Assessment Methodology Leadership Assessm… · CHAPTER 3 Leadership Assessment 8-11 Description of...

Leadership Assessments 2018-19

Leadership 7AS Competency

Happiness at Work

PexiScore.com

Assessment Methodology

PexiScore Assessments Leadership Assessments 2018-19 P a g e | 1

CHAPTER 1

PexiScore Assessments 2-4 CHAPTER 2

7AS Competency Assessment 5-7 9 Core competency traits Application and the Report CHAPTER 3

Leadership Assessment 8-11 Description of the Quadrants Application of the Report CHAPTER 4

Behavioral Assessments 12-13 Core Values | Motivation at Work Application of the Report CHAPTER 5

Happiness at Work Quotient 14-16 Happiness at Work Certification Application of Happiness Survey PexiScore.com reserves the right for all content expressed in this Information manual. All rights reserved. No part of this manual may be reproduced, stored or transmitted in any form or media by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of Pexitics.com | PexiScore.com officials.

PexiScore TM 2018-19 : Contents


Pexitics, the parent entity is an Analytics Consulting and Learning centre for large organisations to seek solutions on Data & Analytics as a solution provider. Pexitics is in existence since 2012 and comes with a pool of rich experience & expertise in the field of Analytics and Data Science. Pexitics developed the 7AS© framework to assess applicants against job roles using a Scoring model, aptly named the People excellence indicator Score©

Our Framework works on the key principles of Statistical Scoring through Quantification of responses. It is based on HR Analytics framework and allows long-term engagement and understanding of workforce behavior using Analytics. While the PexiScore TalenTool measures and scores all attributes on a statistical model, the same in the report is visually represented for ease of understanding with respect to the JD criteria as determined by Hiring Manager. The PexiScore is a score range of a minimum of 300 and a maximum of 800. A score of 600 and

above will reflect a very high match of the candidate on Job Fitment.

Assessment Matrix: Any hiring framework should cover understanding of the candidate capability on all levels;

Inner framework of Cognitive skills, core values and functional skills.

The middle framework of Competency and Motivation to be part of the organisation.

Managerial competence and hierarchical engagement for Leadership potential.

Improving predictability of Right-fit hiring: An organisation hires resources (both humans and machines) to fulfill its end goals of growth and profitability. However, most hiring models focus only on the Assessment dimensions and fail to sync in with the core philosophies of the theory of business existentialism.

Hiring should include measuring competency using effective metrics, which in turn are benchmarked to the requirement of human potential as determined under the organizational philosophy and its VMV statement. A good potential will only be able to scale the leadership funnel if they are in line with the benchmarks and metrics that the organisation seeks as part of its competence framework.

Chapter 1 PexiScore Assessments

Peo

ple

exc

elle

nce

ind

icat

or

Sco

re

Cognitive ability

Functional Skills

Personality SWOT

Fitment to hierarchy

Performance Predictor Assessment Matrix


Piecing the puzzle of assessments

The understanding of what and why of PexiScore Assessments; Our assessment philosophy tries to uncover facets that you might miss out on under a manual process; see the flow to understand the what and why’s of assessments.

CareerGraph

For fresher assessments. Covers aptitude, behavior and industry+job fitment.

Core Values

For organisations that require cultural fitment as a mandate to onboard as an employee.

Cognitive Skills

To understand Inductive, Deductive, Abductive and Verbal reasoning capabilities.

Motivation at Work

Helps uncover the motivation to determine department and fitment vis-à-vis job monotony.

Functional Skills

Assess for functional skillsets like sales, finance, engineering, editing, nursing etc.

7AS Competency

Behavior Competency framework to understand fitment to job role for behavior trait fitment.

Leadership Assessment

Assess for hierarchial leadership to determine, functional fitment as a leader.

Fresher level hiring

Lateral level hiring

Happiness at Work

Happiness at Work for engagement and employer branding with certification.


