Soft skills are down. Here’s how to build them back up.

Did you know that a whopping 83% of organizations face a skills gap in their workforce? That’s according to a recent survey from the Association for Talent Development, which also reported that 78% of employers said they expect to face skills-related issues in the future.

You may be wondering what kind of skills these employers are missing. It’s widely reported that the U.S. workforce is lacking in tech skills, so I wondered if that’s what had the surveyed employers worried. As it turns out, the data revealed another concern entirely. According to ATD, employers are concerned about skills gaps in areas like leadership, critical thinking, problem solving and communication.

These capacities all belong to a family of abilities that employers like to refer to as soft skills. As the ATD report highlighted, employers are quite concerned about their workers’ abilities — or lack thereof — in this area. But there’s good reason to hope: Where soft skills are down, they can be built up. Below, I’ll answer three frequently asked questions concerning soft skills, including how organizations can upgrade their soft skills until they’re downright confident.

1. What are soft skills and why do they matter?

The Society for Human Resource Management defines soft skills this way: “They are behaviors, personality traits and work habits, such as collaboration, critical thinking, perseverance and communication, that help people prosper at work.”

It doesn’t take a ton of mental effort to see why soft skills matter. Like SHRM said, soft skills “help people prosper at work.” When workers lack soft skills, then, they languish. They suffer. And the business suffers.

Let me illustrate it like this. A worker may excel at certain hard skills: Let’s say she designs electrifying graphics for a company that sells leather boots. This worker, however, lacks certain soft skills. She struggles with creative feedback. She hesitates to ask important questions. And she hates working with her team.

Without these key abilities, this worker will be a nightmare to collaborate with, at best. At worst, she’ll hold up production, frustrate collaborators, and thwart sales.

What’s the lesson here? Soft skills matter. Big time.

2. How do I hire for soft skills?

There are two ways to hire for soft skills. The first is to ask candidates — and their job references — about their abilities. The second is to use a tool to assess their soft skills in real time. I’ll let you guess which is easier and more effective.

If you’re going with the first method, let me make a quick recommendation. Once you’ve pinpointed two or three skills that matter to you most, construct questions that prompt interviewees to illustrate their skill in action.

Here’s what I mean by that: Don’t ask an applicant if he’s a good communicator. Ask him to tell you how he handled an awkward situation at work. Prompt him to recall how he approached a lazy coworker. Listen for the details — they’ll let you know if the applicant is telling it like it is.

If you choose the second route — using a tool to assess applicants’ soft skills — I recommend selecting a tool that not only measures candidates’ confidence, flexibility and problem solving, but also selecting a solution that dives deep into workers’ behaviors. Such a tool will tell you where people will thrive in your organization, and why.

3. How do I improve my workers’ soft skills?

The only way to improve your workers’ soft skills is to benchmark where they are now. It’s no use trying to make progress if you can’t measure it.

Using tools like I described earlier, pinpoint the skills your organization struggles with as a whole. Then devise a plan: Brainstorm training, challenges and resources that will spur progress among your ranks.

If you’re looking for a tool that will identify the soft skills your employees need most, you can find it in PeopleBest. Our technology combines technology and psychology to drive organizations’ success through the most important asset they have: their people. 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


Leading with Style and Substance

Picture a rockstar draped with leather who can’t carry a tune. A quarterback decked out in shoulder pads who can’t throw a spiral. A chef wearing a tall white hat who doesn’t know a soufflé from muffin. What do all these phonies have in common? They’ve put style over substance. 

That saying — “style over substance” — makes an important point. Sure, a rocker’s getup is part of the package, but no one wins a Grammy on an outfit alone.

When it comes to Leadership Styles, the same lesson applies. Leaders can’t succeed on swagger. But I believe style does have something to do with their success. In fact, when leaders discover their style, they unlock greater “substance” and lead with improved agility and heightened confidence.

Leading with your Best Styles

PeopleBest research has revealed six natural leadership styles: Autocratic, Consensus, Compassion, Mentor, Navigator, and Relentless. Many leaders use their predominant style almost exclusively, resulting in mixed degrees of success. The most effective emerging leaders in today’s rapidly changing business environment find and use a blend of their unique strengths.

Here’s a quick run-down on the six leadership styles.

