A transformation . . . into failure

Let’s imagine that the nightmare has become a reality: Your company’s digital transformation program has failed.

The consequences have been devastating: millions in lost investments, delays in release plans, negative impact on time-to-market and, above all, stress, discontent and consequently an increase in the resignation of key resources (from managers to individual contributors).

How was this possible?
After all, the conditions were excellent: The identified technical solutions seemed to perfectly meet the needs. Everything had been planned correctly, the expert groups in charge of managing the transformation program were carefully composed, and the entire company seemed ready.

After all, the employees are used to dealing with technology. They’re always connected with multiple devices and immersed in the digital dimension in every moment of their lives.

The result is paradoxical: A program that was launched with the intention of bringing innovation, accelerating business and enhancing people’s professionalism eventually caused a loss of grip on the market.
There were economic losses, and many talented people resigned. Now they have to be replaced by new hires, who of course must be recruited, trained and onboarded.
Yes, it’s terrifying.

Have you had such a nightmare? Do you fear that this could happen to your company? If so, do you know how to prevent it?

The best thing to do is to keep calm. You can then analyze the common dynamics of all digital transformation programs and identify what critical areas can be mitigated before it’s too late.

The common traits

Let’s start with the basics: What are the common features of all digital transformation programs? We can summarize them in three points:

• Digital transformation programs are complicated, long-lasting projects. They need the creation of cross-functional teams comprised of people with very different focuses and attitudes; people who haven’t previously worked closely with each other.
  This kind of project requires a new mindset through which to interact with colleagues, particularly because the project development is often based on Agile methodologies that require the highest levels of focus, teamwork and lateral thinking.

• They require expert resources to be allocated to the program, which of course means removing them from their business as usual activities. As a result, the managers of those professionals must manage the transitional phase, which often requires great operational effort and the ability to motivate the people involved in the transformation program and the people in their group who keep on carrying out the usual activities.

• It is crucial that people who are part of the project be the main promoters of the digital transformation toward their colleagues who aren’t part of it. They should convey the long-term benefits that the transformation process will eventually bring to the company, and they should know how to involve, inform and generate enthusiasm.

The digital product isn’t the problem

Once the typical characteristics of a digital transformation project have been clarified, we should admit an uncomfortable truth: THE PROBLEM IS NOT THE PRODUCT.

Many people believe the central part of a digital transformation activity is the choice of the technological solution, but that’s only the initial phase.
In fact, we could say it’s the least critical part, given that the market offers plenty of valid solutions, so it’s relatively easy to make a benchmark of the functionalities offered by different vendors.

Marking the product as inadequate is a great way to avoid a true retrospective analysis, which would lead to deep-seated internal problems.

So, what makes a digital transformation program fail? Let’s identify the five main causes:

1. Lack of sense of unity among the cross-functional group: This leads to the conviction that every function involved has different objectives in conflict with those of others. For instance, marketing people say IT is only focused on the cost-saving maintenance of tools, but IT people think the sole aim of the marketing department is to increase the gross adds
2. Line managers’ reluctance to detach their people from business as usual in order to allocate them to the project, or insufficient delegation
3. The direct managers and top management don’t give enough recognition to the work carried out by the team
4. Inability to report to management the main points of attention that emerged during the project, through clear and effective communication: To this is often added a tendency to emotionally report conflicts with other colleagues and departments instead of asking for their intervention based on objective data so as to remove the obstacles that have generated misunderstandings
5. The tendency to search for a guilty party instead of having an attitude of discovery and experimentation in the face of obstacles and unforeseen circumstances

People are the key

Thus, it becomes clear that the main causes of the failure of digital transformation are all related to people and the ways in which they interact. It has to do with their preconditioned bias, a lack of mutual trust and insufficient empathy in their relationships.

How can we prevent a failure related to relationship problems among people? It’s done by spreading a culture of leadership that’s supported and developed by all of the key figures in the project.

Now, stop that inner voice from saying, “However, I chose the best leaders to lead my program: those who stood out for strategic thinking, perspective vision and analytical ability.” This is only part of the necessary combination of ingredients.

It’s essential, of course, to have a strategic and long-term vision. However, if that’s all one has, such an approach will lead to a digital transformation program based only on strategic impact in terms of economic results and market positioning. In such a case, one will underestimate the crucial impact that people in the company have in dealing at different levels with the changes that occur.

