Embarking on a journey through the intricate world of talent assessments offers a profound insight into the evolution of a process that has seamlessly transitioned from manual endeavors to technological sophistication, with Artificial Intelligence (AI) taking center stage. As van Zyl (2023) articulates, while the intrinsic value of talent assessments remains unwavering, the approach has undergone a transformative metamorphosis, reshaping the landscape of hiring and talent management.
In the vast landscape of business, an Industrial and Organisational Psychologist or HR Practitioner serves as the indispensable map for a company, akin to how a traveler relies on navigation to avoid aimless wandering. In the dynamic year of 2024, where opportunities and trends await discovery, having a strategic guide becomes paramount.
As we approach the new year, it's a time for organizations to reflect on how well their teams are performing and plan for the future. The start of 2024 is a golden opportunity to set goals and figure out how to make our teams not just functional but outstandingly effective. So, the big question is: How do we ensure that our teams not only do their job but also excel in terms of being effective and getting things done?
Navigating the New Year with Fresh Talent: Harnessing the Power of Psychometric Assessments in Selection
As we approach a new year, the hunt for top-tier talent intensifies, making the use of psychometric assessments a critical tool in hiring the right candidate. In the fiercely competitive world of recruitment, companies grapple with the challenge of identifying the perfect fit from a pool of highly qualified individuals.
As the year winds down, workplaces often face a collective challenge—a noticeable dip in performance and engagement. Picture this: desks that were once buzzing with energy now seem quieter, and motivation levels take a dip as the year-end fatigue sets in. The approach of year-end not only brings seasonal changes but also marks a critical period where employees experience heightened stress and burnout. Leaders, who are not immune to these challenges, grapple with finding impactful strategies to uplift their teams.
How we handle our emotions matters, whether it's at home or at work. Especially strong emotions like anger can shape how we interact with others. Often, anger is tied to deeper feelings like sadness. But not understanding these deeper emotions can make it hard to deal with them in a positive way. This is where emotional intelligence (EI) comes in.
Succession planning should have a high priority in any strategic HR or business plan. Succession planning is “the process of identifying a longer-term plan for the orderly replacement of key employees.” (Wärnich, Carrell, Elbert & Hatfield: 2020; p.133). Succession planning forces organisations to develop high-potentials and assists in the transition process.
Home office, online working are the new trends and it is impossible to imagine the working world without them. Without these benefits, an employer is no longer attractive. Employers are coming under pressure. They are exposed to the shortage of skilled workers and at the same time, these prefer to sit in a home office. Despite obvious advantages, the question remains how to recruit future employees effectively?
Employers need to move with the times. Their willingness to adapt is rewarded by simply being able to attract the better candidates. They speak the language of youth, that which is "in vogue". What can an employer do to appeal to Generation Z? How can psychological assessments and evaluations support this process? In this article, we will address these points.
In 1998, the war for talent was launched. Talent managers and HR professionals wanted to win the war and the struggle for high potentials was high on every agenda. Yet today, this struggle is even more important than ever before.
Thanks to Covid, changing work landscapes and the evolution of technology, the focus of talent search is changing. Once again, talent managers and HR professionals face new challenges. Their practices need to change significantly to stay ahead of the curve.
Almost every organisation reaches a point in its development where the organically grown HR processes need a systematic structure. In the absence of a common basis, it is often difficult to align HR tools and the introduction of new services and processes is hindered.