Talent Development

Competency Based Assessment Design

Comptency Based Assessments.png

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.


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: 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

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!


Taking the Confusion Out of Competency-Based Career Pathing

This webinar is intended to guide and inspire more effective and efficient use of competencies by illustrating best practices in competency-based career pathing. The following will be highlighted during the webinar.

  • The Business Case for Career Pathing

  • Best approaches to linking competencies to Career Paths

  • Implementation: What are the barriers to Success?

  • Case in Point: Competency-based Career Pathing Success Story

Here Is How iLeader Can Help New Leaders

Professor William Scott-Jackson's latest webinar for the Madinah Institute for Leadership and Entrepreneurship (MILE) reveals how Saudi Arabia can quickly build leadership capabilities by using the Gulf Arab Leadership Style (GALS), undertaking world-class training, starting leadership development early, and employing the latest technology.

For more information or to book a demo click hereq

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 - Using McQuaig for Leadership Development and Succession Management

Using McQuaig for Leadership Development and Succession Management

Do you know who your next slate of leaders are? Do you know what type of person will be needed to succeed in each future leadership role? What about who has those traits in your company now?

Click here to book your McQuaig FREE TRIAL! You can also invite 4 other colleagues at the same time! 

Why New Grads Are Disappointing Employers

Are colleges and universities cranking out graduates who aren't ready for the workforce? That seems to be the case based on a wealth of research.

This isn't meant to be another one of those Millennial-bashing articles. If it's true, they're not to blame; however, mounting studies are pointing to the fact that new graduates are lacking certain skills that employers need.

It's not the core STEM skills (science, technology, engineering, and math) that employers find most lacking. It's the skills that help an employee navigate the workplace, be creative and grow that employers say new graduates just don't have. It's the lack of what often get called "soft skills"—a term I can't stand because they're clearly not soft—that are making young people less employable.

A survey by the Workforce Solutions Group at St. Louis Community College found that five of the top 10 shortcomings of new graduates (as noted by employers) had nothing to do with their technical skills. They included:

  • Poor work ethic (73%)
  • Lack of critical thinking and problem solving (71%)
  • Lack of communication and interpersonal skills (71%)
  • Inability to think creatively (66%)
  • Lack of teamwork or collaboration (59%)

Compare that list with this one from another study that captured the top 10 skills employers said they were looking for in 2015 graduates:

  1. Ability to work in a team structure
  2. Ability to make decisions and solve problems (tie)
  3. Ability to communicate verbally with people inside and outside an organization
  4. Ability to plan, organize and prioritize work
  5. Ability to obtain and process information
  6. Ability to analyze quantitative data
  7. Technical knowledge related to the job
  8. Proficiency with computer software programs
  9. Ability to create and/or edit written reports
  10. Ability to sell and influence others

In our own 2016 McQuaig Global Talent Recruitment Survey, the number one reason that new hires didn't work out was due to a personality or character conflict (53%) and lack of skills was a distant second (20%).

The Business/Academic Disconnect

There's no single answer for why graduates are lacking these important skills. Some point to a generation distracted by screens and video games that have altered the brain; others say that schools are lowering their standards; and some blame helicopter parents who swoop in and solve their children's every problem, preventing them from learning critical problem-solving skills.This last one makes me cringe when I think of how many different HR pros have told me stories of parents coming to job interviews or following up when their child didn't get the job. (The first time I heard it, I thought it was a joke.)

Whatever the reason, there seems to be some denial on the part of colleges and universities. A 2015 study called Youth in Transition, revealed that 83% of educational institutions in Canada believe their grads are well-equipped to enter the workforce. Only 34% of employers agreed, and even the students were skeptical with just 44% agreeing they were well prepared.

Should We Measure Graduates' Soft Skills?

At least one expert in the area is advocating measuring these skills in graduates. An article in The Toronto Star reported that the Higher Education Quality Council of Ontario is looking to pilot a project to test incoming students on literacy, numeracy and problem-solving skills, and re-test them upon graduating.

