The Science of People


99% of HR Leaders Want to Tip the Hiring Scales with Behavioral Insights

In a SuccessFinder poll of 230 HR leaders last week, it was nearly unanimous that understanding candidate behavior is an important or extremely important factor in optimizing hiring decisions.

North America’s tight labor market with record lows in unemployment and record highs in open jobs going unfilled, makes it doubly challenging to find the best employee for the job. And HR leaders know that the highest performers can outpace can their peers in productivity by up to 400%.

According to staffing firm Robert Half International, one concession companies are grappling with is that they may need to settle on candidates without all the requisite skills; in fact maybe only 70-75% of the skills on a job description. Therefore, in this market in particular, behavior is quickly becoming the trump card.

The reasoning: by pairing insight on what a candidate has done with HOW they go about doing it, companies can get a better predictor on the cultural and job fit based how their behaviors stack up against current high performers in those roles. With a “match” in behavioral profile, companies get a much more predictable view on the potential for success — or failure — in their organization.

Here are the stats surfaced in SuccessFinder’s interactive Best Fit Hiring webinar on Tuesday, November 7th with more than 230 participants in HR and organizational development leadership roles. How do these responses compare to your organization’s bet fit hiring? Take a look:

  • 78% report that they could be doing a better job of developing and keeping high performers.
  • 99% say that candidate behavior is important or extremely important in their selection process
    • 45% use observations during the interview or from references to gauge behavior
    • 12% admit they really don’t have a predictable way to understand behavior
    • And only 12% use tools to get a comprehensive insight on career-related behaviors of their people.

This all points to a gap between aspiration and reality when it comes to getting the very best hiring and promotion options in a tight labor market. The good news: HR leaders recognize the need for a different “lever” in what is far too often decision-making based on a gut check.

As webinar presenter and SuccessFinder customer, Frank Monteleone, the head of HR at Rexall Pharmacy, LTD shared: SuccessFinder is the only tool for predicting both career success and career satisfaction.

And the proof is in the numbers. In the high churn retail pharmacy sector, Rexall has cut employee churn in half. In fact, only 6% of all employees hired using results of a SuccessFinder assessment have left the organization.

Want to learn more about how Rexall is beating the tight job market and finding/promoting the hightest performers? Check out these resources:


Or reach out to us anytime at


Happy hiring!

[VIDEO] The Science of Best Fit Staffing: Predicting Passionate Employees

“Only employees exceptionally suited for what they do, coupled with an intense love of what they do, produce exceptional results.”

I truly believe this.

An exceptional candidate screening and selection process could be one of your most crucial processes for the overall success of your organization. Since the highest performers deliver 4X the value of others in the same role, there is a lot riding on making high stakes hiring evaluations for both short and long term impact.

The SuccessFinder Assessment Platform is premised on nearly 40 years of research that consistently concludes that, once screened for requisite skills, knowledge, experience, the “right behavior” is the only true driver behind best fit candidate selection.

Our proprietary statistical algorithms and a large, historical data pool of the behaviors of more than 10,000 of the highest top performers is used to statistically identify patterns that predict which candidates we profile will succeed – or not – in over 500 specific job roles.

We are proud that our customers continue to consistently demonstrate SuccessFinder’s Predictor of Job Performance Model can contribute to have higher levels of annual profit, profit growth, sales growth, and overall performance.


Want to see what I’m talking about?

Check out our new video, for an overview of how our businesses are replacing hiring “guess work” with quantifiable behavioral science to predict who will be the best, most passionate players in their companies.

SuccessFinder and the Science of Success – Best Fit Staffing

SuccessFinder’s behavioral assessment tool unlocks Behavioral DNA

How pairing passionate people with the best roles, pays out

Here are just a few customer examples:

  • A $12B+ international pharma company engaged SuccessFinder to identify its high performing sales reps based on annual sales revenue. Using a “blind test” with a sample of 230 of their sales professionals from one division, those we identified as their highest-performing salespeople generated on average approximately 37% higher sales than those our benchmark predictor of success identified as their medium sales performers and approximately 58% higher than those we identified as their marginal sales performers.
  • A large, family-owned, North American fashion retailer needed to improve retention and performance for its key store manager positions across its 700+ stores in Canada and the US. Our solution helped them identify high, medium, and low performers. They then used our benchmark threshold to bring new hires in that met behavioral preferences in line with the “high performer” benchmark. The new high performing store managers consistently over delivered on sales goals — which averaged more than $15,000 per week over mid and low performers.
  • A North American Insurance agency wanted us to help them find the best inside sales advisors for their business. We built and tested a specific benchmark for them and found that 93% of sales advisors pinpointed by SuccessFinder met or exceeded performance. By using SuccessFinder as a predictor of best fit hire, this company could retain more high performers and avoided $150K in onboarding replacement candidates.