In a world dominated by technology, employees are wary of digital innovations brought by their companies because they don’t feel part of a system that encourages their free initiative and enhances their contributions.
This attitude is due to a lack of communicative leadership, which makes people feel wary of any change. The leader is gauged by his approach toward others; by the way he communicates his vision, his goals, values and strategy.

The culture of leadership that must be propagated to support the digital transformation program must not only be strategic but must also be relational. It must put people at the center of the transformation.

It should motivate them, inspire them and lead them toward a new cultural approach. To do all this, your leaders should be aware of the benefits of the transformation program.

Even so, that won’t be enough. They must also have the ability to speak with their collaborators and turn these concepts into moments of enlightening motivation.

The best way to make such a radical change is to rely on conversational leadership: It’s a style of work based on the ability to manage conversation so empowering that it will radically, permanently change the mindset of the organization.

Empowering conversation for the empowerment of people

Leadership with the ability manage empowering conversation isn’t a matter of hierarchical position.
Even if you aren’t a manager, your success will depend on your ability to talk to your colleagues and convey your values, experience and energy to them.

Leadership conversation releases an energy that spreads in all directions:

1. Top-down, where an in-role manager can lead, inspire, support the employees’ reports and discover together new opportunities and viewpoints
Top management must be able to show the way for the whole company in order to legitimize the transformation project and ensure that it’s perceived as the center of the company’s evolution.
The role of top management in a transformation program is crucial, so it goes well beyond the approval of a program proposed by strategic consultants and the budget allocation.

First, it must be about finding the right talents to lead the transformation program. Second, the top management must be able to incentivize the company contribution, to convince everyone that digital transformation projects aren’t a distraction from business as usual but are the driving force in the journey toward the future.

Accordingly, it’s fundamental that the middle management is also able to communicate effectively with all the people involved in the program; to inspire, instill trust and emphasize the long-term value of the project, even if it makes it more difficult to pursue the usual operational activities.

2. Peer-to-peer, where professionals can influence other people, even if they don’t have hierarchical authority, in order to turn teamwork into a powerful occasion of collective growth
Team members of a digital transformation program should be able to express peer-to-peer leadership in order to foster collaboration and a sense of common effort on a single path.
The same energy must be brought outside the team to colleagues who aren’t directly involved in the development of the project so as to convey the benefits brought by the program, remove the natural resistance to change and give the entire company a sense of involvement in the journey.

3. Bottom-up, i.e., the ability to listen and to make a balanced comparison
Anyone involved in such a strategic program must also be able to demonstrate leadership to his or her own managers and top management; to adequately communicate the quality of the work performed, the critical issues in progress and the need to constantly receive feedback about their work.

Conversational training to generate leadership abundance

The attainment of a true people transformation requires conversational leadership as a widespread practice. Conversational leadership creates a corporate culture in which the digital transformation finds the right ground on which to grow and thrive.

The spread of empowering conversation allows you to spray the entire company with a culture of leadership abundance, i.e., a new mindset in which genuine, effective communication helps people improve the way they appreciate, motivate and guide other members of your team.

A people-oriented strategy based on abundance leads to the discovery of new talents, encouraging individual contributions and overcoming cultural barriers that prevent change.

The opposite of a culture of abundance is the culture of scarcity: It’s an attitude that refuses to spread positive energy to the rest of the organization. This attitude is expressed through a lack of trust in other groups, the reluctance to resolve conflicts and a minimal sense of involvement.

This is precisely the attitude that will lead to the failure of a digital transformation program.

However, if conversational leadership is the key to success, how can one master it? Obviously, it comes through practice: If we train through empowering conversations, we’ll become accustomed to them.

The best way to acquire practice in conversations that can reveal hidden leadership potential is through the use of consistent, practical training. People learn best through concrete experience, so we should constantly train our people in this kind of conversation.

The best way to improve our conversation skills, change our behaviors and make our communication more efficient is to try, obtain feedback and try again.
Live role-play, in which the trainee can simulate a conversation with a counterpart about crucial business-related topics, is definitely a good way to be trained in leadership conversation. Many soft-skill training programs include role-play as part of the learning path.

It would be great to involve the key people in a role-play session so as to simulate the most common conversations related to a digital transformation program and help them understand the best way to deal with it.

However, the classic face-to-face Digital Role Play has certain limits. First, it needs the presence of a trainer. It takes effort, it’s time-consuming, and it requires a dedicated training session.

