Uncategorized – TalentIdentify

Fostering Connections in a Hybrid Work Environment: The Key to Success

talentidentify — Thu, 18 May 2023 05:52:30 +0000

As we navigate through our hybrid work environments, how do we remain connected? Hybrid work, which allows employees to split their time between working remotely and working in the office, provides a host of benefits including greater flexibility, reduced commute times, and the potential for a better work-life balance. However, as much as this new norm offers various advantages, it also poses a unique set of challenges. One such challenge is maintaining connection and a sense of team unity when employees aren't physically together all the time. How do we maintain and grow our connections in a hybrid work environment.

Why Is Connection Even More Important in a Hybrid Work Environment?

The essence of a successful hybrid work model lies in the connections between team members. Despite physical distances, fostering a sense of belonging and unity is vital. Here’s why:

Mental Health and Well-being: Social connections play a critical role in mental health. In a remote work scenario, the lack of interaction can lead to feelings of isolation and loneliness. Fostering connections helps combat these feelings and contributes to overall employee well-being.
Enhanced Collaboration: Connection stimulates open communication and collaboration. When employees feel connected, they are more likely to share ideas, provide feedback, and cooperate towards the achievement of team goals.
Employee Engagement: Connection and engagement go hand-in-hand. Employees who feel part of a community are more likely to be invested in their work, exhibit higher job satisfaction and productivity.
Retention: Feeling connected and part of a team can have a significant impact on employee retention. Employees who feel isolated are more likely to seek opportunities elsewhere, while those who feel connected are more likely to stay with the organization.

Strategies to Foster Connection in a Hybrid Work Environment

Maintaining connection in a hybrid environment requires conscious effort and effective strategies:

Empathy and Understanding: Understand that each team member is unique, how well do we really know each other? What are our personality traits? What values are important to us? How does our behaviour change if we are stressed? Be flexible and considerate of personal needs, challenges, and work styles. Does your culture support stronger connections.
Frequent Communication: Use a variety of communication tools that cater to different preferences and work styles. Ensure regular communication, in a way that meets the individual and team needs. This may include weekly team meetings, daily stand-ups, or simply a quick catch-up call. Remembering that we don’t all have the same needs, even those that are self-reliant can miss regular check ins.
Use of Technology: Take advantage of collaboration tools and platforms that facilitate real-time communication, document sharing, and project management. Virtual whiteboards, video conferencing, and messaging apps can all aid in building and maintaining connections.
Build a Community: Encourage social interactions that are not solely work-related. Virtual coffee breaks, online team-building activities, and interest-based groups can foster a sense of community and camaraderie.
Promote Inclusivity: Ensure that all team members, whether they’re in the office or remote, have equal access to information and opportunities. This might include recording important meetings or having a clear communication policy. This will be an ongoing challenge as we continue to navigate our new ways of working.

While the hybrid work model presents new challenges, it also offers an opportunity to reimagine the ways in which we connect and collaborate. Fostering connections isn’t just a ‘nice to have’; it’s a fundamental pillar of the hybrid work environment. If we can meet the challenge of really knowing each other and creating deeper connections, our new work environments will be more fulfilling than what we have had before. Leaders and organisations that solve these challenges will be highly sought after. Promoting empathy, inclusivity, open communication and leveraging technology organisations can help ensure their hybrid teams thrive in the face of change.

And of course when it comes to getting to know your team (and yourself), there is no better way than to harness the power of TalentIdentify.

Reach out and book a demo so we can show you how!

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Announcement Chief Executive Officer Appointment

talentidentify — Fri, 07 Oct 2022 03:38:26 +0000

TalentIdentify is a holistic assessment analytics companion that focuses on combining people science and technology to augment and boost, rather than artificially replace, our natural human intelligence to support smarter hiring and development decisions in today’s diverse and contextual environments. Our company will benefit from the experience, passion and leadership of Kerry, who is also a published author and coaches women, educating on the importance of financial literacy.

