This article was written for readers of our partner publication CUInsight. It received such a positive reaction, we decided to share it with our weekly blog audience. We hope you find it helpful as well.
Have you heard about mouse jigglers? I discovered them during a recent lunch with a colleague dedicated to enhancing employee engagement for businesses. While discussing my upcoming speech on supporting hybrid teams, she urged me to mention "the jiggler." Curious, I inquired further. She enthusiastically explained how mouse jigglers simulate mouse movement to prevent screensavers and sleep mode, a device in high demand due to employers monitoring online statuses. This traffic light system tracks employee availability, signaling green for available, yellow for away, white for offline, and red for busy. It's intended to indirectly gauge productivity, but it's causing a trust divide between employers and employees.
The rise of mouse jigglers reflects employees' attempts to evade monitoring. These devices keep screens active, maintaining an "available" status even when the user is occupied with other tasks. This conversation with my colleague led us to a more significant concern: the implications of such monitoring on employee engagement.
In the dynamic landscape of credit unions, where community impact and member trust are paramount, your team members represent the true wealth of your business. They drive member service excellence and embody your credit union's mission. To unlock their full potential and cultivate an engaged workforce, leaders must embrace strategies focused on building trust and caring about each individual. It's not about monitoring availability; it's about prioritizing employee engagement.
Why is employee engagement more critical than ever? According to Haiilo,
However, the reality is concerning. Gallup's latest study reveals that only 23% of workers are actively engaged, with 18% actively disengaged. Over 50% fall into the "conditionally engaged" category, indicating that merely 23% of your staff are thriving and genuinely committed to your credit union's mission. The remaining 18% are not just disengaged but potentially disruptive to their peers' productivity, especially those in the 59% who are on the fence.
So, what can you do to ensure your team doesn't fall into this disengagement trap? It all boils down to one essential ingredient: CARE. Leaders must show they care by engaging with each team member individually, tailoring their approach, and maintaining consistency in communication, team norms, and continuous touch points.
In the hustle and bustle of the financial world, it's easy to overlook the human element. However, your credit union's mission and values come to life through your team members. Each individual brings a unique blend of skills, experiences, and motivations. As a leader, it's crucial to genuinely CARE about their well-being, growth, and job satisfaction.
When employees see that you CARE about their personal and professional growth, they are more likely to stay committed to your credit union's mission.
Recognize that each employee is a unique individual with distinct motivators, communication styles, and work preferences.
Begin by understanding what motivates each team member. Some may be driven by recognition and rewards, while others may find purpose in personal growth and the credit union's mission. Tailor your coaching and recognition strategies to align with their specific motivators. For those motivated by recognition, provide regular feedback and acknowledge their contributions publicly. For those seeking personal growth, offer opportunities for skill development and advancement within the credit union.
Next, pay attention to their communication style. Some employees prefer relational communication, emphasizing relationships and feelings, while others lean toward fact-based communication, focusing on data and logic. Adapt your coaching conversations accordingly. Use emotional intelligence and active listening when coaching relationally-oriented employees. For those who prefer a fact-based approach, provide clear, data-driven information and logical reasoning.
Effective leadership is not a one-size-fits-all endeavor. It's about adapting and TAILORing your strategies to meet the unique needs of your team members. Consider each individual’s preferred pace of work. Some thrive in a fast-paced, dynamic environment, while others excel with a slower, more methodical pace. Offer new challenges and variety to those who thrive in a fast-paced setting. For employees who prefer a slower pace, provide stability, and assign routine or long-range tasks that benefit from patience and tenacity.
Balance the need for structure and autonomy. While some employees thrive with clear guidelines and structured processes, others are at their best when given autonomy and creative freedom. Customize your coaching and management style to provide the right level of guidance. Set clear expectations for those who need structure, and allow flexibility and opportunities for innovation for those who prefer autonomy.
Consistency is key to maintaining open lines of communication with your team and building trust and stability within the organization.
In the dynamic world of credit unions, leadership isn't just about managing finances; it's about inspiring and nurturing a team passionate about serving members and communities. Leading with CARE—Caring for every person on your team, Engaging individually, Tailoring your approach, and striving for Consistency—is the foundation of effective leadership and employee engagement.
By incorporating these principles into your leadership philosophy, you'll create a dynamic, engaged workforce that drives your credit union's success. As you nurture engagement within your team, your credit union will continue to thrive, serving members and communities with excellence for generations to come, and perhaps, we'll see a decline in mouse jiggler sales
Originally published on CUInsight.com.