All our reports are prepared under the following format;

Title Page: Includes name of organisation and candidate with date of assessment. Summary Page: The summary page is typically a one page (two pages for Leadership & Competence) and contains a snapshot of the entire report to enable faster screening. Detailed Assessments: Post the summary, the detailed pages cover the individual trait/competencies or subjects of assessments with a detailed description of the candidate score for the individual item plus the sub-items or attributes, if any. Subjective tests will typically showcase the question and candidate response in actuals for interpretation by the hiring team/panel. Score range: The score range is from 0-100 as a percentage. The score is bifurcated into five equal segments; Below Average, Average, Above Average, Good and Excellent. This means that a score of 45% will fall under the Above Average segment while 65% score will be showcased as Good. All the scores are further color coded for ease of understanding as below;

Subjective reading and interpretation of the reports All our reports are lucidly explained with a description of the subject assessed and its meaning or understanding. All our reports are standardized for a similar look and feel for ease of interpretation.

We further endeavor Hiring Managers to go through this Manual to understand certain finer nuances of explanation that we felt would be appropriate and needful to share with the Hiring Managers.

W H E R E T O

U S E

Recruitment & selection

Job role analysis &

competency mapping Change Management

& engagement

Talent identification & career pathing

Succession Planning


A competency framework is the collection of characteristics, skill sets and abilities which apply to each job role thus speaking in a singular language of vis-à-vis hierarchy. Every organizational setup contains the three broad breakups of hierarchy; The Senior Management The Middle Managerial Team The Junior Team The first determinant quality required in a good competency framework is providing clear objectives which are interlinked showcasing how the employee progresses and hence the skillsets and abilities which form the core at every level.

7AS (Seven Attribute Scale) Competency Framework The PexiScore Competency Framework assesses the candidate across 35 KEY ATTRIBUTES set across a hierarchical scale; these attributes are further slotted across these Functional Hierarchies using maturity-driven sub-attributes. PexiScore 7AS framework has been inspired by the various instruments of psychometric evaluation and frameworks used by modern corporations in the field of psychometric Assessments and vetted by industry & academics in the field of behavioral psychology and Human Resources. PexiScore 7AS Competency framework covers 9 key areas of work behavior for assessing behavioral potential for job roles. This has been further classified into the three hierarchies as showcased to structure the instrument as a flexibility tool for understanding the fitment hierarchy and the capability of the candidate to move into higher hierarchies at the workplace.

Senior Leadership

Managerial Team

Working Team

Team Competence Managerial Competence Leadership & Management

The building blocks of an organisation and applicable for non-managerial employees.

Covers the ability to act as a team, achieve goals and expectations, meet assigned job expectations and adhere to the value system.

Applicable for employees managing teams or requiring managerial capabilities.

Ability to act as a team, manage teams and set expectations, meeting team goals and expectations while adding value through analysis, interpretation and innovative approaches.

Applicable for employees who are part of Senior Management.

Capability to manage and organize, take decisions impacting organizational goals, manage people and teams, analysis and interpretation qualities for achieving strategic goals and objectives.

Chapter 2 7AS Competency Framework


Competency Framework : 9 Core Competency traits Achieving goals and objectives

The objective of this attribute is to measure and cumulate scores from four core sub attributes to figure candidate's temperament on goals and objectivity in achieving them. Goals and success require understanding, evaluation, measurement and taking stock of resources available to achieve them in the shortest possible time within the limited resources available at our disposal.

Value systems and adherence

The focus of this attribute is to check on the value systems of the candidate and check on key factors like humility and morality. Being a core Junior hiring attribute, there is also a focus to understand compliance and openness to learning, being key to performance and progression at the workplace.

Meeting expectations

This attribute focusses on candidate capabilities in dealing with expectations at the workplace. It measures capability to endure, situational judgment and capability to interact and comprehend. Expectations meeting attribute also focusses on ability to deal with conflicting ideas and people with affirmation.

Team Player qualities

This attribute is focused on contribution as an individual to a team as a team player and measures ability to work within diverse teams. Emotional Stability and openness are key attributes other than the core team player scores. Workplace engagement helps further understand how the person would adapt to the team and how fast would they be able to add value to the team as a key component resource.

Workplace management

This is a middle management attribute and the one that is new in the middle segment; the core focus is on team management capabilities. Workplace management helps in further understanding of a person's capability to handle teams and add value as a team leader as a key component resource.

