Tag Archive: Personality

  1. To Stress or Not to Stress: Are Your Employees (Really) Managing Change

    How are your employees managing change & other job-related pressures?

    Organizational development involves numerous change initiatives, but change is difficult for many people. A person may or may not be as adaptable as needed, leading to workplace stress. Some people stress out loud by constantly complaining and falling behind in their work. They are easy to spot. But how do you identify the employees who seemed like a good fit at the time of hire, after a pre-hire assessment was conducted, but experience a consistently high level of stress, even while getting the work done? Any employer who cares about the health and well-being of employees asks this question.

    Some employees are introverts. They quietly work and meet goals, never making a fuss about anything. They have enormous potential, but do not particularly like getting anyone’s attention. There are also people who quietly work and perform well, but their quiet demeanor is enhanced due to the stress they are feeling. They do not complain because they are introverted and avoid conflict, so they endure the stress and find no joy in their work.

    One day, they unexpectedly resign. The employer is taken by surprise and laments the loss of yet another productive, problem-solving and talented employee.

    In job Eustress or workplace Distress?

    Every day, millions of people experience job stress, and it is on the rise. There are numerous organizations doing regular surveys to assess the number of people who experience stress. A Gallup study found that 23 percent of employees always or frequently feel burnout at work, and 44 percent feel burnout at times. The same study also found that people who experience frequent burnout are 2.6 times more likely to quit.

    Burnout is a symptom of too much stress, and workplace stress is due to a variety of factors. The employee may believe the organization’s culture is alienating, the workload unmanageable, the goals impossible to meet or the manager a poor decision-maker.


    The Global Organization for Stress lists a number of stress facts, and they show that stress is a worldwide workforce issue. One statistic says that approximately 80 percent of American workers experience job stress. Stress is a particularly difficult issue to manage because there is good and bad stress.

    Good Stress vs. Bad Stress in the Workplace

    Good stress is called eustress, and in the workplace, it is the result of an event that pushes people outside their comfort zone ” an interesting new assignment, a promotion opportunity, successful interactions with customers, etc. The good physical and psychological stress reaction empowers people, according to various doctors specializing in stress. Eustress leads to people feeling inspired, motivated, resilient and able to meet daily changes.

    Bad stress is called distress. It is the opposite of eustress, so its impacts on people are also opposite. Employees experiencing distress feel overwhelmed. They are more tired than inspired and feel like they are unable to continue meeting job demands.

    Bad Stress in the Workplace usually leads to employees quitting

    In both types of stress, people may continue to be productive, though bad stress usually leads to employees quitting. However, people express stress in different ways, making it more difficult to sort people based on the kind of stress they are experiencing. Some people are always irritable with coworkers, express frustration out loud, frequently call in sick and make it known to peers they are likely to leave the organization. They are obviously experiencing distress and want everyone to know.

    Other people quietly perform their work without making a fuss of any kind. True introverts are much more difficult to discern in terms of stress. Some of them are experiencing eustress, while others are in distress. The introverts in distress are more likely to surprise their employers with a resignation letter.

    Same Work, Same Place, Different Job Stress

    Stress is caused by a number of factors. A recent Korn Ferry survey found that almost two-thirds of 2,000 professionals questioned experience more stress today than they did five years ago, and 16 percent had to quit a job because of stress.

    The causes of stress for all levels of employees include the pressure to master new skills to keep a job and the threat of losing a job due to technology.

    Change is a constant in the modern workplace, so the ability of employees – staff and leaders – to adapt is crucial.

    How well are your employees doing physically and emotionally?

    This leads right back to stress. How well are your employees really doing physically and emotionally when it comes to managing change, new job duties, coworker relationships, goal achievement and the pressures to produce work? You may think an employee is doing well because deadlines are always met, thinks creatively and gets along with others. Considered a likely candidate for promotion, you offer lots of feedback and recognition. It is a complete surprise when the person quits due to stress.

    The employee may have managed job duties well, but was constantly worried, fearful of the next inevitable change, concerned about personal health due to daily work stress and close to burnout. This employee is experiencing bad stress. The person next to him may be thriving in the same workplace environment and embraces stress feelings as motivators. This employee is experiencing eustress. Two employees doing the same work in the same place and for the same manager but experiencing different kinds of stress and no one knew.

    Do You Really Know Your Employees?

