Understanding the Difference Between Intrinsic and Extrinsic Motivations Talentoday

Understanding the Difference Between Intrinsic and Extrinsic Motivations

When it comes to motivating employees, one size does not fit all. For some people, the thrill of competition for hitting or exceeding key metrics, like number of sales per quarter, gets them excited. For others, discovering the best way to complete a given task, such as finding the most efficient solution for cold calling, might be a source of inspiration. No matter how it happens, employers recognize that maintaining employee motivation is key for sustaining success - especially in hybrid and remote work environments. 

Before launching new programs aimed at motivating a workforce, it’s important to first understand the nature and types of motivations that exist. Then, tailor those available options to meet the unique needs of each employee.

Why is Motivation Essential? 

Obviously, employing and supporting a motivated workforce should be a priority for all organizations. However, the effects of the COVID-19 pandemic have shown us just how valuable it is to have a varied approach to motivation. 

For example, a recent survey from Jostle of 400 employees who shifted to remote work in the past year revealed that a whopping 83 percent of individuals reported feeling disconnected from their workplace culture. While productivity may not have dipped in the short term, the fact that a majority of respondents also noted feeling less supported by managers during this time makes it clear that these results in output are not sustainable over the long-term. 

As the way we work changes, so too must the way that managers motivate their teams. As organizations embrace a hybrid approach to work, combining virtual and in-person elements, it’s time to look at motivational practices in the same way. 

To get to the heart of the motivation question, here is the first question every manager must ask: Are my employees driven by intrinsic or extrinsic motivations? 

Intrinsic or Extrinsic Motivations

To start, the concept of separating out intrinsic and extrinsic motivations is a fairly straightforward - yet essential - exercise. According to Psychology Today, “intrinsic motivation refers to those activities you do because you enjoy the activity itself,” whereas extrinsic motivations refer to anything we do because of reasons outside of the work. Extrinsic motivators include salary, job perks/benefits, status and work conditions. Intrinsic motivators include things like recognition, challenging work, purposeful work, achievement and opportunities for personal growth.

Consider the examples mentioned at the start of this piece. A sales team competing for top spot on the quarterly metrics tracker would be a textbook example of an extrinsic motivation. Even though making sales might be related to the job at hand, taking first place in this competition is a motivation tied to results, not the tasks of the job itself. On the other hand, an employee might find joy in the actual process of selling. For example, the step-by-step journey of finding the best times to make outreach and most effective scripts might be exciting in its own right. 

For those motivated intrinsically or extrinsically, there are a variety of ways employers can meet their needs with tailored solutions. Here are the forms of intrinsic and extrinsic motivations identified by the MyPrint soft skills assessment: 

Intrinsic 

  • Responsibility: This motivation dimension refers to the extent that a person seeks to feel accountable. While some individuals find joy in making big decisions for their teams, others would like to share that responsibility with others.
  • Influence: This motivation dimension refers to the extent that a person seeks to influence others’ opinions and intentions. Those that are highly motivated by influence enjoy swaying others’ opinions, while those that are lower on this motivation dimension are happiest when they can stay open-minded to different points of view.
  • Belonging: This motivation dimension refers to the extent to which a person wishes to be part of a group. Individuals who are highly motivated by belonging seek to find common interests and hobbies with their coworkers to create a team feeling, whereas other individuals like to keep their interests or opinions independent from the rest of the group.
  • Challenge: This motivation dimension refers to the extent that a person seeks to get out of their comfort zone. Those that are highly motivated by challenge will always try to outperform their previous goals and achievements, whereas those that are not as motivated by challenge are content working towards attainable goals.
  • Recognition (Intrinsic enjoyment): Those that are on the lower end of the recognition dimension are seeking intrinsic enjoyment. They seek out projects and tasks that they enjoy doing, even if they are not receiving any external recognition for their work.
  • Reward (Need to contribute to society): Those that are on the lower end of the reward dimension seek to work on projects that have an impact on society. They need to understand the greater impact of their work, regardless of the tangible benefits they might receive.

Extrinsic

  • Autonomy: This motivation dimension refers to the extent to which one wishes to control their circumstances. Those that are highly motivated by autonomy like to set their own goals and schedule, whereas those who are lower on the autonomy dimension prefer to consult with others before setting their goals.
  • Competition: This motivation dimension refers to the extent that an individual will seek to outperform others. Those that are highly motivated by competition like environments that encourage public performance metrics, whereas those that are lower on the competition scale will seek to share their knowledge to help work towards group goals.
  • Relation: This motivation dimension refers to the extent to which an individual seeks to have multiple social contacts. Those that are high on this motivation dimension seek out opportunities to socialize as frequently as they can, whereas those who are lower on this dimension desire privacy in their work environment.
  • Recognition (External acknowledgement): Those who are high on the recognition dimension seek positive feedback and compliments for a job well done. The external recognition is enough to keep them motivated, even if they do not necessarily enjoy the work they are doing.
  • Reward (Tangible benefits): Those who are high on the reward dimension are motivated by having their performance rewarded by material benefits. They will often be encouraged to work harder when there are opportunities available.
  • Excitement: This motivation dimension refers to the extent to which an individual is motivated by thrill. Those who are highly motivated by unpredictable environments and the opportunity to take risks, whereas those on the lower end of the excitement dimension prefer safe and predictable environments.
  • Variety: This motivation dimension refers to the extent to which an individual seeks out new experiences. While some individuals seek out diverse experiences, projects, and skills, others prefer to stick to familiar routines and work methods.

