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1. How can career planning help me?

Career planning maps out how you’re going to get from where you are now to where you’d ideally like to be. Having a clear vision and goal in mind will help you to identify alternative pathways and actions you need to take to get there. Career planning also enables you to take stock of your strengths and how you can best leverage these, as well as any critical improvement areas you need to be aware of so you can tackle these areas so they don’t trip you up.

2. What support and resources are available to help me plan and progress my career?

You are the ultimate owner of your career and the choices you make. However, there are numerous resources and sources of support you should call on. In addition to your manager and the HR team, you should also put aside time to put together a “Personal Development Board” or group of diverse people within and outside your organization who can assist you with your careers in different ways including providing feedback, guidance and advice, mentoring, encouragement, etc. You can also search for career resources on the Internet and professional networking platforms like LinkedIn that will provide additional tips and guidance.

3. How can I find out more about what it’s like to work in a particular job and/or functional area?

The first step is to find out who is currently doing, or has recently done, the jobs you’re keen to do in future. You can then connect with them to invite them to a virtual or in-person meeting to find out more about their experiences. It is important you prepare some questions to find out as much as possible about the role. Examples include:

4. How can I make the best career choices that take account of my desired lifestyle and personal situation?

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There are many misconceptions about job hunting and how to advance your career. For 5 weeks between January and February this year (2021), I was on my Facebook Page every Wednesday doing live and free coaching sessions, busting one myth per week for five weeks. This was a fun project for me, and at the time of writing over 4000 have watched these videos. 

I compiled the best of each of the five sessions to write this article. 

Myth 1: The perfect resume and cover letter will get you the job.

The first myth that I discussed and busted is that professionals assume they will get a job if they have a perfect resume and a cover letter. That is not true.

If you have a great resume and hear crickets back, don’t be surprised! It’s not just the resume that gets you the job. A resume is just one of the many things you have to do as a job hunter to progress in the recruitment and selection process. 

I have created a free worksheet – The Optimized Job Search Schedule – that you can download RIGHT HERE, where I teach you how to optimize your job search; you will see that there’s a range of activities that you should be doing every day, or every week, to optimize your job search, and move faster towards your next role.

This myth can also be an emotional crutch for you, making you not even looking for work because you believe you don’t have a perfect resume and a cover letter. It can keep you from moving forward or moving faster in your career. 

The other problem is making resumes and cover letters that you believe look perfect but are entirely unsuitable to the 2021 job hunting market. A good resume in 2021 needs to be read by humans and by bots. Sometimes a straightforward resume will have better results than a pretty one with a pink side banner and lots of pies and charts, especially if bots do the first reading!

Finally, there is never “one perfect resume” that fits all your job applications. But you can have a master document that will be a framework for you to work from every time you’re applying for a role. You really have to invest time in tailoring and curating your resume and cover letter for the job you are applying for. However, not many people know what exactly needs to be done or how to do that efficiently. 

Myth 2: You need to have perfect answers to all of your interview questions.

This misconception is that your job interview starts when you’re sitting at the office or the zoom meeting with the interview panel or recruiter. Nope, not true. Your interview starts from the moment of the first contact.

I’m going to let that sink in for a little bit…

Throughout your career, as you chat to anybody, be it your colleagues, managers, clients, suppliers, neighbours, they will be considering you (or not) for future opportunities and collaborations. Understanding the power of that, how it goes both ways (you have power over other people’s career as well), and how to be responsible and empathetic towards others, as well develop a good professional image over time, is what will make your career sustainable. 

But how about the actual interview? 

Prepping for a job interview is the most underrated activity of all. Recruiters agree that my consultation service at an hourly rate is a great solution to help professionals when they need it most. But if that’s not something you can invest in, you should at the very least be doing your own interview prep!

And prepping to answer questions in the STAR format will only take you so far. We have plenty of research showing that what comes out of your mouth is only a small percentage of the cues you’re sending out to your potential boss or employer, hiring manager, and recruiter. There’s more you need to train for and get better at doing. Most importantly, it would help if you learned to relax and not let the nerves get the better of you. 

Practicing to answer questions in that STAR format takes practice not to sound robotic, artificial, or fake. It would be best if you were ready to adopt a story-telling narrative rather than say something that you’ve rehearsed over and over again because the questions could be slightly different from the ones that you’ve prepped.  

Myth 3: You are not ready for a promotion.

The comments that I hear from people that reach out to me are, ‘look; I don’t think I’m ready for the promotion or a new job.’ There have been situations when they’ve been tapped on the shoulders by their managers for opportunities, and they have come to me and said, ‘I don’t feel ready.’ You may be sending mixed messages out there to the world!

