Latest news with #PredictiveIndex
Cision Canada
a day ago
- Business
- Cision Canada
Predictive Success Celebrates 20 Years as Elite Partner of The Predictive Index® and Global Leadership in Talent Optimization
WHITBY, ON, June 25, 2025 /CNW/ - Predictive Success Corporation, a proud Canadian company and longtime Elite Partner of The Predictive Index ®, is celebrating 20 years of empowering organizations across North America to optimize their talent, strengthen teams, and drive performance through science-based people analytics. As the largest Predictive Index (PI) partner in number of total clients globally, Predictive Success has more organizations under subscription than any other firm in the PI network. Each year, Predictive Success trains over 1,000 leaders, and to date has certified more than 15,000 leaders as Predictive Index analysts—transforming the way businesses hire, lead, and scale across industries. "Predictive Success has been a remarkable ambassador of The Predictive Index for two decades," said Rabih Shanshiry, SVP at The Predictive Index. "Their consistency, client-first approach, and elite performance are unmatched." John McGuinnes, CFO of The Predictive Index, added, "Dave and his team embody what it means to build high-performing teams. We look forward to the next 20 years of growth together." Serving clients coast to coast in Canada and throughout the United States, Predictive Success provides consulting and training in both official languages. Its client roster includes leaders from industries ranging from healthcare and manufacturing to tech, professional sports, and public service. "Twenty years ago, we set out with a belief that great companies are built by great people—and great data," said Dave Lahey, Founder and CEO of Predictive Success. "Today, we are proud to be the most trusted PI partner worldwide, helping our clients unlock the full potential of their teams." Beyond business, Predictive Success is committed to giving back. The company proudly supports and Princess Margaret Cancer Centre, where it funds an immunotherapy research associate annually. Predictive Success is also a corporate award recipient from Ronald McDonald House Charities in both Markham and Toronto, recognizing ongoing contributions to families in need. The company's impact has not gone unnoticed. Predictive Success is a three-time recipient of the Profit 500 Growth Award, and a former Globe and Mail Top 400 Growth Company in Canada. As Predictive Success enters its third decade, it continues to innovate at the forefront of talent optimization—integrating AI, people analytics, and leadership science to build thriving workplaces.
Yahoo
a day ago
- Business
- Yahoo
Predictive Success Celebrates 20 Years as Elite Partner of The Predictive Index® and Global Leadership in Talent Optimization
WHITBY, ON, June 25, 2025 /CNW/ - Predictive Success Corporation, a proud Canadian company and longtime Elite Partner of The Predictive Index®, is celebrating 20 years of empowering organizations across North America to optimize their talent, strengthen teams, and drive performance through science-based people analytics. As the largest Predictive Index (PI) partner in number of total clients globally, Predictive Success has more organizations under subscription than any other firm in the PI network. Each year, Predictive Success trains over 1,000 leaders, and to date has certified more than 15,000 leaders as Predictive Index analysts—transforming the way businesses hire, lead, and scale across industries. "Predictive Success has been a remarkable ambassador of The Predictive Index for two decades," said Rabih Shanshiry, SVP at The Predictive Index. "Their consistency, client-first approach, and elite performance are unmatched." John McGuinnes, CFO of The Predictive Index, added, "Dave and his team embody what it means to build high-performing teams. We look forward to the next 20 years of growth together." Serving clients coast to coast in Canada and throughout the United States, Predictive Success provides consulting and training in both official languages. Its client roster includes leaders from industries ranging from healthcare and manufacturing to tech, professional sports, and public service. "Twenty years ago, we set out with a belief that great companies are built by great people—and great data," said Dave Lahey, Founder and CEO of Predictive Success. "Today, we are proud to be the most trusted PI partner worldwide, helping our clients unlock the full potential of their teams." Beyond business, Predictive Success is committed to giving back. The company proudly supports and Princess Margaret Cancer Centre, where it funds an immunotherapy research associate annually. Predictive Success is also a corporate award recipient from Ronald McDonald House Charities in both Markham and Toronto, recognizing ongoing contributions to families in need. The company's impact has not gone unnoticed. Predictive Success is a three-time recipient of the Profit 500 Growth Award, and a former Globe and Mail Top 400 Growth Company in Canada. As Predictive Success enters its third decade, it continues to innovate at the forefront of talent optimization—integrating AI, people analytics, and leadership science to build thriving workplaces. SOURCE Predictive Success Corporation View original content to download multimedia:
Forbes
18-04-2025
- Business
- Forbes
Why People Analytics Haven't Lived Up To Expectations