Motivating and Moving Forward

Gone are the days of ordering pizza into the office to celebrate a job well done and calling it a day. In the changing world of work, managers need to become more nuanced in the ways they motivate employees. To start reshaping these practices on a case-by-case basis, it’s important to identify whether an individual is driven by intrinsic or extrinsic motivations. Only then can managers determine which particular path is right for each employee. 

Are you ready to identify what motivates your employees? Experience how MyPrint can uncover what makes you and your team unique by clicking here!


Why Upskilling is Crucial for Hybrid Teams Talentoday

Why Upskilling is Crucial for Hybrid Teams

Why Upskilling is Crucial for Hybrid Teams Talentoday

There were a lot of things I didn’t know I could do before COVID-19 upended the way we live and work. For example, I already knew my way around the kitchen, but I had no idea I could make tasty banana bread! I also learned how to cook a spicy jambalaya, brew my own beer and, when I wasn’t eating or drinking, I figured out how to use a 35mm film camera to expand upon my interest in photography. In my home life, I would call these achievements “little victories.” Little did I know that, were I to do the same sort of expanding of my talents in the workplace, it would be known as “upskilling.” 

Upskilling is the process of using training and education to deepen an employees’ abilities within their area of expertise. This is slightly different from reskilling, which is when an employee is trained on an entirely new skill set in order to move into a different role. Instead, upskilling is all about building upon an employee’s existing skills in hopes of enhancing their impact on an organization.

While my personal upskilling may not have major implications for the workplace (even if some morning meetings are greatly improved by the addition of banana bread), upskilling has the potential to reshape the way organizations recruit and develop talent – especially as teams embrace hybrid work models. 

The Skills Gap Continues to Expand

As the modern workplace undergoes unprecedented changes, existing skills gaps across all industries are widening. While employees may have entered into the workforce with skills that were in high demand at the time, the rate of digital transformation has increased sharply in response to the COVID-19 pandemic, leaving many of these employees behind. According to McKinsey & Company, 87 percent of companies say they have skills gaps or expect to within a few years. Jobs are changing fast, and employers and employees are struggling to keep up. 

There are a few options at organizations’ disposal for dealing with these gaps in needed competencies. In less competitive hiring markets, one appealing course of action would be to bring in new talent to fit the needs. However, today’s recruiting landscape is characterized by a dwindling supply of talent and an aggressive influx of demand from employers. These conditions have forced many employers to look inwards when determining how to address their skills gaps in the years ahead. 

Employees are Looking for a Change

To exacerbate the problem even further, this expanding skills gap comes at a time when workers are beginning to quit jobs at extraordinary levels. In April 2021, the number of employees leaving their companies spiked to approximately 4 million according to the Bureau of Labor Statistics (BLS), leading many to refer to the phenomenon as, “The Great Resignation.”

In truth, does anyone ever really want to be forced to find a new job? In the same way that employers would rather retain talent than search for replacements, employees are hoping for reasons to stay at their current organizations before making a drastic move. Take the results of a recent PwC survey into consideration. Their findings show that the majority of workers are open to change, citing that 40 percent of respondents successfully improved their digital skills during the pandemic and over 90 percent of those who adapted to remote work would prefer to continue working in this style of environment. On top of that, 77 percent of workers are ready to learn new skills. 

The issue is not a lack of willingness to learn on the side of employees but, rather, the lack of opportunities for upskilling offered by employers. However, if organizations are serious about closing their skills gap and retaining employees in the face of an explosion of resignations, it’s time to make learning and development programs a real priority. 

Make Upskilling a Priority 

While employers seem to recognize the problem they face, there remains a gap between this recognition and an understanding of how to address the underlying causes. According to a 2021 survey conducted by Gartner, 68 percent of HR leaders cited building critical skills as a top priority. However, more than 30 percent of the same leaders say that they don’t know what skills gap their employees have, how to effectively integrate learning into employee workflows or can’t create skill development solutions fast enough to meet evolving skill needs. In short, employers know there are skills gaps to address, but are uncertain where they lie or how to fix them.