About her appointment as CEO, Kerry Ashbrook said:

“True and lasting organisational transformation happens when you have alignment of culture, values and people. I wish I had TalentIdentify many years ago, it would have made every role I have been in that much easier. I could not be more impressed with the comprehensiveness and accuracy of the profiles, or the analytical insights the platform provides.
Starting in a new role, recruiting or developing your team, imagine getting to quickly understand your people, their strengths, values, what they contribute to your culture and how they may disrupt when under stress. TalentIdentify enables you to have deep and authentic conversations when new starters commence. When we know and understand each other better, we create more meaningful connections, teams are more effective and we deliver greater performance at every level”

TalentIdentify humanises psychometrics, and delivers holistic and personalised insights about personality, values, stress and culture patterns on-demand, connecting at the level of individuals, teams and organisation. The platform acts as a companion that can learn about overall patterns and reflect changes in a high mobility world over time, aiming to solve disconnectedness and bias in decisions by enabling objective, fairer, and more connected people insights.

“To have someone of Kerry’s experience and capability to join and lead the business is fantastic. We have different strengths and backgrounds, but our values and goals are very strongly aligned. I’m looking forward to working with Kerry to realise our mission of creating fulfillment and valuing everybody's uniqueness. I’ve already experienced firsthand the drive, passion and connection that Kerry brings to the business. Most importantly, Kerry understands leadership and values the importance of connecting people - through insight, engagement, development and coaching to deliver positive results and cultures."

Founder and Workforce Psychologist - Ryan Ng

Kerry adds distinct value to TalentIdentify with extensive expertise across various disciplines, including business strategy, customer service, sales and marketing, IT, project management, operations and governance. She has assisted many organisations to develop and implement strategies to improve customer experience and business performance.

From its humble beginnings, TalentIdentify continues to grow with accredited partners and coaches. Our new and existing clients will benefit immensely from Kerry’s background and expertise.

Exciting times ahead for TalentIdentify.

Media Contact: Andy Grimmett M:0432233719 E: andy@talentidentify.com.au

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Hiring for culture fit? Start by planning for a roadtrip

talentidentify — Wed, 14 Apr 2021 02:31:35 +0000

Who should you add to your team: the superstar with great skills who feels like a poor culture fit, or the person with weaker skills but who is a stronger culture fit?

Hiring decisions are like going on a roadtrip. Who do you allow to ride in your car? Perhaps you’ve found someone known for their driving skills, but more importantly, would you let them in without confirming how they will behave? That can ruin things for everyone halfway in – and it has for so many teams who’ve hired the wrong person.

It’s no wonder 90% of employers say it is very important to find candidates who are a good cultural fit. Yet at the same time, as many as 73% of professionals report having left a job because of poor cultural fit.

We all understand fit is important, but it seems something in the way we currently hire for fit isn’t working.

Every hire you make shapes future culture; if you aren’t paying attention, culture shapes itself and often in ways you don’t want it to. When managers try to hire for fit, they focus on whether candidates align in terms of the values, norms, and behaviours – mostly intangible things. Unfortunately, in the recruitment process, there just isn’t enough time to objectively and accurately gain these insights. That’s why 2 out of 3 professionals feel they have been misled about company culture during their induction.

Without the right tools, managers end up hiring on gut without being equipped to confirm the facts.

Assess cultural fit and technical skills separately, in order to minimise risk and spot red flags early. Some companies make a point of screening for cultural fit, before even bothering with the technical fit interview, on the basis that it’s a waste of time otherwise.

What due diligence can you do before deciding on your next hire?

Make sure your job description articulates both technical skills and behavioural requirements
Obtain objective insights on candidates’ behavior, values and culture style.
Assess candidates’ interactions with other employees (e.g. via group/communicative exercises)

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4 important things that determine if your hires fit or fail

Ryan Ng — Thu, 04 Mar 2021 02:02:46 +0000

We all know what it’s like to work with someone who interviewed really well and had all the required skills and qualifications to do the work, but somehow when in the job, didn’t perform or cooperate to help the team move forward. That is a widespread complaint today when considering a bad hire, but it’s not a new problem. It’s always been hard to identify if candidates really are the right fit early on, and too late when you find out months later.