Consequently, it can’t be replicated over time because practicing requires absolutely consistent repetition. Moreover, the trainee may be uncomfortable about stimulating the conversation in a training room, surrounded by other colleagues, and this could negatively impact his learning experience.

That’s why more and more companies are integrating their soft-skill training courses with Digital Role Play systems.

Digital Role Play can simulate these types of exchanges with a virtual counterpart reacting in a manner that’s consistent with the quality of our communication, the context, the objectives of the conversation and our own personality traits.
Instead of sitting in front of the trainer, the trainee interacts with a digital or virtual character on a screen. He can do it anywhere, and he can repeat the simulation as many times he wants.

A Digital Role Play overcomes the following limitations of a classic role-play:

• It reduces the stress of being “watched,” so the trainee feels more comfortable
• It allows one to plan for multiple sessions in a scalable way
• It tracks the interaction and provides analytical data about the trainee’s engagement and performance

The brain doesn’t distinguish between simulation and reality. Therefore, training in a simulated environment that’s realistic enough to replicate reality generates a lasting acquisition of behavioral practices that are maintained in real life.

The digitalization of the training strategy should be the first step toward the radical transformation of your company. A smart digital tool facilitates development strategies in a smart, measurable way.
It’s really the beginning of your digital transformation.

Preventing failure with five Digital Role Play programs

Let’s return to the five main causes of failure of a digital transformation program and see how consistent training in conversational leadership can help ensure success:

1. Conflicts within the cross-functional working group: The management of such a critical situation requires the ability to support conversation in order to encourage the counterpart to make shared decisions and support others during phases involving personal stress.
   A Digital Role Play program focused on collaborative leadership prepares and trains your people in these types of conversations.
2. Managers who aren’t able to delegate and motivate: In this case, Digital Role Play should train managers to clearly communicate tasks to their employees and support them on the way to success.
3. The direct managers and top management don’t give enough recognition for the work carried out by the team: It’s essential to deliver a Digital Role Play-based program to train the managers by having such crucial conversations right from the beginning of the project; to have conversations that turn the manager in a mentor for his collaborators and help them acquire the confidence and motivation to resolve conflicts and think strategically.
4. The inability to make a correct escalation toward management: The success of a project also passes through bottom-up conversations. The ability to talk to your managers is the key to turning a problem into an opportunity as opposed to a stress factor.
   Through Digital Role Play, individual contributors can learn to effectively report to their managers the organizational problems they see, update them on the progress of the project and adequately sustain feedback interviews.
5. The tendency to search for a guilty party instead of working together to find a solution: Here, managers must be trained to manage the conversations that allow them to inspire their collaborators with a strategic, collaborative and group-oriented way of thinking instead of defending their individual goals.

What’s next

A digital transformation is an extraordinary opportunity for the evolution of the company: When implemented correctly, it can lead to a reduction in the time to market, a more scalable business and faster, cheaper operational processes.

However, it also brings risks that, if not managed properly, can cause the entire program to fail. Generally, such risks are linked to a lack of motivation and common vision from the people involved in the program throughout the company.

To generate the necessary synergy, it’s essential to create a culture of leadership based on empowering conversations. It’s important to have a culture that can inspire and lead the organization so that people feel free to use their initiative and bring value through their ideas.

A corporate culture based on conversational leadership is the best way to discover, motivate and inspire the talents who design and implement transformation projects.
Practice is the only way to teach people to support the empowerment of conversation.

The more often these conversations are held, the more effective they’ll be. Thus, the best way to practice is to learn to support them in a realistic, scalable simulation environment.

Here’s the good news: SkillGym has developed a methodology based entirely on Digital Role Play to develop and maintain the conversational leadership skills.

Each of the conversation types described above, as necessary to spread the culture of leadership abundance throughout your company and ensure the success of digital transformation, is part of the SkillGym library.
They can be used to train the managers, high-potential and individual contributors who will transform your company.

Would you like to know more about it? Don’t hesitate to visit our website and book a 1-hour discovery call here.
We would be pleased to get in touch with you and continue this conversation.

Written By

Alessandro Guerrini

I am passionate about sports, arts, communication and listening to people and my challenge is to drive personalized projects to a safe harbor working on clients’ expectations.

