Many business owners and managers have likely found themselves in a predicament similar to the one Eric Sinoway describes in a recent blog for the Harvard Business Review.
By now, most people have heard about Greg Smith, the former Goldman Sachs vice president who resigned in a searing article on the New York Time’s op-ed page. The former investment banker has been making news again this week following the release of a book detailing his experiences at the storied firm.
Mornings aren’t my favorite thing, and the morning these events transpired was particularly early and particularly hot, which meant that I was in a particularly crappy mood.
Here in the Hogan marketing department, we spend quite a bit of time talking about the dark side of personality – the way people experience us when we are at our worst.
Ron Ashkenas recently posted an interesting blog on Harvard Business Review positing two common failures of high potential development programs: (1) employers are uncomfortable tapping some employees for development over others, and (2) managers are uncomfortable maintaining the complex coaching dialogue needed to develop these high potential employees. Ashkenas writes:
As unpatriotic as it sounds: I am not a huge fan of the presidential election cycle. It’s not that I don’t value the power I’m given to choose the leader of the free world, it’s just that I’m not much for the rhetoric, the 15-candidate free-for-all primary debates, or the lazy, only-sometimes-clever Saturday Night Live… Read more »
As a recent alumnus of the job market, I can personally attest to the fact that while there is a shortage of available jobs, there is apparently no shortage of inane interview questions:
The Hogan Personality Inventory was introduced in 1980.