Why does that happen to us? Why is it that we don’t feel ready? The voices in your head saying you’re not good enough, you’re not ready… that’s not you! Those voices in your head are called resistance, fear, inertia, laziness, de-motivation, procrastination, and perfectionism.

Please put all of that aside. Then think about what you really want for yourself. Some people want to advance in their careers. They want leadership roles. Others want a job that pays the bills, gives them security or flexibility. Figure out what you want, and then invest in making sure that people know what you want. 

Because sending the right messages about your career goals when you’re working with people who can help you get there, is really important. 

And remember: You don’t need to be ready to do the job. But it would help if you were ready to take on the challenge. That’s the difference. 

Myth 4: There are too many candidates out there, and this is why I’m not hearing back. 

Even before COVID, between 60 to 80% of the job applications were not good enough. The problem is if you’re not cutting through, you’re probably in that pool. And this is what needs fixing. So you need to qualify. And the qualification is your online application. 

How do you make your job application stand out?

Myth 5: I’m too young or too old for the job market.

We are living longer and getting healthier, even as we age. So it would be expected that professionals can work longer. If you are over 50, you have a lot of excellent experience under your belt. There will be roles that would need that. These opportunities would be looking at trustworthiness, mentoring, and leadership that you bring to a team. So, how can you best highlight those strengths to make your application stand out? 

On the other hand, you may think you are too young for a promotion. But these days, information is so easily and freely available to everyone that if you are an up-and-coming rising star and want to excel and have ambition, you definitely have the tools at hand to learn to develop yourself. You can move faster than others, so go for it, if that’s your ambition!

Yes, there is ageism and bias out there. That’s something we can’t control, at least not in the short-term. But I can help clients overcome those challenges. If you feel like there is a bias – and some biases are stronger in some industries and countries than others – you have to be aware, acknowledge that, and build that risk into your job-hunting strategy or your career plans. Please don’t shy away from it. Don’t leave it out of your plan as the “elephant in the room” that shall not be spoken. No, you bring it to the forefront, and you tackle it:

As a coach, I can’t fix your age. You can’t fix your age! But I can certainly give you tips and ideas that will help you overcome the mindset that keeps you from presenting yourself in the best light.


Renata Bernarde is a Career Coach and Host of The Job Hunting Podcast. You can listen to the podcast in all available podcast apps. Download Renata’s Optimized Job Search Weekly Schedule to create the perfect job search routine to suit your needs, no matter how much (or little) time you have.

Candidate experience is one of the most important aspects of the hiring process. Organizations with poor quality candidate experience can undergo several challenges, from job offer declines to bad reputation issues. James Brook walks us through the process of creating a positive candidate experience.

Click here to read more from HR Zone.

Donna Burr has been a partner in Watermark’s Interim Management Practice since 2018, deploying senior-level interim executives in both private and public sectors. She focuses on CEOs, CFOs, COOs, CIOs, change & turnaround professionals, senior Finance, HR, Operations, Legal & IT executives. She has completed interim management search assignments across various industries, including Financial Services, Government agencies, Peak Member and Regulatory bodies, Not-for-Profit, Healthcare, Energy, and Utilities.

I interviewed Donna for The Job Hunting Podcast recently (episode 71, which you can listen to in most podcast apps). I asked her the most common questions executives have about job hunting, recruitment, and selection. This is what she had to say.

How to identify your transferable skills?

In Donna’s case, she had a mentor point out to her what her traits or superpowers were, which helped her transfer her skills and develop new expertise. But you don’t need a mentor to do that. Here are her tips for other ways to find out what your superpowers are:

Once you get the answers to these two questions, look for patterns. Your superpowers will be in the answers. Then, you need to develop a narrative and understanding of what they mean in terms of skills you can transfer to a different workplace.

Be ready to accept the answers you will get. Those superpowers might not be what you expected or wanted to hear. Most likely, it will not be “leadership” or anything grandiose! It would be best if you took the feedback on with interest and curiosity. Listen and spend time reflecting on it; it’s what people have seen over a long period of time. 

What to do when you don’t have industry experience?

What happens when you have been working in an industry all your life, and now you find there are not many jobs advertised in that industry? You need to start looking for jobs in industries and companies unfamiliar to you, but the job title and the responsibilities are within your skills and experience. How do you position yourself to compete with other candidates who have industry or sector experience?