Analysis and interpretation

This is a twin attribute which is a much needed quality for both middle and senior Managers at the workplace. It looks at analytical and interpreting with communicating qualities. The attribute looks at both data and verbal skills, so the candidate scores in the particular segment are useful to understand capability to deliver results in a particular job role where the requirement is analytical.

Managing and organizing

This attribute is focused on capability to manage teams, projects and clients on an ongoing basis. Emotional Stability and openness are key attributes other than the core team player scores. The attribute measures capability to take decisions, handle conflicts, organise teams and provide resolutions. This is a Senior Management trait and is used to understand higher team managing capabilities.

Enterprising qualities

The focus of this attribute is to measure entrepreneurship capabilities within a person and/or handle new projects and guide resources effectively in a project. High scores in this attribute alongwith high scores in Workplace management can make an excellent Team Manager.

People Management

The role of this attribute is to measure capabilities for leadership and managing people. It is a mandated trait for senior leadership members and must be read alongwith Enterprising qualities. The attribute focusses on capacity to manage teams, decision making capabilities and high morality to deal in a transparent manner with people within teams.

The bands exhibited on the left point to our understanding of a typical organizational model. Depending on the needs and the role definition within a select organisation, these can be mutated to achieve better understanding of ability and delivery. A modern organisation might seek understanding of enterprising qualities in the junior band itself; hence we display all the nine bands in our report for practitioners to interpret and effect their understanding based on the role and required attributes. Each attribute mentioned above is assessed through multiple sub-attributes which are also part of the 7AS Competency Report. The flow of the tool from junior to Leadership level helps not only in bifurcating the levels, but also understanding the capacity to transition into next level roles, which often is a key requirement to understand for promoting or hiring people in a certain level. This can also help the organisation determine its employee life cycle span and engagement matrix of Defend | Grow | Exit.

J U NI O R T E A M

M A N A G E R I A L

L E A D ER S I P


Application of PexiScore 7AS Competency Report

Each attribute covered under the Competency Framework can be used to measure behavioral fitment across the two broad factors of Responsibility Orientation & Role Discipline. This acts out in the workplace across various roles and responsibilities where either of them is higher. The CXO level jobs require the highest of both; hence People Management becomes the highest priority while goals and objectives are achieved by ensuring people are managed optimally.

Each person has personality traits that play out in the workplace. These traits are universally validated based on years of research and industry understanding that require measurement for fitment. Coupled with the Leadership Assessment, this is the most advanced tool available today for assessment of both fresh hires and existing workforce for talent classification, succession planning and talent identification. Interview sessions will be further helpful in validating the competencies and its levels as provided for in the report.

Achieving goals and objectives

Team player qualities

Enterprising qualities

Meeting expectations

Workplace Management

Analysis and interpretation

Value systems and adherence

Managing and organising

People Management

Job roles with targeted achievement based growth

Job roles that require less monitoring and more managerial in nature

Job roles requiring knowledge and high focus as Subject Matter Expert and Management skills

Entrepreneurial job roles; eg., International

Sales

STEM job roles; eg., Engineering & Research

People job roles; eg., HR, Projects,

Services

High

High Low

R O L E

D I S C I P L I N E

RESPONSIBILITY ORIENTATION


Leadership Assessment can be defined as traits of Leadership potential to be used for hiring,

leadership development, Succession planning and Talent identification.

What does a leader do?

From complexity Bring order Prioritise Take Decisions Communicate

What do we need to measure to know how good is the leader for each of these factors?

According to Harvard Business Review, “all too

often, managers rely on common leadership

approaches that work well in one set of

circumstances but fall short in others. Why do these

approaches fail even when logic indicates they should

prevail? The answer lies in a fundamental assumption

of organizational theory and practice: that a certain

level of predictability and order exists in the world.

This assumption, grounded in the Newtonian science

that underlies scientific management, encourages

simplifications that are useful in ordered

circumstances. Circumstances change, however, and

as they become more complex, the simplifications

can fail. Good leadership is not a one-size-fits-all

proposition.”

