COVID-19 and the Virtual Workplace: How Can Personality Assessment Help Your Business During Turbulent Times?

With concern about the spread of COVID-19, more companies are choosing to allow workers to office remotely; Remote work isn’t a new concept. Over the past couple of years, with the increase in demand for a flexible workplace and the development of more advanced AI technology, many companies are choosing to offer employees the option to work virtually. VR conferencing; communication platforms such as WeChat, Slack, and Skype for Business; and apps for managing remote work and workers make remote work feasible and just as easy to manage as working in an office.

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Engaging a Multi-Generational Workforce

*This is a guest post authored by Lynne Cruickshank, senior consultant at Peter Berry Consultancy (PBC).  A clear link has been established between how leadership drives engagement, which in turn drives performance. However, one of the challenges that leaders face is how to engage a multi-generational workforce that consists of people who differ in their perceptions and approach to work. Through developing an understanding of the unique motivators, drivers, and values of their workforce, leaders can identify the kind of approaches and work environments that are most likely to engage and motivate their employees from all generations. So, what motivates different generations? Research conducted by PBC revealed that people from younger generations in the Australian workforce (i.e. Generation Y [born 1978-1992] and Generation Z [born 1993-present]) tend to have distinctly different values and motivators compared to those from older generations (i.e. Generation X [born 1965-1977] and Baby Boomers [born 1946-1964]). Read More »
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8 Common Personality Types

When discussing personality, it’s common to hear people refer to themselves or others as “Type A” or “Type B.” Or, for those who have taken the Myers-Briggs Type Indicator, acronyms like ISTJ or ENTP or INFP are so commonplace they frequently show up in online dating profiles.

At Hogan, we’ve historically steered away from labeling people as a certain “personality type” based on their assessment results. The primary reason for this is that personality trait scores lie on a continuum and dividing people into convenient buckets sacrifices precision. Further, even two people with highly similar personality profiles can be dramatically different from each other if they only differ on a single scale.

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Leaders around the World: Who Comes out on Top?

*This is a guest post authored by Adrian Chew, principal consultant at Peter Berry Consultancy (PBC).  Globalization and the expansion of organizations across international borders have created opportunities and challenges for current and future leaders. As a consultant, psychologist, and coach, I am excited to see more organizations around the world investing in psychometric and multirater feedback data for leadership development. Having reputational data available can be tremendously helpful to leaders for understanding and narrowing down key areas to focus on for development. Many multirater assessments allow leaders to compare themselves to other leaders around the world using global benchmark scores (for example, the Hogan 360, powered by PBC, does this). Having the ability to use benchmarks to understand how leaders differentiate themselves is great, considering how globally connected we are. But given how diverse we are from country to country and culture to culture, are we missing any critical nuances that need to be considered when supporting our leaders and managers in their development? Read More »
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