An estimated 46% of hires fail within 18 months. Each one will cost you significantly, at an average of $32,000 per leaver – but it’s an avoidable cost.

We ask for someone with a positive attitude, who listens more to customers and talks less over the top of them. We ask for someone who is driven to go the extra mile to get something done, and be open to learn how to when they don’t know how. We try to hire for integrity, cooperation, patience and diligence – understandably – as these are attributes have been shown critical for success in many settings.

We’re wising up now to “Hire for attitude, train for skills”. But… how?

Managers rely on resumes, qualifications, work experiences, and interviews to gain insight about candidates. Yet, 70% of what we are looking for are not reflected on a resume, often challenging to impart through training, and easy to miss during interviews for those who are practiced at presenting well. These traditional methods are shown to be limited in the ability to shed light on all the intangible areas, offering a very superficial or “impression managed” view – the tip of the iceberg.

Regardless of how great your hiring process is, managers will still be flipping a coin on performance, without early, objective insights on these four things that should never be missed before selecting and hiring anyone:

Behavioural traits – how will the candidate act and perform on the job?
Priorities (Values) – what will the candidate prioritise in the role?
Stress styles – how might the candidate disrupt? is that ok?
Culture style – what kind of environment is the candidate going to help build?

What we are looking to do is quickly assess those things that impact on on-the-job performance, but can’t typically be identified early on, e.g. underlying performance attributes and values.

That’s why managers love that TalentIdentify cuts through the noise and answers all these questions quickly for them at the outset – with a tool that helps them more quickly, objectively, and fairly assess candidates on all four key performance areas in just 15 minutes. Leveraging modern behavioural science and technology means that the intangible can indeed become visible, providing much needed and timely insights that identify how someone would perform in a role before hiring them.

Even if you don’t currently have any tools to help you gain insight into these areas, at least keep it in mind these 4 things the next time you’re looking for the right hire – they’ll save you and your new hire a lot of pain later down the road.

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Working with different personality styles during a crisis

talentidentify — Thu, 30 Apr 2020 03:52:06 +0000

As humans, our unconscious biases mean that we naturally assume that others work the same way we do. In a remote working environment, that can very easily result in frustrated and disconnected coworkers. The people who are going to successfully exit a crisis with their team are the ones who can identify the unique work styles of each member and communicate accordingly.

There are 3 main personality areas to consider when supporting and communicating with your team members in this time, specifically, Social, Emotional, and Task Approach.

1. Social Approach (Extrovert vs Introvert)

How people socialise and interact with others; Which team members are extroverted vs introverted?

Extrovert: These individuals need more social contact, get energy through interactions with others, think by talking through things. They are probably going to struggle more in a remote working situation.

What to do? Offer understanding if they need to make small talk and discuss things, give them a space to think out loud, support regular calls and video chats.

Introvert: These individuals use up energy through interaction, need time and space to themselves, and are happy to work alone. They are going to be more comfortable with working from home, but still need connection.

What to do? Give them space but don’t let them fall off the grid, drop them an email, text, etc, ask if they want to chat, avoid overwhelming them with calls.

2. Emotional Approach (Emotional vs Stoic)

How people respond emotionally and relate to others; Which team members are higher vs lower on emotionality?

Emotional: These individuals are great at relating with others, but also sensitive to danger and threat, need emotional support. They are going to be more sensitive to the stress around crises and feeling it more.

What to do? Make sure you check in with these team members, ask if they are ok, offer empathy and support. Encourage a positive home routine, e.g. daily exercise. Promote EAP/psychology services if these are available.

Stoic: These individual are independent, more centred in their emotion and less affected by things. They are going to be more stoic and come across as resilient.

