Below is a compilation of latest articles on Hiring and Assessments 2018 - 2019 Pexitics is an acronym for People Excellence Indicator Analytics (https://pexitics.com/). We are based out of Bangalore. Four primary focus areas are PexiScore Assessments, PexiScore Surveys, People Management Consulting and HR analytics. We help organisations meet KPIs in the space of People management (increase Revenue per employee, Reduce Absenteeism, create Mental wellness programs, create benchmarks for assessments used in hiring and promotions for better Talent management etc.) We do this with a combination of Assessments and Surveys followed by analytics, giving clear insights and roadmaps for organizations and teams. (Please view sample reports at https://pexiscore.com/assessment) Drop us a mail at score@pexitics.com / subhashini@pexitics.com or call at +91 7349662320 /21 /22 for discussion

1. Introduction:
Pexitics is an acronym for People Excellence Indicator Analytics (https://pexitics.com/). We are based out
of Bangalore.
Four primary focus areas are PexiScore Assessments, PexiScore Surveys, People Management
Consulting and HR analytics.
We help organisations meet KPIs in the space of People management (increase Revenue per employee,
Reduce Absenteeism, create Mental wellness programs, create benchmarks for assessments used in
hiring and promotions for better Talent management etc.) We do this with a combination of
Assessments and Surveys followed by analytics, giving clear insights and roadmaps for organizations
and teams. (Please view sample reports at https://pexiscore.com/assessment)
• Pexiscore Assessments and Reports - for higher Quality of hiring and for Learning Needs
Identification. Our reports work at a 95% accuracy and aid make Effective Decisions in hiring,
reduce competency gaps and reduce L&D costs by accurate Learning need identification
(functional skills, communication skills, soft skills or coaching)
• Pexiscore Surveys - These are Employee surveys around Happiness at Work, Engagement and
Values Surveys. Each Survey is backed by certification and detailed analytics with segmentation
across organisational and employee demographics.
Pexiscore (Pexiscore.com) is our product website which enables all our Assessments and Surveys are
online with real time results and dashboard support. All assessments are available in English and Hindi,
with the option to convert into any other Indian language.
Drop us a mail at score@pexitics.com / subhashini@pexitics.com
or call at +91 7349662320 /21 /22 for discussion
Below is a compilation of latest articles on Hiring and Assessments
1. Talent Assessment Survey – 2018 – Summary
(taken from the Talent Assessment Study – annual report 2018 – by Mettl.com)
2. Is HR Ready For The New Age Of Psychometrics Testing? : Forbes
3. What Science Says About Identifying High-Potential Employees : Harvard Business Review

2. Talent Assessment Survey – 2018 – Summary
(taken from the Talent Assessment Study – annual report 2018 – by Mettl.com )
Today, the war to acquire top talent is fiercer than ever. As the demand for this talent continues to
grow, organizations face bigger issues like that of talent scarcity. It turns out to be quite a challenge
for CXOs, human resource departments and hiring managers, especially in industries like IT, BFSI,
Retail, Manufacturing, Pharmaceuticals and Consulting that require highly skilled employees.
In order to solve these challenges, the talent acquisition process needs to evolve in a manner that it
becomes more engaging, aordable, productive and faster. Our interactions with industry leaders
revealed two key takeaways that can solve major problems faced by recruiters.
Firstly, understanding the competency framework required for a job role.
Secondly, use of technology backed tools such as online assessments and simulators to measure the
competencies.
The hustle does not end at hiring, for it is just the tip of the iceberg. A bigger challenge that lies ahead
is retaining the top talent which is done through structured Learning and Development programs to
increase employee retention.
This is where talent assessments come in picture. They play a crucial role in enhancing the
employer brand value owing to their efficiency and practicality as compared to traditional hiring
practices.
Talent Assessment Study is based on the data collected as a part of talent acquisition and L&D
programs run by various organizations. The study has been compiled using 2,338,734 talent
assessments taken by 1,757,736 candidates spanning across 21 industries from 2016-2017.

