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The "MUST HAVE" HR tool for any size business.

The Omnia profile is different from many of the other personality tests available in the market. The report matches the needs of the role to the behaviours of the individual, and gives you a ‘fit’ score. The reports are highly customised, and we have an application for all of your needs.
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Reduce risk of a bad hire
and develop a team of champions! 

Even the most impressive resume and interview will not always tell you that the candidate is a good match for a specific position, workplace or management style. What are the real costs of a bad hire? Think Omnia. 
VIEW ALL OMNIA JOBFIT PROFILES HERE
  • Reports written by Omnia Analysts
  • NOT computer generated
  • Validated by Independent Research
  • Accuracy rating of 93%
  • Free of age, race, gender and cultural bias
  • Easy to read graphs with clear, non clinical discussion
  • Reduces Turnover
  • Increase Retention
  • Better communication with team members
  • Increased employee satisfaction
  • Increased Productivity / Profitability
  • Affordable Employee Selection
  • Team Building
  • Similar to an IQ Test
  • Test for General Mental Ability
  • Improve your hiring outcomes
REDUCE THE RISK OF A BAD HIRE TODAY
Why use Omnia for Recruitment & Retention? 
  1. Thanks to the benchmarking, we can compare your candidate to your specific performance expectations, workplace/environment, and up to four prospective peer group members. You will also receive compatibility assessment of the prospective manager with tips to the supervisor as to how to focus and motivate the candidate. The Ultimate recruiting companion.
    SELECTION BEFORE HIRE
  2. We compare a candidate to others performing successfully for you in the prospective position, as well as to our own database of thousands of Profiles of people performing well in the same job.
    SELECTION BEFORE TRANSFER
  3. Promotion usually means becoming a manager or a senior manager.We examine the chances for success of both. We compare a candidate to others performing successfully for you in the prospective position, as well as to our own database of thousands of Profiles of people performing well in the same job.
    SELECTION BEFORE PROMOTION
  4. We examine the compatibility of the employee with the demands of the position and the workplace, compatibility with team roles (if any), and compatibility with the supervisor’s management style. We also make specific recommendations for managing the staff member in a style suited to their personality.
    RETENTION
  5. Before undertaking the risks of a professional partnership, it is appropriate that all prospective partners share their Omnia Profiles. Our professional partnering service is sensitised to the need for success, the dangers of a weak link in the partnership, and the temptations to follow stereotypes in making assignments (for example, that he should be CEO and she should do the back office work). When a partnership fails, the collapse is usually followed by a failure in the friendship or the marriage.
    PROFESSIONAL PARTNERING
  6. Some people need leadership roles, while others need to be able to make team contributions. Some are natural communicators, analytics, coaches, mentors, checkers or double-checkers, worriers, wonderers and everything in between. Few managers want a team that consists entirely of followers.
    TEAM BUILDING
  7. Not everyone should be a manager and not everyone has the patience and detail-orientation for research. Determining the right career path to bring on personal growth and advancement is a win-win situation for the employee and the company.
    CAREER PLANNING
  8. Owners of small businesses do not want their children to fail. Not everyone is meant to manage and lead. Often, it can be better to give kids a lesser role and a salary or sell out and give them the money.
    SUCCESSION and PERPETUATION PLANNING
  9. Acquiring a company always means acquiring its personnel (along with its technology, book of business, presence in a new market or complementary industry). Profiling staff before acquisition is desirable, but not always possible. Profiling staff of the acquirer and the acquired allows the acquirer to keep the best of both, and not always achieve business objectives by discharging employees of the acquired company.
    M&A DUE DILIGENCE