Heidi Farris is the CEO of ActivTrak, focused on helping organizations use data to understand and optimize the way teams work. For years, people analytics promised to transform how businesses manage talent, optimize performance and drive workforce efficiency. Yet adoption has lagged. In fact, according to one survey, 65% of organizations said their people analytics created no commercial benefit for the organization over the previous year. The problem hasn't been the value of workforce data itself but its lack of integration into core business operations. Most organizations have treated people analytics as an HR tool rather than a business asset, limiting workforce data to HR systems instead of integrating it into financial and operational planning. As a result, many companies track employee sentiment and turnover trends but struggle to connect workforce efficiency, capacity and utilization to profitability and growth. Now, as labor costs rise and economic pressures mount, companies are increasingly downsizing. To navigate these challenges, executives need clear, actionable workforce insights to drive more informed decisions. HR-driven people analytics provides only a partial (and often subjective) view of workforce dynamics. To drive operational and financial impact, organizations need an enterprise-wide system of record grounded in objective workforce data. This enables business leaders to make more precise workforce investments and pinpoint inefficiencies with greater accuracy. Companies rely on workforce data to guide hiring, retention and performance management, yet many critical insights remain inaccessible to business leaders outside of HR. Most CEOs and CFOs can pull up real-time financials, yet they lack immediate visibility into workforce utilization and productivity. Without integrated workforce intelligence, leaders can't answer key questions: • Are we fully utilizing our workforce before adding headcount? • Where do inefficiencies exist, and how do they impact costs? • Which teams are stretched too thin and which have untapped capacity? • How do work patterns affect profitability and business growth? Labor is the largest expense for most organizations. Yet, many workforce decisions are still made using gut instinct or fragmented reports. Workforce strategy must be backed by comprehensive, integrated data that spans the business. Moving beyond traditional people analytics to a more expansive workforce intelligence solution provides that necessary system of record. HR leaders are now expected to provide insights that guide broader business decisions. The Predictive Index found that 70% of business leaders now view HR as integral to a company's strategic direction. Supporting this, Deloitte points to the need "to build 'people expertise' capability throughout the organization to provide these skills at the point of need." HR leaders, as the primary stewards of people analytics, must now leverage their expanded role and influence to align workforce data with business strategy. The challenge is no longer collecting the data—it's ensuring that workforce insights are used to inform financial planning, resource allocation and operational efficiency. By integrating workforce data into broader decision-making, HR can help executives optimize labor investments, control costs and drive measurable financial impact. In today's economic climate, business leaders need workforce insights that: • Identify underutilization, workload inefficiencies and lost productivity and then translate them into financial impact. • Help prevent over-hiring, optimize staffing and align workforce costs with demand. • Ensure employee time focuses on high-value work that drives performance and business impact. As workforce optimization becomes a boardroom priority, HR must evolve from a data custodian to a strategic business partner, ensuring that labor investments align with business goals. Organizations that fail to do so will struggle to maintain profitability, agility and long-term competitive advantage. Where people analytics alone has fallen short, workforce data can now drive strategic value—but only when seamlessly integrated into broader business decision-making. To unlock its full potential, companies must: • Integrate workforce data with financial and operational metrics. Workforce insights should be embedded in core business reporting systems to directly inform budgeting, forecasting and investment decisions. • Go beyond HR-centric reporting. Traditional people analytics offers a limited view. A more advanced intelligence framework is needed that provides real-time visibility into workforce efficiency, utilization trends and cost optimization across the business. • Translate insights into measurable business impact. Leaders need timely, actionable data on capacity and work distribution to eliminate inefficiencies, optimize staffing and make informed decisions about hiring, budgeting and resource allocation. Executives rely on real-time financials, sales forecasts and operational dashboards to guide business strategy—workforce intelligence should be no different. To drive real business impact, companies must move beyond siloed people analytics and embed workforce intelligence into financial and operational decision-making. Organizations that take this approach will maximize workforce investments, reduce inefficiencies and improve profitability. Those that don't will continue making critical labor decisions in the dark. Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs and technology executives. Do I qualify?
