and unsuitable candidates. With tailored screening questions, recruiters can immediately screen out candidates that do not meet their criteria, selecting only the most suitable candidates.

Meet the best candidates earlier in the process, assess their fit, personality, drive and motivation while saving time and money. 

For more information on Sonru please contact MENA@SONRU.COM or visit

About Hamilton Resourcing:

Founded in 2009 Hamilton Resourcing’s mission is to bring latest Global HR Tech & Innovations to organization in the ME Region. Hamilton Resourcing also provides executive talent acquisition services, pre-employment testing with over 200+ certified assessments (psychometric, cognitive, Game-based testing, Integrity & Microsoft Office) as well as competency development solutions.

Hamilton Resourcing is the exclusive Middle East and North Africa partner for Sonru. 

For more information on Hamilton Resourcing please contact us on or visit


When things get really busy on your team and no one has enough time to do everything that needs to get done, you realize you need more manpower. Or when you know something needs to be done but no one has any idea how to actually do it, it’s time to bring in a new member. But who is this new addition? What type of person will mesh well with the team? What characteristics do they need to actually do the job?

In making your wish list you will likely start with the basic experience and educational background. This person went to university for this and knows how to do that. Then naturally you will start to throw in things like “they need to be able to take charge” or “they will need to be self-directed”. At the end of the exercise you will have an entire list of “must-haves” and “nice-to-haves” that describe your perfect new team member.

The Problem

Although this list is great, and definitely necessary, there are two problems. One, the personality aspects that you have listed, to the untrained eye, may be contradictory. Did you know that it is conflicting to be someone who likes to take charge but also be detail oriented? Two, the team members that helped to make this list may have different ideas on the prioritization of these aspects that will lead them to look at candidates through different lenses. If one person thinks it is more important to be cautious while another thinks it’s more important to be persistent, than they are looking for two very different candidates.

The Solution

The Job Survey consists of 21 sets of 4 words or phrases that asks the respondent to rank them in order of most descriptive to least descriptive in relation to what is required for a role. The result of the Job Survey is an ideal personality profile for a position that can be used as a benchmark for comparisons against candidates. The accompanying report will notify you if your choices are contradictory and allow you to adjust accordingly. And when multiple people complete the Job Survey, comparing the results will highlight any discrepancies in team members’ expectations and force a discussion on what is best for the role.

Other Helpful Features

Once you have the outline cut out for your perfect new team member, it’s time to find some people who will fit it. Like any good piece of content, you want the job description to resonate with your reader. You want your ideal candidates to read it and feel compelled to apply. You can use language right out of the Job Survey Report to help you do so! And just to make sure you have the right applicants, the report includes resume screening tips and behavioural based interview questions for your phone screening process.

Completing the Job Survey takes just ten to fifteen minutes and provides you a picture of your ideal team member that is both consistent and cohesive. Using this profile in your recruitment process increases your hiring accuracy, especially in combination with the McQuaig Word Survey.


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When it comes to hiring, many people believe in their gut. If they get a good feeling from someone, they naturally want to hire them. Throughout life in general, your gut is a pretty reliable source for decision making. It serves as your compass to make ethical choices and major life decisions. It tells you what career to follow and whether to cheat or not.  But your gut is subjective. What your friend feels compelled to do is different than what your inner force is telling you to do. So should hiring be subjective? If your gut says hire but your coworkers’ says pass, whose intuition is right?

Maybe it’s time to bring in a measure that is more objective. Something that will help you to ask the right questions and get the answers that you need to make an informed decision.

Enter the McQuaig Word Survey.

The Word Survey is 42 sets of 4 words or phrases that ask an individual to rank them from most descriptive to least descriptive in relation to themselves. The result of the Word Survey is the personality profile of that respondent which includes detailed information on the behaviour that you can expect from them on the job.

What’s In the Results?

While your gut may give you an idea about what type of leader they are, the Word Survey results will confirm it. It even goes into detail on how they will motivate their team, make decisions, problem solve, and lead change. And it doesn’t stop there. The full report will provide you with many other pertinent pieces of information including their selling style, learning style, and team approach. Based on their personality profile, you will also receive tailored behaviour-based interview questions that will help you in your decision making process.

Strengths and Gap Analysis

If you know what the ideal personality for the position is, you can then compare your candidates to it. This allows you to see if your candidate naturally has what it takes or not. The Word Survey Report includes a section with a strengths and gap analysis as well as associated behaviour-based interview questions to help you probe deeper in those areas. The questions guide you to determine if any gaps will be detrimental to their success in the role or whether they have developed strategies to overcome them.

What You Save

When you rely on intuition to make a hiring decision, you are increasing your susceptibility to selecting someone who you really like, but is not well suited for the role. If your gut is wrong, it will be the cause for the many costs associated with making a bad hire and that is a lot of money to risk on a hunch.

Within just 15 minutes, your candidates can complete a survey to provide you with the information and questions you need to make an informed decision. When you are empowered to make better hires, you can put the right people in place to propel your business forward, and that’s what it is all about.