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Placing the right people in the right jobs has always been crucial, but these days, it’s more important than ever. Hiring managers need to fill job openings quickly, while still ensuring their new hires have the right abilities, behaviors, and interests to perform their best. Success boils down to a concept called job fit, which is pretty much what it sounds like: connecting people with job roles and environments where they can thrive, contribute, succeed, and perform their best. Getting good at job fit can reduce unnecessary costs, improve your organization’s culture, reduce turnover, boost the bottom line, and eliminate biases that stand in the way of diversity and equitable workplaces. Hiring Successfully For Dummies is your guide to mastering the art of job fit. It’s filled with information and tips from experts on gathering key data about job candidates and extracting insights from that data.
In the increasingly complex and ambiguous world we live in, companies find themselves scrambling to find talent to fill open roles across all levels. There are challenges sourcing, hiring, and retaining top talent. This drastic shift in the labor market has sidetracked proactive efforts to create a diverse and equitable workforce resulting in reactive practices filling gaps with whatever is possible. Hiring managers and decision-makers favor instinct or intuition for its quick approach, but this decision makes the hiring process susceptible to the effects of unconscious bias. Unconscious bias in hiring and selection can significantly impact an organization’s ability to hire diverse and qualified candidates as its automatic and elusive nature makes it hard to recognize and address.
What is driving this historical moment in time where tens of millions of people have quit or are thinking about quitting their jobs in search of something new? The standard aspects of a job like career advancement, compensation, and benefits play a role, but it’s the human aspect of work (or more accurately, the lack thereof) that seem to be pushing people over the edge. Because of the isolation, uncertainty, and change brought about by the pandemic, employees are craving a human investment in the workplace and have a need to feel valued by their organization, colleagues and managers. We surveyed nearly 5,000 employees — from individual contributors to C-suite executives to get a better understanding of the employee/manager relationship as it stands right now.
Employee expectations have fundamentally shifted. Not only are employees reviewing how their organization handled the pandemic from a people-perspective, but they’re also deciding if their organization’s future of work policies match their needs. In fact, a recent study by Microsoft indicated that over 40% of the global workforce would be willing to leave their job this year. As a result, keeping your top talent will become even more difficult and implementing people-first policies will become a necessity. But what can you do to help your employees maintain a healthy work/life balance and keep stress at bay to avoid losing your top talent? To find out, we surveyed 4,500 working professionals from a variety of industries in July 2021.
Wiley Workplace Learning Solutions surveyed over 3,000 hiring managers in October 2020 to understand how hiring practices have been changed and challenged over the past year. Our results indicate that many organizations still take a “business as usual” approach to hiring, but not without grave consequence. Despite the fact that many organizations pride themselves on data-driven decision-making, hiring managers often introduce considerable variability into the process of assessing and selecting talent. This not only impacts their team in the short term; it also carries consequences for the organization’s success in the long run and makes the goal of rebuilding better essentially unattainable.
PXT Select provides objective scientific data to measure Job Fit—the degree of congruence between a person’s characteristics and those required by the job—to predict an individual’s ability to succeed in a role. Organizations can utilize this information to match people to the right roles, the right teams, and the right managers at every point of the employee lifecycle. Understanding how people think and work helps managers make smart talent decisions and create high performing work cultures. Placing the right people in the right roles and developing them for success leads to reduced turnover, increased productivity, and better engagement.
While most of us thought 2020 was going to be “our year,” everything got derailed when the pandemic struck, sending people to all corners of their homes in search of a comfortable, functional workspace. Displaced and distracted, some employees checked out, while others lashed out. We’ve named this evolution The Virtual Culture Dilemma—and it’s shifting the way we relate, communicate, and collaborate. This eBook reveals three critical components to addressing this dilemma along with actionable strategies to shape an engaged, collaborative, and adaptive culture— one that drives results while simultaneously fostering those daily human connections that embrace everyone’s unique strengths and one-of-a-kind contributions.
Whether you’re a first-timer or a seasoned veteran, you don’t want to mess up as a manager and let your company or the individuals you manage down. But try as you might to do your best, mistakes are still going to happen.
Even then, there are several leadership tips you can keep in mind that will help you reduce those mistakes and excel in your role. In the following eBook, we offer ten of our best tips for managers of all levels. If you want to improve your management game, drive results, and lead your team to success, read on.