What to do? Get them to help build up the resilience of the team, serve as stabilising force. However, still need to do a check in, because they might be feeling the impact but not articulating it or seeking support.

3. Task Approach (Conscientious vs Delegating)

How people get things done and go about their day; Which team members are task focused vs needs motivating?

Conscientious: These individuals are structured and planful, thorough, and keep working to get things done. They are likely to be more focused and on task.

What to do? The risk here is that they might work too much, so encourage them to take care not to burnout, schedule in frequent breaks. Make sure they lock in a time to stop working.

Delegating: These individuals are more unstructured and require external motivation. They might struggle with the lack of structure or keeping on task at this time.

What to do? Encourage a weekly timeline of plans to keep them focused, e.g. get them to write down their goals for the week. Schedule daily standup meetings, e.g. what are our 3 priorities to complete today?

Conclusion: Tailor your approach to manage effectively

Consider these 3 personality styles and which team members require different techniques – this helps you identify what kind of support to offer, and how best to get what you need from them work-wise.

If you’ve got TalentIdentify profiles, use these to help you identify you and your coworkers’ work styles, and what they need to continue remain connected in this time. These are the areas to be looking at:

Social Approach: Socialising or Introspecting?
Emotional Approach: Relating or Acting?
Task Approach: Executing or Delegating?

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3 Things to Get Right for Talent Fit

talentidentify — Thu, 30 Jan 2020 01:13:55 +0000

A poor fitting employee who leaves can cost the business at least 30% of their annual salary. Poor fit leads to turnover, and significant turnover financially cripples businesses. So how can you secure the right people who will perform in their jobs, as well as capture their heart to keep them engaged and satisfied?

When people fit their jobs… they perform in their role.

When people align with teams… the team outperforms.

When people align with culture… the company thrives.

Ensuring the right fit requires understanding of how an individual aligns or adds to their environment, and this means deeper insights about their Personality, Values and Culture Styles.

1. Fit Personality to the Job

Our Personality is the behaviours that we are most strongly inclined to. Think of these as natural strengths – what an individual is good at DOING. People perform best when their personality matches what they need to do for the job.

Determine if, and where, the individuals Personality strengths align with the tasks and activities required of the job.

2. Fit Values to the Team

Our Values are the motivational drivers that are important to us. Think of these as personal goals (e.g. to obtain prestige, to show humility, to care for others, to control resources, to maintain safety). Teams who are aligned in Values tend to stay together longer, and work towards the same goals.

Look at how the individuals Values align to their prospective teams, as well as the role that they play in the organisation.

3. Fit Culture Style to Organisation

Our Culture Style shows what kind of environment we contribute to building (e.g. relationship, change, or results focused). Individuals who match their organisations/divisions culture patterns tend to have higher levels of engagement and satisfaction.

Assess how the individuals Culture Style aligns with the organisations (or in the case of larger organisations – the team or department).

_____________

Often, fit can also be about filling existing gaps rather than finding more of the same. To identify which it is that your workforce needs, you’ll need to know what your current operating patterns are, and then bring in more of what is required.

Better fitting employees means higher performing and more engaged workforces. At TalentIdentify, we want to help build workplaces where everyone fits and is fulfilled at work, through deeper insights and enhanced people decisions.

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A 5-step guide to managing culture

Kate Derry — Mon, 27 May 2019 13:09:32 +0000

A Forbes study revealed that, although culture was a top-three priority for company boards, only 20% actually spent the time required to manage and improve it. Hardly surprising, given that even industry experts often seem to be at a loss when it comes to measuring, managing and changing culture. Despite ‘culture’ being the buzz word of the last few years, many of us are still left to ponder… what actually is it?

A company’s culture is like the personality of the company. It is how most of the people who make up the group behave (all of them, not just the leaders) and the underlying values that motivate these behaviours. More simply, culture is the tacit common experience of ‘how (and why) things are done around here’. Culture is made of instinctive and largely subconscious habits, attitudes and beliefs. Symbolic artefacts do not define a culture. They may help strengthen culture, but only if they are consistent with the operating values.