The way forward is two-pronged, based first on assessment then solidified with commitment: 

  • Assessment: First and foremost, organizations need to utilize tools to empower them to better evaluate their candidates and employees. Knowing the current capabilities of a team is important, but identifying the potential for growth can be critical. While necessary technical skills can be assessed through traditional means, such as verifying education and certification backgrounds, this must be coupled with a deeper understanding of soft skills. Scientifically-based soft skills assessments can provide insight into an individual’s capacity to upskill into a role over time. 
  • Commitment: Once the workforce has been properly assessed, organizations must then approach upskilling differently than standard onboarding and other job-specific training opportunities. Instead, upskilling opportunities must be treated like the valuable benefits they are. As noted in Fast Company, “For the top tier of talent, upskilling is emerging as a must-have employee benefit, like a retirement saving plan, employer subsidized health care, or paid time off.” In other words, these education programs cannot be haphazardly inserted into existing workflows. Rather, time and space must be set aside for employees to truly feel as though upskilling is a top priority. 

As the way we work continues to change, teams are struggling to keep up. However, by devoting time and effort to upskilling programs, there are win-win solutions available for employers and employees alike. 

Are you ready to evaluate your team’s soft skills to determine upskilling opportunities? Discover the powerful science of people analytics that drives MyPrint by clicking here.


How Culture Add Goes Beyond Culture Fit to Support Diversity, Equity and Inclusion in the Workplace Talentoday

How Culture Add Goes Beyond Culture Fit to Support Diversity, Equity and Inclusion in the Workplace

For years now, organizations have been stressing the importance of using company culture to drive recruitment and team management efforts. The theory being that hiring individuals that align with the elements that make up a company’s culture - like preferred work environment, company mission, leadership style, values, ethics, expectations and goals - will lead to a happier, more productive workforce.

It’s why most HR professionals have seen (or have had a hand in crafting) recruiting pitches like these:

“Be a part of a fast-paced team!”

“Join our values-driven organization!”

“Are you looking to work in a collaborative and creative environment? Apply now!”

While these culture-driven hiring efforts may be well meaning, there’s growing research indicating that making decisions based on “culture fit” alone may be missing a bigger point. Instead, the real key to unlocking a productive and diverse workforce may be what’s known as “culture add.” 

What is Culture Fit? 

To begin, hiring professionals need to assess how the industry has been operating in order to determine the best path forward. When culture fit first gained momentum in offices, the idea seemed both groundbreaking and simple. Instead of only relying on hard skills and job description qualifications when determining the best possible fit for a role, HR teams decided to go further. Now, how people go about their work was just as important as what they were doing. Since the style and approach required for being successful at one organization may not transfer to another, culture fit aims to assess whether a candidate’s attitude, motivation and values are aligned with the culture.

Where Does Culture Fit Fall Short?

Unfortunately, hiring for culture fit does not always add up to the ideal workforce its proponents claim to deliver. While the attention this methodology brought to historically under-evaluated areas of candidate profiles, such as personality, motivations and behaviors, was an improvement, it also led many hiring managers into a dangerous trap known as affinity bias. According to LinkedIn, “Affinity bias is the tendency to have a preference to people like ourselves. In hiring, affinity bias can mean leaning toward one candidate over another because they have a relatable background, belief, or appearance.” In other words, while organizations may have thought they were hiring the best candidates for the job thanks to how well they “fit” into a culture, they may have unknowingly been building a homogenous workforce lacking in true diversity. This same research goes on to note that inclusive companies are nearly two times more likely to be innovation leaders in their market, and these same companies outperform industry norms by an average of 35 percent.

Clearly, while hiring for culture fit can have its benefits, companies that do so may be leaving countless amazing hires behind due to rigid match criteria. 

How is Culture Add Different? 

Today, the practice of hiring for culture add aims to improve where culture fit strategies fall short. As a recent article in Fast Company puts it,” Assessing for culture fit can unintentionally encourage managers to pick candidates that look like everyone else. But looking for culture add helps managers to determine how a candidate’s individuality and differences can make a company better and stronger.” Rather than stifling the things that make a candidate unique, culture add aims to find ways to embrace that individuality within the existing framework of a company’s culture. 

In truth, getting to this point can be challenging - especially for larger organizations with deeply ingrained cultures and hiring processes. Culture change takes time, and there needs to be top-to-bottom buy-in to ensure everyone moves in the right direction to embrace diversity, equity and inclusion at scale. LaFawn Davis, Vice President of Diversity, Inclusion and Belonging at Indeed.com, offers these best practices for companies looking to move towards culture add-based hiring:

  • Empower recruiters to push back. When culture fit is given as the reason to decline an offer, recruiters should be able to ask follow-up questions to ensure this reasoning is not being used as an excuse to make decisions based on bias or emotion.
  • Ask for more details. Sparking a deeper conversation about a hiring manager’s desired attributes and skills, and how the candidate may meet or miss these marks, could be another way to get beyond a cultural fit impasse.
  • Use rubric-based scoring. Go beyond gut-feeling! Having a reliable scoring system can point to where candidates may have fallen short or, if the hiring manager can’t point to something specific, give the recruiter a reason for challenging biased thinking. 