  • Autocratic: Demands immediate change and compliance in a very directed style.

  • Consensus: Builds agreement and harmony through participation.

  • Compassion: Works to create emotional bonds that bring a feeling of bonding and belonging to the organization.

  • Mentor: Identifies people’s unique strengths and weaknesses and ties them to personal and career aspirations.

  • Navigator: Mobilizes a team toward a common vision and focuses on end goals, leaving the means up to each individual.

  • Relentless: Expects extremely high-performance standards, as found in oneself.

The dark side of substance

Each of these leaders is naturally gifted in a specific type of management. In other words, each style is accompanied by “substance.” But these have a potential downside if not used well. Each type of leader has several strengths where managers excel. Each type also has a couple of areas where leaders naturally struggle.

Take leaders who fall in the “compassionate” category. These leaders shine as they create loyalty through the strong emotional bonds they’ve built with their reports. Their teams are marked by flexibility and trust. And they’re willing to give employees plenty of autonomy to accomplish their best work.

But these leaders are often swamped in process — they’re the type to hold those should-have-been-an-email meetings. They may also give workers a little too much trust, inspiring mediocrity rather than excellence. And they can sometimes excuse poor performance when they’re reluctant to correct sloppiness quickly and directly.

Discover your style — and its substance

Here’s the good news about the two sides of substance: When leaders understand their natural style and the “substance” that comes with it, they’re equipped to maximize their strengths and minimize their weaknesses. This self-awareness will allow leaders to pick and choose when they put their natural styles to use, and when they deliberately employ another style — even if it’s not their go-to method of management. With increased agility, they’ll see success in no time.

To learn more about your leadership styles, get in touch with PeopleBest: [email protected]. We can equip you, your leaders and your teams with style and substance, 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 trends — and 3 tips — for 2023

We’re well into the first quarter of 2023, and that means we have a good idea of the trends that will shape the year unfolding before us.

I like to think about the trends marking the job market for two reasons. As an employer, I want to stay on top of the evolutions we’re seeing from big employers — and the economy. As a leader in the human capital space, my focus is to assess trends in how people are impacting the performance of companies.

As we mull these trends, I want to keep our discussion actionable. Here are three trends and three tips for you to consider all that’s to come in the rest of 2023.

Trend #1: Focus to shift from recruiting to retention

We’ve all seen the headlines: Layoffs are happening in droves. Some companies are still hiring, of course. U.S. job growth picked up at the start of the year, according to the latest jobs report.

Even so, talent operations are turning inward. As employer news outpost HR Dive put it, employers will recommit to employees’ growth, taking care to spur individual career trajectories.

Talent professionals displayed immense creativity last year as they battled for top talent. They’ll do well to apply a similar mindset to keep and grow their current employees, especially if they must pause their recruiting efforts.

Tip: Invest in your current talent through upskilling and growth initiatives.

Trend #2: Top employers to finesse flexibility 

The debate over work arrangements is largely finished. Some companies have decided one way or the other. But many employers have opted for the inbetween. For those with hybrid workers, a blend of fully remote and fully in-person team members, or any other combination of work arrangements, it’s essential to finesse your flexibility policy, or risk your organization’s success.

Strong expectations surrounding flexibility sets up your workers, managers, and leaders for success. Your policy should answer all the common questions: Can I step out for a doctor’s appointment without notifying my supervisors? Is it OK if my two year old is babbling in the background of a call? Does it matter if I dress in sweatpants for my client calls? Without answering these questions, your organization will certainly encounter problems with productivity and communication. One big question remains, and that’s what does success look like in these roles?  Flexibility is one thing, but are you really tracking performance, metrics or other quantifiable factors for these roles?

Tip: Pay attention to where workers thrive
and manage them accordingly.

Trend #3: Workers to demand pay transparency

After new laws requiring employers to post salary ranges on job listings went into effect in California and Washington Jan. 1, national news website Axios declared 2023 the year of salary transparency. Employers should take note, Axios wrote, as these locales tend to set the standards for employers across the country. “Expect to see this catch on widely in the new year.”

As pay transparency legislation spreads, so will employees’ expectations for fair, transparent compensation. This trend goes hand in hand with the widespread expectations for fair, equitable practices in pay and throughout the workplace.

