Practicing Trust at Work

By Dr. Scott Davies

Trust is one of the most valuable yet often overlooked assets in the modern workplace. Research consistently shows that high-trust organizations experience greater employee engagement, stronger collaboration, and improved financial performance (Schoorman, Mayer, & Davis, 2007; Dirks & Ferrin, 2002). Yet, identifying and cultivating trustworthiness in employees remains a challenge for many HR leaders. Fortunately, advancements in psychometric assessment and predictive analytics, such as those employed by PointLeader EXP, are transforming how organizations select and develop employees for trustworthiness.

Why Trustworthiness Matters in Employee Selection

The selection process plays a crucial role in shaping an organization’s culture of trust. Studies indicate that employees with high integrity and reliability are more likely to engage in ethical decision-making, exhibit accountability, and contribute to a positive work environment (Colquitt, Scott, & LePine, 2007). However, traditional hiring methods often fail to accurately assess trustworthiness, relying instead on subjective judgments or unstructured interviews that introduce bias.

PointLeader Predictive Analytics, Inc. EXP addresses this gap by leveraging scientifically validated predictive assessments to measure traits such as honesty, dependability, and ethical judgment. These assessments use robust psychometric principles to identify candidates who are not only technically qualified but also possess the interpersonal and moral characteristics that foster workplace trust.

Developing Trustworthiness: A Data-Driven Approach

While hiring trustworthy individuals is critical, trust is also a developable trait. Research suggests that trustworthiness is shaped by both dispositional factors (e.g., personality, values) and situational influences (e.g., leadership, organizational culture) (Mayer, Davis, & Schoorman, 1995). This means that organizations must take an active role in reinforcing and developing trustworthiness among employees.

PointLeader EXP goes beyond selection by providing personalized development insights to help organizations build a high-trust workforce. By integrating behavioral analytics and targeted cognitive behavioral training interventions, the platform enables HR professionals to:

• Identify trust gaps within teams
• Offer tailored coaching for ethical decision-making
• Track progress in employees’ trust-related competencies over time

The Business Case for Investing in Trust

Trust is not just a moral imperative—it is a strategic advantage. A recent study by Great Place to Work (2021) found that high-trust organizations outperform their low-trust counterparts in profitability, employee retention, and innovation. Moreover, research in behavioral economics highlights that trust reduces transaction costs, enhances collaboration, and strengthens employee commitment (Kramer, 1999).

By using PointLeader EXP to select and develop trustworthy employees, organizations can create a culture that drives sustainable success. With its foundation in behavioral science and predictive analytics, PointLeader EXP empowers HR leaders to move beyond intuition and make data-driven decisions that build a resilient, high-trust workforce.

Conclusion: The Future of Trust in the Workplace

As organizations navigate an increasingly complex business landscape, trust remains a non-negotiable asset. The ability to identify, measure, and develop trustworthiness is no longer an abstract ideal but a tangible, evidence-based strategy for business success. Leveraging cutting-edge tools like PointLeader EXP, HR leaders can ensure that trust is not left to chance—it is deliberately cultivated, measured, and optimized for long-term organizational growth.

Are you ready to make trust the foundation of your workforce? Let’s start the conversation.

References

• Colquitt, J. A., Scott, B. A., & LePine, J. A. (2007). Trust, trustworthiness, and trust propensity: A meta-analytic test of their unique relationships with risk-taking and job performance. Journal of Applied Psychology, 92(4), 909–927.
• Dirks, K. T., & Ferrin, D. L. (2002). Trust in leadership: Meta-analytic findings and implications for research and practice. Journal of Applied Psychology, 87(4), 611–628.
• Kramer, R. M. (1999). Trust and distrust in organizations: Emerging perspectives, enduring questions. Annual Review of Psychology, 50, 569–598.
• Mayer, R. C., Davis, J. H., & Schoorman, F. D. (1995). An integrative model of organizational trust. Academy of Management Review, 20(3), 709–734.
• Schoorman, F. D., Mayer, R. C., & Davis, J. H. (2007). An integrative model of organizational trust: Past, present, and future. Academy of Management Review, 32(2), 344–354.
• Great Place to Work. (2021). The Business Case for a High-Trust Culture. Retrieved from [company website].

About the Author: Dr. Scott Davies is the founder and CEO of PointLeader, Inc., a successful talent management research and assessment development firm focused on improving target outcomes for organizations and their members. He received his PhD in I/O psychology from The Ohio State University and is well known for his work as an applied research scientist and assessment validation expert. You can contact Scott via email at [email protected]