Robert Hogan

C. Northcote Parkinson (1909—1993) was a British naval historian, lecturer, and novelist; he formulated his famous law in an essay in The Economist in 1955. Parkinson’s law was intended to describe the behavior of managers in the British Navy and British government, but it is also a pretty good description of work in most organizations. The July 11^th, 2020 issue of The Economist provides an update of Parkinson’s astute generalization about organizational behavior.

The law itself states: “Work expands so as to fill the time available for its completion.” I think there are three psychological explanations for Parkinson’s law. The first is the human tendency to procrastinate, to put off doing things until the last minute. Procrastination itself has several causes including fear of failure, laziness, and, of course, passive aggression (“Don’t rush me!”). But the point is that procrastination is one way to explain Parkinson’s law. A second explanation for Parkinson’s law is the fact that if people complete a task promptly, they risk being assigned a second, and even more tedious, task. The reverse of this situation is, of course, “If you want to get something done, find a busy person.” A third explanation for Parkinson’s law is “impression management”; most people understand the importance of being seen to be working while at work. In this context, it makes sense to extend the duration of each task. Parkinson pointedly noted that managers help other managers look busy by shuffling papers back and forth for review, commentary, and alignment.

Odata cu declararea starii de urgenta si implementarea recomandarilor de distantare sociala, multi dintre noi resimtim acut izolarea sociala. Si este normal, deoarece oamenii sunt prin natura lor, fiinte sociale.

Psihologul Matthew Lieberman a declarat ca nevoia noastra de conexiune sociala este la fel de fundamentala ca nevoia de apa si mancare. In timpuri stravechi, a fi parte dintr-un grup sau trib era esential pentru supravietuire. Astfel, conform teoriilor psihologiei evolutioniste, nevoia de conectare sociala a fost transmisa genetic ca un mecanism fundamental de supravietuire.

Astfel, nu ne surprinde faptul ca reducerea conectarii sociale are un impact asupra echilibrului emotional si asupra sanatatii psihologice. Iar acestea, la randul lor, impacteaza semnificativ eficienta la locul de munca.

Do You Really Know Your People?

Understanding the ins and outs of personality psychology could be the key to unlocking success up and down your organization.

By Robert Hogan, Ph.D., and Ryne A. Sherman

People are the deadliest invasive species in the history of Earth. They have the potential to kill every living thing, and in some cases have already done so. RIP passenger pigeons, western black rhinos, and great auks.

Given the frightful potential of people, then, it might be useful to know something about them. Personality psychology is the “go-to” discipline for understanding people.

But what does it tell us about human nature? Well, the answer depends on who you ask.

Any company that uses reaction time tests to make personnel decisions is fooling itself. These game-like measures simply don’t measure much at all.

You might see this article as an attack on your business practice. Maybe you’ll even find it an affront to your livelihood. I don’t mean to offend, just to tell the truth.

A few years ago, on the promise of revolutionizing the employment screening industry, two companies began using laboratory tasks borrowed from the field of cognitive psychology to accomplish two things: assess individual differences in personality and use the results to help companies make personnel decisions. It’s a tribute to their sales and marketing departments that these organizations are still in business.

This article concerns three issues: First, it describes the reaction time-based cognitive psychological measures these companies use. Second, it shows how the businesses market their products in misleading ways. And finally, it explains why reaction time measures of personality can’t predict the kinds of outcomes employers care about, like job performance, turnover, and workplace safety.

Cat aduce in organizatie un lider ales pe baza evaluarilor de personalitate?

Aproape 800.000 de dolari aduce in organizatie un lider de top care a fost ales pe baza evaluarii personalitatii din perspectiva comportamentelor uzuale, a reactiilor in conditii de stres si a valorilor.

Aceste date reies dintr-un proiect derulat de Hogan Assessments de la una dintre cele mai mari companii din industria ospitalitatii (hoteluri, statiuni si spa-uri).

Oameni diferiti percep acelasi eveniment in moduri extrem de diferite. La locul de munca, acest fenomen devine foarte evident atunci cand este vorba despre performanta scazuta sau esec. Un rezultat considerat satisfacator de catre un angajat poate fi complet inacceptabil pentru seful sau. Cand un proiect este un esec fara echivoc, membrii echipei nu reusesc mereu sa cada de acord asupra motivului nereusitei. Aceste reactii, si efectul lor asupra relatiilor dintre colegi, devin adesea mai problematice decat evenimentul original. Astfel, modul in care persoanele raspund la feedback negativ are o mare importanta pentru manageri si organizatii – totodata fiind un determinant major al succesului in cariera.

Oameni si bani

Studiile din ultimii 10-15 ani demonstreaza ca organizatiile cu lideri eficienti au sanse de 13 ori mai mari sa depaseasca rezultatele competitorilor si cu pana la de 3 ori mai mari sa retina in interior angajatii talentati. Personalitatea CEO-ului companiei este raspunzatoare cu pana la 30% in variabilitatea profitului, adica un impact mult mai mare decat il are industria in care activeaza firma (impact in variabilitatea profitului de 6%). (Mackey, A. 2008, the effect of CEOs on firm performance. Strategic Management Journal)

The personality assessment industry has experienced exponential growth in recent years. Once a common tool for selection purposes, assessments have significantly increased in popularity in the learning and development community.

People are your competitive advantage. In a business environment where most companies have access to the same resources and technology, successful companies must differentiate themselves from the competition. By using assessments, organizations can effectively identify employees’ work strengths, shortcomings, and core values, ensuring you get the most from your employees, and they get the most out of their careers.

Studiu realizat de echipa Facultății de Management din cadrul Școlii Naționale de Studii Politice și Administrative (SNSPA) pe baza analizei a peste 7500 de profiluri psihologice din generația Millenials și generații mai vârstnice aflate în baza de date Hart Consulting, folosind metodologia Hogan.

Our habits define us. But how true is this for our digital habits? Are we the same online as offline? In the early days of the internet, it was probably safe to assume that our online behaviours did not reveal much about our real-world personas. This notion was popularised by the “on the internet, nobody knows you’re dog” caption of a famous New Yorker cartoon.