Simple Guide to People Management for Operations and HR

Leader – Associate Matchmaking

Build Commitment - Drive Results

Enhancing cultural fit – Driving contribution – Building highly effective teams – Developing leaders –

Improving onboarding – Selecting & recruiting



Linking Leader and Associate Collaboration to Business Results



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



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




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


Tailor leadership behavior to enhance employeeship of associates.


Leaders get hard data support to


Focus areas

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

Managerial tools

choose the right managerial tools to strengthen the team and its performance

Individual approach

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

Leadership - Employeeship Model

Both leaders and associates have their own set of skills and competences to accomplish their own tasks.


There are three grounds on which the two sets of skills and competences meet and should complement each other:





Maintain operational framework

Fit in

Achieve goals set


Mobilize resources to handle problems

Maintain performance

Mapping routines, habits and drivers of employeeship the tool identifies on what grounds and what energy associates require from their leaders to ensure the best match and with the best outcomes.

How it works 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.




Simple guide for matchmaking

Ground zero

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.

Making progress

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

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.

Low level of perseverance of associates requires elevated level of supervision and micromanagement.

Fighting the fire

The last three factors map in what degree the leader can rely on the resources each associate mobilize in case of multiple problems, lack of information or increased time pressure.

Leader should know what workload, change or uncertainty associates tolerate without losing their control over tasks or decreasing performance level.


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.


The Assessment Tool

Our Employeefying tool enhances success of the leader and the new employee. A simple, low cost 20 minutes evaluation process provides a valuable tool to supervisors efforts to support business results.

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.

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


Available anywhere

Currently in 14 languages


Watch sample video here


3 leadership grounds

11 factors measured

3 profiles

20 minutes simulates a real working environment for the candidates, providing three tasks to resolve in 20 minutes, with no direct supervision while working. scans performance related to behavior and general attitudes about work.  This assessment occurs prior to interviewing the candidate in person.

The has two interfaces; one is the application interface, the other is the administrator's portal. As soon as the associate/applicant finishes the three tasks, results are available on the admin site in the rank table and in the two-profile report.

The candidate sessions are saved on an administration site available for your company, and in case you require, for expert psychologists. is a website. Available anywhere, with a multilingual interface for candidates.



No need


- for special equipment, or installing a system,

- for an expert on site,

- for time to organizing groups of candidates,

- to spend time 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 non-discriminative, is 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.

Sample Report

The results will appear in three forms right after the entries  are finished by a candidate.

Rank table


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

Factor table


Appraisal by factors - average, higher than average or below average values of work attitude based on 11 factors - this helps to find the specific work area or leadership style to assign the associate to, for the best fit.

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 best to assigned to, and how much support from the leader and the team is required to their daily work.

Case studies




Successful sales people 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 can 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.


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 diploma.


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


Call center - short story


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

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.



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.

To order the product or for further information contact us at


Phone: +(36) 30 524 5315

Skype: farkas.hari


Home page:

We are backed by 35 years of applied research and 40,000 candidate screenings.