Tip: Leaders working on pay transparency need to question how well their organization understands the goals, strengths and gaps among all of their workers.

PeopleBest specializes in combining data analytics and behavioral psychology to give companies solutions that use the hidden insights about their people. To find out how we can help your team navigate the trends of 2023, give us a call.

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


What’s Your Leadership Style?

Bring your whole self to work – that’s what many companies are asking their employees to do in a push for greater authenticity in the workplace. Employers ask this in hopes of creating a more welcoming company culture, one in which employees feel free to be themselves. Love cats? Post photos of your feline friends in the company chatroom. Run marathons? Wear your latest running swag to the office. Dig Black Sabbath? Start a club for fellow metalheads.

The push for authenticity is about more than hobbies, of course. It encourages diversity and signals acceptance. The trend is not exclusive to rank and file staff — authenticity is taking off among company leaders, too. But it’s tricky to get right at the top level. As leaders balance candor with strategy and tough decisions, what does it mean to be authentic? 

Self-awareness is the key

The bring-your-whole-self-to-work movement may be somewhat recent, but the concept of authentic leadership isn’t new, as researchers at the University of Nebraska’s Management Department pointed out in a 2009 paper. The authors referenced earlier academic work that defined authentic leadership as a process resulting in “greater self-awareness and self-regulated positive behaviors on the part of leaders and associates, fostering positive self-development.”

Self-awareness is a key part of authentic leadership, the paper explained. A leader with robust self-awareness understands his or her strengths, weaknesses, and “the way one makes sense of the world.” This mindfulness — along with balanced processing, moral behavior, and transparency — allows managers to lead their reports with greater authenticity. 

Six styles of leadership

Most people aren’t born with a natural capacity for self awareness. Leaders are therefore greatly helped by tools that help them build a knowledge of the self. Part of this acuteness is becoming aware of one’s natural leadership styles.

PeopleBest research has revealed six natural leadership styles: autocratic, consensus, compassion, mentor, navigator, and relentless. Each of these styles has its upsides and downsides. But most leaders have no idea that they have a style, let alone how it impacts their management efficacy. 

For instance, one of the more common leadership styles is the autocratic style. Autocratic leaders shine under deadlines and during crises. They can save a failing business and handle problem employees with little sweat. But they can wreak havoc on morale if they don’t keep their practices in check. Employees under autocratic leaders may experience diminished clarity on their role and value. 

Leaders who are unaware of their autocratic tendencies may cause companies serious problems. But leaders who understand their weaknesses alongside their strengths can use their style to the business’ advantage, without the nasty side effects.

The most effective leaders in today’s workplaces are able to use qualities embedded in their leadership style to match the various situations they face. At times, a crisis necessitates a decisive and bold stance. But other situations call for a little time to build consensus.

What’s YOUR leadership style?

To learn about your leadership styles, take the PeopleBest Leadership Styles Brief. It’s no cost, and we’ll send you your results immediately. The brief will help you discover the six distinct Leadership Styles, giving you the advantage when used in the right situation. To find out how PeopleBest can equip you and your team with self-knowledge, 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 Steps To Boost Employee Happiness In 2023

This year started with the Great Resignation. The “quiet quitting” trend arrived this summer.

And now 2022 is ending with a probable recession. In other words? It’s been a tough 12 months.

Many of this year’s employment trends have focused on workers’ unfulfilled needs. Employees felt unheard, underpaid and underdeveloped, so they sought out new opportunities. They felt frustrated over high expectations and low recognition, so they decided to give a little less. We’ve seen the trend of dissatisfaction play out in research, too. Workers report that they are lonely and face massive burnout.

Many leaders — myself included — are troubled by the dwindling emotional health of their employees and how the decline is impacting team members. We root for our workers. We want them to thrive. We also root for our businesses, and we know that when worker engagement falls, so does productivity, innovation, and other vital signs.

So how do we make sure our workers are happy?

Step 1: Get to know your workers

The first step to improving employee happiness is to get to know your workers. I’m sure you know your workers’ names and titles. And I know you’ve got a general idea of who’s a superstar and who’s a problem child. But that’s not what I’m getting at — I want to know if you actually know the people on your payroll.