As organizations continue to recognize the importance of diversity, equity and inclusion in all industries and workplace settings, the concept of culture fit may be coming to an end. Instead of only hiring those who can fit themselves into a tidy box of strictly defined cultural norms, it’s time for human resource professionals to tap into the power of embracing what makes each of us truly unique. 

After all, where’s the fun in just fitting in anyway? 

Are you ready to build a diverse workforce through the power of science-driven people analytics? Discover the science behind MyPrint by clicking here.


Are Your Personality Traits Right for Your Career Path?

Long gone are the days of separating “life” and “work” into two separate buckets hoping to achieve some sort of balance. Employers and employees alike are now becoming increasingly aware that the personality traits that make each of us unique at home are the same things that can make us successful in the workplace. This shift has been highlighted as the effects of the COVID-19 pandemic further blur the line between professional and personal.

Now, instead of simply checking boxes of required technical abilities and education, job seekers are having to ask themselves deeper questions about their personalities. These questions can include:

“Am I more reserved around new people or do I feel at ease when I’m in the spotlight?”

“Am I comfortable when things are not organized or do I prefer instructions in unfamiliar situations?”

“Do I simply focus on getting a task done or do I take time to focus deeply on the details?”

This amount of self reflection can be overwhelming when there’s a ticking clock for finding work! How can job seekers better understand themselves in order to prepare for the new world of job searching? Thankfully, there is more information than ever to identify which personality traits are more likely to lead to success in a given career path.

Identifying Your Personality Traits

Most job seekers are familiar with the standard questions they’ll likely face in a job interview, such as, “What are your strengths/weaknesses?” However, it’s all too easy to fall into the trap of telling meandering stories that are heavy on details but light on proven takeaways.

What hiring managers are really looking for in job interview responses are what are known as, “transferable skills.” These are the types of skills that are not specific to a single industry or role. Rather, transferable skills — such as personality traits — can be used in a variety of settings.

In order to go deeper when identifying your transferable skills, consider taking an assessment backed by science, such as MyPrint®! Supporting anecdotal evidence from your experiences with tools built on data-driven people analytics can add credibility to your claims. Furthermore, the MyPrint assessment evaluates individuals on 13 distinct dimensions of personality, and gives information on 26 total personality traits. Pinpointing your personality traits can help narrow your job search to roles that are more likely to be the right fit for your career.

Popular Fields and Noteworthy Personality Traits

Once you have a better understanding of the personality traits that make you unique, it’s time to connect them to jobs that will allow them to shine! Based on our Talentoday user database, here are the key personality traits that align with 14 of the most in-demand career paths today:

  • Administrative: Compliant, Structured, Conventional Thinker, Practical
  • Art Design: Imaginative, Spontaneous, Critical-Thinker, Precise
  • Education: Empathetic, Modest, Extroverted
  • Engineering: Precise, Confident, Determined, Positive, Individualistic
  • Finance/Bank/Accounting/Audit: Confident, Positive, Relaxed, Determined, Individualistic
  • HR/Purchasing: Positive, Extroverted, Confident, Striving
  • Health and Social Care Provider: Empathetic, Extroverted, Imaginative, Big Picture, Striving
  • Information Technology: Confident, Relaxed, Positive, Striving
  • Legal: Determined, Relaxed, Big Picture, Compliant
  • PR/Writing/Editing: Empathetic, Imaginative, Extroverted, Spontaneous
  • Production: Positive, Practical, Confident, Extroverted, Striving
  • Research Science: Critical-Thinker, Imaginative, Assertive, Big Picture
  • Sales: Extroverted, Practical, Positive, Determined, Striving, Patient, Confident
  • Security: Confident, Positive, Relaxed, Striving, Assertive, Determined, Practical

Do any of these personality trait groupings sound like you? If they do but you’re currently on another path, it might be the right time to consider a change! With the transferable skills needed for a successful foundation, all that’s left is to fill in the hard skills gaps you may be missing. If you’re currently working in any of the fields above and are lacking some of the soft skills that are prominent in your position, that’s okay too! This is the perfect time to start developing your strengths in the areas critical to your industry.

Are you interested in learning more about the personality traits that make you…you? Click here to take MyPrint and receive a detailed assessment of your unique personality, motivational and behavioral traits! Then, you’ll be able to use that information to connect your unique strengths to today’s most in-demand jobs.


Case Study: Medix

The Challenge:

With a higher than desired turnover rate for new employees in the first 90 days, Medix turned to Talentoday to determine how to better use soft skills data to reduce turnover rates.

