How To Retain All Your Leaders

We all heard about the “Great Resignation” — workers’ mass exodus from their pre-pandemic jobs in 2022. But did you know that this evacuation included leaders? These prized employees are still a flight risk today.

Let’s look at some of the specifics of this reality. Did you know that more women leaders than their male counterparts are leaving their jobs? According to the 2022 Women in the Workplace report from and McKinsey & Company, women leaders are departing for new jobs at the highest rate in years.

“We really think this could spell disaster for companies,” Rachel Thomas, CEO of LeanIn.Org, told NPR in an interview. “We already know women are underrepresented in leadership, and now companies are starting to lose the precious few women leaders they do have.”

So here’s the big question: How do we stop this trend?

Give the people what they want: Opportunity

McKinsey’s report highlighted the fact that women and men in leadership wanted to be promoted. In fact, among those who switched jobs in the past two years 48% of women said they did so because they wanted to advance. This trend held true among more junior workers, too: 58% of women under 30 said advancement has become more important to them in the past two years.

The women who are departing for greater opportunities are sending a clear message to those they left behind. “Women leaders are saying effectively, ‘We’ve had enough,'” Thomas told NPR. “‘We’re ambitious. We want successful careers. But we’re going to go look for organizations that are delivering the work culture that we also want.'”

What does that work culture look like? To attract, retain and advance women, workplaces must deliver a couple of key things:

  • Flexibility: According to McKinsey’s report, only 1 in 10 women want to mostly work on site.

  • Inclusivity: While child care and commuting time likely factor into the widespread desire to work from home, sexism plays a role, too. Women at the office are 1.5 times as likely to face demeaning behavior compared to those who telecommute.

  • Manager mentorship: Less than half of women say their manager displays interest in their career and assists them in managing their workload.

Providing a road to leadership

Employers that want to keep their leaders — and especially the women in their managerial ranks — know their mission: They must provide ample opportunity, and the training to go with it.

Leaders who are interested in honing their skill can start with PeopleBest. With our forthcoming resource, the Leadership Brief, leaders can identify their natural leadership style and the upsides and downsides that come with it. The Leadership Brief equips leaders with the information they need to grow in agility and adapt their strengths to whatever situation should arise.

To find out how PeopleBest can help you retain and sharpen the leaders at your organization, Book your reservation now and we’ll send you a link.  Send us your name and email address to:  [email protected] and look for a link soon!

PeopleBest is a revolutionary, simple and powerful way to capture the exact ‘DNA of success’ inside people, teams and companies


Set Goals That Really Matter

A new year is upon us – Happy 2023! Now is the time to set new goals, find new challenges and take new opportunities. But how do we discern what we want to achieve? How do we wade through the tempting and the flashy and set our sights on progress that really matters?

Ok, so I’ve got a challenge for you. Today, I’ve gathered 12 of our most powerful, thought-provoking blogs from the past year. In these entries, I’ve asked readers to challenge the status quo, to ask themselves to look past the established to see how they and their teams can grow.

I invite you to scroll through the blogs we’ve listed below. Pick out one that you didn’t read — come on, I know you didn’t read them all — that touches on an area that scares you. Maybe it’s recruiting. Maybe it’s company culture. Maybe it’s management. Whatever it is, give it a read, and give it a good, long think. And let it guide your goal setting in this fresh, new year.

PeopleBest’s Most Powerful, Thought-Provoking Blogs
Of 2022:

How behavior data can boost HR’s people analytics

The Disappearing Sick Day And Your Organization’s Health

Do you get me? Why it’s essential to understand your team

#InvestInOurPlanet, invest in your people

Challenge the Recruiting Status Quo

It’s Time To Grow The People You Have

The Art Of Resilience

What Makes A Good Manager?

3 Behaviors To Pay Attention To For Remote And Hybrid Work

Why do employees quit?

Three Steps To Better Hiring

Let Us Show You What You Can’t See


Four Marks Of An Effective Talent Tool

There are a lot of tools on the market right now that claim they can assess candidates and workers. But how do you identify the tools that will give you the insights you need to find the right workers and make sure they thrive?