This brings us to the understanding that certain factors are static while certain outcomes situational.

It is leadership traits that bring out the individual strengths, biases and ability to cope during such

situations. This is Situational Leadership coupled with our validated understanding of functional

temperament, intelligence, Aggression that can help uncover a leadership style and reactive sense at

various levels of workplace complexity.

Managerial Competence This measures individual competence as a Manager. One needs to have specific competence that deals with one’s own level and mental framework on a managerial level. Internal Behavior determines Managerial Competence and hence the Report provides insight on individual capabilities as a Manager for the following traits;

Temperament: Assess the inborn temperament of the person for personal effectiveness.

Functional Competence: Mental likeliness of job role functions across six core areas.

Motivation at Work: Assesses between the two broad areas on Intrinsic and Extrinsic motivational areas.

Intelligence: Using intelligence tests to assess the level of intelligence for higher cognitive predictability.

Time Value: A time tested valuation of time vision approach towards tasks and vision capabilities.

Chapter 3 PexiScore Leadership Assessments


Leadership Competence The four quadrants of Leadership look at an individual’s mental framework to environmental pressures of reactions as a leader. Integrity: Measures how honest the person is likely to be on the job and their work ethics. Morality: Assesses the individual sense of morality while dealing with the team and self-regulation. Balance: Balance of listening skills and decision making required to find the correct solutions to the tasks using keen observations. Transparency: The ability to be seen as a transparent leader within the organisation and be open to people and ideas. Aggression Quotient: Focusses on the aggression level as a Manager and its impact on teams and clients. People Task Orientation The People Task orientation Quadrant is the final and most important factor to assess leadership fitment across various job roles. As organizational leaders, the task to evaluate a person’s leadership is amplified by understanding the Leadership style one brings to the table using experience, maturity and understanding of the job role using a single, comprehensive report. The most desirable place for a person to be as a leader is to be along the two axis at most times would be a high on task and an equal high on people orientation. However, do not dismiss the individual quadrants. Certain situations might call for one of the four to be exercised. For example, by putting a Democratic Leader in a select job role, one allows the team to gain self-reliance while an Assertive Leader helps instill a sense of discipline in a team that requires doing monotonous work for longer durations. By carefully studying the job roles and the competences affecting it, we can determine the axis required to achieve the desired results.

Reading the quadrant

Note that people cannot jump into Quadrants overnight; however, a Democratic trait can become a Social or Assertive easily; an Assertive can become an Influencer easily but might take time to turn into a Social persona. This role understanding helps in better placement and succession planning or hiring judgments.

Depending on the team requirements and their maturity of motivation or ability helps determining the type of Leadership trait required to lead teams. Adapting Supportive Behavior is tougher than adopting Directive Behavior as Aggression is an inbuilt neurotic expression found in animals. Similarly, developing People Competency is easier than self motivaton; so, an Influencer can become Social faster than being Assertive.

High

High Low

Low

Social Influencer

Assertive Democratic

Supportiv

e B

ehavio

r

Directive Behavior

Self M

otiv

atio

n

People Competency

Participative style of Leadership. Helpful when team motivation is low but ability is high.

Coaching style of Leadership. Useful when there is potent motivation but lack of ability in the team.

Directional style of Leadership. Helpful when subordinates are low in ability and motivation.

Delegation style of Leadership. Helpful when subordinates are in leadership roles.


Description of the Quadrants

Social: This leadership quadrant uses predominantly reward power to maintain discipline and to encourages the team to accomplish its goals using interpersonal skills. They would explain and deliberate on discussions than employing punitive coercive and official policy for mistakes, realising human mistakes as a natural outcome. Negative trait: Higher involvement in personal issues of team members, may avoid correcting mistakes of team members for fear of attrition.

Assertive: People in this quadrant are very much task-oriented and often tough on their teams. There is a rare opportunity for juniors to voice their opinion and the final decision is taken by this person only. Negative trait: Too firm approach can lower team motivation when a single idea is enforced. Has a low opinion for emotional bias.

