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1. Dialectical Behavioral Therapy Training
2. 36 Labeling Emotionsdialectical Behavioral Training Reliaslearning
3. Dialectical Behavioral Therapy Dbt Techniques

Summary: The internet is increasingly used to gain knowledge and understanding of a topic. This knowledge is often acquired accidentally, as a byproduct of browsing. Critical internet use is becoming social.

The web has changed dramatically over the last two decades. To understand how user behavior has been affected by these changes, we replicated a 1997 study conducted at Xerox PARC. We asked people to describe a situation where online information significantly impacted their decisions or actions.

We found that, compared to 22 years ago, a larger proportion of current critical internet activities involved finding answers and gathering information in order to better understand a topic. A fair amount of information was acquired in a passive way, without looking for it, during browsing. And often, during critical activities, users turned to other people, asking for their help or opinion.

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Methodology

Original Study (1997)

In 1997, Julie Morrison, Peter Pirolli, and Stuart Card conducted a large-scale survey with 3,292 respondents in which they asked people to answer a single question:

Please try to recall a recent instance in which you found important information on the World Wide Web, information that led to a significant action or decision. Please describe that incident in enough detail so that we can visualize the situation.

This question was intended to study important web use, rather than all web use. It’s an example of a UX-research method called the critical-incident technique: participants are asked to recall a significant event that has a certain quality. In this case, the question focuses on web use that influenced actions or decisions that people considered important — such as making a purchase, interacting with a company, or changing an opinion.

The Xerox PARC researchers organized the responses in three different taxonomies:

• the purpose of the activity reported in the incident: Find, Compare/Choose, and Understand
• the method used to find information: Find, Collect, Explore, and Monitor
• the domain of the content that was consumed: Business, Education, Finance, Job search, Medical, Miscellaneous, News, People, Product Info & Purchase, and Travel

Replication Study (2019)

Since 1997, there were at least three major web-related changes likely to influence usage patterns:

1. Many more people access the internet today than in 1997. According to ITU, only 2% of the world’s population had internet access in 1997. This proportion was estimated to be 54% in 2019. In the United States, internet access is even more widespread: according to Statista, 87% of people in the US had access to the internet in 2019, compared with 36% in 1997 (according to Pew).
2. Today, people access the web on a variety of devices — mobile phones and tablets being among the most notable. In 2019, We Are Social reported that people spent 48% of their online time on mobile phones. In contrast, in 1997, virtually all web use was on desktop computers (in our first study of mobile web use in 2000, most users said that phones were not ready for the internet).
3. There are many more services available on the internet today than in 1997 (between the two studies, the number of websites grew from about 1 million to about 183 million — to say nothing of the millions of apps available in the Apple and Android app stores).

These changes mean that the internet is more readily accessible today than in 1997, both in terms of audience size and where and when people go online. It’s only natural to expect that that important information-seeking behavior may have changed as well.

In order to test this hypothesis, we decided to replicate and expand the 1997 Xerox PARC study. We started with the same question that was asked in that study, but, after several rounds of pilot testing, we had to slightly modify the wording of the original question. In 1997, people performed relatively few online information-seeking tasks in their recent past, so it was easy for them to choose a single instance. Today, our respondents were performing hundreds of such tasks in a single day, so isolating one was difficult.

Here’s the question that we used in the final survey:

Please try to recall a recent instance in which you found important information online, information that led to a significant action or decision. Please describe that incident in enough detail so that we can visualize the situation.

If you can recall several such instances, please describe the one that was the most important to you.

(Research purists will note that modifying the wording means that our study wasn’t a true replication of the original. However, an exact replica of the old study wasn’t interesting, because the usual goal of research replication is irrelevant in this case. Usually, studies are replicated to assess the validity of the findings. But, our goal was not to confirm or refute the original — an impossible feat given the 22 years between the studies — but rather to assess the current state of internet use. It’s also possible — even though highly unlikely — that any differences between the two studies are due to the slight variation in wording instead of the time distance between them.)

We followed up this core question with several other questions meant to clarify the context of the reported information-seeking task:

• Satisfaction scores and comments: How satisfied respondents were with the websites or the applications they had used and what changes they would have liked to make, if any.
• Context: When and where the reported instance happened, what device(s) was used, and whether the user interacted with anyone else.
• Importance: How much their decision was influenced by the information they had found online. (We removed respondents who selected Not at all because we wanted to capture only influential information acquisition.)