3. Key Takeaways
1. More people are using Talent Assessments
2. It is being used across Hiring and L&D
3. IT industry is the largest user.
Other Industries are slowly adopting Talent Assessments
Online talent assessments have an edge over traditional assessment methods such as face-to-face
interviews by being more intuitive, engaging and interesting. Lets have a look at why online talent
assessments are being increasingly adopted by organizations worldwide.

4. (a) Precise Talent Measurement: By adoption of new innovative assessment methods such as
simulations, gamification, hackathons, AI, big data and assessment centers, the accuracy level of Talent
testing can be exponentially increased.
(b) Improved Candidate Experience: The traditional Talent Acquisition process spoils the candidate
experience by being too lengthy, uninteresting and unstructured.
In this war for top talent, candidates tend to prefer companies where they had a positive Talent
Acquisition process experience.
(c) Reduced Cost and Time Taken for Talent Assessment: The number of candidates applying fora single
job posting is ~50 in high demand industries. HRs and recruiting managers waste a lot of time and
resources. This can be avoided by assessing candidates in bulk via use of online talent assessments.
(d) Secure Method to Assist Talent: Features such as remote proctoring, allows candidates to give
assessments from remote locations while still maintaining the integrity of the assessment
process.
Do you want to experience an online Talent assessment platform ? Reach us at score@pexitics.com /
subhashini@pexitics.com for an assessment code.

5. Is HR Ready for The New Age of Psychometrics Testing?
Jul 19, 2019, 09:30am
POST WRITTEN BY Mahe Bayireddi
Mahe Bayireddi is CEO of Phenom People, a global HR technology company with a mission to help a
billion people find the right job.
GETTY
It only takes a tenth of a second to form an impression of a stranger. For HR bringing in new
employees, however, that doesn’t exactly provide enough time to eliminate subconscious bias and
determine if someone is the right fit for a job.
So how can organizations make unbiased, more science-based predictions about who is the best fit for
a position, team or particular business challenge? Right now psychologists are getting closer to that
answer through the study of personality, cognitive psychology and neuroscience. Now that we can

6. work with bigger data sets and artificial intelligence (AI), we can make more accurate predictions about
the perfect fit through the use of validated psychometric assessments.
What Are Psychometric Assessments?
These new assessments ask questions based on dimensions that predict what kind of person you are --
factors such as your work style, cognitive ability and aptitude (many skills that can be difficult or
impossible to identify during interviews). This might not be a new idea, but the latest psychometric
assessments are more objective and popular.
We now live in a world where the candidate you hire today may not fit your company’s needs in the
near future. Companies that are no longer hiring only for hard skills but also soft skills and aptitude
will likely be the first to fully adopt psychometrics, but before long, more and more companies will
need to make sure they have a much better indicator of how a candidate will thrive and perform at
their company.
Out With the Old Tests, In With the New
The idea behind using psychometrics for business is to make an objective effort to assess individuals in
a more thoughtful way, looking beyond traditional skills and education. As organizations move toward
improving the entire talent experience for candidates, recruiters, employees and management,
psychometrics testing becomes an essential component of every HR strategy.
To supplement interviews and help find the right talent, many companies are using personality testing
for building and maintaining successful employee bases. While this is a good start, it’s easy to risk
using the wrong methods: Many traditional assessments have been debunked by psychologists, such
as the infamous Myers-Briggs Type Indicator.
Psychometrics is becoming mainstream with science-based personality testing. And new psychometric
companies like Plum, Traitify, Predictive Index, and Pymetrics are creating assessments that can
integrate easily into today’s talent leader workflows, like chatbots and SMS messaging, which provide
next-level insights into a candidate’s desires, ambitions and overall behavioral patterns.
Future-Proofing Your Employees
Psychometric testing tells us who we are from a critical-thinking, creative and empathetic perspective --
and these are the essential foundations to build teams that can tackle the challenges that face us in the
future of work.
A Deloitte study shows candidates are likely to remain at a company longer if they share their
organization’s values. Psychometrics will help everyone in the talent journey quickly see if these values
align. With better psychometric assessments, recruiters and talent managers not only gain insight into
which candidates will be the right fit for a role or promotion, but employees can make that call as well.
When we get that right, everyone wins.