Forbes
28-03-2025
- Business
- Forbes
The New HR Imperative: 5 Takeaways From Transform
As organizations navigate unprecedented change, HR and people leaders are redefining their roles to meet evolving workplace demands. Last week at Transform in Las Vegas, I spoke with executives and thought leaders from across the talent landscape who shared insights on how companies can build resilient organizations amid technological disruption, shifting employee expectations, and complex social dynamics. Now in its sixth year, Transform has evolved into a premier global gathering of HR and people operations professionals, with attendees from over 35 countries. As Samara Jaffe, the GM and Co-Founder of Transform, shared with me, the conference emerged from a gap in the HR conference landscape: "We saw Chief People Officers and CHROs who were hungry to discover new technology, connect more meaningfully with their peers, and challenge the way work gets done.' The evolution of HR In 2025 Here were my five takeaways from being at the conference in 2025: 'I'd say the number one [change] for me has been, we're finally in the eye of the storm and the seat at the table, which before HR was a real support function," emphasized Tina Gupta, Senior Vice President of Talent Management at New York Life. "I don't think people call us a support function in the same way anymore. Like when we're at the table making big decisions that are strategy focused, that is about how we're enabling the future of work, the workplace, and how we're enabling the company to achieve their goals." This transformation represents a significant shift in how companies view people operations. Kyle Forrest, Principal at Deloitte, noted that for some organizations, "this is the seat at the table moment," while for companies with established strategic HR leaders, "it's shifting from a seat at the table to leading the table." The elevation of HR from support function to strategic partner reflects a broader recognition that organizational success depends on effective people leadership. In a business environment characterized by rapid technological change and evolving employee expectations, HR professionals possess unique insights into culture, talent, and engagement—critical factors for sustainable growth. "HR is about to be ripped in half," added Matt Poepsel, PhD, "Godfather of Talent Optimization" at Predictive Index. "All the tactical, menial stuff is going to go away to outsourcers and AI. But the strategic stuff that's left—that's what I want to help these people prepare for." Christine Kaszubski Aldrich, Chief People Officer at Pin Drop, argues that what's changing isn't just the perception but the function itself: "Human resources is the foundation—and it's not going anywhere. Benefits, payroll, taking care of your people—that's the core operational work that keeps everything running. But then you build upon it with people operations, which is the strategic layer, and that drives excellence and moves the organization forward." Artificial intelligence emerged as both a significant disruption and opportunity, reshaping how organizations approach talent strategy and workforce planning. Tina Gupta from New York Life shared her enthusiasm: "I'm excited. Thrilled, actually. Can't wait. And the reason why is because it's going to force disruption in the workforce... HR is really slow to move. We overthink everything... The infiltration of AI in the work is the same type of pace and impact that's going to have on how we have to disrupt the way that work gets done." This optimism about AI signals a significant shift in HR mindset—from caution to embracement. Far from fearing automation, many HR leaders now view AI as a catalyst for long-overdue transformation in how organizations structure teams, evaluate performance, and optimize talent deployment. This is especially true for Gen Z. Valerie Capers Workman, the Chief Talent & Engagement Officer of Handshake, noted that 'much like millennials and the early rise of social media platforms, Gen Z are becoming experts in GenAI in real-time. I'm blown away by the progress. They're experimenting with tools in their day-to-day and professional lives, from school projects, research, and trip planning to design and presentations.' Forrest highlighted a critical shift in how organizations are now measuring workforce success: "One right now that a lot of organizations are beginning to look at is revenue per employee. Especially in an environment where there are trends around fewer job postings, so maybe organizations holding headcount flat. If you're trying to have more productive employees, what's a metric you can look at? Revenue per employee." This new focus on productivity per employee is directly connected to AI's potential, explained Jonathan Kestenbaum, Managing Directory at AMS: "During the Industrial revolution, machines became the great equalizer of physical labor... What we're going through now is we're building the assembly line for knowledge work. Gen AI is a great equalizer for knowledge labor." In this new paradigm, Kestenbaum noted, "our knowledge is now a commodity," and human value will increasingly come from "building relationships and engaging" while 'machines are going to focus on doing the tactical knowledge work.' As AI takes over more routine cognitive tasks, HR leaders are reconceptualizing how they structure teams and measure success. The value proposition for human talent shifts toward uniquely human capabilities like emotional intelligence, creativity, and strategic thinking—areas where machines still struggle. Michael Yang, Managing Partner at Omers Ventures, emphasized how this shifts strategic workforce planning: 'Today, it's 'I need to think, should this be an employee? Should it be part-time, 1099? Should we lean into a third party vendor? Or should we consider a digital FTE a la agentic AI?' The optionality around how we solve the talent piece in this day and age becomes a whole new thing for HR leaders to know and understand.' Perhaps no workforce segment faces more pressure than middle managers, yet they remain consistently overlooked despite their pivotal role in driving organizational change. Tom Whitty, Chief Revenue Officer at Upflex, identified this persistent gap "When we hire a brand new individual contributor, they tend to get a lot of training and support. Executives tend to get a lot of training and support. And then it's those front to middle levels of management that you get thrust into, and it's like, 'go be a manager.' That's the biggest gap." This training gap creates a dangerous