"If these skills are so important, it's time to actually test students for them," the article quoted Harvey Weingarten, the group's president, as saying.

I wonder what the long-term implications of this will be. Even if colleges and universities begin to address these gaps and teach some of these critical skills, what of those already in the workforce? Their future success, and the success of the companies that they work for, may be in jeopardy.

Do employers need to take up the cause of training new hires in these skills? What about leadership development and succession management? Do we need to focus these programs on skills like team collaboration, critical thinking, and problem solving?

What's your experience with hiring graduates? Are their skills up to snuff?

Improving the Quality of Hire with The McQuaig System

The cost of hiring the wrong person can be huge. So can turning over the right person. The key to avoiding both these scenarios is to understand what type of person is best suited to succeed in a specific role at your company, and how to asses for those traits in a candidate.

Through this webinar, you'll learn the Three Levels of Assessment, what each will tell you about a candidate and how to assess a candidate for each level in the interview and during reference checks.

No more guesswork: Learn how to get and use the data you need to reduce the reliance on "gut feeling" when making hiring decisions.

Improve your interview process: Get better interview results by using customized behavioral interview questions and probes that get at the critical, but hard to reach Third Level of Assessment. Focusing on behavioral factors that are relevant to success of the job, managers use their time more effectively and make more-informed decisions.

Learn the secret power of the most overlooked step in the recruiting process: creating a 3-D profile of the ideal candidate and how to use it as a measuring stick.

Are Effective Leaders Born or Made?

Is being an effective leader something you’re born with, or can you acquire those skills over time? And are there core elements of leadership that never change, or do you have to change and adapt with the times to remain effective?

Those are questions that have been asked for as long as I can remember. It’s also something that wasdiscussed by a panel of experts last year and what they had to say may hold the key for those of us trying to become more effective leaders, or trying to find the right kind of leaders for our companies.

The panel discussion took place as part of McKinsey’s Leadership Development Practice and included Helen Alexander, former CEO of The Economist Group; Robert Kegan, the developmental psychologist and author, from Harvard University; Nadir Mohamed, former CEO of Rogers Communications; and McKinsey partners Claudio Feser, Mary Meaney, and Tim Welsh.

One of the themes that came out of the conversation was that there are both timeless and changing aspects of leadership.

Changing Leadership Traits

Technology, business cycles, and markets are all moving and shifting faster than ever. Part of being an effective leader is having up-to-date skills and knowledge relevant to the job, according to Tim Welsh. Those things change with time and stages of a business’ natural evolution.

Leaders need to be willing and capable of learning to remain effective. Arguably, this ability to learn is more of a timeless trait.

Timeless Leadership Traits

While the group generally agreed that the traits of an effective leader consisted of a combination of timeless and changing aspects, more of the conversation focused on the importance of those timeless elements.

Claudio Feser noted that “several studies suggest that open-minded, conscientious people who are emotionally tuned to take charge tend to be stronger leaders than people who aren’t.” And these core personality and character traits are set by the time you enter the workforce.

Self-awareness also stood out to the group as an essential trait of an effective leader, which Robert Kegan said has always been a required quality of a leader. This is also something that tends to be a core character trait and not something that is learned.

Finding the Right Leader

So, the organization looking for the right kind of leader needs to be assessing for both timeless character traits and more changing aspects of skill and knowledge. Before you can do that, though, you need to identify which of those traits will enable a leader in your company to succeed.

That means developing an ideal candidate job profile, or Employee Persona. Be sure your profile is three-dimensional so you get a true picture of what a successful leader will look like and use it as both a tool to help find and engage with candidates and as a target to measure candidates against; or, in the case of existing staff, develop them toward.

Assessing for skills and knowledge is best done using behavioral interviewing techniques that ensure you identify candidates who not only possess the right ones, but can demonstrate that they have used the skills and knowledge you’re looking for.

