Provides easy to read bias-free data on the applicant’s ability and readiness to integrate into your company and potential to perform at the required level.


Gauges attributes which cannot be revealed during an interview, nor measured by hard or soft skill tests,


Addresses the attributes needed for HR and leaders to select, bring onboard and retain the associates which best fit the organization.

Workplace behavior is a matter of choice


Our assessment methodology explores what behavioral tools the external or internal candidate uses to address the three dimensions of organizational collaboration/leadership


  • the operational framework (how the company works, incorporation)
  • day-to-day progress (setting goals, meeting plans) and
  • managing situations of uncertainty (decision-making, risk-taking).


These tools are a combination of previous work experience, personal successes and failures, individual motivation, and willingness to take on tasks and roles.


We use three action tasks to identify behavior;

our methodology is not a self-descriptive questionnaire. Candidates decide which behaviors they choose to adopt when completing the tasks, and we monitor these choices.


Obtain tangible data on:


  • whether they are prepared to challenge existing rules or prefer a strictly regulated environment.
  • whether they require micro-management or are micro-managers themselves.
  • do they prefer to delegate or do they want to solve tasks and problems themselves.
  • how tolerant they are of time pressure or do they overwork themselves at the risk of burn-out
  • how much they are carried away by events or how much they are the ones who set and pursue goals.

Choose the new generation of testing and equip yourself with greater insights into leader profiles.





Off-line Assessments

Online Assessments





Simple Guide to People Management

for Operations and HR


Capability map

Competences, work attitudes

Personal profile


Leader profile

Task variety

Tolerance to monotony

Work safety







Reports relate employee attitudes and behavior to supervisory actions.  This tool identifies and focuses leaders on critical contributions and attitudes needed by employees.


Mapping routines, habits and drivers of employeeship the tool, identifies leadership contributions the associates require from their leaders to ensure the best outcomes.


It empowers managers to understand how to retain and develop new associates enabling them to get the best from new recruits / associates regardless of their capabilities on joining the organization.


Screening, selection

  • Mapping employeeship* - provides instant alignment of job, culture and employee behaviors needed for results.

  • *Emloyeeship - a brand new word, a brand-new dimension to be measured. The behavior of an employee is a choice based on the experience obtained from job to job. This choice impacts collaboration, engagement and results.

  • Associate maintains / changes  work habits to best contribute  to common business results.

DEVELOP Leadership

  • Where and how the leader can best invest time and energy to grow associates.

  • The second four factors map the degree of the supervisory attention required to make associates progress with the tasks assigned to them.

  • Low level of perseverance of associates requires elevated level of supervision and focus.

Build commitment

EnhancE cultural fit

  • The last three factors map to what degree the leader can rely on the resources each associate mobilize in case of multiple problems, lack of information or increased time pressure.
  • Leaders should know what workload, change or uncertainty associates can tolerate without losing control over tasks or decreasing performance level.

ImprovE onboarding

  • The first four factors map whether the applicant is willing and able to fit into the operational framework represented and maintained by the leader.

  • The operational framework is the setup of how the workplace is “functioning” (working hours, breaks, safety, quality rules and expectations and the nature of tasks to execute).

  • If the leader profile is elevated on this ground, the leader should be prepared to apply disciplinary actions regularly and invest high energy to maintain order and discipline.

drive results

build highly effective teams

  • Choose the right managerial tools to strengthen the team and its performance.

  • Highly effective teams require role clarity together with role engagement both from the leader and the associates. Too much/little autonomy or higher/lower than required drive for performance can disrupt teams.

drivE contribution

  • Identify the focus areas of collaboration of their everyday leadership activities to strengthen the link between behaviors and results.

  • Create the best individual approach to level personal contributions focusing on the behaviors that make the most successful employees.

Report structure

THE rank table

Wellbeing, work safety,  task variance

Rank – it is calculated based on the candidate result data by the three measurement methods and makes the individual results comparable independently from the date and candidate group at any time when are taken.


Graphs and descriptions -
Individual reports

Individual results – the graphical and detailed description of the factor values, supporting managers and HR personnel to prepare for interviews and the onboarding “strategy” - what tasks, which groups the associates are best to be assigned to, and how much support from the leader and the team is required to complete their daily work.