blind spot in organizational capability. Middle managers serve as the critical connective tissue between strategic vision and day-to-day execution, yet companies routinely promote high-performing individual contributors without providing adequate management training. The result is a leadership layer that often lacks the tools to navigate increasingly complex workplace dynamics. This creates a challenging dynamic, as Jim O'Gorman, Chief People Officer at Included Health, explained. He described these individuals as "sandwich managers" caught between strategic demands and frontline realities: "They're right at the center of how we do things more efficiently, but they also know what the work is. If they lose sight of the day-to-day work that a manager needs to do to motivate their teams and only focus on efficiency, you're putting that manager in a really difficult situation." The pressure particularly manifests around difficult conversations, according to Amit Mohindra, CEO of People Analytics Success: "They end up taking it on. The leader has total mental burnout because they're like, 'I don't want to give the feedback, so I'll just do it. And now I'm working nights and weekends.' That's why middle leadership sucks." Tina Gupta offered a structural perspective on this challenge: "I think it's time. If you spoke to most managers, they're like, I just don't have the time to coach that individual, to give them feedback, to support them. We give a manager 100% of a job to do, and then on top of that, you manage. We don't say 80% of your time should be spent on your job, and 20% we've reserved for managing your team and feedback." When asked what skill is most crucial for these managers today, O'Gorman didn't hesitate: 'Being great change managers. We're heading to a place where AI is going to automate... changing individuals from being great analysts to great critical thinkers. If we could get middle managers to be really proficient in change management... that's the wand I would use.' In a polarized political environment, diversity, equity, inclusion, and belonging efforts face new scrutiny—yet leaders at Transform emphasized these initiatives remain business imperatives, not just social ones. Sarah Reynolds, Chief Marketing Officer at HiBob, addressed how companies are responding to the current political climate: "There's a lot of media attention right now about big companies who are walking back their DEI practices. But some of our clients that are small and mid-sized companies are really interested in competing for talent, especially diverse talent. They are actually doubling down on their practices because they're finding that it is a way to differentiate their employer brand." Reynolds shared a powerful example of how data can reshape DEIB conversations: "One of our customers added demographic questions to a recent employee engagement survey. What they found was more than 50% of their employees identified as members of the LGBTQIA community. That takes the conversation at the executive level from making decisions to support a 'minority' of our organization to making decisions that support the majority of our employees." They emphasized practical steps companies can take regardless of political headwinds: "Think about your employee handbook... Do you have clear anti-discrimination policies? Do you specifically call out anti-discrimination based on things like gender or gender identity? You can create an environment in your workplace with clear rules and policies that say we don't tolerate discrimination." In a world of constant disruption, resilience has emerged as the most critical quality for effective leadership at all levels. The path to this resilience, according to Transform speakers, begins with personal work and extends outward to organizational impact. "We have so many leaders who are overburdened and overwhelmed," explained Jolen Anderson, Chief People and Community Officer at BetterUp. "Agency, optimism, resilience—that's where people really struggle. And because they don't have those things, they aren't able to deliver empathy, which is what their employees want." Anderson emphasized that without managing our internal state, we struggle to provide what others need from us as leaders. The concept of resilience has evolved beyond simply "bouncing back" from setbacks. Today's resilient leaders demonstrate adaptability, emotional regulation, and the ability to navigate ambiguity—qualities that can be systematically developed through deliberate practice and self-awareness work. This inner work manifests differently for each leader. Jim O'Gorman, Chief People Officer at Included Health, described how his personal practice of hot yoga provides essential boundaries: "I disconnect completely for almost two and a half hours. Everyone knows that on Tuesdays and Thursdays, I check out at 4:00. I think demonstrating that at the chief level is really important." For O'Gorman, this isn't just self-care—it's modeling the behaviors needed for sustainable leadership. Amit Mohindra, CEO of People Analytics Success, articulated how this focus on personal well-being connects to a fundamental shift in management philosophy: "For me, a great manager is one who truly knows me and will have my back. The organizational model where a manager was there to observe and monitor the employee, to make sure they were doing the work and to evaluate them using incentives as a motivator—there wasn't much trust. And I think that's shifted completely now." This evolution represents perhaps the most significant transformation in management thinking—from control to connection, from monitoring to mentoring. As Mohindra noted, the challenge lies in "getting organizations and teams and people to change their behavior, which is the hardest thing." Matt Poepsel from Predictive Index captured the essence of this transformation in what he calls "the great leadership paradox": "As a leader, it's not about you. It's about the mission and it's about the other people around you. And the second part of the paradox, though, is it's only about you in the sense that you can't control other people. They're not extensions, they're not machines. You can only influence them through your leadership." As I departed Transform, the message was clear: people leadership has evolved from a supporting function to the core driver of organizational success. The companies that will thrive are those investing in resilient leaders who can navigate constant change, leverage technology effectively, and create inclusive environments where diverse talent can flourish.
