The Use of Personality Data to Build and Develop High Performing Virtual Teams
A company’s workforce has always been its most valuable asset and typically its biggest expense. Attracting and retaining the right talent continues to be a foremost concern formanagers. Today, however, many workforces operate in a virtual environment. The increase of the virtual team has had a significant impact on managers, who must reconsider traditional management strategies on how to meet the unique challenges (for example: how to communicate and collaborate effectively) of the characteristics of remote teams, whose members live in different time zones, rarely or never see one another in person, and communicate primarily via electronic mediums. This white paper explores some of the major trends that are contributing to the rise of the virtual workforce, examines some of the main challenges related to remote- team management, and outlines the key principles that will help managers achieve success with virtual teams.
Nov. 26, 2012
Topic: Performance is still a primary factor in measuring employee potential but personality and behavioral data are becoming important metrics
Summary: The value of using assessments throughout the employee lifecycle, especially in selecting and developing high potentials. Read article
Nov 29, 2011
CNN interviews Maria Pejter, Senior Director of Group Human Resources for A.P. Moller - Maersk, the world's largest shipping company and long-time user of the Predictive Index® (PI®). Learn how Maersk’s use of PI has helped develop and retain a strong workforce, and see how this success is a reflection of the work MCG Partners does with its clients. Chuck Mollor, Managing Partner of MCG Partners, states, "Our ability to help national and multinational clients develop leaders, manage change, build effective teams, benchmark performance, and improve the selection of role and cultural fit is a critical imperative to the success of their businesses."
By Susanne Gargiulo, for CNN
Nov 22, 2011
Many clients of MCG Partners, regardless of their size or industry, struggle with hiring the right fit for the position and organizational culture, and in benchmarking the performance of their top performers. We solve this issue for our clients through utilizing the Predictive Index® (PI®), a simple and quick survey (10 minutes long, 2 page report). Without a deliberate hiring strategy, managers often gravitate toward job candidates who share their personality. Learn how BrickHouse Security utilized the Predictive Index®(PI®) behavioral assessment tool to fix their culture problem and decrease turnover by ten percent. Read article
By April Joyner | From the November 2011 issue of Inc. magazine
Aberdeen Group 2011 Study - Selecting and Developing for the Future.
As every business decision falls under greater scrutiny, organizations are looking for tools that help them make better choices - and decisions about talent are no different. Assessments can provide valuable insights into hiring, promotion and development decisions, and help organizations minimize talent risk while maximizing talent performance. Read more
7 Tips to Using Personality Assessments to Hire
March 21, 2011
Personality assessments, also known as behavioral or predictive assessments, are more than qualifying a candidate for a slot, says Dr. Todd Harris, Director of Research for the Predictive Index (PI), which has been providing behavioral assessments to organizations of all sizes around the globe since 1955.
"We call it 'seeking a multi-level match,'" says Harris. "By that, we mean you're not just hiring someone for a job; the person needs to fit in other ways. There's the job, there's the fit between the individual and the manager, there's the company culture, and finally, there's the surrounding community." Read more
The War for Talent Continues. Are you winning? What is your strategy to win?
January 24, 2011
"A good leader inspires people to have confidence in the leader, a great leader inspires people to have confidence in themselves."
There is an abundance of solid research that continues to reinforce the theme on the competition for talent. We are at risk of losing employees as the economy improves. Or even worse, our better talent is leaving while the average and non-performing stay. There is data on how engagement levels of our employees are dramatically low, and how high engagement scores directly correlate to improved financial and individual performance.
I believe we are at risk of losing our better talent on a regular basis, regardless of economic cycles, and it’s probably the biggest blind spot of organizations today. Read more
Leadership Best Practices Study: Differentiators of Top Performing Leaders
The role of the leader has never been as important or demanding as it is today. Leaders at all levels must deliver consistent, sustainable results in leaner organizations and get things done day to day with fewer resources.
There is an increased emphasis on engaging employees and demonstrating high levels of productivity in an increasingly complex and changing business environment. Leaders must also ensure that the right people are in the right roles with the right skills in the right organization/culture. Read more
Measuring Behavior to Improve Sales Performance
by Geoffrey James
This white paper describes how the sales environment has changed in response to short-term economic trends and long-term business trends. It then explains why sales organizations are failing to adapt to this changing environment and why the traditional remedies of sales technology and sales training frequently backfire. Finally, this paper describes how scientific measurement can provide a framework for hiring and training, thereby making sales organizations more competitive.Read more
Selecting C-level Executives
By Dr. Todd Harris
Leadership matters. Good leaders motivate, inspire and energize, enabling people and organizations to achieve objectives they never thought possible. Most organizations spend a lot of resources attempting to get the right senior leaders into the right roles at the right times, and the importance of this process has been heightened by the short supply of key executive talent. Unfortunately, evidence continues to accrue indicating that at least some degree of failure in executive roles is commonplace, ranging from highly visible and public "flameouts" to relatively hidden situations in which the under performing executive is quietly shuffled into another role within the firm. Read more