To answer this question, I’ve identified four attributes that mark the most successful talent tools.

#1: Predictable

A talent tool should be able to foretell how well someone is going to perform in a particular job. It will highlight not only who they are but also how they will fit.

#2: Actionable

No one is the perfect fit for a job. A good talent tool should flag the gaps in a hire’s sills and abilities. It will lay out actionable steps to take somebody from where they are to where they need to be.

#3: Repeatable

How do we take this concept — predicting skills and identifying improvement actions — and make it repeatable? A tool should allow you to analyze many workers in many jobs.

#4: Customizable

We know every single company is different. And we know every single job is different: A marketing coordinator will look completely different than a vice president of sales. A good talent tool will be customizable to positions and to companies.

We at PeopleBest have built our platform on these four attributes. To make sure our tool drives results that are predictable, actionable, repeatable, and customizable, we’ve created an assessment that analyzes 29 traits on a scale from one to 10. We didn’t stop there. We’ve developed profiles that are highly specific and unique to a particular job, so we can predict success with an exactness that is unbeatable.

To find out how PeopleBest can serve your team, book a demo and set up a time to chat with one of our specialists.

PeopleBest is a revolutionary, simple and powerful way to capture the exact ‘DNA of success’ inside people, teams and companies


3 Behaviors To Pay Attention To For Remote And Hybrid Work

High-profile employers are making headlines as they decide whether to call workers back to the office or leave them at home. Remote work is no longer an option at SpaceX, for instance, after Elon Musk ordered employees to spend a minimum of 40 hours in the office each week. The co-founder and CEO of Yelp, Jeremy Stoppelman, took a different direction. His company shuttered several offices around the U.S. in an effort to “double down” on remote work.

Many, many other business leaders will make decisions about work arrangements that won’t get picked up by the press. But that doesn’t make them any less important. As executives, HR teams, and managers meet to discuss whether extended remote work is a viable option, they need to make sure they’re working with all the facts. Behavior data provides leaders the insight they need to determine each worker’s preparedness for remote work.

Workers equipped to work from home possess a blend of skills that position them to be successful away from the office. When discussing your team’s remote productivity potential, consider these three skills:

Takes Initiative

Workers who take initiative feel empowered to make decisions and initiate action — all without being told. These workers generate objectives for themselves or in tandem with managers and do what it takes to achieve them.

Results driven

Guided by their objectives, results-driven workers don’t waver from their commitments. If they’re required to produce results, they step up, at times directing the efforts of others, even when they’re in individual contributor positions.

Works independently

Workers who are strong in independence feel more productive working in the silence of solace than they do against the din of office chit chat. They find it easy to maintain objectivity and focus on the tasks at hand. They are comfortable proceeding with work without much input or direction from others.

PeopleBest measures these skills and more to develop a work from home profile — a set of skills that will measure a workers’ proclivity for remote and hybrid work. Our ‘Work from Home’ model can also be tailored to an organization providing a precise “code of success” for remote workers. A group of employees take the assessment, relevant performance metrics are provided and correlated with the aggregate behavior scores.  The outcomes include setting desired score ranges reflecting high performance and the custom assessment is used in the hiring process with candidates or when evaluating employees for internal moves.

To find out how PeopleBest can serve your team, book a demo and set up a time to chat with one of our specialists.

PeopleBest is a revolutionary, simple and powerful way to capture the exact ‘DNA of success’ inside people, teams and companies


The Skills Gap Is Growing — What Will You Do To Prepare?

Today’s hiring is about filling open positions based on available candidates who fit the job requirements.  But do you also have an effective plan to build their skills?

Let me explain. In our increasingly digital world, it’s essential leaders take the time to hone a tech-savvy workforce. A global skills shortage will cause an estimated 85 million jobs to go unfilled by 2030. The knowledge gap comes with a hefty pricetag: some $8.5 trillion in unrealized annual revenues.

With warning signs like these, you’d think organizations would see skill-building for the high-priority necessity it is. But that’s not the case. Three in four workers lack the digital skills needed by businesses, and only 28% are working on building those skills today. For business leaders who want to see their success last beyond 2030, stats like these should read like a wakeup call.