Remember when you were a kid and went trick-or-treating on Halloween? Oh, the fond memories of fun-size chocolate bars and mini packs of candies. Sometimes you discovered a house that was giving out full-size candy bars, and you etched that house into your memory to go to every year thereafter. Some people even handed out things like glow sticks, small toys, or drinks (the colorful barrel drinks were always a favorite).
But invariably, when you got home to survey your haul, you came across one candy that you knew was destined to stay at the bottom of your bag, never to see the light of day. Or you might have feigned generosity and tried to pawn it off on your siblings or parents. What was that candy for you? Mary Janes? Bit-O-Honey? (No, they aren’t the same thing, and yes, I was just as surprised as you.) Don’t even think about saying candy corn — I’m firmly on Team Candy Corn.
Your colleagues at work are similar to a bag, bucket, or pillowcase of Halloween candy. You have peers who are like the ever-faithful, tried-and-true candies that you looked forward to every year; like that candy, these people never disappoint. Then you have one or two superstar coworkers who always go above and beyond, much like a full-size chocolate bar. You might have a few people on your team who are great at coming up with inventive ideas and seeing things from a different perspective; they are like the non-candy, but no less fun, toys and treats. But then there is that one person who brings down the party with their unwillingness to help, their negativity, or their sour demeanor — and not the good sour like Lemonheads.
How do you deal with this type of individual? Unlike that icky candy, you can’t unload your coworker on someone else. You have to find a way to work with this person in a peaceful, or at least tolerable, way.
Trying to understand your coworker’s perspective, and the life experiences that influence those perspectives, can go a long way in getting along with them. While it doesn’t excuse any undesirable behavior, putting yourself in their place may give you ideas on how to improve the rapport with your peer. It can also provide the opportunity to show grace and compassion. And growing empathy within your team is never a fruitless endeavor. It might just spill over to that difficult colleague too!
While you’re at it, examine your own behaviors and attitudes to see if you have been contributing to the difficulty in any way. Be realistic about how your reactions could be fueling the situation, and develop new, more productive ways to respond to your coworker. Most importantly, do not be goaded into unprofessional behavior, like gossip, yourself.
Perhaps your colleague is not aware of how their actions are coming across to you or impacting the team. Addressing the issue by having a calm, mature conversation could offer both your coworker and you some insights into your professional dynamic and give your peer (and possibly yourself) some ways to work on improving the relationship.
Perhaps your teammate isn’t actually doing anything wrong, but you have personality clashes. Unfortunately, this is often an unavoidable part of work life — and life in general. While our personality differences can help foster synergy within a group, they can also cause discord. But they don’t have to.
Using a behavioral assessment can shed light on the various personality traits at play within your department and give you important insights on how to improve collaboration. Perhaps your blunt coworker isn’t trying to be curt or unfriendly; he just has a very direct, straightforward communication style and wants to keep meetings from veering off topic. Understanding these differences within your group can help you learn to navigate interactions with your peers in a more productive, less frustrating way.
If you’ve tried numerous times to get to know your difficult colleague and form a positive working relationship but to no avail, minimizing the time you are around them might be helpful. Limit your conversations to those that are necessary to complete work assignments. You can (and should) still be pleasant and respectful, but foregoing the small talk and non-work chit-chat could make your interactions more tolerable.
After you have exhausted all of your own efforts, asking for assistance from management or HR may be necessary. Be sure to document incidents with the difficult colleague including dates and specific details surrounding the occurrences.
Working with a difficult person is never easy, but learning to navigate the challenging professional dynamic is worth the effort — for you, for others on your team, and maybe even for the difficult colleague too. Here’s wishing you a successful, collaborative team that’s like a perfect Halloween haul with nothing but your favorite treats. And lots of candy corn!
Let Omnia help you make work life a little sweeter. Contact our trusted, knowledgeable advisors today to find out how behavioral assessments can take your team from good to great!
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.
Continuing Omnia’s month of mindfulness, this week’s blog focuses on mindful, thoughtful communication with introverts. Don’t try to adjust your screen; you read that correctly. “But introverts don’t like talking to people, right?”, you may think. Yet communicating with introverts isn’t an oxymoron. And since an estimated one third to one half of the population are introverts, to include your colleagues and employees, it’s important to understand effective ways of interacting and working with them. This first step is understanding them.
