During the past few months, we all have experienced heartbreaking events and challenges related to the COVID-19 pandemic. During the past two weeks, it has become impossible to ignore another crisis, which the American Psychological Association labeled a “racism pandemic.” Sadly, the racism pandemic has been and continues to be a much more enduring, primary, intractable, and destructive one, which most recently was highlighted by the murder of George Floyd by a police officer.
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We’ve all experienced that feeling of excitement and energy on the first day of a new job. The feeling that emerges after walking through those doors is almost entirely dependent on the organization and its selection and onboarding processes. Many resources from Hogan discuss the importance of selecting the right candidates, including a variety of case studies from clients who have successfully implemented our assessments in their selection processes. But onboarding, while tremendously important, is often overlooked as a factor in the success of new hires.
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The COVID-19 pandemic has shed light on how critical essential and frontline workers are in supporting the health and safety of our communities. Essential organizations and industries are hiring in large numbers to keep up with the demands of their customers and stakeholders. These new demands also require organizations to implement new policies to ensure their customers and workers are healthy and safe from potential infection. Now more than ever, essential organizations need methods to identify workers capable of following and adapting to these new safety policies.
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Last weekend, I did something I never thought I’d do. I donned personal protective equipment to run a basic errand. I put on gloves and a mask, and in spite of the warm spring weather, I even wore long sleeves to cover as much of my skin as possible. It felt like I was walking into an operatory for surgery, not like I was walking into a liquor store to pick up a bottle of wine.
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COVID-19 continues to upend our daily lives. Hundreds, if not thousands, of people die daily, millions of jobs are lost weekly, and people continue to adjust to a new world. So much has changed within the past few months. It is fair to ask if people are changing too. We examined this question empirically using personality and values assessment data collected over the past 15 months.
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The quality of people’s lives depends on their careers. The quality of people’s careers depends on the organizations in which their careers are embedded. The success of these organizations depends on their leadership. The effectiveness of the leadership depends on the characteristics of the people in leadership roles. Ultimately then, personality drives leadership, leadership drives organizational performance, and who is in charge matters greatly for the fate of organizations and the people in them.
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Hogan Assessments is proud to introduce the official Hogan WeChat account. Used by most companies with a footprint in the China market, WeChat is a multipurpose app developed by Tencent with more than one billion active users who span the globe.
Hogan’s WeChat account will feature unique articles, written in Simplified Chinese, about Hogan and personality assessments with the goal of educating the China market and Chinese audiences about the Hogan’s talent management solutions.
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*This post was authored by Hogan’s Brandy Agnew and Wendy Howell.
At Hogan, we define leadership as the ability to build and maintain a high-performing team. And high-performing teams consistently outperform the competition. You want your team to be one of those, right? We don’t know what impact the current pandemic will have on our businesses, but we do know that high-performing teams are critical to our success. Read More »
Working from home is a not a new experience for many employees. In the United States, 50% to 70% of jobs can be done from home, but the number of remote workers is actually much lower. This trend is mirrored around the globe. That is, the actual number of remote workers trails the number of jobs that can be done remotely. At least, this was the trend before the current situation we find ourselves in with the COVID-19 crisis. What we have seen recently is that the COVID-19 pandemic has forced many workers and organizations to officially make the shift to a remote working environment.
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As governments around the world are under increased demands to reopen, leaders everywhere are making decisions in the face of staggering uncertainty and conflicting information. In many ways, the decisions that first closed down businesses and quarantined cities, although certainly difficult, were much easier exercises in short-term decision making and execution than those that leaders will have to make for the longer-term journey.
And now everyone is asking, what will this “new normal” look like?
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