Contact Alessandro

The recruiter’s primary concern

A recruiter has the difficult task of observing a number of unknown people and identifying among them the most suitable person to fill the company’s vacant position. He carefully reads their resumes, which allows him to learn a series of objective data: where they studied, how many languages they speak, where they worked before, etc.

He then meets in person the candidates with the most interesting resumes, where he has the opportunity to personally verify their technical knowledge as well as their ability to present their best qualities.

The recruiter knows very well that the person right in front of him is not the candidate in his daily working life: he is the candidate presenting the best version of himself.

A car salesman focuses on the best qualities of the SUV when showing it to the customer: high performance, leather interior, cutting-edge multimedia system, etc. It’s only after buying the vehicle that the customer realizes the high fuel consumption in the city or how complicated pairing it with his smartphone is.

Similarly, a person who is putting himself on the line to get the job he wants will describe himself by hiding his own flaws and focusing on his strengths.

But what will be the candidate’s real way of behaving once hired? Will he be collaborative with colleagues? Will he be able to deal with problems and interact with the rest of the group to find the most effective solutions?

If the recruiter had a time machine during the interview, he would definitely want to travel six months ahead to see if that guy who’s answering “Of course, I work very well under pressure!” would really know how to keep calm when it’s only two days until the software delivery date and the development team still has no idea how to fix the bug they’ve been working on for a week.

As Robert McKee wrote: “True character is revealed in the choices a human being makes under pressure – the greater the pressure, the deeper the revelation, the truer the choice to the character’s essential nature”. [1]

It is only when we are faced with concrete choices that we reveal our true personality.

Of course, the recruiter can use work behavior questionnaires. Many solutions available on the market offer scientifically well researched forms that aim to map the behaviors acted at work.
But the limits of these tools are the level of abstraction from a real and concrete situation.

The candidate will be faced with a list of theoretical questions, such as:

• When working on your tasks, do you take a lot of care with details?
• Do you always check the details of your work?
• Do you rapidly absorb new information and facts? [2]

Before answering, the candidate will always ask himself the same thing: what is the answer that best reflects the image I want to convey?
The candidate has in mind which skill that the question is aimed to measure and he will naturally look for the best way to answer.

Once again, the direct risk is having a biased version of the candidate: a form of idealization that has not been filtered by real experience.

[1] R. McKee (1997). Story. Substance, structure, style and the principles of screenwriting. HarperCollins Publishers.
[2] All of these questions are taken from real assessment questionnaires

Know your candidate, know his attitude

To fill this gap, Lifelike has developed SkillGym Attitude: a digital role play that involves the user in a familiar, realistic, decontextualized situation to measure the candidate’s real approach when interacting with other people.

Through an immersive relational simulation that winds along five episodes that are interconnected, the simulator maps the prevailing attitude within a range of five values (proactive, active, responsive, durable and saboteur).

The prevailing attitude is the weighted result of 45 observable behaviors that are analyzed by a computational algorithm throughout the course of the simulation.
In addition to a concise formulation of the prevailing attitude, the simulator provides a timely assessment of the 45 individually observable behaviors and allows for a weighted aggregation in a customizable map of skills.

More in-depth information about SkillGym Attitude’s methodology will be included in an upcoming article dedicated to this topic.

An ordinary situation anyone can imagine himself in

The simulated situation has been developed based on users between 25 and 35 years old to parallel the primary age range applying for entry and middle level positions.

The plot revolves around a situation that looks familiar to all: organizing a weekend with friends at the seaside. During the simulation, the user will have to manage unforeseen events, find solutions, reconcile conflicting positions.

The setting in a non-work context is a key element: the user has to be involved in a typical situation where he feels free to be spontaneous and to speak his mind, such as dealing with his friends and family.

Although the characters with whom he interacts are not real friends and real family members, the user experiences a sense of involvement and identification, created by three typical factors in the SkillGym simulators:

• All the characters are portrayed by real actors, who address the user directly, asking questions and reacting to the user’s inputs.
• Each character in the simulation has his own personality and specific character traits. In addition, thanks to the artificial intelligence algorithms, each character’s reaction is consistent with the way the user interacted with him during the entire conversation.
• While waiting for the user’s interaction, the characters move and express their moods through non-verbal language. These messages are important to observe, because they are the first signal that makes us understand the effect that our behavior has caused on them. Like at the cinema, the lens of the camera becomes the eye of the spectator, and the realism of the story creates links with his personal life experience, making him perceive what he is observing as the reflection of reality. According to Metz, “The activity of perception that cinema involves is a replica of reality in a new kind of mirror”. [3]

The leisure setting and the immersive scenario of the simulator facilitate the user’s spontaneous answers according to his true personality.