To assess more timeless character traits, your most effective tool is a behavioral assessment. This will allow you to accurately predict how someone will behave on the job and whether they possess the core traits you’re looking for. If you follow our recommended process and complete a Job Analysis before assessing candidates, you can actually get back level of fit measure and customized interview questions to help you with your interviews.

Developing Your Own Leadership Skills

In much the same way a recruiter looking to find a leader needs to start with a target, to develop your own leadership skills you need to first identify the traits that spell success as a leader in your field. Find out what others say is required to be an effective leader; including skills, knowledge and character traits. Then compare that profile with yourself and identify strengths and gaps.

On the character/behavioral side, a self-assessment will provide you with a detailed view of your core personality with respect to work. This kind of insight also dramatically increases your level of self-awareness, a key trait according to all the experts. The McQuaig Self-Development Report includes a personal work plan along with your profile to help you create action steps that lead towards leveraging your strengths.

There’s more on identifying your own leadership strengths here.

What do you think makes an effective leader? 

The Most Popular Employee Onboarding Articles on the Internet

There is a lot of advice our there about how to best onboard new hires. When you consider that studies have shown a good onboarding program can lead to increased revenue, lower turnover, and improved customer satisfaction that makes sense. To save you some time in the search for ideas, we've compiled a list of the 10 most shared articles from across the internet on the topic of onboarding. 

Our recent ebook, The Ultimate Guide to Employee Onboarding, covers a lot of best practices, but we wanted to share what other voices out there have to say on this important topic. So, here are summaries of the 10 most shared articles and blog posts on onboarding from around the web along with links to the original articles.

1) Employee Onboarding at Startups Is Broken – Here’s How to Fix It

Summary: Startups want the most talented people they can recruit and are fighting for the best talent. The author suggests that startup new hires are left to learn and experience the workplace on his or her own. This leaves the employee to feel uncared for and open for recruitment into another organization. A number of fixes along with advice are offered.


2) New Employee Onboarding Best Practices for New Hires

Summary: Trello provides best practices that play up the personal side of onboarding, encouraging socialization; organization and asking for new hire input, are provided. Trello points out “everyone is different. Introverts, extroverts, HQ, remote. We want their first week to be amazing, and part of that is adapting the process to fit them.”


3) How to Get Employee Onboarding Right

Summary: Maren Hogan provides an excellent breakdown of the difference between onboarding and training. If you’re looking for a simple way to explain the difference between the two, this article is for you.  She explains, “Training is fuel for your onboarding engine.”


4) 12 Employee Onboarding Best Practices Every Business Owner Needs To Know

Summary: Best practices for onboarding are broken down into three sections in this post by Rob Wormley: before the new hire starts work, during the first week, and during the first 30-90 days.


5) Sales and Employee Onboarding Best Practices

Summary: Startups are coming to the realization that onboarding is vital to their success in the future. In an interview with David Skok, Andrew Quinn of Hubspot explains Hubspot’s sales onboarding process. Another huge highlight of this piece is that it tells you what you need to consider when building your onboarding strategy, who should do so, and how to evaluate it.


6) How to Stop Losing Money on Employee Turnover by Improving Your Onboarding Process

Summary: Ron Sela provides another examination of onboarding in startups. He points out that an ineffective onboarding process is at fault in 1 of every 6 top talent departures. Sela provides a chronological look at best practices and pro-tips for onboarding.


7) How to Use Social Media for Employee Onboarding

Summary: Using real examples, Matt Charney explains how to use social media to onboard employees from before they’re hired, during their first day and afterward. He presents social media as an innovative way to get to know your workplace, industry and team members through real life examples.


8) 4 Ingredients for the Perfect Employee Onboarding Process

Summary: Ben Plant presents onboarding as a mix of the right ingredients that lead to the recipe for the perfect onboarding process.


9) 5 Strategies for Employee Onboarding Success

Summary: An easy-to-follow infographic providing five strategies for onboarding success. The infographic is promoting a larger ebook of the same name, which you can download from the website.


