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What is Great People Inside?
Great People Inside is a talent assessment and development platform built around customisable assessments. Its site positions the tool around hiring and talent management: the stated aim is to help organisations select, match, onboard, manage, develop, engage and retain people. The central claim is flexibility — the page says it does not expect clients to adapt to the system, but builds systems that adapt to clients.
What it is used for
- Recruitment and selection: the excerpt describes using "extensive, reliable assessments" to judge whether an applicant matches the organisation.
- Talent matching and onboarding: beyond the hiring decision, the platform is presented as supporting how new hires are placed and brought in.
- Managing and developing existing staff: the same assessment approach is extended to development, engagement and retention.
Who it suits
HR teams and hiring managers who want assessment content shaped around their own roles and competencies rather than a fixed catalogue. The page distinguishes "off the shelf" from "full customisation", which suggests the intended buyer is an organisation with specific job profiles or internal frameworks that generic tests do not capture well.
The trade-off is the usual one for custom work: more fit to your context, but more setup effort than switching on a standard test library. A practical next step is to list two or three roles where your current screening misses good candidates, then ask a provider demo to show how those roles would be assessed. For comparison, other assessment vendors include TestGorilla for ready-made test libraries and Criteria Corp for standardised aptitude and personality testing.
How can I use Great People Inside assessments to screen job applicants before an interview?
Use Great People Inside as a pre-interview filter: run its assessments first, then let the scores and profiles decide which applicants to invite, what to probe in the interview and where to focus reference checks. The platform is positioned around customisable assessments covering selection, matching and onboarding, so the screening step is meant to feed directly into later hiring decisions rather than sit in a separate tool.
A practical screening flow
- Define the profile first. Agree on the traits and competencies the role genuinely needs, then build or adapt the assessment around that profile. The site's core claim is that systems should adapt to clients, not the reverse, so avoid starting from a generic off-the-shelf test if the role is distinctive.
- Screen at application stage. Send the assessment to all applicants before scheduling interviews. Use results to rank or shortlist against the role profile, and keep a clear pass threshold so decisions are consistent across candidates.
- Use results to shape the interview. For shortlisted candidates, take the profile into the interview as a question guide: probe apparent gaps, test how strengths show up in real scenarios, and skip areas the assessment already covers well.
- Check fit, not just ability. The page frames hiring as matching an applicant to the organisation as well as the job, so include culture or team-fit dimensions if the role depends on collaboration.
- Feed outcomes forward. The same platform covers onboarding and development, so assessment data can follow a hired candidate into their first months instead of being discarded.
Where it fits and where it doesn't
| Situation | Suitability |
|---|---|
| High-volume roles needing a consistent first filter | Strong: standardised scores reduce ad hoc CV screening |
| Specialised or senior roles with unusual requirements | Strong if you use the customisation options; weaker with generic tests |
| Final hiring decisions | Weak alone: treat results as one input alongside interviews and references |
| Regulated or unionised hiring | Check that thresholds and adverse-impact considerations are documented before rollout |
Decision criteria before you commit
- Customisation effort: full customisation takes time to design and validate; budget for it before expecting reliable screening.
- Candidate experience: long assessments deter applicants, especially for junior roles. Keep the pre-interview stage proportionate.
- Fairness and consistency: apply the same assessment and thresholds to every applicant for a given role, and keep records of why candidates advanced.
- Integration: confirm how results move into your applicant tracking system and interview scheduling, since manual export adds friction at volume.
A sensible next step is to pilot the assessment on one open role: run it alongside your current shortlisting for a single hiring round, then compare which candidates each method would have advanced. That gives you a concrete basis for setting thresholds before wider use.
What does it mean that the platform is fully customisable compared with off-the-shelf assessments?
Fully customisable means the assessment content and setup are adapted to your roles, competencies and language, rather than you choosing from a fixed catalogue and fitting your hiring process around it. Off-the-shelf assessments are standardised questionnaires with fixed questions, scoring and reports; you pick the closest match. Great People Inside frames its positioning explicitly this way: “We don’t believe in clients adapting to systems, but in systems adapting to clients,” and its page contrasts “OFF THE SHELF” with “FULL CUSTOMISATION.” Its page evidence also describes using assessments to judge whether an applicant matches the organisation, so customisation is aimed at your own definition of a good fit.