The Solution

With HR working as a strategic business partner, Medix was able to empower managers and their direct reports to have enhanced collaboration with soft-skills data. Medix’s HR team implemented proactive collaboration sessions between managers and new hires based on Talentoday’s Collaboration Report, a 1:1 report designed to compare two individuals’ similarities and differences. The report provides guidance on how they can work better together better based on their unique MyPrint results. By implementing these sessions as proactive and voluntary, the buy-in is high among internal employees.

With HR acting as the facilitator, the manager and new hire are able to use the report to talk through examples that can help motivate them, and what discourages them, empowering engagement to work together towards business goals.

The Result

As a result, Medix saw a significant increase in employees staying with the organization past the first 90 days of employment. In fact, the organization experienced a 68.9 percent decrease in new hire turnover!

About the Client

Medix, a US-based staffing organization, has been pioneering staffing and digital services over the past twenty years. Being a purpose-led organization, Medix is guided by their core purpose to positively impact lives. In putting people at the heart of what they do, they take an innovative position as both an employer and staffing provider of choice by leveraging soft-skills insights as part of their holistic employee, talent, and client experience.

Since 2018, Medix has been leveraging Talentoday’s soft-skills assessment, MyPrint, and its personality, motivation and behavioral insights as part of their service offering to both talent and clients. Additionally, Medix designated an internal HR representative to champion MyPrint initiatives and infuse people analytics even further into Medix’s employee culture.

Ready to start your transformative Talentoday success story? Click here to book a demo and experience how our people analytics are transforming how organizations hire, manage, develop and retain talent.


Behaviors Uncovered: Decision Making, Rule Consciousness, Risk Orientation and Change Reaction

So far, our Behaviors Uncovered series has explored seven total areas of observable actions made by individuals in conjunction with their work environment. Part one focused on Leadership Style, Communication Style, Conflict Management and Team Contribution. In part two, we highlighted Creativity, Work and Learning Styles; these are the behavior patterns that shape the ways individuals expand their knowledge base and work together to invent in the workplace. In this third and final entry in our series, the ways in which individuals relate to organizational structure and make choices take center stage. It’s time to uncover the science behind Decision Making, Rule Consciousness, Risk Orientation and Change Reaction.

As with the first two entries in this series, key information in the following descriptions is drawn from the Talentoday MyPrint® questionnaire. The behavioral dimensions found within the assessment are displayed as score matrices resulting from the combination of personality and motivational results. In short, our behavioral styles are predicted based on the scores (high or low) that an individual has obtained on these two dimensions crossed together. Think of these analytical grids as a way to gain a deeper understanding of why an individual prefers and maintains a particular pattern of actions.

Decision Making

When you start adding up the total number of decisions we make in the workplace on a daily basis, the results can be truly staggering. From soft balls like, “Hot coffee or iced coffee?” to everyday preferences like, “Does this request warrant a meeting or will an email suffice?” employees are constantly faced with choices to make. Eventually, some of these decisions can have a major impact on an organization. Having an idea of how an individual might go about this process can be key when building the right team for your goals.

Decision Making can be described as the set of processes, either intuitive or reasoned, by which an individual ends up choosing between two or more courses of action.

There are four ways individuals can approach decision making, derived from the “Perspective” dimension of personality and the “Need for Autonomy” dimension of motivation:

  • Analytical (Big Picture, Need for Support): Individuals who are Analytical decision makers tend to consider multiple points of view in order to frame a situation very broadly.
  • Strategic (Big Picture, Need for Self-Reliance): Individuals who are Strategic decision makers rely on their own assessment of a great deal of information to build solutions that stand the test of time.
  • Deliberate (Focused, Need for Support): Individuals who are Deliberate decision makers consider just enough input from others to make a plan, but are ready to quickly adapt to the situation if need be
  • Efficient (Focused, Need for Self-Reliance): Individuals who are Efficient decision makers value efficiency. They make up their minds quickly and move on to the next decision.

Rule Consciousness

How does your team approach structure? Any leader that has attempted to manage each employee with the same meeting schedule, expectations and firmness knows that, when it comes to workplace rules, it’s never truly one-size fits all. Rule Consciousness can be summarized as the way an individual interprets, judges and reacts to the organizational rules in place.

There are four behavior types when it comes to rule consciousness, derived from the “Critical Thinking” dimension of personality and the “Need for Belonging” dimension of motivation:

  • Challenger (Critical-Thinker, Need for Freewill): Individuals who are Rule Challengers evaluate the rules and norms that are in place with great objectivity, and might choose their own way of doing things.
  • Follower (Critical-Thinker, Need for Affiliation): Individuals who are Rule Followers go along with the rules, as it is a way for them to feel connected to others.
  • Adjuster (Conventional-Thinker, Need for Freewill): Individuals who are Rule Adjusters are likely to try to bend the rules they strongly disagree with, or adjust them to their advantage.
  • Advocate (Conventional-Thinker, Need for Affiliation): Individuals who are Rule Advocates show a strong respect for authority, and promote the existing rules or norms of any organization they belong to.

