• Service excellence is key to our business and to our industry. We selected Logi-Serve to help us achieve the best guest services possible.

    Sterling Brown, VP of HRSt. Giles Hotels

  • Logi-Serve brings scientific rigor, innovation and flexibility to ensure we identify outstanding employees who live up to our purpose and values.

    Loren Kennedy, VP of HRWorld Travel Holdings

  • Logi-Serve has taken assessment science to a new level of insight.

    JoAnne Kruse, Chief HR OfficerAmerican Express GBT

  • Nothing is more important to us than delivering outstanding customer experiences, so our clients can stay fit, healthy and have fun.

    Kris Johnson, VP FitnessIn-Shape Health Clubs

  • Logi-Serve brings scientific rigor, innovation and flexibility ... to delight our customers at every encounter.

    Jonathan Canger, VP Global TalentMarriott Vacations Worldwide

  • Logi-Serve offers a scientific, state-of-the-art customer service predictor that we believe will be an important part of our talent acquisition strategy.

    VP Global Talent DevelopmentAmerican Express GBT

  • We selected Logi-Serve because it can enable us to efficiently achieve our service goals and delight our residents.

    Aviva Senior Life

  • Service excellence is key to the future of the dealership business model, and Logi-Serve brings a laser-like focus to this area.

    Pieter Van Rosmalen, Global VPMSXI

  • HR and business leaders should evaluate Logi-Serve.

    Ron Hanscome, Research VPGartner

  • The Logi-Serve Assessment provides an objective way to tease out the secret chemistry that exists in high-performing employees.

    Carl Bennett, PrincipalDeloitte Consulting

  • Logi-Serve is providing very good reporting as well as a solution set that is helping improve business performance over time.

    Rob van Rijswijk, Director Business DevelopmentMSXI

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Interactive Realistic Job Preview: Managing Candidate Expectations and Engaging Future Applicants

by Logi-Serve Science Team (Dr. Chris Cunningham, Chief Science Officer)

All organizations struggle with recruiting, selecting, and retaining qualified candidates, who become applicants, and eventually employees. In response to these challenges, organizations direct considerable resources to pre-hire methods of applicant screening and post-hire methods for employee performance management and development. These methods are essential to ensuring that employees have the necessary qualities and competencies to perform the core functions of the job, and to grow, learn and develop as aspects of the job change over time.

It takes more than pre-hire screening and post-hire development, however, to build and maintain the highest quality workforce. Even the best employees will leave if they do not fit within a particular organizational context or feel that the job they had initially applied for is not the one they are actually doing once hired. This being the case, there is an equally important third method for organizations to incorporate into their employee life-cycle management practices: Ensuring that job-seeking candidates have clear and accurate expectations of what it will be like to serve as an employee in the organization’s actual work environment.

Substantial social and behavioral science research highlights the importance of expectation-setting for job seekers. Whether their expectations are met becomes a critical factor influencing actual employees’ long-term success, engagement, and tenure.  When job seekers’ expectations of a position and an organization are met, the stage is set for a long-lasting, positive relationship. When such pre-hire expectations are not met, the likely outcome is dissatisfaction, limited tenure, and sup-optimal integration of the new hire into the organization.


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