Our online survey received 750 responses. We collected the data over two separate periods: weekdays and weekend. We split the data collection to avoid time-related biases. (For example, it’s possible that during the week most important tasks are work- or school-related.)

We substantially overrecruited, anticipating that many of the responses would not be detailed enough for coding. We ended up including 498 of the responses in our analysis.

We strictly coded the answers based on the criteria set by the Xerox researchers and came up with new categories only when the answers didn’t fit any existing ones, to ensure that the two studies were comparable. One researcher coded the full dataset and a second researcher coded 100 randomly selected responses. The definitions of new categories were discussed afterwards, and the first researcher recoded all the responses based on the discussion.

We also came up with two additional taxonomies (Social Interaction and Device) that reflected the new web landscape and practices in which web users engage today.

In what follows, we discuss all these different taxonomies (old and new) separately.

Purposes of Web Activities: More Understand Activities

In the original study, researchers grouped important information-seeking behaviors in 3 categories, reflecting the purpose of the activity:

• Compare/Choose: The user evaluates multiple products or information sources to make a decision. For example, one participant compared the prices and features of several pieces of specialized scientific equipment in order to decide which one to purchase.
• Understand: The user gains understanding of some topic. For instance, one participant reported that he decided against starting the Keto diet based on the information that he had found online.
• Acquire: The user looks for a fact, finds product information, or downloads something. For example, one participant looked up the steps to perform CPR. (The original study called this category Find.We chose to rename it, because the Xerox PARC researchers used the same label again elsewhere with a different meaning.)

Our data indicates that today’s web users engage more frequently in Understand information-finding activities and less in Compare/Choose activities than before. In the 1997 study, only 24% of the activities fell in the Understand category; in contrast, in our study this category received most responses (40%). (The difference was statistically significant, p < 0.001).

In 1997, the most popular category, accounting for more than half of the responses (51%), was Compare/Choose. In our study, only 36% of the responses were classified as Compare/Choose. (This difference was statistically significant, p < 0.001.) The third category, Acquire, comprised 24% of responses (similar to 1997, which was 25%).

The increase in Understand responses may be due to the fact that online content has become comprehensive and easy to access due to search improvements. Back in 1997, if you wanted to learn about a topic, you would probably have gone to the library, but today most people would just look it up online.

Why did the proportion of Choose/Compare activities decrease since 1997? This may be an artifact of our coding approach. We found that our survey participants often engaged in activities that fell in multiple categories; for example, a user reported “I researched what could help with psoriasis and then I bought a cream that I found online.” Though the primary purpose was to research the topic, it is likely that he also compared and chose from several options, though a possible comparison between different creams was not mentioned explicitly. Our code captured only the primary purpose that users stated clearly and had a critical influence on their decisions or actions.

So it isn’t that the proportion of Compare/Choose activities has necessarily decreased, but rather that the Understand activities have become more common than in 1997 and that Compare/Choose behaviors are now often an immediate consequence of Understand.

Content Types: Wider Variety of Important Online Content

In agreement with our finding that Understand activities have become more prevalent, we also found that the content that people viewed as critical had become broader, falling into 13 distinct content categories, compared to only 10 in the original study (which were transformed into 9 categories in our classification, after combining 2 of the original categories). In our study, 14% of the responses fell into the 4 new content categories that we identified.

The new content categories were Entertainment, Hobbies & Interests, Home & Families, and Pets. We combined the original Business and Job Search categories into a new category, Work. We also broadened and renamed the Medical category as Health and the Travel category as Planning.

Content Taxonomy and Examples

Categories	Examples
Education	I searched for grad school online. I went through as many google search pages as possible. Over 25 pages before I started sending query emails.
Finance	I researched best travel credit cards. I started with travel bloggers that I follow, to websites like NerdWallet and continued my research further to make my decision.
Health (former Medical)	I researched and found a new dermatologist whose office accepted my new insurance.
News & Politics	Found information regarding a new voting process.
People	I found out that my friend has passed away and then attended the funeral.
Planning (including event scheduling — former Travel)	I researched travel options online and decided to go with Airbnb instead of hotels.
Product Info & Purchase	Researched the best kayak for me then made a purchase.
Work	I was searching for a job and got to know about the job where I am working currently.
Entertainment (new)	I looked up a movie on Flixster which determined the movie I went to by watching the trailer and then looking up the playing times available.
Hobbies & Interests (new)	I was trying to set up a YouTube channel, and searched various tips and tricks for video editing. I created about ten using a software I had purchased.
Home & Families (new)	We were evaluating our cable/internet service. We researched options online to determine the best fit for our needs.
Pets (new)	Recently researched different dog breed prior to acquiring my golden retriever.
Miscellaneous (content that does not fall in other categories)	I found out the process for renewing my auto registration and how to update my address with the DMV.