Risk Orientation

The decision to take a leap of faith in the workplace can be a stressful one for many employees. This takes rook in the ways that employees approach risk. Risk Orientation can be described as the way an individual invests energy in response to perception of significant uncertainty, namely in seeing either the opportunities or the obstacles. In some cases, a career defined by taking bold action can be beneficial. In other situations, a more conservative approach may be more warranted. Determining the outlooks held by members of a given team can help managers better chart the direction and pace the organization should be taking in order to maintain team confidence.

There are four ways an individual can approach risk, derived from the “Optimism” dimension of personality and the “Need for Excitement” dimension of motivation:

  • Risk-neutral (Positive, Need for Safety): Individuals who are Risk-neutral strive to minimize their uncertainty by searching for the most rational solution.
  • Risk-taker (Positive, Need for Adventure): Individuals who are Risk-takers expect positive outcomes from risky opportunities, making them typically go for them in order to maximize the gains.
  • Risk-averse (Apprehensive, Need for Safety): Individuals who are Risk-averse focus on negative outcomes in risky opportunities, which typically makes them avoid them and choose safe alternatives.
  • Risk-tolerant (Apprehensive, Need for Adventure): Individuals who are Risk-tolerant are open to deal with risky situations as long as they can determine solutions that reduce their potential losses.

Change Reaction

Change Reaction can be described as the typical response of an individual to the unexpected events or situations arising in their environment of work. Considering that a recent survey of half a million U.S. employees discovered that almost one-third of them do not understand why organizational changes are happening at any given time, it’s clear that employers need to do better when implementing change. One way to get there is by better anticipating the ways in which individuals might react when confronted with the news of adjustments to the workplace and processes.

Change reaction can be broken down into four possible patterns, derived from the “Grit” dimension of personality and the “Need for Variety” dimension of motivation:

  • Conservative (Determined, Need for Consistency): Individuals who are Conservative in their reaction to change need to be convinced of the necessity of changes prior to overcoming them.
  • Resilient (Determined, Need for Diversity): Individuals who are Resilient in their reaction to change tend to recover from changes by finding new ways of reaching their initial goals.
  • Adaptable (Opportunistic, Need for Consistency): Individuals who are Adaptable in their reaction to change quickly adapt to changes occurring in processes, since they may represent an opportunity to adjust their goals.
  • Promoter (Opportunistic, Need for Diversity): Individuals who are Promoters of change enjoy celebrating new events, and they typically welcome

If recent events have taught us anything, it’s that workplaces of all kinds need to be ready to tackle tough decisions and major transformations at any given moment. To navigate these fluctuations with skill, it pays for employers to have a deep understanding of the ways in which the individuals on their team approach the decision making process, rule consciousness, risk orientation and react when confronted with change.

When taken together with the personality and motivation dimensions of the MyPrint assessment, uncovering the behaviors of the individuals on your team can help you unlock the true potential hiding just under the surface.

Interested in uncovering more about how behavior profiles can help you understand how someone will act in a professional setting? Discover the science behind MyPrint by clicking here.


Race to Reshape Your Dream Team

As organizations anticipate post-pandemic life, business leaders are assessing their talent management challenges, looking to (re-)build a dream team and optimize performance. Companies are competing to hire top talent.

The workplace terrain has changed, and employers need to navigate the new normal of virtual work. Do you have who and what you need for your organization to be successful?

Talentoday offers insight into what to consider when building and shaping your team

  • Use our checklist to shape your dream team.
  • Get our coach’s guide on characteristics and traits to look for when hiring new employees in a remote work environment.
  • Gain insight into how soft skills can help in hiring and motivating your team.
  • Learn what traits support innovation, strategic thinking and problem solving.
  • Find tips on cultivating an inclusive culture.

Click here to download our new infographic today!


Tell a Soft Skills Career Story in Your Next Job Interview

What makes for a great job interview? You know, one of those interviews that makes you say, “I totally nailed it. I know I’ve got the job. It’s time for a happy dance!”

Well, for one, it’s not about reciting your resume word-for-word like some sort of business robot (even if “the robot” is a fantastic choice for a happy dance). Instead, it’s about going beyond the resume to bring the story of your career to life. Then, taking that story a step further to connect your future to the goals of the employer.

The best storytellers don’t just list off events in the order in which they occurred. Instead, they draw the audience in by sharing the unique qualities of each character. In that same way, it’s time to transform your next job interview into an engaging story of what makes you unique as a candidate! To get there, you’ll have to shift the focus from a rehashing of professional milestones to what truly sets you apart — your soft skills!

Chapter 1: Soft Skills vs. Hard Skills

First and foremost, let’s lay out the difference between hard skills and soft skills. Hard skills, also commonly referred to as technical skills, are straightforward requirements for a position that employers can easily check off of a list. Does this applicant have the necessary degree? Did they complete training in this particular area? How many years of experience do they have in the industry?