Psychiatrist Carl Jung coined the terms introversion and extroversion in the 1920s. Jung stated that extroverts feel invigorated through external means like contact with the outside world, while introverts are energized through internal avenues like reflection.
Contrary to some common beliefs, being an introvert isn’t the same thing as being shy, anti-social, anxious, or depressed. Rather, introverts have a lower tolerance for/higher sensitivity to stimulation, including social stimuli. Interacting with people at length can feel draining and depleting to introverts while having the opposite effect on extroverts. To refresh themselves, introverts often retreat into quieter pursuits, sometimes by themselves. This mode of energy recovery can be mistakenly confused with a dislike of being around people. Although making small talk with new people can feel fatiguing to introverts, they may enjoy deep, meaningful conversations with a small circle of confidants.
Introverts are also internal processors; they think through problems and ideas and verbalize them only after careful consideration. In contrast, extroverts are external processors who prefer talking through ideas and issues with other people to reach solutions.
Being an introvert myself, I have often heard, “You’re so quiet.” That statement has always felt both inaccurate and frustrating. I’ve never felt quiet; like most introverts, my brain is constantly taking things in and turning them over and over. If you could get inside an introvert’s mind, it’d probably seem more like a crowded nightclub of thoughts than a peaceful running stream. But introverts are selective about when and how those thoughts get expressed, which is why they often come across as quiet or reserved.
Everyone has some degree of both introversion and extroversion, but most people tend to lean one way or the other. You might be an introvert if:
Now that we’ve defined what an introvert is (and isn’t), let’s delve into some effective ways to communicate with them, especially on the job.
It may seem like overkill to schedule a phone call, especially to an extrovert, but phone calls or pop-in meetings can disrupt an introvert’s train of thought, which is jarring to them (remember, introverts are highly sensitive to stimuli). Introverts often prefer corresponding via emails and more indirect means, rather than through impromptu phone calls or face-to-face meetings, because it gives them a chance to think about exactly what they want to convey and how they want to say it. Which is also why it’s important to…
This gives introverts an opportunity to think through discussion points and formulate their responses, which means there is a better chance of them participating in meetings and verbalizing their ideas.
Similarly, sending out an email a day or two after a meeting can give an introvert the chance to offer their insights on the topics discussed after they have had an opportunity to think about them for a while.
Again, introverts formulate their ideas by mulling them over internally. They may need a moment to process and consider the statement that has just been made or the question that has been asked of them. If they are pausing, don’t assume they have bailed on the conversation; they are just thinking things through.
By letting introverts finish their thoughts and voice them when they are ready, this shows that you are interested in what they are saying, which is validating to an introvert (and everyone, really). Introverts don’t talk just for the sake of talking. When they say something, it’s because the idea is important to them, so for them to know that you find it important too is motivating.
It’s not always easy for introverts to speak up, especially in group meetings with more extroverted people who are quicker to voice their ideas. One-on-one meetings are a great way to give introverts the space to communicate their thoughts.
Years ago, I was training a group of new employees about different communication styles. One extroverted individual asked the question, “Do they (introverts) wish they were more like us (extroverts)?” When I later recounted that question to a group of introverts, the answer was an immediate and emphatic, “No!” The visceral response wasn’t because there is anything wrong or undesirable with being an extrovert. It was because there is also nothing wrong or undesirable with being an introvert.
My trainee’s question was a sincere one, a question many other extroverts may share. It can be a challenge to be a quiet person in a loud world; wouldn’t it be easier for introverts if we could adjust our vocal volume to be heard better? Easier, perhaps, but not as beneficial – for anyone. Susan Cain, author of Quiet: The Power of Introverts in a World That Can’t Stop Talking posits that when introverts try to force themselves to adopt traits counter to their natural characteristics, it is everyone’s loss. Just like our businesses and communities need the ideas, charisma, and enthusiasm extroverts offer, they also need the insights and perspectives that introverts bring to the table — insights often found through solitude and quiet reflection. When people work along the grain of their intrinsic traits, rather than against them, everyone benefits.
Being understood is inspiring to everyone, regardless of how they communicate or what energizes them. The Omnia Group’s mission is to help businesses engage in the mindful art of recognizing their employees’ unique talents and motivators. Through the Omnia behavioral assessment, leaders gain a deeper understanding of their personnel, and armed with those insights, they can develop their people to reach their highest potential. Let’s embark on that path of discovery together; contact Omnia to get started.