Overall, Product Information & Purchase was the type of content most often mentioned (30% of all responses), followed by Health (19%). The results didn’t change significantly compared with the 1997 study, when 30% of the responses fell into Product Information & Purchase and 18% of the responses were classified as Medical. Though the Internet has grown a lot, it’s remarkable that these two main content categories still were involved in almost half of reported critical incidents.

In contrast, the Work and People categories saw major drops from the old study to the new. It’s probably not the case that respondents work less today but Work as a percentage of all critical internet use has dropped because there are now so many more options for nonwork use. The drop in People from 13% to 3% is partly (but only partly) compensated by the 7% of cases falling into the new Home & Family category, since some of the family-oriented use might previously have been considered people-oriented.

We observed that certain content types tended to be associated with specific purpose categories. For example, for Product Information & Purchase, 47% of the reported activities fell into the Compare/Choose category, but 75% of the Health responses belonged in the Understand category.

How the Information Was Acquired: The Growth of Passive Information Acquisition

The 1997 study reported 4 different ways in which the information was gathered: two categories (Find, Collect) were active and usually driven by an explicit information need that the user had (e.g., a specific question) and the other two categories (Explore, Monitor) were passive, meaning that the user was not actively seeking out the information. Explore activities referred to finding the information accidentally while browsing the web, without actively looking for it (e.g., a user found out about graffiti on Venice Beach while reading news and went out to clean it), while Monitor activities involved repeatedly going to a website in order to check for new or updated information.

In both studies, the majority of the information was accumulated through active methods, but we found that a larger proportion of the reported instances in the new study involved passive information acquisition (14% versus only 4% in 1997 — the difference was statistically significant, p < 0.05).

We found that Monitor activities were virtually nonexistent in 2019 — possibly because people did not provide us with enough information in order to determine whether they had visited the site repeatedly or not.

Instead, we identified another type of passive information acquisition: notifications (grouped in the new category Notified). Activities in this category were triggered by notifications — received through text and email messages or push notifications on smartphones (e.g., a user reported “Fandango sent me an alert saying that they had an early showing for Shazam, so I told my friends, and we immediately got tickets”). However, Explore activities still had the largest share among the passive information acquisition (83%); only 17% of the reported passive incidents fell into Notified.

Social-Interaction Patterns

In our study, we also asked users whether they interacted with anyone during the reported incident. We divided responses into 6 different categories; this taxonomy was not present in the original PARC study.

Social-Interaction Taxonomy and Examples

Categories	Definitions	Examples
Collaborate	Work together with others during information seeking or decision making; each person has a say in the final decision.	I was shopping with my parents and we collectively decided to leave and go to Total Wine.
Inquire	Ask someone for more information; the person doesn't have a say in the final decision.	I emailed the company by filling out a form on the website and they responded back by the next day with very in-depth information.
Informed	Be informed by others via online means.	Tennis balls are not good for dogs, a friend lost her dog, we got rid of all tennis balls. It was a chat with friends on Facebook.
Share	Inform others.	I shared the information with the friend who supplied me with the apricots, via email.
Execute	Carry out an action through social interaction.	I called to make my purchase.
No interaction	No social interaction mentioned at all by the respondents.

28% of respondents reported accompanying social-interaction behaviors while making important decisions based on online information. Inquire was the most reported social-interaction activity (15%); the other types of social interaction were relatively low (under 6%).

Social-interaction patterns also showed a relationship with the type of content involved in the activity. For Product Info & Purchase decisions, though only 20% of instances had accompanying social-interaction behavior, 67% of their social interaction was Inquire. This makes sense — someone trying to make a decision about a purchase may have specific questions for a company representative or an existing customer.

In contrast, for News & Politics, 39% of responses reported accompanying social-interaction activities, but all of them were Share. For example, a respondent saw a blizzard warning in her city and shared the information with her mom: “I talked to my mom on the phone who lives in a different state to let her know not to worry since it was all over the news.”