Still curious to learn more?

Let us know! We are incredibly passionate about Behavioral DNA and the impact this scientific insight can have on business. We’ve seen it proved out across our customer base and use it to build our own team of highly engaged —and engaging—experts.

Contact us at We’d love to hear from you!


About the Author:

At the age of 9, Larry Cash’s life was almost destroyed by a test that concluded he was mentally challenged. In fact, Larry was dyslexic. A member of the Ontario Psychological Association and an International Affiliate of the American Psychological Association, he’s dedicated his life to understanding the intricacies of human behavior, working to develop training and testing that accurately looks at unique individuality and potential. Larry is the founder of SuccessFinder, a talent assessment and career prediction platform that benchmarks behaviors from more than 40,000 highly successful professionals worldwide, across more than 500 roles.



Learn How to Deliver Best Fit Staffing

In the retail pharmacy market, getting the best fit hire into an entry level sales job, means so much more than filling a req. If done well, it fills a pipeline for development and promotion to store manager and regional store manager and more.

So, Frank Monteleone, the VP of HR and Organizational Effectiveness and Rexall Pharmacy Group, Ltd. is laser focused on quantifiable strategies, processes and tools to ensure better fit with every hire across his 8,600 person distributed business.

On Tuesday, November 7th at 11 am EST, Frank will share his story of tapping the scientifically proven power of SuccessFinder assessments to benchmark and then map the people with the right behaviors to the right jobs for highly predictable success.

Click to Register HERE to join Frank and SuccessFinder’s CMO, Lisa Hartley, for an interactive webinar discussion to learn:

– Why aligning behaviors to power company culture works

– Behavioral benchmarking for key roles

– HR team certification training for extended team counsel and value

– How “Behavioral DNA” insights support the entire Talent Management cycle


If you’d like more context in the meantime, check out the Rexall case study, here. 



McKesson Accelerates Business with the Science of SuccessFinder

Moving the right people into the right roles and at the right pace, involves challenging decision-making and a certain amount of risk.

As businesses ramp up their growth, roles are changing, new roles are emerging  and the pace of moving people them is accelerating too.

Genevieve Fortier, SuccessFinder customer and SVP of HR and Public Affairs at McKesson Canada is creating and driving initiatives there to keep in front of these changes.

“As we evolve from traditional hiring and succession patterns and take the risk to accelerate promotion, we initially had to make those moves without enough insight: only anecdotal experience with a given candidate. With SuccessFinder, we now have an enhanced view of the candidate, with regard to their potential for success in the specific role and team. This is a leap-forward tool we’ve been able to apply with confidence.”

In fact, Genevieve is tapping insight from SuccessFinder to meet a wide range of talent management needs at McKesson including:



-management team collaboration


-and a new initiative for women’s leadership development aimed at empowering more audacious engagement from emerging women leaders and also a “pay-it-forward” ethos to identify and bring along the next generation of women.

To learn more about McKesson’s story, leveraging the science and analytics of Behavioral DNA, check out the new McKesson case study.

If you have a great story on powering growth with better insight, we’d love to hear from you.

We’re Changing the Story About Women In Leadership: Helping Women Be Audacious

Lessons in female leadership

By Susan Van Klink


(Note: this is the 5th in blog series: “Lessons in Female Leadership” about perspectives in moving women from competence to confidence in business leadership roles.)


This month, I fulfilled a bucket list item. Our company hosted a Women’s Leadership retreat with a cohort of 20 wickedly smart and wonderful women who are rocking their careers. They came to learn more about themselves and where they might go next in their career, and they left enthused, not only for their own future, but to teach more to other women and help pull them up to their potential.

Over the three day event, we discussed the narrative that has been the unfortunate headline for women in business for decades: that while they are wholly competent to drive and lead businesses (often with better results), they are consistently less confident in their individual abilities to do so and / or their willingness to absorb the personal costs of success. We shared our own stories, both the egregious and the empowering, and the impacts that they had on our careers, plus our collective successes in beginning to move the needle. Some of those inspiring stories are already captured as guest blogs on our website and are definitely worth reading.