What changes in practice
| Dimension | Off-the-shelf | Fully customisable |
|---|---|---|
| Questions and competencies | Fixed set, broad norms | Built around your roles and competency model |
| Reports | Standard templates | Structured to your decision criteria and audience |
| Process fit | You adjust workflows to the tool | The tool is configured to your selection, onboarding and development steps |
| Effort | Low setup, fast start | Upfront design work and internal agreement needed |
| Comparability | Benchmarks across many users | Stronger internal consistency; external comparison depends on design |
| Best for | Small teams, generic roles, quick pilots | Distinctive roles, sector-specific competencies, multi-country or multi-language hiring |
Who benefits, and the trade-offs
Customisation pays off when your roles are unusual, when “fit” is defined by your own values and competencies, or when you hire at scale across languages and countries. A concrete reader scenario: a hospital recruiting nurses and administrators could keep one core set of questions but weight empathy and compliance differently for each role, then give managers reports that match how they actually interview. An off-the-shelf tool would force both groups into the same report logic.
The trade-offs are real. Custom work takes longer to design, requires agreement among stakeholders, and can weaken comparability with external benchmarks if questions diverge too far. It also puts more responsibility on you to validate that custom questions predict performance rather than merely sound relevant. Treat “fully customisable” as a question to test in a demo: ask which parts can be changed (questions, scoring, report layout, languages), who does the configuration, and how results are checked for fairness and reliability.
A useful next step is to list the three roles you hire most and the competencies that separate strong from weak performers. Then ask the vendor to show those exact competencies in a sample report. If the answer is a standard profile with relabelled headings, you are buying off-the-shelf with cosmetics; if the questions and scoring change, you are buying genuine customisation. For general background on assessment quality and fairness, the Society for Industrial and Organizational Psychology at SIOP publishes practitioner guidance.
How do I run a free trial to test the assessment platform on my own hiring process?
Start by treating the free trial as a small pilot against one real hiring decision, not a tour of every feature. Great People Inside presents its platform as fully customisable and built around selection, matching and onboarding, so the useful test is whether its assessments fit your roles and your decision-making, not whether the dashboard looks polished.
Set up the trial in five steps
- Pick one open or recent role. Choose a position with enough candidates to compare, ideally one where poor hires have been costly.
- Define your success criteria before you start. For example: "shortlisted candidates should rank above rejected ones," or "assessors should reach the same conclusion as the interview panel."
- Run candidates through both paths. Keep your existing interview or work-sample process and add the assessment alongside it, so you can compare results rather than replace your judgement blindly.
- Involve the actual hiring manager. The platform's value depends on whether line managers trust and use the output, not just HR.
- Review against your criteria. Ask whether the results changed any decisions, whether they were easy to explain to candidates, and how much setup time the customisation required.
What to examine during the trial
- Customisation effort: The site's core claim is that systems adapt to clients rather than the reverse. Test how much configuration your role actually needs, and who does that work.
- Match quality: Check whether the assessment output maps to the competencies you already interview for.
- Candidate experience: Note completion time and whether candidates found the questions relevant to the job.
- Reporting for managers: See whether a hiring manager can interpret results without training.
A quick comparison of trial approaches
| Approach | Best for | Trade-off |
|---|---|---|
| Single-role pilot | Small teams testing fit quickly | Limited evidence across job types |
| Two-role pilot (e.g. one technical, one customer-facing) | Judging whether customisation generalises | More setup time |
| Shadow mode alongside live hiring | Avoiding risk to real decisions | Results arrive after offers are made |
A practical next step is to request the trial through Great People Inside and ask directly which assessments are included, how long access lasts, and whether your pilot data can be exported for your own comparison. For benchmarking alternatives, SHL and Criteria Corp publish trial and demo options you can weigh against the same criteria.
Can Great People Inside help me onboard new hires and develop existing employees after they are hired?
