Psychometrics

Competency Based Assessment Design

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7 Steps Process

Organization Competency Framewoke based Assessments

We specialize in psychometric, cognitive, IT skills and other skill based assessments. Our solutions help organizations to scientifically create organizational competency framework based assessments that have a high correlation with future on the job performance. We use a bouquet of proprietary tests around cognitive, personality, behavioural and domain competencies to address business challenges and deliver our assessments through our state of the art proprietary secured cloud based platform.

Our solutions are being used today by over 1500+ organizations in 80+ countries globally (SAP (in 18 countries), Capgemini, Aquent, Sapient, Cognizant, Sears, 3M, Accenture, HCL, Polaris etc.) to fulfil their Pre-Screening, Campus Hiring, Experienced (Lateral) Hiring, Employee Engagement (through interactive “Contests”) and Learning / Development needs across a variety of job profiles, job roles and departments.

If you are in the market to for CUSTOM COMPETENCY FRAMEWORK BASED ASSESSMENTS please contact us here

6 Ways To Make Your Life Easier

The McQuaig System allows you to benchmark a role internally, recruit to the requirements of that role, develop your people based on their strengths, and retain your top performers.

HOW DO I REJECT CANDIDATES IN A MORE POSITIVE WAY?

Look at you. You’ve interviewed a bunch of great candidates, you’ve got a few top contenders, and you’re pretty sure you know who’s going to be your first call for the new position. Nice work.

But there’s still a big challenge ahead: the moment your top candidate accepts the job, you’ll have to let the other applicants know that you’re moving forward with someone else. For many people in your position, this challenge is too overwhelming – and they end up ghosting the candidates who didn’t make the cut. But this leaves a sour taste in the mouths of people who might be great hires in the future. So what’s the most constructive way to communicate with these candidates?

The key lies in productive feedback.

Feedback means indicating things that were great about the candidate, and things they could improve upon. Was a sales candidate’s resume terrific, but their lack of research about your company a turn-off? Was an accounting candidate unqualified for the management position, but perfectly suited for a junior role? These are great things to let candidates know in general, but it also indicates that you care about seeing them succeed. It may encourage them to apply for a different position at your company in a few months or years – and if their next application lines up with the feedback you provided, your hiring timeline might jump ahead by a few days or weeks.

Pro Tip: Check out this infographic for a 7-step hiring process that improves accuracy and efficiency!

Providing feedback can also leave things on a more positive note with the candidates you don’t select. Since people are more likely to vocalize negative experiences, the last thing you want is a candidate posting all over the internet about their awful experience throughout your company’s hiring process. Negative reviews can make future applicants apprehensive – and even if you’re not hiring now, you will be later. Make sure you’re not missing out on hiring the right person before the job listing even goes live. Shopify has a great article about improving candidate experience for everyone - not just the person you end up hiring.

If you use a suite of assessment tools like McQuaig, you should be able to generate a feedback report in a couple of seconds and email candidates in just a few clicks. Plus, a feedback report can help with coaching the person you end up hiring. It’s also easy to write a few quick emails that highlight the positive aspects of each candidate’s application, and a small number of areas you think would make them better suited for your particular role.

More often than not, productive feedback can go a long way. At worst, you haven’t left candidates wondering if they’ll ever hear back from you – which can create long-term resentment around your company brand. At best, you’ll have a highly-qualified candidate who’s already confident in your hiring process the next time you’re looking to hire the right person. What are you waiting for? It’s time to start making the hiring process better for all of your candidates – even the ones who don’t make the cut!

I HAVE 2 GREAT CANDIDATES. HOW DO I HIRE THE RIGHT ONE?

The end of the hiring process can sometimes be as stressful as the beginning – especially when your top candidates all seem like a strong fit for the job. Wouldn’t it be easier if the perfect candidate rose to the top each time?

Unfortunately, that’s often not the case, and hiring managers are left with some tough decisions to make. So what's the trick to choosing between two (or three or four) equally qualified candidates? Well, there are many opportunities to streamline your recruitment process to ensure you're hiring the right person, but here are three critical factors to consider when you’ve narrowed it down:

Job Match

The first thing to look at is how each candidate stacks up against the job profile for the role. If you use something like McQuaig personality assessments, this step is pretty straightforward: simply generate a report that compares the candidates’ personality profile against the temperamental requirements of the role. In a few seconds, you should see if the candidates are a strong match, a potential match, or if they don’t really match at all.

If you don’t use personality assessments, this step is still pretty simple: based on your candidates’ interview answers, try to match up their responses to elements of your job description. It’s important to revisit the job description or job profile after each step of the hiring process, to stay focused on what matters in the role, and to more accurately pick up on great opportunities or potential warning signs. Revisiting your information - instead of going off of gut feel or your memory of the interview - is a critical step that often gets overlooked. But it can typically reveal information that's vital in pinpointing and hiring the right person.

Pro Tip: We built a job description template that you can fill out in 20 minutes or less - check it out here.