Hard skills may be a prerequisite for getting your foot in the door, but soft skills are the key to unlocking the full power of your career story. These are the skills that touch on the less tangible elements of the way we work together. Soft skills bring to mind things like communication, leadership and teamwork. In other words, the elements of a great story!

Chapter 2: Identifying Your Soft Skills

If job interviews are all about storytelling, then every job candidate needs to build a narrative with a compelling beginning, middle and end. To start telling your story, think back to previous experiences in your work, education and outside activity history. What made you successful during those experiences? When did you fall short and why? What are you hoping to improve upon as you turn the page to a new chapter in your career?

As a starting point, consider using your resume as a reference. Then, begin writing out these key career moments from memory with soft skills as your focus, going beyond the bullet points to fill in the rich details. Unfortunately, our memories can only tell ourselves and our audiences so much about the way we interact with others in professional settings. In order to go deeper when identifying your soft skills, consider taking an assessment backed by science — like MyPrint®! Supporting anecdotal evidence from your career and experiences with tools built on data-driven people analytics can add credibility to your claims.

Chapter 3: Putting Soft Skills in Action During Questioning

Once you start seeing the job interview process through the lense soft skills, you’ll notice how many of the most common and difficult questions can be easily answered with soft skills in mind.

Here are five of the most common job interview questions, as well as the areas of soft skills employers are look for in your response:

  • Can you tell me about a time when you overcame a significant challenge at work?
  • What happens when you have multiple deadlines and how do you prioritize?
  • Give me an example of when you had to work closely with someone who was difficult to get along with. How did you handle interacting with that person?
  • Can you tell me about a time when you had to ask for help?
  • What is your preferred management style?

When you answer questions like these, answer with your soft skills! If you are unsure what your strengths are, look at your MyPrint One Pager. What are your top three personality strengths? For example, if you are Empathetic, you might excel working with difficult people because you can put yourself in their shoes and understand why they behave in certain ways. If you are Easy-Going and know that details aren’t your forte, you might be more inclined to reach out to a detail-oriented colleague when you have projects that require precision. The more concrete the example you can share, the better!

Writing an Ending with Confidence

It’s a tale as old as time — the job candidate makes it to the end of the job interview journey only to feel like they missed out on a golden opportunity. One way to avoid this tragic fate is to turn your job interview into a story about soft skills! Prepare for your next meeting with a potential employer by thinking about your career as chapters, each highlighted by the traits that make you unique.

Are you looking to turn your next job interview into the story of your soft skills? Click here to take MyPrint and receive a detailed assessment of your unique personality, motivational and behavioral traits!


Behaviors Uncovered: Creativity, Work and Learning Styles

In the first entry in our Behaviors Uncovered series, we investigated four key dimensions for employers focusing on better understanding group dynamics within their teams: Leadership Style, Communication Style, Conflict Management and Team Contribution. In part two, our attention turns to the behavior patterns that shape the ways individuals expand their knowledge base and work together to invent in the workplace: Creativity, Work and Learning Styles.

As a recap, behaviors represent the ranges of observable actions made by individuals in conjunction with their environment. The Talentoday MyPrint® questionnaire provides 11 behavioral dimensions displayed as score matrices resulting from the combination of personality and motivations dimensions of the assessment. Therefore, our behavioral styles are predicted based on the scores (high or low) that an individual has obtained on these two dimensions crossed together. In short, these analytical grids give insights for understanding why an individual tends to foster a particular pattern of actions and how they maintain it.

Creativity Style

Time and time again, creativity is cited as the skill most sought after by employers. After the ways we work were upended due to COVID-19, is it any wonder that companies are looking for ways to boost their knack for finding novel solutions to problems?

How, exactly, you define creativity is key when uncovering the science behind the behaviors in this area. Creativity Style can be described as the set of processes that an individual takes to produce something that is new and somehow valuable, whether it is intangible or concrete.

There are four styles of creativity, derived from the “Abstract Thinking” dimension of personality and the “Need for Reward” dimension of motivation:

  • Visionary (Imaginative, Need to Contribute to Society): Individuals who have a Visionary creativity style are imaginative and aim for groundbreaking changes that will contribute to the improvement and betterment of others.
  • Innovative (Imaginative, Need for Tangible Benefits): Individuals who have an Innovate creativity style like to think outside of the box, and aim to develop new and profitable processes or technologies.
  • Functional (Practical, Need to Contribute to Society): Individuals who have a Functional creativity style are realistic, and their creative actions might take place in everyday activities, such as by using existing tools or methods in new and original ways.
  • Interpretive (Practical, Need for Tangible Benefits): Individuals who have an Interpretive creativity style are typically looking for quick solutions, and usually come up with more advanced and profitable interpretations of existing techniques or devices.