This event and the conversations we had inspired me. Women can change the story about how they lead and about how they shed the shackles of the “imposter” syndrome that has made us feel unworthy of roles that we are absolutely capable of owning!

Read more

SuccessFinder Profiled in

Mitigating a Million Dollar Hiring Risk: How Behavioral Benchmarks Take the Danger Out of Hiring







Increasingly, more and more business, HR, and recruiting leaders are recognizing that it’s not just a candidate’s experience that matters. Making a great hire is about more than what someone has done; it’s about their behavior – how they have done things and how they will do things in the future.

Getting behavior wrong can be a huge risk, especially in high-visibility, high-impact roles in tightly regulated industries.

For example, in the nuclear energy sector, training costs alone for the role of shift supervisor can add up to seven figures over the course of a seven-year apprenticeship.

What follows is a miniature case study from the energy industry that illustrates how recruiters in any sector can minimize risk and predict success by better measuring and understanding a candidate’s behavior.

Read more

Learn How to Develop Audacious Women Leaders

Companies with 15% or more women on their management teams, grow 50% faster, according to Credit Suisse.

Whether or not your leadership development plans specifically address the needs of women, it’s never too late to start or to learn new perspectives in delivering even better results.

Next week, we’re delighted to have our customer and friend, Genevieve Fortier, the SVP of Human Resources and Public Affairs at McKesson, Canada, share her story of accelerated development for women in her business. The results: more engaged, more innovative and more audacious leaders and contributors to the business.

The one hour interactive webinar, at 11 am EST on October 27th is part of’s virtual Leadership event, and will include insights on how to:

-Scope and nurture a women’s leadership program strategy

-Accelerate women’s promotability

-Use behavioral science for selecting and developing unique leaders

-Post early wins and audacious engagement

Want to learn more? Click HERE to Register

And, for more context on McKesson’s talent management story, click here to read their case study.

Want a Great Career? Build it in the Company of Smart, Kind People

Lessons in Female Leadership

By Mary Larson


Note: This is the third in a guest blogger series: “Lessons in Female Leadership” about perspectives in moving women from competence to confidence in business leadership roles.


Twenty-five years ago, I hit a fork in the road of my thriving career as the founder of a business consultancy. Problem is, I didn’t like either tine.

I had a choice: go global or become a guru. I was too young and too female to become a guru — and too pregnant to consider the personal cost and professional administrative drag of global expansion. So I sold my business.

Since then, my career has included high profile consulting and leadership roles at companies like A.T. Kearney, and The Office of the Future at McDonald’s, where I’ve provided strategic, brand, sales, marketing and organizational design counsel and analysis to some of the world’s leading businesses. I know my business. What I didn’t know well enough was myself.

Read more

Women in Leadership: Take Risks and Play to Win

Lessons in Female Leadership

By Geneviève Fortier


Note: This is the second in a guest blogger series: “Lessons in Female Leadership” about perspectives in moving women from competence to confidence in business leadership roles.


I have an instinctive desire to win. Not winning at any price, but continuously pushing the envelope. I got my confidence from my mom. She taught me that nothing is impossible; we are only limited by our own choices.

I believe in, and choose, hard work. I also believe in continually evolving and renewing myself and what I think. No one owns the truth, so I always challenge my own thinking.

So, when I took my first SuccessFinder assessment, I was blown away by how accurate it was. And I was also empowered by it.

Read more

Can You Hear What You’re Telling Yourself About Your Career?

Lessons in Female Leadership

Guest blog by Carol Stein

Note: This is the first in a guest blogger series: “Lessons in Female Leadership” about perspectives in moving women from competence to confidence in business leadership roles.


From the time I was 10 years old, I dreamed of a career in medicine.

I thought that would mean becoming a physician, but the pre-med program I attended — heavily geared toward math— delivered me the first of many lessons in my own course correction. At the recommendation of my neurological psych professor, I pivoted to psychology for my graduate studies.

It was in these graduate classes where I began to have a sense of how leadership might fit into my career. I became aware of the possibilities of being a change agent – not only with individual clients, but also in and with the larger community.

Hard work, continuing education, goal setting and determination all are elements of leadership. They also put one on a solid track of empowerment – sometimes in new and different arenas.

Power can be a nice feeling at times, but valid only when backed up by ever-increasing self-awareness, competence and growth.

   Read more

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