Think beyond recruiting

Organizations may feel tempted to focus their skills gap efforts on recruiting. But building a tech-savvy workforce requires a broader strategy, one that’s based in upskilling. Upskilling allows employers to focus on the workers they already have, to invest in their people and equip them for the opportunities to come.

Here’s the best news: Workers love upskilling. In fact, 77% of workers say they want to learn new skills or completely retrain. And 37% say they’d leave their current jobs if they were not offered training to gain such skills.

When employers make good on these expectations, workers and business benefits. Ninety-three percent of CEOs who introduce upskilling programs reap rewards like increased productivity, improved talent acquisition and retention, and bolstered resilience.

To mind the gap, mine the gap 

The skills gap may seem intimidating — how could $8.5 trillion in lost revenue not make you start to sweat? But some of the very technology contributing to the gap can help businesses identify and eliminate skills gaps within their companies.

PeopleBest’s AI-powered platform allows you to see gaps inside your new hires and existing employees, allowing businesses to find candidates and develop existing employees who are ripe with opportunity for upskilling. To find out how PeopleBest can serve your team, book a demo and set up a time to chat with one of our specialists.

PeopleBest is a revolutionary, simple and powerful way to capture the exact ‘DNA of success’ inside people, teams and companies.


Changing behavior with the help of a digital personality change intervention

It’s February, which means most people’s New Year’s resolutions are already out the window. The daily yoga challenge is a goner. The diet ended on January 8th. And that savings account — well, at least it didn’t shrink, right?

The point is: Change is hard. It’s a monumental task to shift our behaviors, especially when those behaviors have been with us for so long. Now imagine you’re not just trying to break a bad habit but transform elements of your very personality. Ouch.

But there’s hope. A recent study from the Proceedings of the National Academy of Sciences examined the effect of digital intervention tools on people’s efforts to change their behaviors. Here’s the exciting part: The tools worked.

And that’s a good sign for everyone who wants to do a little better in 2022.

What does the data say?

The PNAS study considered a group of 1,500 people who signed up for a personality coaching app. Participants were split up into two groups: One group got the greenlight to use the app, and the other was notified it had to wait one month before starting the program.

The first group showed greater self-reported changes compared to those in the second group. In fact, changes were significant for those who wanted to increase a certain behavioral trait and for those who wanted to decrease one.

What’s more, friends, family members, or partners of the participants observed personality changes in the desired direction, too — particularly for those who wanted to increase a trait.

Behavior is malleable

The study authors came to a striking conclusion: “Self- and observer-reported changes persisted until 3 months after the end of the intervention. This work provides the strongest evidence to date that normal personality traits can be changed through intervention in nonclinical samples.”

This news is positive. The study indicated that we can change our behaviors — personality doesn’t dictate our every move. It may sway us one way or the other, but behaviors put us in the driver’s seat.

For instance, say a digital tool reveals you score high for self responsibility — a trait typically defined as an individual’s ability to own a particular issue. Your high score translates to a likelihood that you take on too much too often. You might even gravitate toward the tasks that feel more valuable or important.

When you understand this inclination, you can set boundaries more easily and delegate more effectively. You’ll help others grow instead of doing the work for them.

Outcomes are possible

So what does all this mean for those of us with a resolution that’s been put on the back burner?
It means we need to focus on our choices, big and small.

To achieve change, we need one key ingredient: awareness. Without it, we can’t know which behaviors are holding us back and which are propelling us forward. But once we’re in the know, action becomes possible.

To find out how PeopleBest can serve your team, book a demo and set up a time to chat with one of our specialists.

PeopleBest is a revolutionary, simple and powerful way to capture the exact ‘DNA of success’ inside people, teams and companies.


Growth or Fixed Mindset: Is One More Important than the Other?

“In a growth mindset, people believe that their most basic abilities can be developed through dedication and hard work — brains and talent are just the starting point.” — Carol Dweck

Awareness is the first and essential stepping stone to change. Without it, effort and action make way for frustration — not progress.

