The Impact of Behavioral Assessments on Club Culture: A Conversation with Jodie Cunningham

When it comes to hiring in private clubs, speed often matters—but so does precision. Every new team member shapes the member experience and, in turn, the overall culture of your club. That’s where behavioral assessments can make a significant difference.

On a recent episode of the Crushing Club Marketing podcast, Ed Heil sat down with Jodie Cunningham, owner of Optimus Talent Partners and a certified Predictive Index partner, to talk about how clubs can use behavioral insights to make better hiring decisions and build stronger teams.

Looking Beyond the Resume

No matter the industry, traditional resumes only offer a limited view of a candidate’s potential. They might tell you where someone went to school or how many years they’ve worked in “food and beverage,” but they won’t show how a person communicates, responds to pressure, or fits into a team.

“Resumes show you history, not behavior,” Cunningham said. “They don’t tell you if someone is going to thrive in your environment.”

This distinction matters in private clubs, where roles often demand more than just technical expertise. Especially in high-member-contact positions, emotional intelligence, adaptability, and communication style play a huge role in success.

The Foundation: Understanding Your Own Culture

Before you can hire the right person, you have to understand what "right" means for your club. Cunningham pointed out that many clubs start hiring without first getting clear on what their environment actually looks like—and what kinds of people succeed there.

It’s not about creating a one-size-fits-all profile. It’s about understanding what behaviors align with your unique culture. A highly structured, traditional club will need something different than a casual, fast-moving one. That clarity upfront can prevent costly hiring mistakes down the line.

Why Hiring Missteps Hurt More Than You Think

Hiring the wrong person isn’t just a financial hiccup, it affects morale, team dynamics, and member satisfaction. “It’s not just about training costs,” Cunningham explained. “It’s about the emotional energy spent trying to make it work.”

A poor culture fit can throw off an entire department. One person who isn’t aligned with the team can lower productivity, create friction, or even drive strong employees to leave. That’s why Cunningham encourages clubs to move assessments earlier in the hiring process—before time and energy have been invested in the wrong fit.

What Behavioral Assessments Actually Reveal

Tools like the Predictive Index are designed to uncover how people naturally operate. Do they prefer to work independently or collaboratively? Are they proactive or methodical? Task-focused or people-oriented?

These assessments aren’t about judging candidates—they’re about matching strengths to the role. “It’s not about whether someone is good or bad,” Cunningham said. “It’s about whether they’re aligned with what the role and the club require.”

Cunningham also emphasized that hiring shouldn’t fall solely on HR, or in many cases, a department head without much support. Instead, she encourages clubs to think of hiring as a strategic function that deserves dedicated attention.

She emphasizes this by saying how “every club needs a talent quarterback.” She explains, “someone who’s thinking about hiring not just for today, but for what the club needs in the future.”

Cunningham also recommends involving others in the process. Whether it’s building a pipeline of future talent through relationships with local schools or encouraging staff to refer people who would be a great cultural fit, recruitment should be a shared responsibility.

When to Use Behavioral Tools? Early and Often.

There’s some debate over when assessments should be introduced in the hiring process, but Cunningham doesn’t hesitate: earlier is better.

“If the tool is easy to access and doesn’t take a lot of time—like the Predictive Index—use it right after someone applies,” she said. This allows interviewers to dig deeper into potential gaps or strengths, rather than waiting until a final decision is already on the table.

Even a candidate’s reaction to being asked to complete an assessment can be revealing. Someone unwilling to engage in the process might not be the right fit after all.

A Tool, Not a Crutch

While behavioral assessments can be incredibly helpful, Cunningham cautions against leaning on them too heavily. “They’re not a magic solution,” she said. “People can stretch, they can grow—but only for so long.”

That’s why it’s important to use assessments as one part of a broader strategy that includes strong onboarding, clear expectations, and ongoing coaching. They’re most valuable when used to spark conversations—not close them.

The Role Doesn’t End After Hiring

Behavioral assessments aren’t just for identifying the right hire—they can also help clubs manage and support employees long after the offer letter is signed.

From helping resolve interpersonal conflicts to identifying future leaders, these tools can guide performance conversations and development plans. If two team members aren’t seeing eye to eye, an assessment might reveal that they’re simply wired differently. That insight can shift how you manage the situation—and potentially save a valuable working relationship.

Predictive Index in Action

Cunningham often works with clubs that use the Predictive Index, a five-minute assessment that offers a clear, actionable picture of a candidate’s natural tendencies. Unlike other personality tools, PI doesn’t box people into categories—it helps clubs understand how someone prefers to work and communicate.

“It gives teams a shared language,” she said. “Whether you’re hiring, onboarding, or managing, it helps everyone work together more effectively.”

Start Small and Build From There

Not sure how to integrate assessments into your hiring process? Cunningham recommends a small pilot. Choose a key role and assess a handful of candidates. See how the data shapes your conversations and how decision-makers respond to the insights.

“Think of it like a test drive,” she said. “You don’t have to commit to a complete overhaul—you just have to be curious.”

The Human Side of Data

At its core, Cunningham’s approach is about using data to support—not replace—human connection. Behavioral insights don’t remove the need for intuition or experience; they simply help leaders ask better questions, reduce bias, and make more confident decisions.

“When you hire people who are truly wired for the role and your club culture, everything gets better,” she said. “Your team is stronger, your members are happier, and your retention improves. It all starts with making better hiring decisions.”