Device

Another taxonomy that was new to the 2019 study referred to the device used during the reported incident. We defined 4 categories: desktop/laptop computers, smartphones, tablets, and multiple devices.

We found that most of the critical incidents (42%) occurred when people were using their smartphones — critical smartphone use was higher than critical desktop use (p < 0.05), which was somewhat surprising. (This result seems to contradict our finding that the activities done on mobile are rated as less important than those carried out on computers; the reason for this difference likely lies in the fact that smartphones are available at all times and tend to be used more than bigger devices — thus, it’s possible that it was easier for people to remember activities performed on a smartphone than activities performed on a computer.)

Only 6% of respondents relied on tablets to get online information to make important decisions. Multiple-device usage was also common, with 20% of our respondents using 2 or more devices during their incidents.

Different content types tended to be associated with different devices. For example, for the Product Info & Purchasecontent type, the distribution of device usage was relatively even: 39% smartphone, 29% desktop/laptop computers, and 24% multiple devices. In contrast, for the content type Health, 54% of the decisions were based on the information found on mobile phones. Most Work activities (more than 50%) were carried out on desktop/laptop computers.

Conclusion

Information technology has changed dramatically since 1997. But has user behavior? And in particular, has the impact of the internet on our lives changed in any ways? Our study has determined that the Internet has become a primary, influential source of information — the majority of the activities that people carry out on the internet are related to gathering knowledge and understanding a topic. 22 years ago, most important, memorable Internet-related activities involved comparing and choosing among different products or sources of information in order to make a decision. Even though these types of activities are still very present today, they are often a byproduct of educating ourselves and gathering knowledge about a topic. Also interestingly, a good chunk of the information we gather on the internet is passive — we’re not even looking for it, it’s simply delivered to us by virtue of notifications or discovered accidentally during browsing. (The passive information gain is possibly related to the Vortex — as we’re spending more and more time on the internet, jumping from one site to the next, we inherently discover more information that we’re not looking for.)

We also discovered that today, critical-internet usage is often a social activity — it involves more than one person. That’s likely due to the ubiquity of smartphones: everyone is always connected, within one-tap reach, and can quickly chime in with an opinion or with a piece of information whenever needed. (Also, there are many more services now for connecting with other people through technology.) Last, but not least and not surprisingly, many, many critical activities are carried out on phones today. It’s not the case that people will do every type of task on a small screen, but many of the important and memorable tasks are done (or at least partially done) on their phone. The ability to start an activity on one device and seamlessly continue it on another is, thus, crucial for a good user experience.

Given the growing importance of information-gathering activities, a big implication is that sites need to go beyond merely providing alternatives to users and focus on providing good content that educates them. Content is why users come to your site. Even on an ecommerce site, appealing visual design won’t persuade users to purchase — but comprehensive content that clearly and understandably explains product benefits will. Good and credible content can help users gather the information they want quickly and further increase their awareness of your brand.

A final point relates to the concept of critical use, as opposed to average use. Many methods to analyze what users do on a website will be dominated by less-important use cases, since average problems tend to occur more frequently than truly important ones. Thus, if you only go by pure statistics, you may end up designing to support people’s less important needs and provide poor (or nonexistent) support for their most crucial needs. We strongly recommend that you conduct research to gain an understanding of your customers’ most important needs and design with those in mind, even if they are not as frequent.

Reference

Morrison, J.B., Pirolli, P., and Card, S.K. (2001): 'A Taxonomic Analysis of What World Wide Web Activities Significantly Impact People's Decisions and Actions.' Interactive poster, presented at the Association for Computing Machinery's Conference on Human Factors in Computing Systems, Seattle, March 31 – April 5, 2001. (Warning: link leads to a PDF file.)

Employers can’t expect their hires to already be finished products when they walk through the door. Their growth is up to you and how you establish your workplace.

By establishing a workplace that encourages communication and balance, you can draw out the productivity within your employees and help them achieve job satisfaction within your company. The workplace should stimulate the growth of skills to promote a stable and productive work setting.

When selecting the people that will comprise your workforce, bringing in employees with the right technical skills isn’t enough. The people you hire have to be able to use their interpersonal skills in different settings while working in tandem with other individuals.

Here are seven behavioral or interpersonal skills that you should zero in on when establishing the culture in your company:

1. Communication

Communication is a very broad topic that can cover different situations and participants. Of course, it’s vital with shared workplaces and responsibilities, like when your employees collaborate on projects.