The term "leader" often brings a charismatic and inspiring figure to mind, while "manager" might suggest a more structured, results-driven role. Leaders and managers are integral roles to the success of an organization, but striking the right balance between the two is a delicate task. The balance involves adjusting your leadership style accordingly and promoting high employee engagement while understanding your unique strengths and the dynamics of your team.
We sometimes create an artificial dichotomy between a leader and a manager in business settings. Leaders are perceived as visionaries who inspire and influence others, while managers are seen as those who organize, coordinate, and ensure tasks are accomplished. Ideally, we could have 2 different people in these roles, but that’s not the reality for most of us.
A truly effective leader must encapsulate both roles, exhibiting visionary guidance alongside a structured approach to meeting goals. This amalgamation is where the line between leadership and management blurs, forging a dynamic, versatile role that inspires while pushing for results.
Here are 7 strategies that can help you maintain the balance between being an inspiring leader and ensuring that results are achieved:
Your vision shapes the direction your team follows. It acts as the North Star, guiding the organization's desired future. A clear, compelling vision inspires employees to give their best and align their individual efforts with the company's strategic goals.
For your vision to inspire, it must not only resonate with your team, but it must also be effectively and consistently communicated. Encapsulate the vision in simple, relatable language and repeat it regularly in team meetings, emails, and one-on-one discussions.
Remember, effective communication is a two-way street. Encourage your team to ask questions and share their thoughts about the vision. This ensures everyone is on the same page and fully invested in achieving it.
Performance thrives where expectations are crystal clear. To achieve optimal performance from your team, each member needs to understand their roles, what they're expected to achieve, and how their contribution affects the overall goals.
As a leader, your responsibility is to communicate these expectations openly and regularly. Be specific about what needs to be done, when, and why it's important. Involve your team in setting these expectations where possible, as this promotes ownership and increases commitment.
As a leader, you're a role model to your team. Your actions, not just your words, set the tone for your team's behavior. When you 'walk the talk,' your team will likely follow suit.
Embody these traits if you aim for a diligent, accountable, and engaged team: meet your deadlines, own up to your mistakes, and consistently engage with your team and work. Show enthusiasm for your work and the organization's vision. Encourage a culture of learning and continuous improvement.
Participation breeds commitment. Employees who feel their opinions are valued and can contribute to decision-making will likely be more committed and motivated. As a leader, foster an environment where every idea is welcomed and considered.
Encourage brainstorming sessions, open forums, and regular team meetings where everyone can voice their opinions. This approach not only boosts morale but also enriches decision-making with diverse perspectives. Moreover, it cultivates a sense of ownership, as team members feel more invested in decisions made.
Constructive feedback is a powerful tool for individual and team growth. Regular feedback sessions ensure that good work is acknowledged and areas for improvement are addressed. However, delivering feedback is an art that requires tact and empathy.
Commend the positive aspects of an individual's work before addressing areas that need improvement. Construct your feedback to be supportive and growth oriented, not critical. This approach promotes a culture of continuous learning and improvement.
A positive and inclusive culture is the bedrock of high-performing teams. Such a culture enhances job satisfaction, fosters mutual respect, and drives employee engagement. As a leader, it's your responsibility to nurture an environment where everyone feels valued, included, and capable of reaching their full potential.
Celebrate diversity and promote collaboration and transparency. Ensure that recognition and rewards are fair and that everyone has equal opportunities for growth and development.
The ability to adapt is a hallmark of effective leadership. Different situations, challenges, and team dynamics require different leadership styles and approaches. A one-size-fits-all approach to leadership often needs to be revised.
Assess each situation and adapt your leadership style accordingly. Whether it's a crisis, a change in strategic direction, or a shift in team composition, being flexible allows you to navigate these changes successfully while keeping your team engaged and focused. Encourage feedback from your team regarding your leadership approach, and be open to evolving your style as needed.
Employee engagement plays a significant role in the balance between inspiration and results. Engaged employees are more productive and more likely to be motivated by their leaders. Employee engagement can be promoted through clear communication, regular feedback, recognition, and opportunities for professional development.
In practice, this means that leaders must maintain regular and open lines of communication with their team members. They should provide clear directions and expectations, listen to their team's ideas and concerns, and acknowledge their efforts and achievements.
