Ingenuity and fresh ideas are essential for growth and progress within a company, and bringing the creative spirit that’s necessary for innovation to life is a team effort. Everyone needs to play a part in contributing to an organization’s advancement and goals to feel invested in bringing them to fruition. Though not everyone has the same talents, each person has individual strengths that enable them to make a difference in their own unique, important way.
You need people who can come up with forward-thinking plans as a first step, but it doesn’t stop there. You also need individuals who can translate those ideas and goals into tangible practices that can be implemented within your company. Understanding your employees’ individual personality traits and behavioral characteristics is a key to unlocking creativity and innovation within your organization.
People who are goal oriented, driven, and comfortable trying new or unproven methods to achieve results are often the ones who come up with ambitious new ideas. They enjoy taking risks and reaping the big rewards that can come with them. And they do not become discouraged by the trial-and-error aspect of formulating and implementing new plans. Rather, they see each setback as one step closer to success.
Let these take-charge, resilient individuals in on the ground floor when developing big-picture plans and high-level strategies. They are willing to press forward in the face of adversity to achieve visionary goals.
Management Tip: Since they don’t feel constrained by perceived limitations, be sure they submit their ideas to a “reality check” to make certain those ideas are attainable and realistic to put into practice.
Asking cautious employees who prefer working within clear-cut parameters to think up a brand new revenue stream or to completely overhaul existing systems could feel intimidating to them. People with these personality traits are not comfortable taking on risky ventures. They also have high standards for the quality of their work, so they want to use proven methodologies rather than chancing a mistake with untested techniques.
These employees will be inspired by collaborative efforts that ultimately help others, such as enhancing the services your business provides to clients or creating departmental initiatives that benefit the team as a whole. Rather than inventing a new set of protocols, ask them for ways to improve existing processes to enhance the accuracy and quality of the group’s collective results.
Management Tip: Encourage these employees to create stretch goals when crafting new processes and plans to help them foster a growth mindset.
Employees who are socially driven enjoy working with people and often communicate in an outgoing, expressive way. They thrive when interacting with their colleagues and having the chance to bounce ideas off each other. They are external processors, meaning they often “think out loud” and talk through problems and issues with others.
These individuals may work best on group projects that center around the interpersonal aspects of business, such as setting the tone for your company’s corporate culture or developing team-building objectives. Their ability to read others’ emotions can help them find the best way to appeal to an audience, so they may be effective at assignments involving establishing your brand and building employee loyalty within your organization.
Conversely, people who are analytical thinkers often possess strong focus for tasks that require solitary concentration. They are internal processors who solve problems by investigating facts and evidence. They prefer working individually or in small groups and having the chance to expand their knowledge base. They want to become subject matter experts on specific topics. They are often reserved communicators, but they like being resources for information for their peers and leadership.
These employees may excel at projects that include extensive research, objective data analysis, and bringing a depth of knowledge to the endeavor. Because they keep conversations targeted toward the business at hand, they can effectively keep project meetings and conversations on topic.
Management tip: Ensure everyone has the opportunity to contribute their ideas. Outgoing or assertive personalities often speak up to give their suggestions. Low-key or succinct communicators might be more reserved about offering up their recommendations or ideas. They also prefer having the chance to think things over. Give those employees time to review business needs in advance so they can formulate their ideas before bringing them to the table. Also, consider meeting with people one-on-one initially.
People work at a variety of tempos, and understanding the pace that each employee prefers can guide management when assigning projects and responsibilities. Fast-paced multitaskers are well suited for projects that have quick turnaround times and that have a lot of moving parts to juggle. These individuals are inspired by variety and are not overwhelmed by tight deadlines. Methodically paced individuals are patient and willing to take the time to ensure positive results. They have strong follow-up skills, so they often do well handling long-range projects that require a lengthy time commitment.
Management Tip: Because speedsters are motivated by diverse responsibilities, they can tend to start many new tasks but finish few. Ask for status updates on their assignments, and ensure they are not overwhelmed with too many activities. Persistent, orderly employees want to see one thing to completion before starting something new. Make certain they are prioritizing the most important work first, and help them pivot their focus when a new, more significant objective arises. Review project timelines regularly.
Innovation is about the entire process, from conceptualization to realization, and it takes many different personality qualities to bring that to life within your business. But how do you know which employees have which personality traits? A behavior assessment, like The Omnia Assessment, can help. Contact us today to discover how!
