Organizations tend to assume that high employee engagement is always positive and low engagement is always negative. But in truth, an employee engagement strategy that is based on data and communicated with clarity is much better than one that mandates high engagement at any cost.

Nobody’s perfect. Everyone has failed at some point throughout life. But while many of us try to avoid failure, some of us learn from it instead. Learning from failure involves a willingness to take risks, reflect on performance, and change.

When organizations select a leader, they are making a multiyear investment in development. As leaders prepare to move to higher managerial levels, they need to develop skills to equip them for success in their changing role. The skills of leadership aren’t technical skills such as Scrum, SEO, or SQL. Rather, they are socioemotional skills such as setting vision, building relationships, driving change, and making decisions. These skills evolve with leadership advancement. Experienced talent professionals recognize the importance of leadership development strategies at every managerial level.

What does it mean to coach the Hogan way? Effective Hogan coaching follows a specific protocol that is founded on principles of assessment-based coaching and a better definition of leadership. It helps leaders understand their reputations and modify their behavior for team effectiveness.

Recently on The Science of Personality, cohosts Ryne Sherman, PhD, and Blake Loepp spoke with Trish Kellett, MBA, director of the Hogan Coaching Network, and Jackie Sahm, MS, vice president of integrated solutions at Hogan Assessments. Trish and Jackie are the authors of Coaching the Hogan Way, which introduces the Hogan coaching protocol.

Becoming a manager for the first time is an exciting career milestone. But because of the magnitude of change involved, making the transition to management can also be nerve-racking for many people. If you’re a new manager or preparing to become a manager, here’s what you can expect as you enter this new phase of your career.

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.

On July 10, 2024, the Society for Human Resource Management (SHRM), the world’s largest HR professional society, published a LinkedIn post about changing its approach to inclusion and diversity. The SHRM announcement proclaimed that the organization would immediately adopt “the acronym ‘I&D’ instead of ‘IE&D,’” removing the E for equity. It quoted Johnny C. Taylor, Jr., president and CEO of SHRM: “We’re going to lead with inclusion, because we need a world where inclusion is front and center.” Interestingly, however, SHRM’s previous use of IE&D was already putting inclusion first, contrary to popular usage. The initialism DEI is widely used because it reflects a common order of objectives: recruit for diversity, create equity in opportunities, and develop a sense of inclusion and belonging for all. SHRM’s decision to relocate equity under its inclusion framework garnered negative sentiment on social media.

Is it our age or our generation that defines us more? In this article, we explore characteristics that seem to describe the youngest generation of the workforce, as well as strategies for managing Gen Z workers.

Recently on The Science of Personality, cohosts Ryne Sherman, PhD, and Blake Loepp spoke with Jean Twenge, PhD, a professor of psychology at San Diego State University who is one of the world’s leading experts on generational differences. Jean has authored more than 180 scientific publications and seven books involving research on generations.

First, we’ll cover her research into generational differences. Then we’ll dive deep into what distinguishes Gen Z in the workplace—and what managers need to know about leading Gen Z workers effectively.

Career success is full of inequalities. We don’t all start at the same place, and we don’t all end up at the same place. Some climb the corporate ladder and attain significant wealth, while others struggle to make ends meet in jobs with nearly unlivable wages. So what determines who gains career success and who does not?

During everyday social interactions, people try to influence how others view them. Some people make this effort deliberately, while others do so unconsciously. In social psychology, this behavior is called impression management. This article explores what impression management is, who impression managers are, and why it matters.

Impression management is the process of trying to control the impression others have of you.¹ It’s an intentional attempt to influence your reputation, or how you seem to others. If you want to seem friendly, you’ll probably make eye contact, smile, start a conversation, use people’s names, and remember details about their lives. An impression manager chooses to present in a certain way to create a specific image of themself.

“Impression management has a lot of advantages,” said Alise Dabdoub, PhD, director of product innovation at Hogan Assessments. “It can help you get a job, do better in the workplace, make sales—all kinds of things.”