The goal of properly functioning as a single unit instead of several individuals with different work patterns is a necessity. In addition, employees must adapt to the culture set by their employer.

Clear communication is vital in establishing work culture and patterns in an office space or a similar environment.

Technology can be used to facilitate good communication between team members and management. Some software platforms have built-in features that allow employees to work together more easily. By using these kinds of platforms, employers can monitor project progress and ensure that communication standards are followed

Asana is a great example of collaboration software you can use to coordinate on tasks. Managers can assign tasks and quickly see what all the different teams are working on as well as due dates and progress. Employees can ask questions, make comments, and attach files. You can add followers to relevant tasks and get notifications through email or the app when you are mentioned in comments. Communication between managers and coworkers is made a lot easier by organizing it all in one place that everyone can see.

There are a lot of great features on our ProSky platform as well! The Desk is a great collaboration feature that allows you to evaluate your candidates and employees in a team or individual setting. It also includes all the tools you will need to create and complete a project as a team or individual. As a manager, you can go in and out of the project at any time to see what is being worked on, who's coming up with brilliant ideas, who stands out as a leader, and even who is nonexistent. You can also set milestones and give employees constructive feedback on their projects right from the hub.

In a study conducted by Pepperdine University, qualities like the level of ambiguity and autonomy have been observed to be directly related to the overall personality of the workplace, so everyone should be informed about the type of workplace they are situated in. For example, employers should continually encourage their workers to speak up about vague sections of their assignments and to ask about whatever they do not understand.

Being receptive to questions this way ensures that employees do not hesitate in clearing up their misconceptions and take initiative in comprehending their contribution to the company. This helps to improve communication on both ends.

2. Conflict Resolution

At points of imbalance and friction, your employees have to be able to confront the tension between themselves and resolve whatever disagreement arises. This can be seen as an offshoot of communication, though it is a distinct skill that can be hard to develop due to hesitation and the intimate nature of the workplace.

The worst habit to breed is ignoring these conflicts to the point that they grow and spread like wildfires, damaging relationships and the productivity of both individuals and the team.

Employers should remain aware of potential conflicts and be active in entering and facilitating these more emotional interactions.

One way to accomplish this is through the use of a continuous feedback system. Try sending out pulse surveys on a regular basis throughout the lifetime of a project to gauge employee mood. Track these results over time to see if things are going smoothly or if changes need to be made. This is a great way to receive feedback and opinions on things that can be done to improve the culture or workplace environment.

Actively teaching conflict resolution methods and helping employees develop this skill is important to providing a safe and positive workplace for your employees. Teach them to approach conflicts head-on and not let things fester. Training employees in management on proper ways to deal with 'bad' employees will keep conflict contained.

By setting the example as an employer, you will help guide employees to constructively discuss their issues and remain focused on what’s best for their team and company. Over time, your workers will learn to see the bigger picture when they harbor misgivings.

3. Organization and Able to Balance Work and Life

Although employers would like for their employees to devote as much time as they could to their work, pressuring them to work as much as possible is an old tale of disaster. Mental fatigue and physical frailty follow strenuous work schedules, and no worker will be nearly as capable or stable in that condition. Instead, you’d do better to cultivate an environment of balance, a self-awareness of one’s limits and health in order to work most effectively.

To create a balanced work environment, encourage employees not to take work home with them! You can try restricting work-related emails and calls to certain hours as much as possible.

Encourage employees to focus and give 100% effort during work time, then allow them to focus on personal life outside of work hours will help them keep the work-life balance clear.

Something you can try is implementing a flexible work schedule. At our company ProSky, there are no 8-5 office hours. Instead, employees are given due dates and the freedom to manage their schedules. As long as they complete tasks and hit their deadlines, they can choose how they want to spend their time. For example, they might work less one day and go to their kid’s soccer game because they finished a task early, or they might have to put in a few extra hours over a weekend to complete a complex task.

Try different things to improve work-life balance. Not only will your people work more efficiently, but they also can appreciate their position as something more than a financial necessity. There are many ways to encourage balance, from allowing flexibility in work hours to simply encouraging breaks on a consistent basis. By trusting your workers to find their individual balance, they can draw out their productivity by their own will instead of by external pressure.

4. Time Management

An often underrated attribute of employees, time management doesn’t refer to an employee’s ability to make a deadline, but the organization and execution of their work to complete tasks on time. While this depends more on the skills and habits of the worker, you can help develop your people’s time management skills during their performance.