What role does awareness play in mindset? Mindset is often perceived as passive and untouchable.
There’s some truth in that idea: childhood, education and personality all work to define our mindset.

There’s an element of autonomy in that mix, too. But that choice doesn’t exist without awareness.

We have to understand how our mindset functions before we consider how we can change it. This task has been made far easier by scholars who have organized the human outlook into two helpful categories: growth mindset and fixed mindset.

What’s more, our modern age has produced tools that help individuals untangle their thought patterns to discover where on they fall on the growth-fixed spectrum.

Why growth?

American psychologist Carol Dweck spent years examining the self-conceptions that inform behavior. “In a growth mindset, people believe that their most basic abilities can be developed through dedication and hard work — brains and talent are just the starting point,” Dweck wrote. “This view creates a love of learning and a resilience that is essential for great accomplishment.”

Some jobs make a growth mindset an absolute necessity. A teacher, for example, would be greatly helped by his ability to see the opportunity for learning in his students’ inability to distinguish between there, their and they’re. So might a researcher benefit from her willingness to work through the frustration of failure to discover the makeup of a toothpaste that fights garlic breath.

In short: Any job that requires comfort with ambiguity, willingness to take risks and ability to change quickly requires a growth mindset.

Why fixed?

Growth mindset is great. That doesn’t mean fixed mindset is inherently awful.

Dweck spoke quite harshly of the fixed mindset. “In a fixed mindset, people believe their basic qualities, like their intelligence or talent, are simply fixed traits,” she wrote. “They spend their time documenting their intelligence or talent instead of developing them.”

True, there are real drawbacks to the fixed mindset. But it’s also an appropriate frame of mind for jobs that require audits, strict compliance and reduced risk, for instance.

A fixed mindset may also help workers whose jobs rely on strict processes. A product — an N95 mask, maybe — may require several checks throughout manufacturing to ensure quality and safety. Someone in quality assurance would benefit from a mindset that responds to process well.

Similarly,  few would want to employ the electrician who sees beyond the guidelines of code and wires a house according to her creative instinct.

At the same time, self awareness could aid the electrician who believes their skills to be unimprovable. A mindset that is too fixed could lead them to give up her wires and seek out an easier gig. Or, they could nudge their thoughts along the growth-fixed spectrum and apply a little practice until they win a deeper understanding of the lightswitch.

Making sense of mindset in everyday life

Why does mindset matter day to day?

Whether we’re at work, home or play, our mindset influences our thoughts and actions. Perhaps you feel stuck in a project that tests your abilities. Does your frustration make you want to stress eat those stale donuts lingering in the office kitchen? Or does it motivate you to ask your boss to get you some additional training?

You may see mindset at play in the home. How does your partner respond when a simple tiling the kitchen backsplash turns into DIY lessons on YouTube? How does your child react when the training wheels come off the bike?

Mindset matters. When you use tools like PeopleBest’s Growth and Fixed Mindset measures, you unlock the awareness you need to see your thought patterns and unlock the path to growth. Alternative views and constructive criticism can create a culture where a greater level of trust and transparency can live.

PeopleBest is a revolutionary, simple and powerful way to capture the exact ‘DNA of success’ inside people, teams and companies.


Is Your Hiring Process Stuck?

Companies are stuck in the traditional hiring process. Future-focused employers are headed another way, and you can join them.

Application, interview, decision. The hiring process may look simple, but that three-step process is a disaster at most companies.

Here’s the reality: Applicants are piled with forms; talent professionals are slammed with busy work; managers are overwhelmed with interviews; and employers are debating decisions.

It doesn’t have to be this way. Companies are stuck in the traditional hiring process, but it doesn’t serve their needs.
Future-focused employers are headed another way, and you can join them.

Resumes — Are They Really Worth It?

The vast majority of employers use resumes as a first line of defense in selecting a new worker. Applicants — sometimes thousands of them — hand in a single sheet of paper detailing the proudest moments of their professional lives, and talent teams spend hours examining each delicately crafted scroll.