You hire each employee to fulfill a specific role within your organization. And, with rare exceptions, most of your team members want to meet or exceed your expectations. But they also want more. Your employees yearn to feel a deep passion for their work and to be inspired by your company’s mission. They long to make a positive impact on the world around them.
As their leader, you should desire these things for your team. By unleashing their passion, you’ll help your staff feel empowered, fulfilled, and happy. Passion starts with employee engagement.
According to Gallup, “…engaged employees produce better business outcomes than other employees -- across industry, company size, and nationality, and in good economic times and bad.” The numbers bear this out; the behaviors of highly engaged business units result in a 23% difference in profitability. If that’s not incentive enough to focus on engagement, Gallup also reported, “Not engaged or actively disengaged employees account for approximately $1.9 trillion in lost productivity nationally.”
When your employees have this deep connection to their jobs, your company will reap numerous benefits. Engagement will go up. Turnover will go down. And your team will become an innovative, problem-solving force that fosters productive relationships and pursues continuous learning -- all in the name of moving your enterprise forward.
So how do you encourage, tap into, and nurture your employees’ passions? You:
Your organization has to facilitate passion through engagement. And your company culture must reflect that desire to support the differing needs of each team member.
Shaping a culture that fosters passion begins with leadership -- old-school, rigid micromanaging and narrow-focused supervision is out. Collaborative, flexible, trusting, and visionary leadership is in.
Your employees need to know that it’s okay to fail if a calculated risk doesn’t pay off. They also need to know that you’re not after perfection -- you’re after results. And, while today’s performance is important, tomorrow’s growth and evolution are even more so.
This organizational stance has to be championed from the top down. As a leader, you need to model the behavior you want to see in your employees. Let your own passion show before you can expect your team to reveal theirs.
To be genuinely invested in and truly passionate about their work, your employees need to see that what they do matters. To help them recognize this, show them how their effort impacts their department, organization, and community. When each employee can trace their output to a larger outcome, they’ll take ownership of it and strive to improve.
Here are a few ways you can show your employees their real impact:
According to Omnia’s 2024 Talent Trends report, “The value of a company aligning with the ambitions of employees is clear. 77% of job applicants research company culture before applying for a job. 92% say that the company culture impacts their decision to stay longer.”
When you invest in an employee’s development, you tell them that you care about them and their career. With an enhanced skill set, they’ll feel more confident navigating uncertain times. They’ll also feel more loyal to your organization.
This development can also uncover and nurture your employees’ passions. As they learn by creating and doing, they’ll realize their potential and find new ways to help your organization achieve its goals. It’s a real win-win.
For best results, provide each employee with various developmental experiences tailored to their emerging skills and interests. Let them interact with other passionate team members across the organization to spread enthusiasm and innovation. And most importantly, give them ample space to experiment and implement what they learn.
It’s exciting to watch your team’s passion develop and deepen, benefiting each member and the business as a whole. What if you could get a sneak peek into your employees’ strengths, tendencies, and work preferences? That insight would help you position them for success both now and in the future and determine optimal developmental opportunities.
Good news! You absolutely can get that insight anytime you want it. A behavioral assessment provides all of those details and more, helping you lead, motivate, and communicate effectively with your team. You can learn more about Omnia’s behavioral assessments here.
Remember, effective communication leads to more productive employees and a more profitable workplace.
According to Dan Schawbel, managing partner at Workplace Intelligence (as reported by The Workforce Institute at UKG), “Feeling heard drives a sense of purpose and belonging. By implementing employee feedback, people leaders can create an organizational culture of psychological safety and trust that thrives when its people thrive.”
Behavioral insights can provide leadership with ideas on how to communicate with each team member efficiently and thoughtfully, to ensure that they each feel heard.
Omnia offers a variety of reports using behavioral assessment data. For example, the Team Dynamics Report provides an in-depth custom analysis of an existing or potential team. On the other hand, our Professional Development Report is an automated self-awareness report written directly to existing employees.
Passionate employees can achieve great feats for your organization. But, they must be empowered to create, innovate, and take risks. When they are, you’ll retain valuable human capital, and your company will take giant leaps forward -- both necessities in today’s ever-competitive business world.
