QuoDeck Info

Here's how many organizations decide who becomes a leader: Step 1: Find the person who is very good at their current job.Step 2: Promote them into a completely different job.Step 3: Act surprised when they struggle. It feels like the fair, obvious choice. Reward the top performer with the bigger role. But there is a quiet flaw in that logic: Being excellent at a job and being able to lead the people who do that job are two very different things. Research around the Peter Principle has...

There's a number most L&D leaders would be proud of: the vast majority of companies now offer upskilling. Budgets are up, catalogues are enormous, platforms are everywhere. On paper, the skilling problem is being solved. Then you ask the employees. And roughly seven in ten of them say they still feel unprepared for what's coming at work. Same companies. Same programs. Opposite conclusion. That gap offered a lot of training, still can't do the job is the real skilling problem. And it isn't a...

Every interview contains the same quiet flaw. You ask a candidate to tell you about a time they did something difficult, and they tell you a story. A good story. Possibly a true one. But you have no way to know whether the story reflects their ability or their storytelling. There's a simple fix, and it's not a cleverer question. It's a different mode entirely: stop asking candidates to describe the work, and let them actually do a version of it. This is the core of work sample testing, job...