Yes. Great People Inside is positioned around the full employee lifecycle, not just hiring: its stated purpose covers selecting, matching, onboarding, managing, developing, engaging and retaining talent. The site's central claim is that assessments are fully customisable rather than forcing your organisation to adapt to a fixed system, which matters most when you want the same tool to serve several stages of employment.
Where it fits in practice
- Onboarding: assessment data gathered during selection can be reused to brief managers on a new hire's likely strengths, working style and development needs, so the first weeks are planned around the person rather than a generic induction.
- Development of existing employees: the same assessment logic can support development conversations, coaching priorities and internal matching — for example, deciding who is ready for a stretch role or a team move.
- Engagement and retention: the platform's stated scope includes engagement and retention, which usually means periodic re-assessment or survey-style input rather than a one-off hiring test.
Choosing between the two approaches it advertises
The page contrasts "off the shelf" with "full customisation." That distinction is the main decision point:
| Your situation | Better fit |
|---|---|
| You need a standard, proven questionnaire running quickly across many roles | Off-the-shelf |
| Your competency model, values or role profiles are unusual and hiring managers reject generic reports | Full customisation |
| You want one consistent framework from hiring through development | Customisation, if you can invest the setup time |
Customisation buys relevance but costs design time and internal agreement on what "good" looks like; a standard instrument is faster but may not reflect your own competency language.
A concrete next step
Before trialling anything, write down the three decisions you actually want the data to inform — for example, "which new hires need a technical buddy in month one," "who is ready for a team lead role," and "which teams show early disengagement signals." Then ask the vendor to show how a single assessment result would feed all three, including what a manager's report looks like. If you want to compare the assessment-led approach with broader HR suites that bundle onboarding workflows, look at established vendors such as Culture Amp for engagement and development, or SHL for psychometric assessment, and judge which combination gives managers the clearest output.
How do I choose which assessment to use for a specific role or team?
Start with the decision you need the assessment to support, then match the tool's evidence to that decision. For hiring, you need a reliable signal of job fit; for team development, you need a picture of how people interact and where friction arises. Great People Inside positions its platform around exactly this distinction—selecting, matching, onboarding, managing and developing talent—and its stated principle is that systems should adapt to clients rather than clients to systems, with both off-the-shelf and fully customised options.
A practical selection sequence
- Define the outcome. Is this a selection decision (hire/promote), a matching decision (role fit, team composition), or a development decision (coaching, onboarding)? Each demands different evidence and different feedback formats.
- Derive criteria from the role, not the tool. Ask the hiring manager what distinguishes strong from weak performers in this specific role, and whether the assessment's dimensions map onto those criteria.
- Check the unit of analysis. A role-level choice needs individual-level output; a team-level choice needs aggregated or relational output (how members complement or clash). Great People Inside's "match" language suggests fit comparisons, but confirm whether outputs are individual scores, person-to-role comparisons, or team maps.
- Decide build vs. buy. Off-the-shelf assessments are faster and easier to benchmark; full customisation fits unusual roles or your own competency framework but takes more design effort and validation. The page explicitly offers both paths, so treat this as a real fork rather than a default.
- Plan the feedback loop. An assessment used for selection but never revisited for onboarding wastes its data. Decide in advance who sees results, in what form, and how they feed into management and development conversations.
Quick comparison of common use cases
| Use case | What the assessment must deliver | Main trade-off |
|---|---|---|
| Hiring for a defined role | Job-relevant dimensions, defensible scoring | Speed vs. depth of customisation |
| Team formation or reorganisation | Complementary profiles, team-level view | Individual accuracy vs. team insight |
| Onboarding and management | Actionable, manager-friendly feedback | Richness vs. simplicity of reporting |
| Development and retention | Longitudinal tracking, coaching prompts | Cost of repeat administration |
A concrete example
A customer-support manager hiring five agents might start with an off-the-shelf fit assessment to screen for resilience and communication style, then use a customised version once the team's own high-performer profile is clear. A project team being assembled for a cross-functional launch would instead prioritise a team-level view showing where skills and working styles overlap or leave gaps.
Decision criterion
If you cannot state, in one sentence, the decision the results will change, the assessment is not yet the right one—regardless of how configurable the platform is.
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