Cultures are also constantly evolving, responding to changes in the environment, to the membership, and to the leadership. When the company’s culture is aligned with its vision and strategy, culture is a formidable ally. If not, culture can undermine even the best laid strategic and operational plans. The truth is that the vast majority of business transformations fail, and the biggest impediment is culture. Can you afford to keep guessing at culture?

To take the reins on culture, it’s clear why more and more executives are turning to organisational psychologists. Psychology is the field of science dedicated to understanding human motivations, behaviour and mental processes. Like most personality change, culture change won’t be swift or easy, and a desire to change isn’t enough… you have to follow through. The good news is, it is possible if you are willing to invest in it.

So where can you start?

Get clear on what culture is and why it matters

Culture is not a quick-fix for employee dissatisfaction, increasing competition, or declining revenue. Culture is about long-term value creation and competitive advantage. The benefits of culture include employee engagement and motivation, operational efficiency and quality, customer loyalty, and ultimately revenue and shareholder performance. Furthermore, a well-aligned culture can protect a company from disrupted industry and economic uncertainty… but it’s important for leaders to take culture seriously before they find themselves under external scrutiny.

You can only manage what you can measure

To be able to look objectively at your culture, you will need to devote resources to evaluating and understanding it. Culture is people, but how do we measure that? Indicators of employee engagement or organisational performance will show you the consequences of culture, but the antecedent to culture is individual values. These are not the company values brainstormed by the leadership team and posted on the website. They are the actual behaviours and underlying values of every employee. Culture is represented by the majority rule. If you want to start taking culture seriously, HR needs valid and reliable metrics and companywide collaboration.

Be accountable to the data

If your actual operating culture violates the beliefs and values articulated in your stated or aspirational culture, you need to get real about the discrepancy. Get rid of confusing or contradictory values. Employees and customers alike can sense this pretense and it will have a corrosive effect on morale. Once you are clear idea about where you are and what your aspirational culture (where you want to be) looks like, communicate your intentions to employees and open the floor to genuine and safe dialogue around how your values will be defined and delivered.

You can talk the talk, but can you walk the walk?

Managing culture requires both a top-down and bottom-up approach. The tone at the top is critical. Leaders must embody the organisational values in their daily behaviours. In order to feel competent at this, development programs and training opportunities can be introduced. HR also needs to demonstrate good stewardship, understand behaviour throughout the company, and align company values with incentives (benefits, compensation, promotion, development, recruitment) and role design. Good data and analytics are crucial to managing culture. If you can’t spot problems you can’t address them!

Monitor and maintain

Start slowly by focusing on changing 2 or 3 measurable behaviours that are a part of your everyday routines. Line management can gradually impose new rules and devote resources to evaluating culture strength and change. Furthermore, as the organisation reaches different stages of growth and adapts to new markets and strategies, the aspirational cultural style may change as well.

Warning: A strong culture can be a roadblock to success if misaligned with strategy. In our next blog we will be looking into how leaders design aspirational cultures.

Dr. Kate Derry

Dr. Kate Derry specialises in self-psychology. Her research demonstrates that how people think about themselves has a large impact on how they function, both internally and with the world around them. Kate believes that self-insight and acceptance is the first step towards optimisation and positive change. She is a published author and has worked in the space of entrepreneurship, innovation and education. Kate combines her skills in research and development, as well as science communication, to deliver more actionable and reliable people insights.

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There’s no point discussing culture until you’ve identified it

Kate Derry — Mon, 15 Apr 2019 03:34:41 +0000

There are two components to culture: 1) strength and 2) style. Most of the time when we talk about culture colloquially, we are talking about strength. A Harvard study of more than 200 companies found that a strong culture can increase net income by more than 700% over ten years. This kind of statement seems to suggest that good culture is a ‘one size fits all’ solution. However, Pixar, Google and Huawei all have strong cultures, yet also distinctly different cultures.