Picture this team. Amy is from Michigan and got a communications degree from a small school somewhere out West. Oscar hails from California and started his career overseas, though you can’t remember where. Before moving over to the private sector, Donna worked for the federal government — but what did she do, again?

Knowing the basics of your employees’ stories shows that you didn’t daydream through their job interview or newcomer lunch. This knowledge also provides a sense of kinship. A familiarity between you and your workers makes them feel seen.

Step 2: Know the WHY Inside

While these kinds of details are important, they may not give you all the information you need to help your workers succeed. Employees’ stories will help you discover what makes them tick. Insights about their behavior will help chart a path to professional success.

For example: Do you know how much or little they like or feel comfortable with feedback on how they’re doing? It’s important to understand your employees’ backgrounds. But it’s just as essential to know WHO they are inside — how they think, how they work, and how they grow.

Take Oscar, for instance: He started his professional life in London after studying abroad there during his undergrad. He moved back to the States to care for his parents, but he longs for opportunities that will satisfy his thirst for learning and adventure.

Behavior data will help decode Oscar’s story and reveal who he is and what works best in connecting with him.  Knowing the behavioral WHY inside can help Oscar’s mentors understand how to help him succeed.

Step 3: Lead workers to greatness

Workers are hungry for new opportunities. This desire is so great that a lack of opportunities for growth motivates some to quit. The Sitel Group, a customer experience management company, released a research in 2019 that concluded 37% of employees would leave their current job if they were not offered training to gain new skills.

Behavior data tells employers who needs what kind of opportunity and why. It aligns employees with available opportunities based on their strengths, interests and behaviors. The best part about this? It keeps workers happy, and it strengthens your business.

I’ve just walked through three steps to help you understand your people and boost their happiness in 2023.  As I conclude, I want to leave you with a question: When will YOU start to know your team?

I’ll make it easy for you. Give us a call, and we’ll run a free team study on each of your people and provide you with a free analysis of each person and how you can achieve each of these steps.  All you have to do is call (714) 685-1020 or email us at [email protected] with the code HAPPINESS23.

PeopleBest is in the business of creating happiness and productivity, so we can’t wait to help you.

Happy New Year!


Why do employees quit?

Why do employees quit? 

This question has vexed virtually every employer in the last year. Quit rates have been at all time highs, prompting all kinds of nicknames for the widespread business challenge. Call it the Great Resignation, the Great Reshuffle, or the Great Recruitment, but many of us are still feeling its effects.

With so much attention on the workers who say “sayonara,” there’s good reason employers are asking the big question above. Why do employees quit? Is something pushing them out? Or is the grass really that much greener on the other side?

It’s not (just) about money

We all know a job offer that comes with a bulkier salary is hard to pass up. But money is not the only motivation of workers who resign. According to a recent McKinsey survey, the top reasons workers quit spanned from opportunities for growth, to money, to managers:

  • 41%: Lack of career development and advancement

  • 36%: Inadequate total compensation

  • 34%: Uncaring and uninspiring leaders

  • 31%: Lack of meaningful work

  • 29%: Unsustainable work expectations

When McKinsey asked respondents why they accepted a new position, the results largely aligned with respondents’ motivations for quitting. Workers’ top three reasons for taking a new job were: Career development and advancement; adequate total compensation; and meaningful work.

These numbers tell a powerful story. Workers want to grow, do work that’s meaningful to them, and make enough money. The only question that remains: How can employers deliver?

I can’t help you get your compensation strategy in order. But I can equip you with a tool that leads employees to work that fuels their passions, all while outlining a roadmap for growth. We provide intelligent data based on employee performance and aspiration. With this information, we help organizations create environments in which employees flourish based on their giftedness. In addition, we help leaders and managers understand how to lead through change, create synergy in their teams and coach employees for future career steps.  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


Coaching As A Preventive Mental Health Tool

It’s no longer sufficient for employers to simply recognize the importance of mental health. Organizations must provide proactive support for employees — or risk serious business consequences.

A recent report from Mercer found that employees deeply need mental health support. One in five respondents worldwide said they experience high or extreme levels of stress on a daily basis. Those numbers rose to 25% among U.S. workers.