10) Hire Wisdom: New Employee Onboarding – How to Hit the Ground Running

Summary: Ross Campbell provides a checklist for hiring managers looking to onboard employees. His three tips are setting them up on an administrative level fully prepared (ex. fully stocked desk), making them feel connected (through mentorship, opportunities and socialization with colleagues), and reiterating job expectations to ensure both employee and manager understand the process.


Does your company have a formal onboarding process? 

Posted by Ian Cameron

15 Oct 2015

Employee Development and Coaching

The McQuaig Self-Development Survey®

A significant piece of talent management is about retaining and developing the people you hire. It’s much more cost effective for an organization to keep and develop an employee than it is to have to hire a replacement. The McQuaig Self-Development Survey® is a powerful tool that will improve employee development and coaching to retain your top performers.

The secret to effective coaching and employee development is engagement. And the best way to engage people is by coaching the whole person. The insights into temperament and personality that The McQuaig System provides equips your hiring managers to be more effective coaches and provides a plan for leveraging strengths and developing weaknesses.

How does it work?

The Self-Development Survey generates a comprehensive, self-directed report that is also an ideal coaching tool. It can be used to:

  • Increase self-awareness
  • Increase personal effectiveness
  • Enhance leadership development
  • Support career counseling

How do I get the results?

Our web-based assessment system provides you with an extensive report that includes Personal Action Plan worksheets. The results come directly to you, immediately. There is no waiting and no need for an “expert” to interpret the document. The easy-to-understand format makes it simple for you, your hiring manager and your employee to get what you each need.

Individual employees (or your entire team) can also attend our Maximizing Your Personal Effectiveness seminar.

Who completes the Self-Development Survey?

The employee fills out the survey online. Usually, this takes no more than 20 minutes.

What can I expect from the report?

The Self-Development Survey report will give you the information you need to:

  • Identify the natural style of behavior of current employees, including their leadership style and management potential
  • Motivate and coach the right people in the right way
  • Retain top performers by training and coaching more effectively
  • Determine your employees’ “hot buttons” and how each employee will fit into your team

Using McQuaig to Build a Winning Onboarding Program

Building a winning onboarding program is a little bit like gardening. You can spend a lot of time (and money) planning what your garden will look like, buying the flowers and plants you need to bring it to life, but if you just plop them into the ground without watering, fertilizing, and checking on them regularly, you won’t have much to show for it after a few weeks.

As a McQuaig customer, though, you can use The McQuaig System to help you build a top-notch onboarding program.

Onboarding is not a one-day, or one-week process. In some companies it can run as long as two years. We recommend mapping out a process for 12 months and I’ll show you how to use McQuaig in each of the key phases to make or improve your program. Research from the Aberdeen Group has shown that building a program that works can:

  • improve new hire productivity by 54 percent;
  • increase revenue by 60 percent;
  • increase retention by 25 percent ; and
  • increase customer satisfaction by 63 percent

You’ll be able to get even more detail on building a winning onboarding program in an upcoming ebook that will be released in late August.

Phase 1 – Pre-hire

Onboarding begins before you even make a hire. Your candidate experience plays a huge role in how a new hire adapts to working life at your company. As does the preparatorysteps you take during this phase.

The McQuaig 3-Step Process recommends creating an ideal candidate profile, using the McQuaig Job Survey, as a benchmark to measure candidates against. In addition to using this to ensure you find the right candidate, it also plays a role in onboarding. By creating this job profile, you can use it to:

Create a job description that describes how a candidate will apply their natural traits to succeed and allow them to better picture themselves in the role and your culture
Customize copy on your career website to speak to the behavioral attributes you’re looking for. Highlighting the things that matter to your ideal candidates and also highlighting what you don’t want so other candidates can self-deselect

In the Interview

Having the level of understanding of the candidate that a McQuaig profile provides allows you to tailor your approach in the interview and communicate the elements of your employer brand or value proposition that are most likely to appeal to that candidate. This goes a long way toward helping the eventual hire connect with the organization at this early stage.