Removing distractions such as cell phones and social media is one way to ensure employees stay on schedule, but in cases such as remote work from home or outside of traditional office spaces, you will have to focus on promoting good practices through more subtle means.

For example, staggering your assignments into multiple milestones or goals can help guide your workers as well as push them to see the proper pace to complete the project. Separating work into these segments convinces your workers to see certain assignments and tasks as more immediate. You can also repeatedly give time management tips, such as focusing on the most difficult task first thing in the workday, in means such as announcements, emails, and notes. These regular check-ins are a great way to help employees develop time-management techniques to improve their performance over time.

5. Self-improvement

Life in the workplace should not enforce the status quo or stagnation: there should be a constant need or desire for improvement. Complacency leads to a perception of repetition, which is the staple of a job perceived as unchallenging or as a grind. Your staff should be improving to avoid both the frustration of inexperience and contentment with their work.

Good employees want to grow and be challenged. They want to learn new skills and reach new heights of performance.

On the upper end, you can give your workers the tools and mindset to aim for improvement by observing their behavior, work habits, and production. From there, provide feedback and criticisms that they can use to benefit their next assignments, such as sloppiness, tardiness, lack of focus or participation.

An essential part of promoting improvement is to relay to your workers that failure should not be obsessed over, but instead should be considered a bump in the road towards a better result and a better them.

6. Stress Management/Resilience

While balancing the various forces and activities in your daily life is a valuable life skill. It is a subtly different matter learning to fight through the heavier stress from your job or other life factors, whether it be from piling workload or unexpected tragedies.

The most common advice may be to relax or to turn your attention to another activity, but the more constructive approach is to develop resilience to stress in general.

Your employees have to learn how to confront the problems the stress is originating from and actively work to resolve it.

The American Psychological Association has detailed several resilience strategies for those undergoing intense trauma or stress, but you as an employer can play a hand in helping employees deal with workplace stress. Help develop resilience in your employees by encouraging the previous skills related to balance.

In addition, your reminders for breaks can be supplemented by discussions about topics unrelated to work. From friendly chatter to meaningful talks about life, being involved and involving others builds substantial relationships in the workplace and strengthens everyone towards further adversity.

7. Patience

Perhaps one of the less conventional skills on this list in its passivity. However, with the faster-paced culture reinforced by technology, it is easy to forget amongst the new generation that achieving a satisfying position with full purpose takes time, as this interview with Simon Sinek reveals.

While entry-level jobs can be inadequate to many job seekers, reaching the heights where they can use their full potential requires years of growth, experience on the job, and intimacy with their field.

Help employees see the long-term benefits that working for your company will bring by helping them develop a career pathway.

Being transparent about the opportunities available to them through training, completing projects, developing skills, and reaching milestones will be an important motivator to keep employees engaged with your company.

As an employer, Pathways can help you practice patience by:

• Encouraging talent-fulfillment - Because you know what skills are needed to succeed, you will be able to prepare training programs for employees that will fill those roles.

• Planning out a long-term hiring strategy - Pathways lets you know when to hire for important roles that cannot wait for employees to be trained.

• Preparing for company growth - As the company grows and expands, you will know which employees are well-developed enough for future leadership positions.

This type of career pathway is also a great way to show employees the results that their patience will bring in the future. Employees need an angle to see that the years and busywork that they might not find appealing or useful will ultimately lead to an understanding of the field or the foundation of a skill set that they need in their future career.

To recap, the 7 behavioral/interpersonal skills that will help you establish a great company culture are:

Dialectical Behavioral Therapy Training

1. Communication

36 Labeling Emotionsdialectical Behavioral Training Reliaslearning

2. Conflict Resolution

Dialectical Behavioral Therapy Dbt Techniques

3. Work-life balance

4. Time-Management

5. Self-improvement

6. Stress Management

7. Patience

By emphasizing these seven traits in your workers, you can lay the groundwork that encourages effective interaction and consistent work-life balance. In their search for a fulfilling field of work to call their own, employees will welcome your flexibility and initiative to help them grow and succeed. They’ll view your company as more than just a source of income: it’ll be a welcome part of their identity and an outlet for their effort and creativity.

Get started with hiring your amazing team with behavioral skills to boot! Sign up for a demo with ProSky today and see how our platform can help you make sure candidates have these skills before hiring.