Articles by: admin 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.
Studiul despre diversitatea de gen în leadership-ul românesc realizat de HART Consulting împreună cu Adina Bigas, ASEBUSS și EXEC-EDU a urmat 3 piloni si este primul studiu comprehensiv de acest gen.
Deseori, clienții Hart Consulting solicită suport în identificarea angajaților cu potențial înalt. Acest material a fost realizat în folosul clienților noștri. Identificarea corectă a talentelor este un proces crucial pentru succesul unei organizații. Studii recente arată faptul că organizațiile care au o pepinieră de talente bine dezvoltată au de 13 ori mai multe șanse de a avea rezultate superioare decât competitorii lor.
We’re excited to announce that we’ve established a new strategic partnership with the International Coach Federation (ICF) as an assessment provider for the organization.
The partnership will combine the market-leading strengths of each organization and place Hogan in front of 24,000-plus ICF members in more than 130 countries while providing ICF with the predictive power of Hogan’s assessment suite developed over 30 years of experience with data from millions of global leaders.
We’re excited to announce that we’ve partnered with Sirota, a world leader in employee engagement, to develop the Engaging Leader Report, an in-depth approach to organizational engagement.
Employees are fully engaged and motivated when they first join an organization. However, extensive research indicates that these naturally occurring high levels of engagement and enthusiasm drop by an average of 20 percent after the first six months. The primary reason for this engagement decline is ineffective and disengaging leadership.
Millennials are hard to understand and are often categorized by their generational stereotypes of laziness, entitlement, and materialistic. As generations work together, they tend to disagree on how the professional world operates.
We outline how similar Millennials are to other generations and explain why based on Hogan research. Additionally, this ebook provides three suitable ideas to help improve employee engagement across the generations.
Competencies are the key to talent. Whether you are looking for a new job or a promotion, employers will try to evaluate how well your talents fit with a given role. But what competencies are employers looking for today, and how do they measure them? We ouline how Hogan can ensure that companies acquire the right people for their workplace with Hogan Configure. It is a three-step process that helps employers compare candidates.
What does it take to be a good leader? One reason that’s such a perennial question is because it’s so hard to answer. Many of our opinions about leadership are based on subjective experiences rather than the full breadth of psychological research in the field. We may think we know what qualities we value in those who lead us—and why—but companies and entire countries keep pushing less than stellar leaders into positions of power. How come?
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.
In June, an article in Time magazine delved into the use of assessments in employee selection. It wasn’t the first time the mainstream media has found a story in assessments, and it probably won’t be the last. The article added some interesting thoughts to the ongoing dialogue, providing examples of companies that use assessments and why they believe in the tools and tying the use of assessments to the growing Big Data trend in business. However, it also reiterated much of what’s been said before, including the common lament that assessments are a “black box” and that relying on this kind of data is somehow more fraught with the potential for error than relying on other selection tools, such as in-person interviews.