There’s no point trying to strengthen your culture unless you know what kind of culture you need to strengthen.

Agility is about knowing how to adapt to a changing environment without dampening your vision. In this way, culture change is generally not about making your current culture stronger, but adapting your cultural style to internal or external demands. HBR conducted a comprehensive review of organisational culture styles and found eight complex and diverse pattern of behaviour which define the culture framework. What does this mean? There is no single best cultural style. Determining which style is optimal for your business depends on where you are, where you want to be and what context you operate in.

Culture style is about looking at what values really drive your vision, and what values might get in the way. Inherent in the culture framework are fundamental value trade-offs, or choices you need to make to develop your culture in the right direction. What is more important to you? Flexibility or stability? Independence or interdependence? Trying to prioritise everything will generally create resistance. For example, many organisations state that they value both ‘results’ and ‘caring’ but natural constraints in human behaviour will make this combination confusing to most employees. Are they supposed to be performance-focused (prioritising independence and stability… think Huawei) or people-focused (prioritising interdependence and flexibility… think Pixar)?

Having competing values will naturally limit the extent to which both are able to be expressed and create a weaker culture.

To optimise performance and engagement, we need to start thinking about culture. But to grow or change your culture, it’s first necessary to determine the style of culture you want to strengthen. This means getting clear on exactly what values and competencies are needed to bring your vision and strategy to life.

Once you establish what kind of culture style you need, it is then necessary to shine a spotlight on what kind of culture you have. You can diagnose your ideal culture by carefully considering your business plan and leadership talents… but diagnosing your current operating culture is more difficult.

Culture is the sum of the values of each person in a group. Identifying your organisational values is not about posting what you want on your website (your ideal culture), it is about looking objectively at what currently drives behaviour in your organisation. This means identifying what your people actually value (your operating culture). Only then can you begin to bridge the gap between where you are and where you want to be.

Is your organisation aligned in its operating vs ideal culture?

If there is an inconsistency between the values you state for your business and what your employees actually do, you’re in trouble. Humans naturally attune to that inconsistency and it will have a corrosive effect on both employee and customer engagement… and ultimately your performance.

Culture style needs to enroll more than the top decision-makers. It needs to filter into all aspects of the business – people, practices, structures, systems and processes. Leading with integrity means you need to walk the walk (act in line with your stated values), and attract and retain people who are able to walk that walk with you. The key to growing your culture is identification. Only once you have identified the gap between what you have and what you need can you create effective communication and action.

This is where culture strength comes in. How committed are you to strengthening your culture style? How committed are you to ensuring your employees actions are supporting your vision and strategy? Organisational values should be clear to everyone and consistently shared, enacted and reinforced throughout the organisation. You can develop culture from within or recruit outsiders to direct or strengthen the kind of change you need.

Before you can strengthen the culture you need, you need to diagnose the culture you have.

www.talentidentify.com

Dr. Kate Derry

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Engagement drives productivity… what drives engagement?

Kate Derry — Wed, 03 Apr 2019 00:44:29 +0000

Everyone is talking about engagement. This is probably because research studies have consistently shown that employee engagement is the common thread between profitability, productivity, employee retention and loyalty. According to Gallup, two thirds of full-time employees are disengaged at work and this results in billions of dollars’ worth of lost productivity. It seems clear that our current performance models are not working. What is less clear is how to create an engaged workforce in our increasingly disrupted and volatile business landscape…

By ‘not working’ it’s important to distinguish between thriving and surviving employees. Disengaged employees still achieve the bottom line (surviving). They show up at 9am, look busy, do just enough work, and leave again at 5pm. These employees bring their C-game to work. But they are unhappy, unmotivated and it’s evident in their output and your turnover. Engaged employees bring their A-game. These employees are enthusiastic, productive and they take initiative, going over and above what is expected of them. These employees are thriving.

The answer to having this kind of A-game advantage is corporate culture. Yet culture is one of the most frequently overlooked determinants of performance.