Not so much. Research shows that recruiters look at a resume for an average of seven seconds. Seven seconds may be more than a glance, but it barely constitutes a quick scan. It’s certainly not enough time for talent professionals to understand whether an applicant can do the job they’re looking to fill.

Of course, resumes aren’t necessarily the most reliable sources of information. A 2020 report from ResumeLab revealed 36% of Americans admitted to lying on their resumes.It appeared the fibbing stemmed from insecurity; most of those who confessed their dishonesty said they lied because they didn’t have enough experience.

There may be a better way. Instead of relying on a resume to kick off your recruiting process, consider identifying the most important aspects of the role you’re looking to fill and screening candidates based on how their strengths match up.

Go Beyond The Interview

Recruiters need to understand the candidate on a fundamental level — not what they’ve done, but who they are. Most employers assume they accomplish this in an interview. Most employers are wrong.

As one Stanford lecturer wrote in the Harvard Business Review, many employers pass over great candidates because they’re asking the wrong questions. “If you are working on innovation, you need someone who can think with you,” Nilofer Merchant wrote in the article. “And by focusing on capability over experience, you increase the chances you find that person.”

The problem with interviews goes beyond bad questions, however. Interviews can’t produce completely unbiased assessments of a candidate’s strengths. Assessments can. With a standardized assessment, companies can measure the strengths and opportunities each candidate presents. Equipped with that information, they can select the person who best fits the needs of the job.

Getting To Yes

PeopleBest assessments find the unique ‘code of success’ inside of people, offering insights and identifying critical missing areas that may frustrate an employee — or drive them to quit. By discovering how workers score in each category, companies can better understand what workers want, how they stay motivated, and where they can grow to better contribute to their team.

To find out how PeopleBest can serve your team, book a demo and set up a time to chat with one of our specialists.

PeopleBest is a revolutionary, simple and powerful way to capture the exact ‘DNA of success’ inside people, teams and companies.


Creating a great office culture — even when you’ve got a remote workforce

Combining the ‘key’ ingredients to bring your workers together

When the coronavirus hit in the spring of 2020, remote work came on scene as a short-term fix. Some nineteen months later, it’s a normal part of the way humans work. With no signs of slowing, it’s become a necessity for both employees and companies alike.

Employers have adjusted to get remote work right. They’ve invested in technologies like Zoom to make face-to-face meetings possible. They’ve thrown the traditional 9-to-5 out the window, allowing workers to log hours when they can. And they’ve changed long held expectations like dress code—who cares about ties and heels when there are hoodies and slippers to be worn, on camera or off.

Despite these changes, employers are still stuck on one remote work complication: office culture.

These issues are bigger than ping pong tables

Before the pandemic, a quiet movement advocating for better office culture had begun. Tech companies had long offered workers shiny amenities like ping pong tables, nap pods and kegs. But workers pointed out that such comforts made little impact on office culture when deeper, darker forces such as sexism, racism and overwork were at play.

Then coronavirus swept the globe, and companies could no longer offer such perks. Their absence forced the question, yet again: What is our office culture now?

Employees have been vocal about what office culture isn’t. In a May 2021 survey from Paychex, just 9%
of participants said that virtual get togethers like happy hours and trivia nights made them feel more connected to their coworkers.

Survey results showed that something much more metaphysical was working to bring workers together. Participants said they felt close to their teams when they were allowed to talk about their work frustrations. They said they related better to their colleagues when they were asked about how things were going outside of work.

These results and other research indicate that office culture is about much more than company perks. This is great news for remote workplaces. Culture will thrive at remote organizations when leaders focus on three key ingredients:

1. It starts with Empathy

Empathy is the foundation of office culture. Leaders and managers must model it as they interact with each other. At the beginning of the pandemic, consulting and benefits firm Mercer emphasized the importance of empathy by creating solutions that emphasized their well-being through focusing on their own growth and ways to overcome struggles individually and collectively, which kept turnover low. Mercer linked an employer’s empathy with long term loyalty from its workers, customers, and candidates.

2. Employees WANT growth

Employees will disengage with work when their skills aren’t sharpened regularly. Employers that provide regular opportunities for growth will find that workers not only get better at their jobs, but also leap for opportunities within the organization, rather than jumping ship for another company that recognizes their potential.