    Assessments can provide in-depth knowledge about your employees

    Conducting regular talent assessments is the best way to discern the productive people who are experiencing either type of stress. Assessments are key links between employees and successful organizational development and reduced turnover of the people you want to keep. For example, job simulations can pinpoint the people who are having difficulty adapting to change when they are based on real world scenarios of potential changes in workflow or responsibilities.

    In another example, when change initiatives are initiated, pre-and post-behavioral feedback assessments deliver change data to determine if employees are adapting. Personality tests can even help managers identify the introverts in order to identify ways to improve employee-manager communication, so there are no surprises in the future.

    Never assume you really understand what an employee is experiencing because introverts and people with exceptional self-control can hide their feelings. Assessments offer a way to get more in-depth knowledge of your employees and the different challenges they may be quietly facing each day. They may appear to be managing change well, but are they really? The answer may determine how well your organization manages change programs and processes by retaining the people who can have the greatest positive impact.


  2. Measuring Success: Job Fit is a Crucial Factor

    what happens if you hire an employee that doesn’t fit the job?

    The most valuable asset for any business is its employees. Unfortunately, if the right employees aren’t found, and those who don’t fit the job at hand are hired, the ability to achieve success may be hindered significantly. In fact, it’s estimated that 50 percent of newly hired employees won’t make it 365 days because they aren’t a good fit for the job.


  3. Why You Should Hire Employees Who Self-Manage

    benefits of having employees that can self-manage

    Have you ever stopped to really consider what you mean when you say, “I want to hire great employees’ Does “great” mean hardworking, collaborative, goal oriented or career-aspiring? The answer could be all of the above, but an important missing trait on the list is the “ability to self-manage.”


  4. Don’t Hire “Just Anyone” Out of Desperation

    Hiring Just anyone can be a costly hiring mistake

    Call it what you will ” bad hire, panic hire, desperation hire ” the end result is the same. A competitive labor market, a shortage of people with specific skills and non-productive employee recruitment and hiring practices can lead to hiring “just anyone.” The problem is that hiring “just anyone” is an expensive proposition in many ways.

    Skipping employee pre-employment evidence-based assessments and simulations and the standardized interview to hire on first impressions is a recipe for a costly hiring mistake. The tangible and intangible costs include lost customers, damaged department morale, expensive position replacement costs and lower productivity. Thoroughness through assessments and interviews, plus some patience applied to the hiring process, can mitigate the risks of making a bad hire out of desperation.


  5. More Than Experience: Hiring for Culture Fit

    how to Assess culture fit of a candidate During the Hiring Process

    An organization’s culture has an impact on everything from employee productivity to brand reputation. It permeates the organization from the C-suite to the frontline of employees as shared behaviors and values. Though it seems like an oversimplification, the truth is each person hired into an organization will either fit or not fit. “Fit” does mean hiring robotic employees who never bring change and just go along with the current system. Being a culture fit indicates the person will work within the context of culture, whether fulfilling rote job responsibilities or promoting innovation and change.


  6. 4 Qualities of a Great Employee

    Personality Tests Reveal a Candidate’s Attitude, Work Ethic and If They Are a Good Fit for the Company

    Nearly 70 percent of the world’s workforce are passive candidates. A passive candidate is an individual who is not actively seeking a new job. Regardless of if you go after passive or active candidates, finding a way to narrow down the selection of candidates on the market is essential. 


  7. Building Culture from the CEO Down

    The culture of most organizations is described with words like innovative, transparent, high performing, diverse and inclusive, and collaborative. There is a long list of descriptive words, but saying the words is not enough to build the desired culture. Words define the culture, but the words must be backed up with action. Culture must be modeled, supported by leadership decision-making and nourished by the workforce. Building the desired culture begins with the CEO and senior leaders who ensure the culture can flourish on a foundation of support systems and effective leadership so that employees at all levels have the freedom to grow and contribute to organizational success without facing numerous barriers.


  8. Pre-Hire Assessments are First Building Blocks of Trust

    Trust: Assured reliance on the character, ability, strength, or truth of someone or something; one in which confidence is placed

    That is the official definition of trust. In the workplace, it is a way of thinking about managers and coworkers, and the way of thinking drives employee behaviors. The implication for employee, management and organizational success is that the level of trust employees have in their supervisors and managers influences everything from the organization’s culture to the ability of managers to motivate and retain employees. In fact, the 2019 Trust Edge Leadership Institute found that 85 percent of people believe a high-trust work environment helps them perform at their best.