The dire state of worker mental health isn’t exactly surprising. According to the World Health Organization, the pandemic triggered a 25% increase in the prevalence of anxiety and depression worldwide. As employees struggle to get the help they need, they’ve turned to their employers.

Eighty percent of respondents in a 2022 poll from the American Psychological Association said they plan to consider employers’ mental health-related offerings when they search for a new job.

Employers have taken note. Many organizations are offering new and enhanced mental health benefits, from wellness rooms and awareness efforts to time off and expanded health insurance coverage.

As organizations devise strategies to support worker mental health, I have one suggestion: Don’t forget the preventive measures. Some of the world’s leading experts in mental health point to the power of preventive care, yet it’s something we employers, in our haste to get workers the help they need, often forget about. Read on to learn more about one way employers can focus on prevention in mental wellness.

The value of prevention

As employers, and as people, we tend to view mental health care as something that comes after: after symptoms get bad, after a crisis occurs. Don’t get me wrong. Mental health support should be readily available and accessible whenever anyone needs it.

But there’s another timing element to consider: before. Consider the perspective of Nick Taylor, a U.K.-based clinical psychologist who founded workplace mental health platform Unmind. In an interview with HR Dive, Taylor spoke about employers’ overwhelming focus on reactive care.

“The historical approach to the topic of mental health has been to put all of our focus on people who have mental illnesses. And the problem is that category keeps getting bigger and bigger and bigger, and we just can’t build enough nets to catch people as they kind of fall into that category of mental illness…All of the focus has been on reactive solutions; we wait for people to get unwell and we try to get them a solution for them. But there aren’t enough therapists, clinicians and social workers in the world to support those people. We’re saying, ‘Hold up. Stop putting all your attention on reactive care and focus your attention on proactive care.’”

What could prevention look like?

So how can employers provide their workforces with proactive mental health solutions? One possible solution: Coaching.

The APA encourages organizations to train managers to promote health and well-being. Managers and supervisors who work directly with employees have a special opportunity to highlight opportunities that create support.

I would suggest employers take this a step further and provide coaching with an eye toward mental health — not only as a way to flag issues but also as a way to build mental health strength. Through coaching, employers can help employees build resilience.

Coaching can be especially successful when employers are equipped with real-time data about their employees’ strengths and weaknesses. With PeopleBest’s AI-powered platform, employers get a picture of where their employees thrive, how they succeed, and where they need to buid. 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


Cultivating A Culture Of Feedback

What role does feedback play in an organization? Surely, it’s important to guide employees throughout their tenure, ensuring they don’t just log hours, but learn and grow.

But feedback is tricky to get right. A recent essay in the Harvard Business Review featured two business leaders’ musings on the subject: “The research is clear,” they wrote. “Telling people what we think of their performance doesn’t help them thrive and excel, and telling people how we think they should improve actually hinders learning.”

Where does this information leave managers, leaders, and employers? Workers crave growth – it’s so important to them, in fact, that many say they’d leave their jobs if threatened by stagnation. But how do employers foster growth if we can’t tell them where and how that growth should occur?

In defense of the comfort zone

The authors of the HBR essay had a couple of helpful answers to this question. They pointed to research delving into the learning process, findings showing that learning happens first and foremost in the positive. “Learning rests on our grasp of what we’re doing well, not on what we’re doing poorly, and certainly not on someone else’s sense of what we’re doing poorly,” the authors wrote. “…we learn most when someone else pays attention to what’s working within us and asks us to cultivate it intelligently.”

Growth and learning do not occur when workers are admonished with a vague command to “get out of your comfort zone” or “pick up a new skill.” Instead, workers learn the most when they’re encouraged to explore their strengths.

“It’s clear that we learn most in our comfort zones, because that’s where our neural pathways are most concentrated,” the pair wrote. “It’s where we’re most open to possibility, most creative, insightful, and productive. That’s where feedback must meet us — in our moments of flow.”

Create continual, consistent feedback

As you may have noticed in past blogs, I’m passionate about feedback.  I truly believe that these moments should be done weekly, at a minimum. Share those “quick moments” with your people when their in their zones to improve feedback and trust.  Don’t miss this opportunity to find out the ‘best’ in each of your team members!