Interview Answers and Candidate Interest

Standardizing your behavioural interview questions is a great way to level the playing field between candidates. Getting them to answer the same set of core questions can help you easily see where surprising differences may exist. Revisit each candidates’ answers as you make your final hiring decision – and remember to line questions up with critical elements of the job description. This way, you’re always aware of what’s most important in the job, and it becomes easier to see where some candidates excel and where others may not be so effective.

Revisiting interview responses is also a great way to re-gauge candidate interest. Did one candidate provide great answers but seem uninspired? Did another candidate lack technical skill but have the right approach to solving the problems you need solved? Assessing these observations after the fact can help with hiring the right people the first time - and avoiding a turnaround surprise down the road.

Reference Answers

References are a terrific source of information if you ask the right questions. Similar to the interview, standardizing reference questions – and going beyond the traditional confirmation questions – can help solidify observations made during the interview. Tying reference questions back to the job profile is a great way to confirm not only what the candidate said in the interview, but also how their work was received from a more objective standpoint.

Remember that equally qualified on paper may not mean equally qualified in terms of temperament or personality. And technical skill doesn’t always indicate top performance on the job. Hiring the right people all comes down to keeping in mind what the role requires, both from a technical and a temperamental stance. So when your candidate list is whittled down and making a decision seems impossible, remember to revisit the core of what the job entails, and realign candidate responses to those requirements. After a little consideration, it might feel like the right candidate is jumping off the page!

CAN PERSONALITY ASSESSMENTS REALLY MAKE A HIRING MANAGER HAPPIER?

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?


FOR MENA ENQUIRIES:

TO SCHEDULE AN IN-HOUSE DEMO OR TRY MCQUAIG FOR FREE CONTACT US ON: PSYCHOMETRICS@HR-EMAIL.COM

HERE'S HOW TO ASK BETTER INTERVIEW QUESTIONS

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.


FOR MENA ENQUIRIES:

To schedule an in-house demo or try McQuaig for FREE contact us on: Psychometrics@hr-email.com 

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 Psychometrics@hr-email.com

THE "WHY" BEHIND MCQUAIG

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 

RECRUITING TOP TALENT WITH THE MCQUAIG JOB SURVEY

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.

RECRUITING 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.

Hiring Effective Sales People in 2016!

The Ultimate Guide to Hiring Effective Sales People

Statistics show that 80% of sales require at lease five follow-up calls, and 44% of sales people give up after one. How can you tell if the candidate you're considering will go the distance? It's not likely from the interview. Research shows that interviews are only accurate predictors of future success 14% of the time.

You need to know what traits will signal future success and how to tell if a candidate really has them.  

In this eBook, you'll learn:

  • The most common trait of successful sales people and how to assess for it
  • The most effective interview strategy for hiring winning sales people
  • How a candidate profile increases hiring success
  • What to do when you hire the wrong person

Download this free eBook and get started finding your next Top Producer now! 

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WEBINAR: A look at Game-based Assessments | Theme Park Hero

Theme Park Hero

A look into game based assessments and our assessment Theme Park Hero.

Game-based assessment is the first serious deviation from the traditional testing approach, forming the next evolution of psychometric testing and offering a vast array of advantages including improved brand perception, engaging experiences and advanced data streaming, capture and analysis.

Listen to Jason Blaik (Head of Psychology) in this insightful webinar as he takes you through:

  • The positive impacts that game-based assessments have had in the recruitment process
  • Advances in psychometric testing and the current state of assessments
  • The rise of gamification as an evolution of psychometric testing
  • Important concepts including design, motivation, flow, recognition, reward and play
  • The broader differences between traditional testing and game based assessments and including a developmental review of Theme Park Hero, Australia’s first game-based assessment

30 Essential Behavioral Interview Questions by LinkedIn

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Why behavioral interview questions matter?

Screening candidates for soft skills is often the toughest part of an interview. You have less than an hour to figure out if the person has the qualities you are looking for in your next hire. The good news is that behavioral interview questions are a proven way to reveal a person’s ability to collaborate, adapt, and more. By looking at their past behavior, you can more easily determine what someone will be like to work with. To find out what are the best behavioral interview questions, LinkedIn surveyed nearly 1,300 hiring managers. This eBook will walk you through their answers and give you tips on how to ask these questions. 

To test-drive a behaviour based psychometric assessment please click here

Executive Recruitment in United Arab Emirates

With hundreds of other agencies in UAE how do you stand out?

FACT FIRST: UAE is a remarkable place for both employers and job seekers and this diversity has also attracted some of the leading recruitment service providers.  

So how do we stand out? Well one way we have addressed this is by listening to our customers and their need of the hour. We call this 'pain-management'. By understanding what #HRTECH & #HRSOLUTIONS would make their jobs easier and the recruitment process more manageable and predictable.

When hiring has a 46% failure rate (approximately the same as flipping a coin), it’s hard to justify why the resume is so central to the hiring process.

Open Flood Gates:

Most HR professionals don't understand the complexity in executive recruitment. It's a situation that is manipulated from the start. Let me explain. Firstly and most commonly a job ad is placed in the most popular media. Right from this point onwards the floodgates are open and control has been lost over:

  • who reads the job-ad 
  • how the job ad is interpreted
  • most importantly who responds to it

From this point onwards it's a long slope ahead as thousands of people start sending their profiles. Most companies I talk to would receive an average of 600+ profiles (depending on its name & reputation) out of which they claim that only 10% - 15% are relevant. Nonetheless someone still has to go through all the applications to identify that 10%. 