The more volatile, uncertain, complex, and ambiguous our working environments become, the more critical a truly agile workforce is to success. Yet, staying agile demands that people develop and use their emotional intelligence (EQ)—a level of sophistication that has never been demanded before. This eBook explores the connection between agility and emotional intelligence, the perceived impact it has on individual and organizational performance, and a proven methodology for development at scale: Everything DiSC® Agile EQ™
Conflict is an uncomfortable, yet unavoidable part of every workplace. Unproductive conflict is a measurable drag on productivity, performance, and the bottom line. Yet conflict—if done right—is integral to success. Under the Hood exposes the hidden connection between our thoughts, emotions, and behaviors, revealing the secret engine that drives destructive conflict in the workplace. This eBook also points to the solution with a proven methodology that’s grounded in psychology and validated in the field.
A survey was conducted in Q1 2020 to investigate the dynamic nature of teams in the workplace—and how employees and employers are responding. Based on the responses of over 20,000 employees across a wide array of industries and organizational positions, from individual contributors to C-suite executives, teams suffer from a critical interpersonal skills gap that impedes their potential to achieve.
Job fit is the degree of congruence between an individual’s cognitive and behavioral traits, and interests in a job and work environment in relation to the open position. When a person’s characteristics fit those required by the job, the organization benefits from a good job fit. Establishing job fit helps identify and place individuals in positions where they are likely to perform at their full potential.
Although employee engagement remains one of the most vexing problems facing organizations today, companies around the US are finding success in boosting engagement using a variety of strategies. In his work on employee engagement, world-renowned HR analyst Josh Bersin lays out five basic conditions employees need met to engage with their work fully. In this eBook, we examine those five factors, how PXT Select™ helps companies meet them, and what other organizations are doing to engage their employees and beat the odds right now.
Every single one of us struggles with insecurity. In fact, we do it every single day of our lives, even when we don’t realize it. What we realize even less, however, is just how much this insecurity eats away at our organizational cultures. But if we can help people own their personal quirks and if we can help them extend that same good will to their colleagues, we can cultivate a counteragent: a culture of trust. And luckily, organizations actually can reliably create experiences that bolster this sort of trust.
Organizations may have highly qualified people on staff, funds to support the transformation, and timelines that are linked to tangible and intangible benefits of the business case. However, inability to appropriately structure the program results in confusion and inefficiencies, qualified people are kept within confines of their own silos, competing priorities begin to deplete the allocated funds, and the need to capture benefits earlier than planned tends to consistently shift timelines.
Culture as a stand-alone is an abstraction -- difficult to pinpoint, let alone measure, and is frequently viewed as a lower priority, yet missed financial targets, inability to get things done, low engagement scores, poor morale, and high turnover continue to carry tremendous costs for the organization. At Illumia, we know we are on to something very powerful. Our culture transformation approach is not a project, initiative, or another flavor of the month, but rather a way of life that unlocks potential and dramatically improves financial and human performance.
The notion of teamwork is often misconstrued as code to get along while ignoring the perils of low trust, poor commitment, lack of accountability, and misalignment across the team. These topics frequently remain unaddressed and continue to perpetuate subpar team and organizational performance. Our approach is grounded in Patrick Lencioni’s The Five Behaviors model for teamwork, which has been successfully delivered for over 15 years across thousands of organizations.
Poor hiring decisions can be costly – both in terms of quantifiable financial impact of recruitment, training, selection and just as importantly a bad hire’s morale and productivity impacts on the remainder of the organization. We help our clients avoid these costs by delivering powerful insights that make the very human decisions about hiring simpler and smarter. Powered by the latest in candidate assessment technology, Illumia leverages PXT Select™, an innovative, data driven, and multi dimensional assessment to help organizations select, onboard, coach, and develop their team members.
Leadership development is one of the largest spend areas in corporate training, yet organizations fail to develop leaders that are prepared for the future. We understand the typical pitfalls associated with poorly designed leadership programs — inadequate organizational backing, lack of structure, overemphasis on theory rather than practice, and promises of career growth with no clear path forward, ultimately resulting in subpar results and frequently loss of high caliber talent.
We are on a mission to create something different – a highly selective development program that benefits the organization and individual.
Traditional executive coaches prompt clients through inquiry methods, provide space for listening, and tend to utilize role agnostic approaches that can be viewed as overly theoretical. Instead, we operate as a trusted sparring coach across technical, human, and vision to execution elements of executive performance while enhancing the inquiry method. The Values Based Leadership outcome, combined with a balanced lifestyle, provides for a powerful combination in turn enabling our clients to unlock potential, accelerate performance, and achieve dramatic outcomes.