At the same time, the tool asks the user to put in place his best abilities, putting himself out there, understanding and adapting to the context and relating to others effectively. In other words, he has to use all of the soft skills that make the difference in work life and that make a person a good person with whom to collaborate.

Furthermore, Lifelike is currently working on new stories to fit the senior level profiles. This scenario will also be a simulation set in a decontextualized situation.

Again, the smaller the connection with a specific job role, the more spontaneous the answers.

[3] C. Metz (1982). The Imaginary Signifier. Macmillan Press.

How Attitude works

Like every SkillGym’s Digital Role Play, Attitude is a license-based tool provided in Software as a Service (SaaS) mode.

The whole process consists of 4 steps:

1. Enrollment: the candidate fills in a registration form and then accesses the tool via a dedicated webpage (usually it’s corporatename.skillgym.biz).
2. Simulation: the candidate completes at least one episode of the Digital Role Play.
3. Metrics: the tool measures the observable behaviors acted by the user and it evaluates his prevailing approach (among the following: proactive, active, responsive, durable and saboteur).
4. Feedback: a synthetic, textual feedback is provided to the candidate. At the same time, a detailed, data-driven report is provided to the recruiter.
5. The data included in the report can report on each of the 45 measured behaviors or, as an alternative, they can be aggregated into a set of skills.

In several cases, SkillGym has been integrated with the customer’s HCM (Human Capital Management) system.
The HCM system sends Attitude the candidate’s information; therefore, Attitude automatically creates the user’s account and it sends him the access e-mail.
At the end of each simulation, SkillGym Attitude sends the results back to the HCM system, using a dedicated web service.

The candidate’s user experience

Once registered to the system, the candidate receives an e-mail containing a link to access the digital role play. Clicking on the link will open a web page to start the simulation.

The system is web-based: no program needs to be installed and it can be used by PCs, tablets and smartphones.
Each candidate can only play the simulation once: afterwards, the link will not allow any further access.

The simulation is composed of five episodes, all connected to each other.
Before starting each episode, a quick overview of the context is provided: where it takes place along with the description of who the user is about to meet.

Below is the list of the five episodes and the related plot:

During the simulation, the user can interact with the characters by choosing among different text answer options. Three sets of options are presented at each step, and the user will have to identify the one that is closest to what he would express in real life.

At the end of each episode, the candidate will be able to choose whether to continue with the next episode or to finish the simulation.

Once completed, the tool displays to the candidate the description of his profile, as emerged from the simulation.

A tool engaging Millennials

The candidates using SkillGym Attitude are typically Millennials: very familiar with digital systems, especially through smartphone.
On the other hand, they are used to short content, direct messages and immediate entertainment. Content would keep their prolonged attention only if involving them from the beginning.

SkillGym Attitude is structured into five episodes, with an overall average duration of about 50 minutes (the effective duration of each simulation is determined by the user’s answer time).

Completing the first episode (average duration: about 10 minutes) is enough to get a complete assessment of all the behaviors, which allows a mapping of even the less involved candidates. The subsequent episodes, if carried out, will allow the evaluation to be refined and to provide increasingly reliable results.

Despite this flexibility, usage data show that almost 90% of users complete all 5 episodes and that the average duration of the assessments is over 40 minutes: SkillGym Attitude is a tool that speaks the language of Millennials by involving them in a prolonged use.

Usage data from a sample of 9,500 Millennial users:

Of course, the number of episodes completed by each user is tracked by the tool and is included in the report made available to the recruiter. This is also a parameter that will allow candidates to be evaluated.

The benefits for the candidates

As mentioned before, the tool displays to the candidate a textual description of his profile at the end of the simulation.
If requested by the customer, the candidate can also receive an e-mail with a description of his profile and advice on how to improve the effectiveness of his / her interpersonal skills.

In this way, even the unsuccessful candidates will be able to benefit from the application process. The time they have dedicated, the effort they invested during the selection process will not be rewarded with the usual impersonal e-mail, “We carefully reviewed your application and we regret to inform you that your profile doesn’t match with the vacant position”.

The feedback provided is really focused on the candidate and allows him to understand what strengths to improve upon before the next job interview.