When the 10% has been identified then begins the next challenge of telephone screening the selected candidates. 

The Phone Screen:

For the applicants this is a selling opportunity. To phone screen you first need to make sure the candidate has time for a discussion first. When that time has been booked than you have a candidate's profile on one hand and the candidate on telephone on the other hand. Both are unfavourable situations for the recruiter as both are well prepped and fractionally exaggerated in some cases. This has nothing to do with dishonesty of the candidate but it is only natural to put your best foot forward. 

Once the candidates have gone through the first round of screening they are further sorted by the recruiter before being presented the line manager. The candidate CV's by now have gained recruiter comments and scribblings as well based on the first screening. 

The line manager when he/she is available and has the time will eventually start going through the same profiles and recruiter comments and may even engage with the candidates on the second telephonic screening before sending his request for a meeting/video conference call with the candidates. By now the shortlisted candidate have probably already gone through two screening calls with very similar Q&A. 

Once the profiles are returned back to the recruiter than begins the cat & mouse game of making sure that the candidates are available at the same time as the line manager or managers if it's a panel interview. This back and forth further burns more time and money with chances of losing the candidate to competition as well. Most applicants on average apply to 3+ jobs during their job search. 

Fast Forward to Face-to-Face Interview:

By now you would easily be well in your 5th or 6th week of the recruitment process and still would not have met the candidates. 

A face-to-face interview is again a selling-opportunity for candidates as most smart applicants are fully prepared for their interview. They would have done company research on the www and website, people research on professional networks and would probably know more about you then you know them.  Remember until now they are in total control of the process. They have provided you with a professionally constructed profile and told you what you want to hear. 

A face-to-face interview is an opportunity to you to know each candidate better in person. But again it's not a game-changer in your favour yet as most line managers are not certified interviewers. These interviews are called unstructured interviews. No cause for celebration as an employers the situation isn't in your favour yet.  

There have been volumes written about how “the first five minutes” of an interview are what really matter, describing how interviewers make initial assessments and spend the rest of the interview working to confirm those assessments. If they like you, they look for reasons to like you more. If they don’t like your handshake or the awkward introduction, then the interview is essentially over because they spend the rest of the meeting looking for reasons to reject you.

In most cases the selection is based on gut-feel and the first 10-second assumptions. Both practices that are worthless and cost organisations millions of dollars annually. 

So to cut the chase as I can go on and on about the process; where does Hamilton Resourcing stand out?

Simple. We rely on our global executive talent sourcing skills to target exactly what you are looking for. It's like hitting the bulls-eye. Once we have the candidate shortlist we recommend inviting candidates to complete an online personality assessment so they can be compared with the internal unanimous job benchmark. Personality profile will help you better understand what the candidates 'will-do' on the job and not just what the candidates can-do.  

Once we have the 'strong-match' and 'potential-match' candidates who already have technical qualifications for the job than we recommend inviting them to complete a structured video interview. As this is a 'asynchronous' process the managers do not have to be online at the same time as the candidates. The candidates do not see your questions in advance and once they begin the actual interview they cannot pause or rewind the interview. Once they complete their interviews we are able to share their interviews with hiring managers and line managers through email to get their feedback and comments before inviting them for a face-to-face process. 

So our process is not just about recruitment. Its also about:

  • eliminating guess work from hiring
  • creating an unbiased process
  • creating a fair and balanced process for all candidates 
  • saving upto 50% time and resources over traditional hiring
  • saving organizations money

This is where we stand out! 

Introducing a Redesigned McQuaig Word Survey Report

There’s a brand new McQuaig Word Survey Report coming your way with an eye-catching design that’s going to make these reports easier to read.

As part of our ongoing improvements tied to our new online platform, we’ll be launching the redesigned report the first week in July for clients who have migrated to the new system.

The content of the report remains the same with the same in-depth, easy-to-understand insights you’re used to. The report design makes the content easier to digest and the new look will make a strong impression with hiring managers, executives and other readers of the report.

Have a sneak peek at the new report here.

What’s Changed?

  • An updated, modern design

  • Improved readability to please even the busiest hiring manager

  • To enhance the visual quality of the design, the new report will only be available in PDF format

  • Downloadable assets will make it easy to extract key components like the graphs for use in other documents

  • A printer-friendly version

The new Word Survey Report will automatically replace the existing report in the in the new online platform the first weekend in July. If you have not migrated to the new system yet, you will continue to get the current Word Survey Report.  This new design will be applied to reports generated for both new and existing survey results.

This is the second report to have this new design in our new system, the first being the recently launched Executive Summary Report. During the course of the year, we’ll be updating all of our reports with this exciting, new design.

If you haven’t already scheduled your migration to the new system, you can do it here or by sending your migration request to McQuaig@hr-email.com. Don’t miss out on these fantastic new reports. Get on the new system now! You can learn more about what to expect in the new system here.