7. Recruiters and hiring managers can also use the results during the interview stage, developing
stronger questions to address a candidate’s particular strengths and weaknesses. In this way, both the
recruiter and management experiences are enhanced. If psychometric testing reveals certain
motivations and working behaviors, hiring managers and recruiters can tailor their questions and
conversations to better understand whether or not they’re the right fit for their organization.
It’s important to keep in mind that answers to these tests aren’t right or wrong; rather, they illustrate
the natural tendencies of a person -- and that allows management to understand how to best interact,
motivate and inspire a future employee. If a candidate is hired and becomes an employee, the benefits
continue. Understanding an employee’s motivations and preferred communication styles empowers
managers to have more constructive conversations that fuel their engagement and productivity at the
organization.
Attracting the right talent at the right time is critical to achieving business success. With psychometrics,
talent acquisition teams can be smarter about uncovering candidate experiences and preferences, as
well as the keys that will help them thrive and prosper as employees.
Discuss how Talent Assessments can work for your organization. Reach our People Management
expert, Mr. Reuben Ray , at reuben@pexitics.com today for a consultation.

8. What Science Says About Identifying High-Potential Employees
Tomas Chamorro-PremuzicSeymour AdlerRobert B. Kaiser
OCTOBER 03, 2017
How inclusive or exclusive should organizations be when developing their employees’ talents? In a
world of unlimited resources, organizations would surely invest in everyone. After all, as Henry Ford is
credited as saying, “the only thing worse than training your employees and having them leave is not
training them and having them stay.” In the real world, however, limited budgets force organizations to
be much more selective, which explains the growing interest in high potential (HiPo) identification. An
employee’s potential sets the upper limits of his or her development range — the more potential they
have, the quicker and cheaper it is to develop them.
Scientific studies have long suggested that investing in the right people will maximize organizations’
returns. In line with Pareto’s principle, these studies show that across a wide range of tasks, industries,
and organizations, a small proportion of the workforce tends to drive a large proportion of
organizational results, such that:
• the top 1% accounts for 10% of organizational output
• the top 5% accounts for 25%, of organizational output
• the top 20% accounts for 80% of organizational output
Careful research over many jobs and across many organizations in multiple industries highlights a clear
pattern: the payoff from employing top talent — defined as the vital few who account for the biggest
chunk of organizational output — increases as a function of job complexity. For less complex jobs, like
manufacturing, top employees outperform average employees by a median margin of about 50%.
However, for medium complexity jobs, such as trainers or first line sales managers, that difference
grows to 85-100%, and for highly complex jobs, such as senior leadership roles, the contribution of
top performers is more than double that of the average performer.
It is also noteworthy that talented employees are “force multipliers”, raising the performance bar for
their colleagues, and particularly for their direct reports. By word and deed, they model and teach
winning behaviors that shape high-performing cultures. Simply adding a star performer to a team
boosts the effectiveness of other team members by 5-15%. No wonder, then, that study after study
shows stronger financial performance in companies that make proportionally greater investments in
identifying and developing top talent.