At PeopleBest, our technology-forward approach to workplace psychology opens the door for employers to provide continual, consistent feedback hinging on employers’ strengths. With a roadmap to growth, your employees will be unstoppable. 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.

Product Features

PeopleBest Finds Innovative Managers Who Lead With Head And Heart

Measuring What’s Important When the Goal line Moves

Feature Set: PeopleBest offers over 100 job templates and 300+ competencies to quickly use what works for your job, or your can create a unique set that reflects your organization’s critical success factors. Managers are critical to directing workflow, time and resource management, engaging employees and helping them stretch to maximize their potential.


Managers live in a new world these days. Economic pressures, resource constraints and talent shortages have highlighted the importance of managerial skills like coaching effectiveness, stress tolerance, team building and change management.

Among the many demands of the job, managers have to be ahead of the curve to help their staff connect, express and support each other when uncertainty causes angst.  Managers serve as frontline “culture advocates,” setting managing the social and personal dynamics of their teams.  Change initiatives involve personal gains and losses and managers’ empathy, on-point communication and pursuit of restoring rhythm sets them apart.

When managers lead staff through change and growth, they enable the team to shift and restore productivity. This role is therefore mission critical. But, how do you know an employee or candidate has what it takes? A hiring manager can quickly review candidate profiles to see the overall degree of “Fit” for the role. The profile also reveals the percentile of strength for each critical job competency.  Not only will the results show you the “Fit” for today’s role but reveal strengths that can make way for career advancement in the future.

Tech Specs:

Participants respond to a series of online behavioral preference statements.  PeopleBest’s software measures participants’ strengths in competency areas essential to leading their teams in execution, leveraging abilities and managing relationships.

Content Summary:

Managers, as the frontline purveyors of culture, affect retention, time and resource management and quality of service and deliverables. Well suited and equipped managers make a tremendous difference to the bottom line.
Assess Your Managers: Let us help you build your dream team and keep them sharp with precise insights that will help them engage, grow and contribute at higher levels. Reach out to PeopleBest today and get started by customizing a competency set that is Unique to your culture. Ask for a DEMO at  [email protected].


Making The “Stay” Interview Meaningful

As the Great Resignation swept across the business world this year, companies reached for new strategies to boost retention and slow turnover. Organizations rolled out enticing new benefits, upped employee appreciation measures, and handed out competitive counteroffers. 

Among these tried-and-true strategies, another emerged: The stay interview.

What is a stay interview?

The stay interview isn’t technically new, as Georgetown management professor Brooks Holtom told CNBC’s Jennifer Liu. But the tactic enjoyed renewed attention as employers intensified retention efforts.

In essence, stay interviews are like exit interviews with a twist. Instead of analyzing the motives of workers on their way out the door, stay interviews target employees who are engaged and motivated. They identify what draws committed team members to their work, what they’re looking forward to, and what the business could do to support them to go even further.

In a recent article appearing in the Harvard Business Review, one business leader recommended four questions employers and managers can use in stay interviews:

  • What’s your frame of mind today?

  • Who do you feel connected to at work?

  • What barriers can I remove for you?

  • What new thing do you want to learn that will excite you and help you grow?

In his interview with CNBC, professor Holtom suggested a few more queries: What excites you to come into work? Do you feel good about the impact of your work? Do you see a future for yourself at the company? If you were manager for a day, what would you do differently?

Make it meaningful — and easy

These questions all seek to uncover the essence of an employee’s relationship with her job and her employer. The answers, when honest and detailed, provide a wealth of information to organizations.

While stay interviews carry tremendous value, they do present a few challenges:

  • First, though they potentially highlight trends within an organization, they create a window into only one employer-employee relationship.

  • Second, they require companies to spend sometimes costly amounts of time interviewing, analyzing, and interpreting responses.

  • Third, they generate personal answers that are much harder to analyze than standardized data.

This is not to say organizations should ditch the stay interview. But here’s my suggestion: Support the stay interview with another mode of employee listening that retrieves information from your whole workforce in a quick and standardized manner.

Learn how you can dial into what makes each of your people thrive using PeopleBest, and take your stay interviews to a new level. At PeopleBest, we’ve created an AI-powered platform that provides employees’ code to success. Ask us how we can help you discover the best in each of your people.

To find out how PeopleBest can help you fight retention, 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.