Why do organizations collapse even after hiring 'good people'? The true nature of 'organizational risk' that existing tests can never detect.
1. Introduction: The true nature of a manager's unease
"They looked perfect in the interview, but once they joined, the team fell apart." "An ace I thought was excellent suddenly quit after a few months, resetting everything."
For managers and HR personnel, there is no greater mental or economic damage than this. The cost associated with one resignation, including recruitment and training expenses, can reach as high as an average of 7.74 million yen.
Why have conventional aptitude tests and interviews failed to prevent this "mismatch"? The answer lies in the "organizational dynamic risk" hidden behind superficial skills and personality.
2. Why have previous tests failed to detect the "essence"?
Conventional aptitude tests are excellent at measuring "ability" or "cheerfulness." However, it is not these superficial traits that cause trouble in the actual workplace.
F2: Interpersonal emotional volatility (The risk of suddenly resetting human relationships and resigning)
F3: Excessive self-assertion and sense of entitlement (The risk of being competent but unconsciously causing harassment)
F5: Fixation of thinking and rules (The risk of rejecting change and causing the team to stagnate with unique, rigid logic)
These pose risks to the organization, but they are often cleverly hidden behind the one hour of an interview or the "good results" of a general test.
*Subject to slight changes
3. A new form of assessment that turns into "risk prevention"
"We do stress checks, so we're fine."
Some managers say this.
However, stress checks are merely a defensive tool for measuring "current body temperature."
In contrast, Psy-Log is, so to speak, an offensive assessment for predicting the "seeds of future trouble" at the hiring stage.
If existing systems are for saving "people who currently have a fever," Psy-Log is a compass for building an "organization that does not get a fever in the first place, or does not transmit the fever to those around them."
Only when these two are combined can a company's duty of safety and growth strategy coexist.
4. Neither fortune-telling nor a survey. Measurement accuracy based on "academic procedures."
Many organizational diagnostics and aptitude tests are on the market, but it is rare for the "content" of how they were created to be disclosed.
Psy-Log is not just based on empirical rules, but has been developed through the following rigorous psychological and statistical procedures.
Verification of reliability and validity: We ensure scientific accuracy as a measurement tool by repeatedly confirming "test-retest reliability" and "internal consistency (alpha coefficient)," which are standard practices in psychological scale construction, as well as examining "concurrent validity" with existing standardized scales.
Introduction of standardization (T-score): Instead of displaying raw individual scores as they are, we convert them into deviation scores (T-scores) based on the "population mean (μ)" and "standard deviation (σ)" obtained from large-scale samples. This makes it possible to objectively compare relative positioning within the organization and the degree of risk.
Implementation of the 'L-scale (Evaluation Defense Consciousness)': A mechanism that statistically detects the psychometric bias of 'the psychology of trying to look good' to correct response distortion. We have faithfully implemented clinical psychology measurement theory into society.
Most of you probably find this a bit too technical and don't quite understand what it means... I plan to explain it in a later article.
5. Clinical psychologists and labor and social security attorneys provide follow-up support alongside the organization
Psy-Log is not just a tool for blindly issuing 'rejections'.
Improving the accuracy of hiring decisions: Does the candidate fit the company's culture, and can the organization tolerate the risk? Organizations do have their own colors. They have areas of strength and areas of weakness. You can establish a benchmark for whether a candidate fits that color.
Optimization of onboarding: Which factors should be focused on for development and follow-up?
Legal and psychological advice from experts: Providing feedback on specific management methods from the perspective of labor and social security attorneys and clinical psychologists.
We provide end-to-end support from the entry point of 'hiring' to the goal of 'retention'.
6. Conclusion
Hiring is the biggest investment a company makes. The era of leaving that investment to intuition, experience, or insufficient test results is over. We log risks with the eyes of science and protect organizations with the expertise of professionals.
Why not start building a sustainable organization without mismatches with [Psy-Log]?
[Early monitors wanted]
We offer a service that is available for free to companies that have signed an advisory contract.
Spot requests (if you just want to try it out) are also very welcome.
Takemoto Psychology & Labor Office
Masaya Takemoto
Researcher Portal Site:https://researchmap.jp/mtakemoto11