Influencer: This type of leader leads by positive example and endeavors to foster a team environment in which all team members can reach their highest potential, both as task executioners and as members of the team. They encourage teams, also focus of task completion to reach goals effectively, but do have a highly social approach which might at times be seen as being a bit democratic. Negative trait: A consensus approach can often lead to delay in decision-making; does not consider emotions while dealing with conflict.

Democratic: A person in the democratic quadrant uses delegation principle of management which may be low on both people and task orientation. Their low commitment to involve themselves with the task or the team comes from the sense of unbridled autonomy that should be provided to every team member. Negative trait: Views problems as external issues. Rarely blames the person and thrives on eventuality.

Application of PexiScore Leadership Report

Spotting a Leader: One doesn't need to completely change their quadrant to become a more effective leader in a particular role. A new approach to leadership combined with disruptive vision and thought process has often created newer industries and revenue streams for organisations. Do not only read this report to hire but share it with the person to help them identify one or two areas that are likely to have the most impact on their success and provide them with insights. While trying to spot a leader within the organisation, look for the person with high consistency in decision making. This helps build respect and trust within the team as employees know what to expect from the person in question. Observe traits of transparency and balance in the decisions certain people make and their reinforcements of these terms to push the decision. Thoughts generate from our deeper inner desires and reasons; if the reason is transparency and bringing more balance, it is a genuine reason and a positive decision making skillset. Displaying positive emotions such as enthusiasm and optimism can be a big cue in spotting a leader. The one who conveys positivity and optimism will always be the one who raises confidence and stirs team members to contribute better to the organizational goals with a smile and infectious optimism. Notice people who think about new ways of doing things and come up with ideas and suggestions at every discussion. These are the working minds who not only are thoughtful, but also are thinking constantly about improving the prospects of the organisation when it comes to ideas and innovation. Involve such people more in discussions and decisions. Some managers pay more attention to employee's views and concerns. This is the final trick to find the leaders; the ones who demand more for their team members, showcasing a higher empathy for the team and their human concern.


Each report has a summary page containing the gist of the entire report. The report segments the pieces into Managerial and Leadership competency components. Integrity: The biggest factor of difference between a worker and a leader is integrity. A leader with dubious integrity can cause large-scale damage to the reputation and image of a brand.

Functional Competence: The functional competence uses the RIASEC methodology to check area of interest as far as functional skills are concerned. Functional competence are divided into six core types; Technical, Creative, Artistic, Interpersonal, Managerial & Analytical.

Managerial Competence: Covers Temperament, Motivation and Time Value among others. Helps understand the candidate ability to deal with larger teams and understand their motivation at work and time value to uncover their potential as a Manager. Temperament tells us their preference, Motivation explains whether the candidate is externally or internally motivated while Time Value shows the vision depth of the candidate with regard to goals and targets.

Leadership Competence: Covers Morality, Balance, Transparency, Aggression Quotient and Intelligence among others to find not only the quadrant, but also fitment to the hierarchy based on scores and quadrant position. Note that being closer to the centre of the quadrant highlights an ease of shifting to the next quadrant behavior anti-clockwise, if required. Aggression quotient showcases the typical aggression behavior displayed while intelligence is an understanding of the ability to grasp complex and multi-discipline issues with ease, a key requirement for senior level leadership and moving across functions.

The Leadership Competence also seeks to understand situational quadrant outcomes across six workplace roles; Task Orientation: Understanding the Leadership trait more dominant while approaching tasks with teams. Ideation: The process of innovation and generation of ideas using team discussions and dealing with ideas. Dealing with Errors: Understanding behavioral approach towards employee errors and mistakes. Problem solving Approach: Approach towards problem resolution using defined leadership trait. Conflict Resolution: Understanding of approach towards resolution of conflicts within the organization. Work Life balance: Understanding of approach to team members’ individual aspirations. Subjective Assessment: In this section, we produce the exact representation of the candidate response to two questions we have posed with a response limit of 250 words. The questions focus on Leadership style and real-life scenario issues where they have lead the team or provided leadership direction and produced results. A few of the highlights of this section are; Understanding how concise and precisely can the person respond to a query/question, showing brevity. The leadership approach and attitude towards use of resources, knowledge, aggression skills. Understanding their command over the English language. Use this section to seek responses during interview to probe further into the actionables and past leadership traits to find corresponding references to the Quadrants highlighted in the report above.