Phase 2 – Post-hire, pre-Day 1

Once your new hire has accepted your offer, you can use the time between acceptance and Day 1 to create a connection and build a customized onboarding program.

We respond better to a process that is personalized for us. Onboarding is no different. You can use the insights you have from your new hire’s profile to customize the onboarding process to suit their personality.

Is your new hire analytical and likely to prefer to consume detailed information, or more social and operate from emotion? Are they likely to embrace change, or will they need help with the change involved in a new job. It’s all in their profile. Use these insights to structure or personalize a program that will best engage them.

Some of the report sections that will help you in this include:

  • Motivating factors– understand how to best engage with them to achieve results
  • Strategies for coaching and development– use the “Dos & Don’ts” report to help prepare the manager with suggestions for best approach for coaching
  • Learning style report– if your onboarding includes training, these are critical insights
  • Team approach– understand how they work in a team and anticipate how they’ll fit in and impact team dynamics

This is also a time when you can share insights from the hiring manager’s profile and the profiles of their team mates, to help them get to know their new colleagues a little better before their first day.

Phase 3 – Day 1

Most employees leave managers, not companies. The manager/employee relationship is critical to retention, engagement and productivity. Get this relationship off on the right foot by ensuring your hiring manager has reviewed the sections on motivation, coaching and development in the new hire’s profile. This will provide boundless insights on how to approach and build rapport with the new hire. It’s also key for ongoing coaching, but we’ll talk more about that later.

On Day 1, provide your new hire with their McQuaig profile and their manager’s profile. An activity for Week 1 should be for your new hire to read both.

Phase 4 – Day 2 to Three Months

According to research, 22 percent of new hires leave in the first 45 days. This period is critical to retention.

The manager/employee relationship: On Day 1 you gave your new hire a copy of their profile and that of their manager’s. Week 1 is the perfect time for a meeting between an employee and their manager to discuss their styles, preferences and how they can most effectively work together using the insights from their profiles.

The team relationship: Use the Team Approach Report to understand how the hire will work in a team and how, specifically, he or she will work with his or her teammates based on their profiles.

Phase 5 – Three Months to One Year

Now is the time to use The McQuaig Self-Development report. Providing employees with a copy of their report, followed by a meeting with their manager to discuss and set goals around key strengths/development areas can help keep engagement high.

The manager should use results from the assessment to drive coaching and development activity.

How to Use Assessments for Best Onboarding Experience

Assessments_Employee_Onboarding Onboarding. It takes a lot of time, labor and planning to truly onboard an employee. So why do it?

The answer: You can’t afford not to. Benefits of onboarding new employees include the following:

  • Improvement in year-over-year revenue by 60 percent (Aberdeen)
  • Increase in year-over-year customer satisfaction by 63 percent (Aberdeen)
  • Increase in retention by 25 percent (SmartHRInc)
  • Improvement of performance levels by up to 11 percent (SmartHRInc)
  • Increase in new hire productivity by 54 percent (Aberdeen)

We say, take onboarding to the next level. Invest a little more time and get an even larger return. As with most aspects of the workplace, personalizing the process will elevate it beyond simply orienting a new employee. Using the trait and temperament insight gained through talent assessments you can predict how one will behave, both in team settings and individually as well as what motivates them to take initiative. With this information you’ll know exactly how to orient your employee to maximize engagement, speed up productivity and socialize your new hire the way they’d like.

You can use a behavior assessment like McQuaig to create an onboarding process that’s more likely to connect because it’s tailored to the new hire’s personality.

Before Day One

The onboarding process begins as soon as an individual glimpses your job description. From that very first point of contact, potential ideal candidates should be able to picture themselves as part of your organization.

The McQuaig 3-Step Process creates an ideal candidate profile using the McQuaig Job Survey as a benchmark. The report you receive from the McQuaig Job Survey is the ideal behavioral profile to succeed in the role and can be used to:

Build a job description: Including how they’ll apply their traits to succeed, so they’ll better picture themselves in the role.