The benefits for the hiring company

By accessing a dedicated reserved area, the recruiter can download at any time the results of all the simulations played by the candidates until then.

The report provides an accurate assessment of the behavioral approach of all candidates, with a level of detail that can be personalized according to the customer’s needs.

Nevertheless, the benefits SkillGym Attitude provides to the hiring company are more than this:

• It improves the employer branding: it provides candidates with an innovative digital tool, appealing to Millennials and providing immediate feedback.
• It’s a way to improve the brand reputation: all candidates are important, all of them are engaged and all of them receive feedback. And an unsuccessful candidate still remains a potential client, etc.
• It allows the recruiter to assess all of the candidates who applied for the job. A major pain for large companies that receive thousands of applications for each position is that often the recruiter does not have the time to screen all the profiles of the candidates, with the risk of missing fitting people. With SkillGym Attitude, this first screening can be done without any effort by the recruiter.
• It provides a reliable and accurate assessment of the actual behavioral skills of the candidate, allowing to evaluate in advance the way the candidate, if hired, will manage the situations in everyday working life.

What behaviors and competencies are measured?

Attitude provides data about the measured 45 observable behaviors, and it aggregates them according to a skill model provided by Lifelike.

Customer can remap the aggregation of behaviors (possibly excluding some) to fit the company’s own model. Accordingly, the system adapts the classification criteria to the specific business needs.

The list of the 45 observable behaviors is below:

The default skill model provided by Lifelike aggregates these behaviors into 9 competencies that are related to 3 macro areas:

• The SELF area: the way the user leverages his own resources in a situation. The competences related to this area are: RESILIENCE, ENERGY, LEARNING AGILITY
• The RELATIONSHIP area: the way the user creates connections with other people in a situation. The competences related to this area are: INFLUENCE, HORIZONTAL INTEGRATION, CUSTOMER ORIENTATION
• The ACTION area: the way the user understands the context and makes concrete actions to manage a critical task. The competences related to this area are: PROBLEM SOLVING, PLANNING & EXECUTION, INITIATIVE

All these parameters are measured by SkillGym Attitude in a scale from 0 to 100, and they can be included in the detailed results report provided to the assessor.

Some experiences from the field

Released in 2018 in multiple languages, SkillGym Attitude has been used by several companies operating in different industries.

Here’s some success stories.

• A large Italian group in the Food Retail sector has implemented SkillGym Attitude for the selection of candidates at different positions offered. The company decided to use SkillGym Attitude as the first step of the recruiting process. All the people who applied for the position received an e-mail asking them to self-register and to complete the simulation. The best fitting candidates were contacted by the recruiter for a live interview. More than 7,000 users made the simulation and 86% completed all of the 5 episodes.
• A large European financial Group (Bank and Insurance) adopted SkillGym Attitude for the screening of candidates on several open positions. The tool was primarily used during the career days organized by the Group. In these occasions, the result of the simulation has been compared with the results of some live role plays provided to the same users, with a 75% correspondence.
• A French government department integrated SkillGym Attitude in an app aimed to create connections between the recruiters and young people looking for a new job. The tool has proven to be the killer application to accelerate the matching.
• Several pilot projects are currently being rolled out in many multinational corporations, with the aim of comparing the effectiveness of SkillGym Attitude with the traditional behavior assessment tools they are currently being used and progressively include this new angle of observation as one of the ways they select candidates efficiently.

The decontextualization of the story is the key element that makes SkillGym Attitude such a versatile tool, making it useful to different size companies from myriad sectors. The setting of the digital role play is not related to any specific industry sector.
On the other hand, the behaviors and the competences measured by SkillGym Attitude are fundamental qualities in any job that requires dealing with other people.

A plenty of success stories witnesses how SkillGym Attitude can be integrated in the recruiting processes of the companies that operate in different industries all around the world.

It provides the hiring company with an accurate list of metrics about the candidate’s approach and his way to interact with the people facing critical situations.
It engages the users in an immersive simulation and it returns them a personalized and immediate feedback.
It allows the company to get in touch with all the applicants through an innovative digital tool, with positive benefits in terms of employer branding and reputation.

If you found this article interesting, we would be delighted to show you how SkillGym Attitude works in a 1-hour discovery call.

Written By

Alessandro Guerrini

I am passionate about sports, arts, communication and listening to people and my challenge is to drive personalized projects to a safe harbor working on clients’ expectations.

Contact Alessandro