Leaders who strike the right balance between being a motivating figure and a results-oriented manager will likely see improved team morale, productivity, and business success. It is not a process that occurs overnight. Still, the balance can be achieved with understanding, application of personality traits, behavioral assessments, adaptable leadership styles, and a focus on employee engagement.
Strive to incorporate these strategies into your leadership approach. You'll become a more effective leader, capable of inspiring your team and driving them toward outstanding performance. Start with an open mind and willingness to learn and adapt; the rest will follow. And remember, the journey toward becoming a great leader is one of constant learning and growth, so never stop seeking ways to improve and evolve.
Ready to unlock the full potential of your leadership style? Take our comprehensive leadership personality styles assessment and discover your unique traits and strengths as a leader. Gain valuable insights into your communication preferences, decision-making tendencies, and motivational techniques that can help you inspire your team while driving tangible results.
Understanding personality traits is fundamental to effective leadership. Leaders' personalities influence their behaviors, decisions, and team relationships. For example, extroverted leaders may excel in public speaking and networking, while introverted leaders might shine in one-on-one conversations or strategic thinking.
Empathy is another essential trait that allows leaders to understand their team members' perspectives and needs. Empathetic leaders tend to be more effective in motivating their teams because they create an environment of mutual respect and trust.
Conscientiousness, another valuable trait, promotes responsibility, organization, and diligence. Conscientious leaders are generally better at planning, setting realistic targets, and ensuring their teams meet them.
However, one must note that there is no 'one-size-fits-all' set of personality traits for leaders. Different circumstances and team dynamics may require different leadership styles and approaches.
Utilizing behavioral assessments can be an excellent way to understand your own leadership style and the dynamics of your team. These assessments help leaders identify their strengths and areas for improvement. They also provide insight into how your behaviors may affect others and how your team members will likely respond to different situations.
With knowledge from these assessments, leaders can adapt their style to better motivate their team and achieve results. For example, a leader with a primarily dominant style might need to dial back their assertiveness when dealing with a team member who responds better to a supportive and patient approach.
Embrace the power of self-awareness and leverage your personality traits to become a more effective, mindful leader. By understanding your leadership style, you'll be better equipped to adapt your approach and create a positive, empowering work environment where your team thrives.
Don't miss this opportunity to embark on a journey of self-discovery and transform your leadership capabilities. Click the link below to take the assessment and gain access to personalized insights that will elevate your leadership to new heights!
Remember, a mindful and adaptable leader is the key to a successful and harmonious team. Take the first step today and unleash your leadership potential!
The Leader's Playbook: A Comprehensive Guide from Onboarding to Offboarding
Redefining Leadership: Embracing the Power of Servant Leadership in the Modern Workplace
5 Leadership Traits of the Founding Fathers to Reflect on This Fourth of July
The Visionary Personality Type
A Call for Revolutionary Leadership in Today's Context
To succeed in the modern workplace, employee behavioral assessments can play a crucial role and enhance human resource strategies. Today, with a greater emphasis on teamwork and collaboration in work environments, as well as an increasing need for employees who align closely with major job responsibilities to decrease burnout, behavioral assessments are an important tool for organizations seeking to build a successful, engaged, and productive workforce.
Let’s explore the benefits of using personality assessments in the modern workplace and discuss why they have become an increasingly popular tool for employers.
One of the most significant advantages of using behavioral assessments in the workplace is the ability to gain insight into an individual's personality traits and behavioral tendencies. By understanding an employee's personality, employers can gain a deeper understanding of how they work, what motivates them, and how they are likely to react to different situations.
Omnia’s behavioral assessment is based on the theories of Carl Jung and William Marston. The Omnia Assessment is an ideal tool for helping employers understand their people and for individuals to understand their own strengths and weaknesses, as well as their natural communication and decision-making styles.
The Omnia Assessment has been independently validated on 3 separate occasions, the most recent in 2022/2023, resulting in data companies can rely on to complement their HR selection and development strategies.
The Omnia personality assessment measures an individual’s traits in 4 essential areas — assertiveness, sociability, pace, and need for structure. The Omnia Assessment is quick, easy, and accurate, providing leaders with valuable insights for employee selection, development, retention, engagement, and motivation, as well as giving employees insights for self-awareness and personal growth. It’s the perfect way to bridge communication gaps, assign project roles and build team cohesiveness.