  • uses associates' evaluations to define leaders' roles and priorities.
  • Each area of collaboration has its own factors.
  • The left side (blue) of each graph shows leadership intervention required to mobilize the associate to succeed.  The right side (green) represents the results of the associate.
  • In the middle of the graph there is a gray area representing the “average”- Results belonging to this area represent a normal, free of conflicts and problems collaboration between the leader and the associate.




The TOOL is a website. Available anywhere, with a multilingual interface for candidates and admins. simulates a real working environment for the candidates, providing three tasks to resolve in 20 minutes, with no direct supervision while working.

It is


  • simple, low cost
  • 3 profiles
  • 11+ factors
  • 15+ languages
  • 25 minutes online assessment

Available Languages

No need for


  • special equipment, or installing a system,
  • an expert on site,
  • time to organizing groups of candidates,
  • time to spend compiling evaluations.

Results are validated by experts.

Even when outsourcing selection, keeps your company in control of the process.

Author's note can be applied only if the candidate agrees to use the results of the probes in the company's people management processes. is bias-free and non-discriminatory. It has been validated by retests and correlated with real life performance.

It is neither a capability test, nor a questionnaire.

Results are strongly predictive, coming from real task execution and not from self-descriptive methods.



The Manager's Toolset of the future

  • Imagine knowing an employee’s attitude towards work even before being able to interview them.

  • Imagine knowing your employees have all the resources necessary to do their job – instead of getting sidetracked by helping others do their job.

  • Imagine never having to wonder if the company is wasting precious time and resources on the wrong processes.

  • Imagine your business reaching its potential through efficient allocation of resources.

This is
This is Companifying ..

Case Studies

make the match - sales case

Successful salespeople are best at selling themselves to a company.


When assigned to the in the selection process, a candidate called me saying “it is not a test, requires real work. There are no questions, just tasks to execute. Are you sure, you have sent me the right test?“.


Yes, I was sure, as the future boss could be sure, that hiring this candidate would lead to conflicts because of the discrepancies between promises and real achievements, route planned and accomplished, the number of strong prospects and the number of contracts signed.

BUILD COMMITMENT - Coding and business analytics courses

Applying in two consecutive groups of 19 and 17 people we could establish a strong correlation between staying in the program and the perseverance factor value.


In case of the second group, professors were able to retain 80% of students who then achieved their diplomas.


With insights gained through early indications of perseverance, Professors had personalized guidelines to students in danger of leaving the program.

MAKE THE MATCH - Call center

With above average turnover,  CC company applied in their exit interviews.  There were three work attributes that were identified and associated with turnover in CC position. The first factor identified was tolerance for monotony, the ability and willingness to respond to the same questions the same way, the whole day. The second critical factor was rule following; whether the associates hold to the script and can close a conversation in the time given. The third critical factor was perseverance; the ability to answer the calls with the same enthusiasm even in the 8th hour of a shift, on the 5th day of the working week.


These three attributes were threshold factors while handling conflicts, empathy and persuasive ability only became success factors in candidates with the threshold attributes.

BUILD Commitment – Onboarding

A Production case study

Shift leaders face continual challenges of meeting operation demand and the best fit of their people with specific tasks.


Outcomes of the  informs the leader of the best placement and coaching for a newcomer  and also provides a guide to suitability of assignments related to routine and repetitive tasks, or more challenging  problem solving.  Less trial and error, means greater productivity and employee satisfaction.

DRIVE RESULTS - A case with happy ending

A seventeen-year-old was let go from her position as a janitor at a department store.


When examined by, the results revealed that consequences aren’t a priority for her. However, if provided with concrete, finite tasks, she will be able to complete these tasks within the time given.


When we dug further, we found that if the department store were to break the job position into hour long task blocks, the girl would have been able to complete all tasks within the time given.


The only and each time the problem surfaced was at the end of every shift, when the girl had not done anything – and there wasn’t an opportunity for supervision, so they had to let her go.


The story has a happy ending however – based on our recommendations, she was hired by a packaging plant, where her job is facilitated by machines and other employees, who motivate her and help her prioritize tasks. She has worked there since.

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Open an account and pay per use or use our consulting services in your projects.


Our expert system stabilizes your selection and onboarding efficiency minimizing the costs and resources related to those.


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We are backed by 35 years of applied research and 48,000+ candidate screenings.


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