This article is a repost from August 2020 with updated information and statistics.
We all recognize the pivotal role that customer service plays in business success. When mishandled, it sends ripples throughout the company, impacting not only profits but also employee recruitment and retention. Having the wrong people in key positions inevitably leads to a short-lived tenure for employees. Now, consider the following two statements for your customer service team – who would you chose:
What sets these statements apart is one critical difference that could frustrate both you as a leader and your customers. This article will unveil this difference shortly. Your customer service representatives serve as the frontline ambassadors of your brand. Their role goes beyond issue resolution; they're tasked with creating positive experiences that nurture customer loyalty and drive revenue. So, let’s discuss the importance of hiring talented customer service reps, the repercussions of neglecting this aspect, and actionable tips to empower you in the hiring and development process.
At its core, extraordinary service involves a genuine commitment to meeting and exceeding customer expectations at every touchpoint. It's about actively listening to customers, anticipating their needs, and demonstrating a sincere willingness to assist. Whether it's addressing inquiries, resolving issues, or delivering products and services, meticulous care and precision ensures that every aspect of their experience is executed to the highest standards. In essence, remarkable customer service is not just about meeting requirements — it's about creating memorable and meaningful interactions that leave a lasting impression of trust, satisfaction, and loyalty.
A business that neglects to prioritize the hiring and development of their service team risks facing a myriad of detrimental consequences. For example:
Recognizing the traits of outstanding customer service representatives is vital to building a resilient and customer-centric workforce. Some key attributes to look for include:
The Omnia Group offers invaluable tools to assist with hiring by identifying candidates who possess the essential traits as well as with developing existing employees:
This report provides deep insights into an individual's innate traits, facilitating informed hiring decisions and ensuring alignment with your organization's culture and values. By evaluating candidates' behavioral tendencies, communication styles, and problem-solving approaches, you can identify those best suited for customer-facing roles.
The most comprehensive offering, individually tailored by skilled analysts, provides a thorough explanation of candidates’ behavioral styles, supervisor and peer comparisons, and management recommendations, empowering you to make strategic talent decisions. By leveraging data-driven insights, you can optimize team dynamics, minimize interpersonal conflicts, and maximize individual performance potential.
Measures an individual's general mental ability, reflecting their aptitude for comprehending ideas and solving problems. This evaluation provides an enlightening picture of a person's ability to understand and apply concepts to different situations.
Crafted specifically to be shared with the service rep to give them and the leader actionable insights for skill enhancement. By understanding employees' service preferences, strengths, and developmental opportunities, you can tailor training initiatives, coaching interventions, and recognition programs to support their professional growth and job satisfaction.
Cast a wide net and leverage multiple channels to attract diverse talent pools. Incorporate behavioral assessments and structured interviews to evaluate candidates' suitability for customer service roles. Seek individuals who not only possess the requisite skills and experience but also demonstrate a genuine passion for serving others and exceeding customer expectations.
Provide opportunities for mentorship, cross-training, and professional development to foster growth and engagement. Encourage a culture of lifelong learning, where employees are empowered to seek out new challenges, acquire new skills, and pursue career advancement opportunities within the organization.
Acknowledge distinguished performance, solicit feedback, and create avenues for employee recognition and rewards to boost morale and motivation. Consider implementing peer-to-peer recognition programs, quarterly awards ceremonies, and milestone celebrations to reinforce a culture of appreciation and gratitude.
Cultivate a supportive environment where employees feel empowered to voice concerns, share ideas, and collaborate on process improvements. Establish regular check-ins, town hall meetings, and anonymous feedback channels to foster transparent communication and trust within the organization.
Consider offering service reps bonuses instead of commission, flexible work arrangements, and comprehensive benefits to enhance employee satisfaction. Conduct regular salary benchmarking exercises to ensure that your compensation practices remain competitive and equitable in the marketplace.
As companies continue to evolve and innovate, the one thing that will never change and is the cornerstone of success is a dedication to customer-centric service. Hiring and retaining amazing customer service representatives is not only essential for meeting customer expectations but also for driving sustainable business growth and maintaining a competitive edge in today's market landscape.