Leadership Assessment for hiring: The Leadership Report is ideally suited for organisations hiring for

roles that require candidates to take leadership positions within the company on an immediate basis

or in the near future and requires the candidates to manage the role and responsibilities on their own.

Leadership Assessment for Succession Planning: The Leadership Report is used for succession

planning by determining which leadership quadrant matches particular roles and the maturity level that

the person can drive to manage the organisation as a leader. A highly social leader may not fit to deal

with Chief of Operations role while a Democratic Quadrant is highly fitting for CXO level leadership.

Leadership Assessment for Change Management: The Leadership Report is highly efficient before Change Management. To institute change of direction or expansion or role rotation, this is the best tool to denote the next level movement of leadership development and their functional fitment into leaders of change for the teams based on the strategic objective of the organisation.


In recent years, the need for behavioral assessments (commonly called as psychometric assessments) have become a necessity for both hiring and employee grooming and talent recognition. This finds its history in the years of research and advancements done by psychologists and thought leaders particularly in the western world.

Our two assessments of Core Values and Motivation at Work are based on behavioral patterns and adaptations of traits commonly sought for in these attributes.

Core Values

The word Core Values in itself contain the meaning; values that are core. Every organisation, in its search for cultural affiliation as a single unit seek out to find core values inherent to its own for better amalgamation and homogeneity as far as behavioral traits are concerned. Ethnic diversity can bear similar core values; all humans, irrespective of multiple cultural heritages believe in peace and harmony as core values for their societies to advance.

For an organisation, its culture determines its destiny. Thus selecting the right set of Core Values is the first critical task. The next becomes advancing these values as superior to any other belief system for uniting its employees and defining the brand.

“Patrick Lencioni, in his classic, The Five Dysfunctions of a Team, quotes an entrepreneur as claiming, If you could get all the people in an organization rowing in the same direction, you could dominate any industry, in any market, against any competition, at any time. You can achieve this using core values. However, in most organizations, employees articulating the core values provide different answers. Or sometimes none as there isn’t any defined. Some organizations haven’t set their core values or embarked upon defining them. Organizations which have done so have done it years ago, but as business climate environments change, there is a need to refresh based on the perspective of today and tomorrow, not yesterday. Core values help guide all core decisions in an organisation. While hiring, letting applicants know your Core Values or assessing them for fitment helps maintain the cultural ethos. Assessing for the right skills means your new hires will be able to do the job, but assessing candidate fitment to the Core Values ensures everyone is rowing in the same direction.

At PexiScore, we not only help organisations in developing their Core Values, but also assessing them in individuals. This could be pre or post hiring stage evaluation, based on the objective.

We help define Core Values and assessing them using a set of 35+ attributes ranging from creativity, aggression quotient to team player qualities and humility to define and assess for Core Values.

How to define Core Values for the organisation

The thumb rule for Core Values; the mission is the why, the values define how. While there are no set rules, Core Values can be determined by answering the following questions;

What’s the most important ingredient for the organisation’s brand survival? What helped create and foster the organisation and continues to bind all stake holders together? What would we turn to for guiding us when faced with a difficult situation? What are the things we like about the organisation; what drives customers to the brand? What is the most important factor we cannot do without as an organisation? What is the vision and mission of the organisation? How old is the organisation; will it evolve in the next few years? Is there a clear path of continuity for what we believe is the brand today? What excites employees to be part of the brand?

Chapter 4 Behavioral Assessments


Motivation at Work

The Motivation at Work Report assesses work behavior for motivation rationale. Employees deliver results based on their primary and secondary motivations. Human beings are expected to be driven by factors which are universal and situational factors of motivation; so we call them core and secondary motivators at work. Like choice or priority, our motivations are driven by intrinsic and extrinsic factors.

Intrinsic Factors : Factors which are internally sprung or caused due to internalising and knowledge rationale. 1. Creativity/Independence 2. Service/functional Excellence Ideal Job Roles : Research, Engineering, Analytics, backend-support, technical and product development.