One of the key uses of a personality assessment is hiring. Behavioral assessments provide a glimpse into an individual's natural strengths in comparison to specific job roles. For example, an individual with a high level of assertiveness and strong attention to detail is likely well-suited to a project management role, while an individual with a high level of assertiveness and sociability is often a great fit for sales.
It is important to note, however, that behavioral assessments are not crystal balls. While they can be valuable tools, they should always be used in conjunction with other sources of information, such as interviews, references, and work samples. It is also important to ensure that assessments are interpreted by qualified professionals who are trained in the use of these tools.
At Omnia, we offer customized and computer-generated reporting options, thorough training to new client users, and unlimited access to our customer success team who are all fully certified in the interpretation of the Omnia Assessment.
Behavioral assessments can also be used to help identify potential candidates for leadership positions or succession planning. Personality tests can help identify specific traits that are most often associated with effective leadership, such as assertiveness, independence, and resilience. By assessing an individual's scores on these traits, personality assessments can help identify people who have the potential to be successful leaders.
By understanding an individual's personality traits, employers can get an early glimpse into incoming employees’ potential for leadership and their natural leadership style, communication style, and decision-making style to determine whether they are likely to be effective in any of the leadership roles available throughout the organization. This can be particularly valuable in fast-paced, dynamic workplaces where strong management, rapid decision-making, and comfort with risk are essential to success.
The Omnia behavioral assessment is also effective for team building, as it helps individuals understand how they can work together more effectively and leverage their unique strengths and preferences. By understanding each team member's natural tendencies and work style, managers can develop strategies to build a more cohesive, productive team.
For example, cautious analytics want advance notice of what will be discussed in meetings, even brainstorming meetings. They like having time to organize their thoughts and ideas and can feel “put on the spot” otherwise. As a result, they might not participate fully if they are not given a heads-up, which can be frustrating for them, the manager, and the more social members of the team.
A behavioral assessment can also be used to identify potential areas of conflict within a team. An example of this is when two team members have significantly different work styles which can lead to communication gaps, misunderstandings, and conflict. By identifying these potential areas of conflict early on, managers can work with team members to develop strategies to improve communication and collaboration.
In addition, when team members are aware of how they naturally communicate and process information in comparison to others on the team, it creates an awareness and appreciation for those differences.
Another benefit of the Omnia behavioral assessment is its ability to identify potential areas for employee development. The assessment provides managers and supervisors with a clear understanding of an individual's traits, preferences, strengths, and weaknesses, which can then be used to develop personalized training and development plans and provide opportunities for each team member to use their strengths to their fullest potential.
For example, if an employee has a tendency to be overly critical of themselves and their colleagues, the Omnia behavioral assessment might reveal a high level of perfectionism (tall column 8). Armed with this knowledge, employers can work with the employee to develop a plan of action for mitigating this tendency and improving relationships with others, as well as assign tasks that align well to that tendency. Perfectionism can be a positive trait in many roles, like financial positions, support roles, and customer service.
Personality assessments can be a powerful tool for leaders seeking to motivate their employees and keep them actively engaged at work. Knowing what makes employees tick arms leaders with the baseline data they need to develop strategies and implement programs that will inspire their employees, ultimately leading to increased productivity and job satisfaction.
For example, individuals who score high in assertiveness (a tall column 1 on the Omnia Assessment) are naturally motivated by competitive incentives, a sense of personal challenge, and opportunities to take charge, while individuals who score low in assertiveness (tall column 2) are motivated by team-based incentives or incentives that do not require taking risks.
Leaders can use this information to develop targeted strategies to motivate each team member. For example, a leader may offer challenging assignments or opportunities to take charge to a team member who scores high in assertiveness while offering recognition and social events to a team member who scores high in sociability.
A manager might provide more solitary, detailed assignments to a team member who scores low in sociability and high in structure while providing opportunities for collaboration to an employee who scores high in sociability. By tailoring tasks and assignments to each team member's natural tendencies, leaders can create a more engaged workforce.
In addition to providing targeted strategies for motivation, personality assessments can also be used to create a more positive workplace culture. By understanding the unique strengths and contributions of each team member, leaders can foster a sense of appreciation and respect for diversity within their team. They can use the information to create a more welcoming environment that supports different working styles and perspectives.
Behavioral assessments have become an important tool for businesses seeking to enhance their human resource strategies. Let’s end with a list of 10 benefits of using personality assessment data.