  1. Don’t just send job applications anywhere and everywhere! Find out which industry or sector you want to work for, and focus on one or two only.
  2. Once you have niched down, think about what problems that sector is facing. Do your research, read the news, ask your network, be informed. 
  3. Connect with professionals who work in the sector or industry you are targeting. Are there people in that sector that you can meet? Are there professional bodies that you should be connected to within that sector?
  4. Now that you know the sector well, what skills can you use to help organizations solve their critical problems? Donna says, “You’ve got to take the time to understand and marry how your superpowers can come and support them.”
  5. Will you be comfortable helping this sector solve its problems? Is working for this sector aligned with your values? Your head may be in it, but if the heart’s not in it, that will come through in your job application or interview. 

Donna reminded us of something we have heard before in previous interviews of The Job Hunting Podcast “Never answer a prospective employer and tell them, ‘I can do anything.’ This is not helpful. The Tighter you can be about your strengths or superpowers, the more likely it is that people will be able to help you, and an employer will be able to see where you could potentially fit.”

Dealing with ageism when job-hunting?

There are two ways to address ageism when job-hunting:

  1. Stay current – Donna often hears a candidate that says, “I’ve been a CFO for 40 years. I’ve got 40 years of experience.’ Although that shows extensive experience, it is important to showcase what you have been working on for the past three to five years. What are the problems have you solved? How are you getting across digitization in your area of expertise? What are the key changes you’re seeing? In the example Donna used above, “What are the global issues that are impacting CFOs these days?”. Donna agrees that age gives you the war wounds: the experience and perspective to come into an organization and stay calm under pressure. But staying current and up to date will enable you to hit the ground running and blend it with the team. So how are you skilling, re-skilling, or cross-skilling? Are you involved in networking groups or professional organizations? How are you improving your digital literacy?
  2. Network – According to Donna, your network’s strength will absolutely be a lead indicator of your success in finding your next role. If you’re in the market for a job, you need to let your network know. Therefore, it’s important to keep your network current and connected, regularly engaging, not expecting it to be transactional, or only connecting with people when you need something from them.  It’s a two-way street. Make sure you’re helping others as much as asking for their support. 

“Renata, your optimized job search schedule is gold dust!”

Donna and I discussed the importance of a great job-hunting routine to speed up results. If you’re an executive or a job hunter in transition, be disciplined about your week. You need a reason to get up in the morning, a rhythm to the week. It would be best to read the news, map out those sectors you’re interested in and who you need to connect with. You should be looking at your digital profile, your resume and seeking the help that you need. You should be getting out and speaking to people, be it virtually or in person, if possible. Be disciplined about it. There’s no short, quick, fast way to do this.

To help you understand what tasks you should be doing each week to optimize your job search, and choose the best routine for you, download for free the Optimized Job Search Schedule.

For some, the job market is still very competitive. It can be frustrating and demoralizing when you’re getting knock-backs or just feeling like you’re not making progress. Still, be patient, keep the discipline, believe in yourself, surround yourself with people who will help and support you.  Donna and I firmly believe that if you do focus on all those things, you’ll start seeing conversions, leads, and opportunities coming your way! You have to put in the hard work. No one’s more interested in you finding a job than you. It’s not the recruiter’s job; it’s not your friend’s job; it’s not your network’s job to find you a role. 


Renata Bernarde is a Career Coach and Host of The Job Hunting Podcast. You can listen to the podcast in all available podcast apps. Download Renata’s Optimized Job Search Weekly Schedule to create the perfect job search routine to suit your needs, no matter how much (or little) time you have.

Whether you’ve been job searching for months or you have just started, I encourage you to press reset, sharpen your focus and go through the list of key success factors below. Make sure you are reviewing and addressing them every day during your transition. I hope that by being strategic and building a healthy job search routine, you will – like my clients – have a shorter transition that leads to the best possible outcome for you in 2021.

Regardless of the magnitude of your career goals: be it finding a similar job or making a bolder career change, the strategies below will help make your pitch crystal clear to recruiters and hiring managers: 

1. Understand who you are as a professional and what you offer to employers.

Find out what your strengths and transferable skills are. Even though different sectors require different expertise, they need common essential skills, such as communication, analytical skills, people skills, etc. Please write down your transferable skills and include them in your job search materials, not as a jumble of words, but as the most relevant competencies applied to you. Whether it be an interview, your resume, or your profile, ensure you can speak confidently about the skills you listed and that you have robust examples to back them up. 