Extrinsic Factors : Factors which are supported by external influences and have high dependency on self-motivation. 1. Power/Wealth Creation 2. Social Acceptance 3. Job Security Ideal Job Roles : Sales, Strategy, People » We split the motivating factors of each candidate into top two/three sections of Primary and Secondary motivations. » A single primary and a single secondary motivating factor: Shows clear objectives of work motivation. » Two primary motivating factors: Strong personality influence and needs to be mapped to Intrinsic or Extrinsic factors to understand job role fitment. A single primary and two secondary Motivating factors : The primary motivation is clearly pronounced but highlights flexibility to adapt to changing job roles for the selected motivational factors.

Application of the Motivation at Work Report

Most reports are about finding out fitment of the employee to the job role; this one is just the opposite. The Motivation at Work tries to figure out whether the organisation has in it to satisfy the employee’s needs. The Report must be applied to all lateral hiring job roles. People switch from present jobs to new ones. We often ask the new hire what motivated them to switch and be satisfied with the answer provided; there is need to dig deeper if we are truly serious about this question; what guarantees that the person would not switch on a short tenure? Hence the motivation becomes a key determinant in understanding the person as a resource that the organisation needs to satisfy. Why not required for juniors or seniors? Juniors typically look more for challenges rather than anything else as salary scales do not differ widely. Similarly, for senior hires, motivation comes from power; money follows it. Hence it is the mid band that needs to be checked for their core motivation. Motivation at Work can also be used as a periodic check on employee engagement. As humans, we shift our priorities once certain goals are achieved. Thus this report acts as a guard against changing dimensions of satisfaction as the employee spends time with the organisation and develops newer goals to achieve. It is a good predictor of attrition.


Why Happiness At Work is a responsible scope for organisations? The three states of existence determine our happiness levels through the factors of personal strength of character and emotional stability.

PAST: The past is the most painful yet the easiest part. It is the part to let go, to pardon and nurture patience for enjoying the present. Yet this is the part which people fail the most; to forgive. Carrying the burden of the past can be a painful journey that does not allow one to enjoy the present. Similarly, to be hopeful of the future, one has to have the grit and determination that s/he can overcome the failures of the past and be successful and thus happy about the future. PRESENT: The present is the existent state and it is entirely determined by our response to the immediate external environment. Contentment is the highest state of Happiness where one is happy irrespective of the external factors. However, being happy in the present builds optimism for the future; being positive in the present is the door to future bliss. FUTURE: Being unhappy about what one has yet to experience is the worst state of being. It showcases low confidence and determination. Both factors however vary; when one isn’t confident about the future, it stems from a troubled past that still haunts in the memory while a low optimism is often due to a disturbed present that fails to drive hope into the future.

An understanding of Happiness At Work helps build Employer branding for the organisation using SPANE (Scale for Positive and Negative Experience) scale to indicate the existing employees’ position of perception of Happiness and offers the final score as depicted below; this report is however focused with the overall findings. Using the Happiness At Work Certification offers companies scope to brand the organisation that suits the millennials’ quest of Happiness at the workplace.

Chapter 5 Happiness at Work Quotient


HOW THE ASSESSMENT WORKS The assessment looks at five areas related to happiness. Perception of the PAST Perception of the PRESENT Perception of the FUTURE Overall HAPPINESS Scale Contentment Score 19 questions are posed to the candidates with responses recorded on a Likert Scale; 5 questions each about their perception about the three stages and further 4 questions for validation and surrogate response. The report uses SPANE (Scale for Positive and Negative Experience) scale to indicate the employees’ position of perception and offers the final score as depicted below; this report is however focused with the overall findings.

While happiness is a state of mind and is subject to swings of mental balances, it is not an absolute scale or one that stands good through a longer duration of time. However, a high score on the Contentment Scale showcases high grit and resilience and being in happiness with whatever is currently available. Contentment is the capacity to find happiness in any situation.