Culture is the unspoken driver of attitudes and behaviours in a group and resides in their shared values. We often think of culture as ethnicity. But experientially we have all felt culture on a smaller scale. Think about the teams, groups, families or classes you have experienced. In some teams there was a lot of flexibility around how things are done, while in others everyone followed the rules; in some teams the focus was on working together, but in others it was all about figuring it out on your own; some teams emphasised learning whereas others focused on results. Furthermore, what worked for you might not have worked for everyone. In each environment, some members of the team thrived and others didn’t. Some shared the same underlying values.

Culture is that invisible feeling that creates tension or comfort; that thwarts or enables our engagement and subsequent motivation. Although intelligence is somewhat innate, motivation is extremely responsive to the environment. A person with an average IQ and high motivation will outperform a person with a high IQ and average motivation every time. In the same way a football team with the most talented players who haven’t learned to work together will be outperformed by a team of less skilled players who have.

Every employee has the ability to play at their A-game or their C-game, what matters is whether their environment is supporting them to thrive, or simply survive.

While the difference between two workers’ A-game is a measure of their personal ability, the difference between each worker’s A-and-C is influenced by culture. Selecting the highest A-game from several job applicants is a question of job-fit, getting an employee to perform at their A-game instead of their C-game is a question of culture-fit. Both are essential to high performing teams, yet we have tended to focus on job-fit. This is changing. A recent report by High-Impact Talent Acquisition showed a clear trend in high performing organisations toward the latter (hiring for culture-fit) and on improving their employee’s experience (culture development).

To guide your ship in the right direction, whether it’s your classroom, your home, or your organisation, you need to tune into culture. And the sooner you start the better. Over time culture reinforces mindsets and behaviour-patterns and grows increasingly resistant to change. It’s imperative that leaders learn to encourage and reinforce the behaviours they need to bring their business plan to life. But how?

Strong culture is not grown by telling people what to do, but by showing them. Command-and-control management styles are losing ground. Enforcing definitive consequences for bad (or C-game) behaviour won’t work if your culture is not where you need it to be. Workers motivated by fear will do what it takes to avoid punishment… and nothing more. They will also jump ship at their first chance, perhaps taking their A-game to your competitor. On the other hand, workers motivated by shared values and purpose are more productive, effective, and committed. So what kind of culture is best?

Unfortunately, there is not one easy answer. Rather there are eight distinct cultural styles.

Each organisation may need a different kind of culture depending on how their people currently think, what they want to achieve, and where they are. Culture will evolve over time as the business reaches different phases of its life cycle. This means that what worked in the past may not necessarily be able to get you to where you want to be in the future. Responding to a disruption or crisis may require driving a completely new culture. Similarly, what worked for one organisation may not work for another – even despite being in the same industry. What is essential to your ultimate success is that your culture is consistent and aligned with your strategy and story.

If you have a problem with engagement, the culture you have isn’t working anymore. Even the most authentic purpose and carefully laid business plan will derail if the right culture is not there to support it. Words on paper don’t achieve the outcomes you want, people do. Right now, your culture is developing whether you are steering the ship or not. To mitigate the risks of a misaligned culture and maximise the benefits of strategy-supportive culture, start by diagnosing your personal values and organisational culture today.

www.talentidentify.com/

Dr. Kate Derry

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Uncategorized – TalentIdentify

Fostering Connections in a Hybrid Work Environment: The Key to Success

Announcement Chief Executive Officer Appointment

Former Australia Post Executive and Transformation Consultant Joins TalentIdentify as CEO

Hiring for culture fit? Start by planning for a roadtrip

4 important things that determine if your hires fit or fail

Working with different personality styles during a crisis

3 Things to Get Right for Talent Fit

A 5-step guide to managing culture

Dr. Kate Derry

There’s no point discussing culture until you’ve identified it

Dr. Kate Derry

Engagement drives productivity… what drives engagement?

Dr. Kate Derry