Did you spot the difference between the A and B service personalities in the beginning of the blog? The main distinction between the two was attention to detail. Customer service reps need to be detail attentive to help ensure accurate, thorough work results. As a leader, how frustrating is it to find mistakes or, worse, have customers call in about mistakes that were made? When this happens, productivity, profits, and employee and customer satisfaction take a hit. Wouldn’t it be great to know if the people applying for your open service position had these essential traits before you make a hire? You can!
By leveraging the insights and tools provided by The Omnia Group and implementing actionable strategies for recruitment, development, engagement, and retention, you can build a resilient service team that consistently delivers exceptional customer experiences and stellar results for your company.
Who doesn’t like a party? Parties are fun! There’s music, food, laughter, and great conversation. It’s a chance to connect with friends and cut loose a little.
Your office holiday party, which typically occurs during work hours, is double the fun. Instead of being paid to work, employees are being paid to not work. How cool is that? Still, there are a few things your employees would appreciate more than a holiday party. Read on for the top 5.
According to the Bureau of Labor Statistics, 81 percent of professionals in private industry receive some paid vacation. Yet, a study by Pew Research shows that 46% of workers take less time off than they are offered.
When asked why, nearly half cite concerns about falling behind in their work, and 43% “…say they’d feel badly about their co-workers taking on additional work.”
Technology is another culprit. Smartphones ensure that we’re plugged in virtually 24/7. We regularly send, receive, and respond to email messages off the clock. We manage to stay in touch but at the cost of precious downtime.
The bottom line? Your employees would like real time away from work without having to think about who needs what at the office or whether you’ll be displeased at the inconvenience of their absence. So, if you’re one of those managers with a reputation for piling it on and then looking sideways at your employees when they announce plans to be elsewhere, consider the costs, please. This tactic may work in the short term, but in the long term it’ll lead to burnout, workplace stress, resentment, reduced productivity, and lower work quality.
Another Bureau of Labor Statistics study reports that 41% of private sector employees had access to nonproductive bonuses, including holiday and end-of-year bonuses.
Since money is often tight for families around the holidays, a cash bonus is a welcome way of alleviating stress for your employees and allowing them to enjoy the season more.
As a sign of employer gratitude, nothing says “thanks” quite like cash, and employees always take notice when a company puts its money where its mouth is.
Good managers are so hard to come by, and they’re so very needed. If you’ve been hanging on to leaders who micromanage, create bottlenecks, or even abuse their staff, you’re doing your company a great disservice. Either coach these managers to greater performance or let them go. An annual holiday party can’t make up for the indignity of daily bad management.
Trust is an essential quality for any healthy relationship and that includes work relationships. Your employees will do their best work when they believe they have your confidence. Every employee needs room to take some risks and make some mistakes, so don’t hesitate to give your staff space to do things their way. It’s like they say: The best managers hire good people and then get out of their way.
Talented employees don’t need their hands held, but most welcome a little attention every now and again.
In general, employees like to know they’re doing what you want to the standard you want and that their work is making a positive impact on the company. That’s why managers who provide regular performance feedback and are otherwise available to give guidance and support without micromanaging are considered golden by their staff.
Holiday parties are a positive expression of a company’s appreciation of staff, and most employees enjoy these celebrations very much.
That said, nothing makes an employee smile quite like cash, and more importantly, a party (no matter how fabulous) can’t compensate for a difficult manager, a lack of trust, or a lack of regular and constructive feedback.
If you’re feeling a little stuck about how to give your team the gift of engagement or elevate your management this holiday season, Omnia’s customer success team is here to help! Reach out to us to try an Employee Development or Leadership Style report or to ask about a Custom Report targeted to your specific challenges.
Halloween is upon us, and with it comes a scary new term! We’ve gotten past the Great Resignation, the Great Reshuffle, the (not-so-great) trend of quiet quitting. Cue the scary music and cover your eyes because we’re now facing The Great Gloom.
The Great Gloom is a term coined by BambooHR to describe a growing trend of employee unhappiness.
According to BambooHR, employees are unhappier than ever with less volatility in the ups and downs, meaning they’re not just unhappy right now—they are consistently unhappy.
This conclusion is based on insights derived from BambooHR's extensive database of employee Net Promoter Scores® (eNPS). The eNPS itself is gauged through a comprehensive survey comprising two key components: a numerical rating that assesses employees' likelihood to recommend the organization as a workplace and an open-ended question that invites employees to articulate their rationale.