HEALTH & HAPPINESS: FINAL OUTCOMES

Health and happiness go hand in hand. Good health is the first sign of happiness and we ask

employees about how healthy they felt. These are some real time responses collated;

Health High Average Low

Madurai 74.7% 23.4% 1.9%

Manapparai 60.1% 33.6% 6.3%

Our Happiness Quotient not only showcases level of Happiness but also bifurcated data, as maybe

sought by the organisation for better understanding of data across departments, functions and

locations.

Application of the Happiness at Work Quotient

HOW IT HELPS BECOMING A Engage with the organisation to measure Happiness at Work for employees. Measure, guide and help build teams that profess Happiness as a strength. Earn Certification as Happiness at Work certified organisation for employer branding. Leadership vs. Happiness: Leadership assessment looks at the leader; how can we find if the Leader is keeping his/her team happy? There is enough evidence and research of employees quitting organisations because of bad bosses. Do you want to know why a certain block of employees aren’t performing? Find out using the Happiness Quotient if they have an issue with the present, denoting the work atmosphere. Lowered attrition provides much higher dividends, so arresting attrition needs proactive steps. Like measuring the Happiness at Work Quotient.


Three levels of Certification for the Happiness Quotient survey: Silver – For organisations scoring upto 60%. Gold – For organisations scoring upto 70%. Platinum – For organisations scoring 80% and above. Assessment available in English, Hindi, Tamil, Kannada and other local languages.


Measuring Leadership the PexiScore way LEADERSHIP ASSESSMENT ORGANISATIONAL LEADERSHIP VMV ACCEPTANCE

Our Assessments basket also include: PexiScore Detailed Screening Report - This report standardizes every candidate's Resume into a mono-format for easy, fact based evaluation with PexiScore for ranking-based hiring decisions made easy. It highlights core parameters for hiring for matching the Job requirements vis-à-vis the candidate. The filtering functionality in the Dashboard allows for saving time & costs by finding the Right-fit candidates at the click of a button. The Detailed Screening covers over 250 parameters of hiring benchmarks like qualifications, age, gender, location, salary expectations etc. PexiScore Cognitive Ability Assessment Report - This report uses Inductive, Deductive, Abductive & Verbal reasoning assessments to highlight the Aptitude attributes of the candidate and gives a synopsis in graphical format as well as observations. Useful for assessing problem solving, researching, designing, analytical, technical roles etc., where the candidate needs to perform with thinking and innovative capabilities to solve and analyse tasks and data. PexiScore Functional Skills Assessment Report - This report contains the outcomes of the Objective and Subjective tests (these tests can be customised by the organisation to include multiple subjects like Electrical Engineering with Civil Engineering in a single assessment) and helps organisation find specific skillset levels for multitude of roles with functional competence being the core. CareerGraph Assessment – Specific for Campus/fresher hiring and covers both psychometric and functional skills in a single report. Available in both English and Hindi.

C O M P E T E N C Y

LEADERSHIP ASSESSMENT CORE

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Technical Platform The platform is hosted on Microsoft Azure. Microsoft Azure is a cloud computing service created by Microsoft for building, testing, deploying, and managing applications and services through a global network of Microsoft-managed data centers. Know more here: https://azure.microsoft.com/ All data is stored in SQL tables. This data can be fetched using APIs to help reduce duplication and direct upload of successful candidate data into HRMS systems (subject to technical specifications and system capabilities). All candidate data is available for download in .CSV format. (Comma separated values) This can be downloaded in the candidate Dashboard and Interviewer Dashboard to store in excel.

WE SEEK TO WORK WITH YOU

Some of our reputed clientele: GHCL Limited Kansai Nerolac OuickMove Technologies RedPine Signals Andromeda Sales & Distribution S Chand Publishers Parijat Industries Jain University ICFAI Business School KLE Education Society

REACH OUT TO US Reuben Ray Subhashini Sharma Tripathi +91 7349 66 2322 +91 7349 66 2320 [email protected] [email protected] https://pexiscore.com 2E, Alsa Glenridge, 32, Langford Road, Bengaluru 560025 INDIA +91 7349 66 2321

https://azure.microsoft.com/

mailto:[email protected]

mailto:[email protected]

https://pexiscore.com/

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