Yahoo
06-02-2025
- Business
- Yahoo
The Predictive Index Celebrates 70 Years of Transforming Workplace Performance Through Behavioral Science
Global talent optimization leader marks seven decades of innovation with record-breaking assessment completions and strategic product launches WESTWOOD, Mass., February 06, 2025--(BUSINESS WIRE)--The Predictive Index (PI), the data-driven HR platform used to hire top performers, develop effective managers, and retain your people, marks its 70th anniversary, celebrating seven decades of innovation in helping organizations align business strategy with talent strategy. Founded in 1955 by Arnold Daniels, who developed the Behavioral Assessment based on his experience with psychometrics in the U.S. Air Force, PI has evolved from a paper-based testing system to a comprehensive talent optimization platform serving 10,000+ clients globally. Since its acquisition by CEO Mike Zani and Chairman Daniel Muzquiz in 2014, PI has transformed significantly, shifting from traditional assessments to a robust software platform. The acquisition of The Professional Learning Indicator™ (now the PI Cognitive Assessment) expanded its scientific capabilities, and in 2018, PI introduced its talent optimization framework, setting a new standard for data-driven people management. More recently, the 2023 acquisition of Charma led to the launch of PI Perform, equipping managers with powerful team management tools. "For nearly three-quarters of a century, PI has been at the forefront of transforming how organizations understand and optimize their talent," said Zani. "What began as Arnold Daniels' vision to bring military-grade behavioral science to the business world has grown into a global movement. Today, we celebrate our past while pioneering the future of work with innovative solutions that help organizations build stronger teams and achieve remarkable results." Recent milestones underscore PI's continued momentum and industry leadership: In 2024, over 5.7 million individuals completed their Behavioral Assessment, demonstrating the growing adoption of talent optimization practices worldwide. The company recently released its comprehensive HR Field Guide to the Future ebook, providing strategic insights into navigating talent challenges and solutions through 2030. PI's 2024 State of Talent Optimization Report revealed crucial insights into HR's evolving role, addressing key challenges like workforce management, AI integration and leadership development. PI's remote-first workplace culture earned notable recognition in 2024, including the Timmy Awards for Best Tech Work Culture and Best Remote Work Culture, as well as Built In Boston's Best Midsize Places to Work. The company received multiple industry accolades, including two Brandon Hall Group Excellence in Technology Gold Awards for advances in talent management and candidate assessments technology and Stevie Awards for its technology team and social media leadership. After 70 years, PI continues to innovate and expand its impact on workplace performance and employee engagement. The company's tools and methodologies have proven invaluable during recent global challenges, helping organizations navigate remote work transitions, economic uncertainty, and evolving workplace dynamics. To learn more about how The Predictive Index can help your organization optimize talent strategy, visit About The Predictive IndexThe Predictive Index (PI) is the data-driven HR platform to hire top performers, develop effective managers, and retain your people. More than 60 years of proven science, software, and a curriculum of insightful management workshops make PI the solution for any company looking to design great teams and culture, make objective hiring decisions, foster engagement, and inspire greatness in their people anywhere in the world. More than 10,000 clients and 480+ partners use PI—including Nissan, Citizens Bank, Subway, Blue Cross Blue Shield, and Omni Hotels—across 90+ countries. Learn more at View source version on Contacts Media:Abby LewisThe Predictive Indexalewis@ Courtney SwiftThe Predictive Indexcswift@ Sign in to access your portfolio