Customize your career website: To speak to the behavioral attributes you’re seeking. You can also highlight things that matter to your ideal candidates and highlight what you don’t want so other candidates can self-deselect.

Tailor the interview approach to the candidate: The understanding you’ll have of the candidate will allow you to tailor your interview approach and communicate the elements of your employer brand that are most appealing to them. This goes a long way in helping the hire connect with the organization at this early stage.

Use behavior-based interview questions for cultural fit: Not only will these questions give you an idea of how this person will actually behave on the job, you’ll also know whether or not they’ll fit into your workplace culture. Does your organization tend to work analytically? An employee who works off emotion may have trouble adapting.

Share colleagues behavioral profiles (and vice-versa): The new hire can get to know their teammates by learning some information from their new colleagues’ behavioral profiles (and vice-versa). This can make it easier to connect in person.

Day 1

Success depends on understanding what to do, the people you work with, and their expectations. An assessment removes the majority of the guesswork to make this an easier time.

Adapt your onboarding program to their personality: This will ensure that your employee understands and engages with what they’re learning. If they’re highly sociable, plan to onboard them in a way that includes plenty of interaction. If they’re on the dominant side, give them a goal-oriented task to complete such as a presentation.

Some of the profile sections that will help you in this include:

  • Motivating factors – understand how to best engage with them to achieve results
  • Strategies for coaching and development – a “Dos & Don’ts” report with suggestions for best approach
  • Learning style – critical insights for training
  • Team approach – understand how they work in a team and their impact on team dynamics

Provide new hire with McQuaig Profiles: On Day 1, provide your hire with their McQuaig profile and their manager’s profile to read during Week 1.

After Day 1

A huge part of the success of onboarding is about the relationships with their colleagues and manager. McQuaig can help you:

Discuss the manager/employee relationship: On Day 1 you gave your hire a copy of their profile and their manager’s. Week 1 is the perfect time for a meeting to discuss their styles, preferences and how they can most effectively work together.

Learn the team relationship: Equally as important to the employee/manager relationship is the new hire/team relationship. Use the Team Approach Report to understand how the hire will work in a team and how he or she will work with his or her teammates based on their profiles.

Provide employees with their McQuaig Self-Development report: This is a versatile assessment that empowers employees to self-manage their development. It offers enlightening personal insights; actionable feedback and a process to ensure development is aligned to organizational goals.

Meet with employee about report: A meeting with their manager to discuss and set goals around key strengths/development areas can help keep engagement high. Use results to drive coaching and development activity by, increasing self-awareness, enhancing leadership development, and career counseling.

Leverage their strengths: Increasing self awareness will allow employees to understand what they do well and where to apply it.

Target development areas for improvement: Use the Personal Action Plan worksheets that the employee can use to steer their own development.

What best practices do you use when onboarding?

Posted by Kristen Harcourt

20 Jul 2015


Talking Leadership with Mark C. Crowley

MiChat_Leadership_Thumbnail What are the most important traits of a leader? What do employees want from their leaders? What are the common mistakes organizations make around leadership?

These are some of the topics we explored with author and leadership expert, Mark C. Crowley on our latest Twitter chat, #MiChat. You can watch the video interview and read the transcript of the Twitter chat here.

Mark C. Crowley is the author of Lead from the Heart: Transformational Leadership For The 21st Century. He was our first guest on #MiChat, a new, monthly talent management Twitter chat exploring the issues important to organizations looking to make people their competitive advantage. Every #MiChat begins with a video interview with an expert and then heads over to Twitter for an all-hands sharing of ideas.

Below is a video of the interview I did with Mark as well as the transcript of the Twitter chat that followed.

Video Interview


'Unscripted' [The McQuaig Psychometric System]

'Unscripted' [The McQuaig Psychometric System] - Big thank you to Sonal Srivastava for her feedback in this unscripted series and for using The MPS! Big shout out to Atif Amin Thakkur and his team at Creative Experts WD for managing the entire shoot and editing on the last minute without their professional equipment. You guys are a great sport!