3. Find your own DEI solutions, and find them quick

Companies are placing more importance on DEI, and many organizations are hiring executives and other professionals who deal directly with the matter. DEI efforts can’t be one off, however. For diversity, equity and inclusion to truly define office culture, they need to be valued at the organizational level. Recent research published in the Harvard Business Review indicates that companies need to focus on reducing bias systemically, rather than on the individual level.

Learn more now

As you take the necessary steps to build a positive remote workplace culture, it’s important to see yourself and the people you’re leading. Think about Google Maps or Waze. When you understand your natural tendencies inside of your personality and behaviors and that of your team you create a starting place to begin your journey. Your next step is to determine where you want to go, your success end point. From there your map and journey should be one straight line in growing and developing yourself and your people, using the three points we’ve discussed.

PeopleBest measures the success inside people by looking at five simple ‘styles’ to predict success inside of people, teams and companies. PeopleBest also introduced an exclusive index to determine how productive and engaged a person will be called ‘Work from Home’.

To find out how PeopleBest can help you and your team, book a demo and set up a time to chat with one of our specialists.

PeopleBest is a revolutionary, simple and powerful way to look at what makes success happen inside people, teams and companies.


Ways To Slow Down The Great Resignation

When companies understand the needs of their employees, it’s easier to provide a good work experience.

What happens when workers don’t feel heard? When they don’t have the opportunity to grow or learn new stills? Employers are learning the answer to that question as they rush to fill deserted roles with too few applicants.

Workers have been feeling unheard for a while. The Workforce Institute surveyed 4,000 workers in the spring of 2021, and the research revealed that 75% of employees didn’t feel heard on issues like benefits, safety, and time off requests. Many of the participants said they doubt their feedback prompts any actionable change.

When employees and employers fail to connect, workers walk. The problem is compounded when employers provide no clear path forward within their organization — leaving workers blind to their professional future.

The other COVID-19 symptom: Poor listening

The pandemic is making employers’ listening problems worse. When COVID-19 forced businesses to pivot to remote work arrangements, communication lines between colleagues, managers and bosses went from walk-bys in the office to faulty video calls.

Remote work has left many workers feeling lonely and isolated, but their disconnectedness isn’t a pandemic phenomenon. The University of Manchester studied the subject in 2003, and her research found that 67% of remote respondents felt lonely. Meanwhile, zero in-office workers reported feeling that way.

The isolation of remote work may be motivating workers to hand in their notices. A third of workers would consider quitting their jobs because of remote work, according to a June 2021 poll by the Miami Herald. Of those, 14% said they were motivated by a lack of team camaraderie.

Nowhere to go but going, going… gone

Loneliness isn’t the only thing causing workers to rethink their jobs. When workers aren’t heard, they have little room to grow because their motivation, skill and potential are going unnoticed.

An August 2021 survey from Lattice found that many employees planned to quit their jobs because they “felt like their careers had stalled.” Nearly a quarter of survey respondents said that they lacked mentorship. A fifth said they felt no sense of clarity about their career path, with no tools to help them reach their goals. Many also reported that their career stagnation was due to a dip in face-to-face meetings with their supervisors.

Do you really know your people and what they need?

As employers grapple with The Great Recession, they must identify the employees who are poised to leave and begin the process to understand them, make them feel heard and offer growth suggestions. The cost of replacing any employee can be staggering in time, cost and energy.

PeopleBest finds the unique ‘code of success’ inside of people, offers insights and identifies critical missing areas whereby an employee may be frustrated or quit their job. By assessing originality, channeling effort, extroversion, agreeableness and nature of reaction, and looking at their situational scores, gaps in where an employee is now and what they need become evident. By discovering how workers score in each category, companies can better understand what workers want, how they stay motivated, and where they can grow to better contribute to their team.

To find out how PeopleBest can serve your team, book a demo and set up a time to chat with one of our specialists.

PeopleBest is a revolutionary, simple and powerful way to capture the exact ‘DNA of success’ inside people, teams and companies.