Work Style

Whether a job requires multiple simple tasks or challenging projects will strongly influence the type of person that you want to work in certain roles. By taking the time to learn about what work style a person uses, you can help to assign roles on certain projects or keep it in mind when hiring for different roles. Work Style refers to the way in which an individual tackles their tasks and projects, as well as the pace at which they complete them.

There are four styles of communication, derived from the combination of the “Thoroughness” dimension of personality and the “Need for Challenge” dimension of motivation:

  • Rigorous (Precise, Need for Attainable Goals): Individuals who have a Rigorous work style are thorough and task-oriented, and ensure high quality and error free work.
  • Dedicated (Precise, Need for Personal Achievement): Individuals who have a Dedicated work style like to work on challenging projects and provide high quality work.
  • Steady (Easy-Going, Need for Attainable Goals): Individuals who have a Steady work style value realistic goals and deadlines, and favor consistent productivity by focusing on bottom-line results.
  • Responsive (Easy-Going, Need for Personal Achievement): Individuals who have a Responsive work style like challenging goals, and favor multi-tasking in order to do a higher quantity of work in a shorter amount of time.

Learning Style

It’s clear that uncovering the science behind behaviors in areas like learning style will play an integral role in the future of work. In fact, recent reporting indicates that companies are transitioning from hiring based on existing education to focus on skills-based hiring. For this expansion of upskilling efforts to work, employers must first learn how to tap into an individual’s preferred learning style

For our purposes, Learning Style can be summarized as the set of processes that an individual uses to acquire or develop skills or knowledge..

There are four styles of communication, derived from the combination of the “Structure” dimension of personality and the “Need for Recognition” dimension of motivation:

  • Studious (Orderly, Need for Intrinsic Enjoyment): Individuals who are Studious learners like to learn things that they find interesting, and prefer learning through methods that allow time to reflect and go at their own pace, such as reading books or articles.
  • Sequential (Orderly, Need for External Acknowledgment): Individuals who are Sequential learners are structured and learn best in a lesson format, with clear goals and positive feedback validating their progress.
  • Conceptual (Spontaneous, Need for Intrinsic Enjoyment): Individuals who are Conceptual learners like to learn things for fun and do not need structure, but rather will feel like they’ve mastered a topic once they know its full context.
  • Experimental (Spontaneous, Need for External Acknowledgment): Individuals who are Experimental learners tend to be intuitive and learn best through group interactions, where they seek positive feedback while testing their new knowledge or skills on others.

As the workplace evolves, employers are putting higher premiums on hiring individuals with the capacity to grow and find new ways to solve problems in their given roles. Understanding the behaviors behind creativity, work and learning styles is an important first step towards building an adaptable team ready to take on the future of work.

In the final entry of our three-part Behaviors Uncovered series, we investigate four areas of behavior that get to the heart of the ways individuals calculate their responses to high pressure situations — Rule Consciousness, Decision Making, Risk Orientation and Change Reaction.

Interested in uncovering more about how behavior profiles can help you understand how someone will act in a professional setting? Discover the science behind MyPrint by clicking here.


New Tailored Group DNA Feature Adds Personalization to Soft Skills Analysis

Introducing Tailored Group DNA

Talentoday is excited to announce the arrival of the newest feature of Talentoday Manager — Tailored Group DNA! In the last year, our team introduced Talentoday Managers to Group DNA. The idea was simple: Users needed to be able to make smarter HR decisions and maximize synergies within teams by leveraging MyPrint® soft skills data at scale.

Group DNA achieved this with two core purposes in mind: team profiling and talent matching.

  • Team Profiling: Group DNA allows users to uncover the soft skills and traits that shape any distinct work group of three or more people. The result is a visual representation of what makes a group effective, and where there are skills gaps to fill. [Example Image]
  • Talent Matching: Group DNA improves talent matching by determining the synergies within a job function by taking a sampling of members and allowing Managers to identify the predominant skills that contribute to that groups’ success. Based on that knowledge, candidates can be matched to the role against the Group DNA.

Tailored Group DNA takes this concept one step further by adding personalization options for our users. While Group DNA is a purely data-driven tool which compiles all dominant traits from a sample group of members’ MyPrint data, Tailored Group DNA allows managers to zero-in on the precise traits they may need to focus on for a particular hiring or management situation.

With Tailored Group DNA, you can now find solutions to the following questions:

  • How do I leverage Talentoday’s matching algorithm without an ideal sample group to work off of?
  • How can I integrate the soft skills that reflect my organization’s values into our selection process?
  • How do I leverage my team’s MyPrint insights to create diversity of thought?

It’s time to put a human touch on the data that’s driving your business forward! From hiring to internal mobility, Tailored Group DNA will empower you to fill the soft-skills gaps on your team and put your expertise to good use while maintaining leveraging the scientific integrity of our Group DNA’s matching algorithm.

Interested in seeing Tailored Group DNA in action? Contact our team today to learn more about how our latest feature is changing the way teams visualize and act upon soft skills data!