9. If we are going to invest in the right employees, the key question concerns who they actually are. This
begs the question of what highly talented people are like. In other words, what are the key indicators
that signal star potential?
As academic reviews noted, the first and most important decision that needs to be made in this regard
is to decide “potential for what?” Unfortunately, most HiPo interventions focus on individual career
success — “potential to move up two roles in five years” is a common definition — but the ability to
advance one’s own career does not guarantee that one will make a crucial contribution to the
organization. In fact, most organizational leaders — and it would be hard to argue that these people
have not attained individual success, since they got to the top — don’t have a positive impact on their
teams and organizations, with estimates suggesting that at least 1 in 2 leaders cannot engage
employees and fail to turn their teams or organizations into high performing machines. Indeed, there is
no shortage of leaders who turn A-players into a B-team.
In our view, HiPo interventions should focus on predicting who is likely to become a key driver of
organizational performance. That is, they should define future stars as the people who will “consistently
generate exorbitant output levels that influence the success or failure of their organizations.’’
Fortunately, science reveals that regardless of the context, job, and industry, such individuals tend to
share a range of measurable qualities, which can be identified fairly early in the process.
In a review that compared scientific research on predictors of job performance to the qualities in
highest demand for the 21st century workforce, we identified three general markers of high potential.
Ability
The first category concerns indications that an individual is able to do the job in question. The best
leading indicator here is demonstrating the knowledge and skill it takes to perform the key tasks that
make up the job. The single-best predictor of job performance is a work sample test — where you
observe the candidate actually performing the tasks that make up the job.
However, in forecasting potential to excel in a bigger, more complex job at some point in the future,
the question shifts to how likely an individual is to be able to learn and master the requisite knowledge
and skill. The single-best predictor of this is IQ or cognitive ability. Learning ability includes a
substantial cognitive component but also the motivation to pick up new knowledge and skills fast and
flexibly.
Any role requires abilities beyond cognitive ability. For instance, potential for performing in a
leadership role at the executive level requires strategic thinking and the ability to adapt an
organization for the long-term future. In addition to raw intellectual horse power, this involves vision
and imagination, as well as an entrepreneurial mindset. Thus early indicators of the ability for senior
organizational leadership would also include creativity and a knack for systems thinking.
Social skills

10. The next big category reflects the growing significance of team work and collaboration in modern
organizations. At a basic level, employees have to be able to get along and earn the support of
supervisors and coworkers. Indeed, the number one reason for managerial derailment is relationships
problems.
Social skills involve two fundamental abilities: the ability to manage yourself and the ability to manage
others (relationships). Employees likely to succeed in bigger, more complex jobs are first able to
manage themselves — to handle increased pressure, deal constructively with adversity, and act with
dignity and integrity. Secondly, they are able to establish and maintain cooperative working
relationships, build a broad network of contacts and form alliances, and be influential and persuasive
with a range of different stakeholders. And for senior roles, they have to be able to develop
sophisticated political skills — the ability to read an audience, decode the unspoken rules, and find
solutions that satisfy the often-competing interests of key power brokers.
The ability to manage oneself and to manage others are the core elements of emotional intelligence. So
an early indicator of high potential is emotional intelligence, which can be assessed by psychometric
tests and further refined through training and development.
Drive
The third category concerns the will and motivation to work hard, achieve, and do whatever it takes to
get the job done. It is easily identified as work ethic and ambition — an ability to remain dissatisfied
with one’s achievements. This deeply motivational category is the accelerator that multiplies the
potential influence of ability and social skills on future success. Ability and social skill may be
considered talent; but potential is talent multiplied by drive as this will determine how much ability and
social skills get put to use.
Drive can be assessed by standardized tests that measure conscientiousness, achievement motivation,
and ambition. It can also be identified behaviorally — as signaled by how hard an individual works,
willingness to take on extra duties and assignments, eagerness for more responsibility, and even
readiness to sacrifice. For instance, many executive-level roles require a global mindset and some
degree of cross-cultural experience. The willingness to embrace a degree of psychological and even
physical discomfort and relocate in order to gain the experience and develop these skills separates
talented individuals from true high potentials.
In sum, most organizations could probably upgrade their talent identification processes if they keep
things simple and focus on these three generic markers of potential. Not many employees are highly
able, socially skilled, and driven — but if you bet on those who are, which involves evaluating these
qualities as accurately as you can, you will end up with a higher proportion of future stars who will
contribute disproportionately to the organization. Investing in those individuals will produce the
highest ROI.
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