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To say the current talent market is competitive might be an understatement. Concerns about the skills gap have intensified as the number of open jobs has grown considerably in the past year and a half. Meanwhile, the unemployment rate has also risen, and many workers have been unable to find new work due to skill misalignment with the available openings, concern for their health, issues with childcare, distance from opportunities, and more. In other words, jobs are opening, the size of the talent pool is shrinking, and the skills that were in-demand pre-pandemic are even more so now.

For many employers, finding the right people to hire right now may seem near impossible. There are numerous ways organizations can improve their talent management strategies to not only hire but also retain top talent. One in particular entered the spotlight this summer when a LinkedIn post went viral: cutting back on interviews to reduce time to hire and gain candidates’ loyalty. Interview fatigue is a critical flaw in the candidate experience at many organizations — and thus an insidious threat to your talent acquisition strategy.

Pandemia COVID-19 a modificat în mod dramatic modul în care și locul de unde ne desfășurăm munca. Întrucât în numeroase industrii angajații au fost determinați să lucreze exclusiv de la distanță, persoanele aflate la fiecare nivel organizațional au fost nevoite să își regândească relația cu locul de muncă și să învețe un nou mod de a-și desfășura interacțiunile cu colegii și clienții în condițiile distanțării virtuale. Conform datelor LinkedIn, înregistrările privind munca la distanță au crescut cu 357% în perioada mai 2020-mai 2021. Cum pandemia continuă, iar restricțiile fluctuează, trebuie să începem să ne punem o întrebare importantă: cum vom redefini normalitatea?

Nearly all leadership development programs target individual growth and the development of soft skills, which are personality-based behaviors such as emotional intelligence, influencing skills, relationship management, etc., and 63% of organizations use executive coaching to support leader growth.Efforts to change or improve soft skills are hard to quantify, study, and measure, making ROI difficult to calculate.

This raises a question that we get from clients every day: Can you really change your personality? If so, how much? What strategies or interventions work best?

Reading the business news makes it obvious that CEOs have a huge impact on organizational success. When corporations succeed, their CEOs are usually credited for company performance. When corporations fail, sometimes in colossal fashion, their CEOs are blamed and unceremoniously removed. At Hogan, we are no strangers to this conversation, frequently emphasizing the critical role of leadership in organizational success and failure. But just how important is it for organizations to get the right person in charge? What is the value of an effective CEO?

March 11 marked the one-year anniversary of the World Health Organization (WHO) declaring COVID-19 a pandemic. In May 2020, we analyzed changes in weekly mean scores during the seven weeks after the WHO declaration. At the time, we found little evidence of COVID-19 changing personality assessment scores, with the exception of statistically significant but minimal changes in Science and Altruism scores.

Having the right people in the right job roles means everything when it comes to organizational success. But if your organization doesn’t have a sound talent acquisition strategy, identifying and hiring those people can be a murky process, dependent on guesswork and laden with potential for mistakes. That’s why you need a playbook — a game plan with proven methods for your team to find its most ideal new players. Here’s what you need to know to get started.

2020 va ramane cu siguranta un an de cotitura in istorie. Cu evenimente neasteptate, fara precedent, pe multiple planuri, cu puternice si subtile implicatii pe termen scurt si lung. Am fost pusi in fata unor situatii care ne-au schimbat tututor maniera in care privim lumea, intelegerea asupra a ceea ce putem controla si ce nu, modul in care ne raportam la noi insine, la munca, la viata, in general, si la cei din jur.

Am invatat, mai mult sau mai putin, sa traim cu incertitudinea, sa planuim pas cu pas, pe termen scurt, sa ne adaptam unui mod de lucru care este in curs de asezare, sa reprioritizam, sa ne acceptam umanitatea, trauma traita colectiv si personal, vulnerabilitatea mai mult decat vreodata in vremurile «certe».

Liderii au fost nevoiti mai mult ca niciodata sa se adapteze unor realitati complet noi, sa iasa din zona de confort, sa aiba grija de oameni si de business asa cum nu au mai fost nevoiti vreodata sa o faca. In acest context, calitatea celor care sunt la putere conteaza mai mult ca oricand pentru ca afacerile sa supravietuiasca, sa se rearticuleze, sa performeze, pentru ca oamenii sa isi mentina nivelul de energie, motivatie si angajament.

At the end of October Hogan Assessment run a European survey regarding the Future of work.

Take a look at the summary results:

There is great value in using well-validated 360 and personality assessments to help enhance your self-awareness and development. While both types of assessments provide valuable insights regarding a your strengths and opportunities when used alone, they are particularly powerful when used together as part of coaching or development conversations. The 360 assessment provides useful information on your performance and reputation at a given point in time, while personality assessments help to explain what may be driving certain behaviours.

Drawing on recent research examining the results of over 2,500 leaders with matched 360 and personality data, this article summarises some key insights on the association between personality and 360 performance. Considerations for leaders wishing to enhance their performance and reputation are also included.

The black swan of COVID-19 came from out of nowhere to disrupt daily life and derail an historically strong economy, with social and economic aftershocks that will reverberate for years to come. The pandemic has also revealed some things about the state of play in leadership that we have to face.

Gross disparities in how leaders have responded make it painfully obvious how unprepared many of them were for the crisis. Further, a distinguishing quality of those who were able to rise to the challenge is versatility: They drew on a broad range of mindsets and behaviors in leading their teams and organizations through constantly shifting, and often conflicting, priorities and challenges.

This highlights a distinct form of leadership that’s well suited for disruptive change and simultaneously exposes significant problems with the way leadership is typically defined, assessed, and developed.