The survey has been used to measure employee happiness between January 2020 and June 2023, and the data shows a consistent decrease in overall happiness.
That’s not all. Gallup reports a drop in employee engagement from 36% in 2020 to 32% going into 2023, with 18% reporting themselves as “actively disengaged.”
In other words, employees are feeling gloomy, or at the very least, apathetic.
Bamboo HR attributes the plunge in employee happiness partially to lingering problems from the pandemic: health issues (long COVID), unprecedented inflation, staff shortages leading to overwork, and being forced to return to the office after having been allowed to work remotely.
Other factors that result in reduced job satisfaction include: feeling that one’s job lacks meaning, being in a toxic work environment, limited to no recognition or appreciation, limited growth opportunities, and lack of work/life balance.
Picture this: The days are getting shorter, and the air is getting cooler. Through the gray mist you see people who look like your employees; they’re shaped like your employees, but something is off. They shamble through the office, stumbling and grunting. Whatever made them a happy, productive part of the team is gone. All you’re left with is a zombie hoard.
Alright, that’s probably being too dramatic. But studies show that happiness has a positive impact on productivity (as much as 13% according to research by Oxford University's Saïd Business School). And, employee unhappiness/dissatisfaction can lead to costly turnover.
Also, like most (hopefully) fictional zombie strains, unhappiness can be contagious. It doesn’t take much for negativity to take hold and spread.
What can managers do to reverse this trend and bring employee sentiment back from the walking dead?
1. Identify the major source (or sources) of discontent. It’s unreasonable to expect that you can fix every problem today’s worker faces, especially since you might be facing some of them yourself. But if your team is struggling, the best thing you can do is ask why. Talk to them. Express your concerns. If people don’t want to talk, consider conducting anonymous surveys.
2. Once you’ve determined the primary problem, make your commitment to fixing it clear. And follow through. Empty statements, lackluster gestures, or unfulfilled promises will just make the problems worse. Ask for input here, as well. What would your employees like to see happen? List the steps you’ll take and send updates. Confirm you are on the right track and be prepared to make adjustments to plans if not.
3. Understand that employees are your biggest asset and treat them that way. Commit to fair pay and robust benefits. Recognize the world we live in and be prepared to adjust. Prices for food, medical care, and housing have skyrocketed since 2020. If people can’t pay for necessities with their salaries, they are very unlikely to give that job their all. Obviously, this is easier said than done, but it’s also a problem that will not fix itself without action from leadership.
4. Make employees’ work efforts worthwhile by investing in the tools, technology, and resources employees need to excel in their roles. Address any resource gaps (including staffing shortages) promptly, understanding that these gaps can quickly contribute to employee burnout.
5. Before you take an unpopular action (for example, revoking remote work, changing people’s work hours, or reducing schedule flexibility) make sure it will be worth the cost. There have been stories of companies bringing people back to the office with the intention of having staff quit and avoiding having to do layoffs. They may be successful at doing that, but the loss of trust, productivity and engagement are not likely to be worth it in the long run. And keep in mind, your top performers will have the easiest time finding new jobs.
6. Add purpose to work by connecting employees with responsibilities that suit their behavioral tendencies as well as aligning with the company's mission and values. Help them understand how their efforts contribute to the organization's success. Offer involvement in corporate giving, and support volunteerism by offering time off to contribute to an important cause.
7. Promote work-life balance by setting clear expectations around working hours, encouraging employees to use their vacation time, and supporting flexible work arrangements when possible. Being able to unplug and rest helps keep people from being zombies while they’re in the office.
Bonus step: Don’t be the source of your employees’ unhappiness. It is a leader’s duty to support and advocate for employees. The idea is to provide the tools, guidance and incentives to perform rather than having to use force or scare tactics. Avoid micromanaging employees or misleading them. And show meaningful gratitude when they go above and beyond.
Addressing employee disengagement and unhappiness (and avoiding creating your own zombie hoard) is an ongoing process. It requires commitment and effort from all levels of the organization. It's essential to continually monitor progress and make adjustments as needed to create a positive and engaging work environment.
We’re here to help! The Omnia Group’s behavioral assessments are unique in their ability to identify and offer solutions for stress in participants. Our development assessments provide advice for tapping into employees’ natural behavioral preferences to boost engagement. Download our free e-book, The Power of Insight, or contact us today for more information.
If you surveyed all business leaders, I believe most of them would say they want their employees to thrive and succeed. Aside from my optimistic view that most leaders want the best for their employees, there is also a practical side to employee achievement — successful employees equal successful businesses. Additionally, successful businesses create jobs, which means hiring more employees. It’s the occupational circle of life!
However, employee success doesn’t happen by accident. And not knowing how to help employees grow and develop — or not making it a priority — is where some companies stumble. Just like you have to plant flowers in good soil, ensure they get enough sun, and water them regularly, your employees need the right elements to help them grow, flourish, and reach their potential. If the thought of cultivating talent in your company feels daunting, here are 5 steps to help you get started.
Understanding your organization’s needs can help target your efforts in developing your personnel. What are your strategic goals and priorities, both for the short term and the long term, and what is your game plan for achieving those goals? What kinds of employee talent are required to accomplish these business plans? Once you have this mapped out, you can determine the resources you currently have and the gaps that need to be filled.
Now that you know where you’re going, you must figure out who is going to get you there. Some people will immediately spring to mind in terms of their skills, knowledge, and experience, but don’t overlook the employees with great potential.
To uncover those hidden gems in your organization, consider conducting performance evaluations more frequently than once a year. According to Demetria Miles-McDonald, founder and CEO of Decide Diversity, “[Annual performance reviews are] very misleading as to who's going above and beyond…If you're doing performance reviews on a more regular basis, like quarterly or even monthly, and it doesn't even have to be something that's super formal, then the chances of you identifying someone who is a high potential employee definitely increases.”
These performance evaluations can also illuminate the career paths your employees might be well suited for as well as the opportunities for upskilling that will enable them to progress. Additionally, professional development assessments can help steer your performance conversations to make them more productive. Understanding an employee’s intrinsic behavioral traits and motivators can add depth to your discussions and specificity to the employee’s development trajectory.
Sporadic or one-off training sessions aren’t usually effective at facilitating ongoing talent growth within your organization. Employees often forget what they’ve been taught soon after the session, especially if they don’t have ways of practicing and honing what they’ve learned. And sending personnel to an occasional webinar or class does not send the message to them that your business is truly committed to their growth. To achieve effective and sustained employee development, you must weave continuous learning and development into the fabric of your company culture.
LinkedIn’s CEO Ryan Roslansky says, “I truly believe that your next top employee is most likely your current employee. And if you focus on skills and understand the skills of your existing workforce, and where you need to go as a company, there’s a huge opportunity to help your top talent find different roles inside of your company instead of learning and leaving.”
A great way to show leadership’s commitment to cultivating talent is through experiential learning — learning by doing. An example of this is delegating responsibilities and projects to personnel to give them opportunities to handle tasks that are new and different from their daily work. Rather than viewing it as simply getting work off a manager’s desk, delegation should involve discussing assignment parameters, clarifying expectations, being available for guidance, and providing feedback. While the tasks should not feel overwhelming, they should stretch employees and help personnel enhance their knowledge and capabilities.
Another example of experiential learning is what LinkedIn calls “tours of duty.” These are rotational assignments given to employees, which in turn, fosters the growth of new skills, experiences, and the chance to explore different career paths.
As employees become more comfortable and confident taking on new assignments and responsibilities, it’s valuable to give them the chance to take calculated risks, try new methodologies, and even make some mistakes without feeling they will be penalized. While it’s important to establish the boundaries employees should work within from the start, offering reasonable autonomy can further develop their independent decision-making skills.
Coaching and mentoring employees is an essential component to cultivating your workforce’s talent. Providing personnel with opportunities to take on new responsibilities or assignments won’t get your staff (or your business) far if there is no one to offer meaningful feedback, provide necessary guidance, and give encouragement. An effective coaching and mentoring relationship is a partnership in which the coach or mentor is invested in the employee’s growth and success and the employee benefits from the coach/mentor’s experience and insight. It facilitates two-way communication: the employee freely discusses their aspirations and the setbacks they’ve encountered, and the coach or mentor guides the employee in working through challenges and celebrates their successes with them.
If you want to cultivate talent in your business, Omnia is here to help! Our independently validated behavioral assessment can give your business data-based insights on what drives, motivates, and challenges your staff. And understanding your employees is the key to unlocking their potential. Contact us to get started!
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