2. Ask yourself, what industry, sector, and organizations do you want to work for?

If you are unsure where to go next and curious about industries and companies you don’t know, investigate. You can read about them, and most importantly, talk to professionals who work there. Draw on your network, or start building one. For example, you can tap into your university’s Alumni, former colleagues, and friends. Think outside the box, talk to people from different areas and sectors. Then make sure you make these decisions before you start your job search. Yes, you can revisit later. In fact, you should be reviewing your job search strategy constantly. But sharpen your focus on the industries, sectors, and companies before going to market. Otherwise, there’s a great chance you will feel overwhelmed and pulled in too many directions.

3. Once you identify your preferred industry, find out what knowledge, qualifications, experience, and skills are valued by the hiring managers.

Your research will provide you with important clues that you should use to draft your cover letters, resumes, LinkedIn profile. It should also guide the way to interact with recruiters and even which recruiters to interact with. Good sector analysis will help you learn the sector’s language so you can better explain in writing and conversations how your strengths and transferable skills can support your new career transition. You will feel more confident about your prospects at this stage.  

4. Find a coach to support your transition or at least a mentor.

It is not easy to shift sectors, and having a mentor can help access information to support the transition. And learning how to play the game and win as a job candidate in a sea of highly qualified peers is a steep learning curve. Investing in help at this stage can shave off weeks or months of unemployment, as well as keep you operating at high performance and low-stress levels. It is a competition, and there’s no way around it. The top players usually have top help. Be one of them. 

5. Know your values.

What sort of culture and what kind of organization brings out the best in you? For example, do you work better in an organization where there is a lot of autonomy? Or do you work better in an organization where you’re part of a team? Use the interviewing process to learn more about the organization, the same way they are using it to learn more about you.  Values alignment will make a difference in how long you stay in that organization. Don’t just take the first thing that rolls up along the aisle because it could be a disaster. Transitions can be stressful, but you don’t want to regret your move a few months down the track because you took the first offer, and now you’re miserable again. I’m assuming you can have the privilege of making the most out of your transition period. However, if your situation requires you to find a job quickly, then it may have to be first in best dressed. In that case, don’t forget to keep working on your future career steps and don’t take too long to move again. 

Keep in mind: success occurs when opportunity meets preparation!


Renata Bernarde is a Career Coach and Host of The Job Hunting Podcast. You can listen to the podcast in all available podcast apps. Download Renata’s Optimized Job Search Weekly Schedule to create the perfect job search routine to suit your needs, no matter how much (or little) time you have.

Every candidate knows they are going to be asked about their weaknesses. Yet, this line of questioning still provokes deep fear and anxiety for many. They are unsure of how to respond well without exposing their deepest vulnerabilities or coming across as inauthentic. Below are some tips to help you ace this question, ensuring it doesn’t undermine your chances of securing the position.    

Be straightforward 

Don’t be caught off guard or act surprised by this question. I have interviewed dozens of job candidates over several decades and the worst examples of this I have seen is when people say something like “I can’t think of any” or “Ummm, now let me think… I can’t recall anything specific off the top of my head.” My alternative tip is to prepare for the question and to answer it in a straightforward, authentic, and assured way. Remember that everyone has vulnerabilities and weaker areas so you don’t need to “act surprised” or even worse, beat around the bush or try to water down your response.

Be honest and specific

One of the traps people often fall into is to be dishonest or vague about their weaknesses. They use clichés like “I don’t spend enough time on my self-development” or “I’m a real perfectionist” to disguise their real performance risks. Instead, be specific and totally honest about your one or two biggest performance risks and explain to the interviewer how you’ve learnt to mitigate these risks offering several examples by way of illustration. The interviewer will value your self-awareness and honesty which is what most interviewers are looking for. You will also avoid getting bogged down in the traps of being guarded, vague or defensive or even worse, telling ever-bigger lies to cover up if a savvy interviewer decides to probe your response.

Talk about your overused talents  

When your greatest talents are overused, they can lead to unintended negative consequences that undermine your performance and relationships. They also become viewed as weaknesses by co-workers and others around you. Recent studies show that overused talents and strengths are a greater source of performance problems for people than more obvious weaknesses and shortfalls in competence. For example, when overused, understanding others and empathy can become overinvolvement, positivity can become overbearing excitement, creativity can become idea overload and decisiveness can become recklessness. By being aware of your overused talents and sharing these with the interviewer in response to the weakness question, you will be showing excellent self-awareness. Tell the interviewer how you’ve learned to recognise the situational triggers of these overused behaviours and mitigate any negative risks associated with them. This conveys excellent self-awareness and should impress most interviewers who may not even have this level of insight themselves.

Final tips to prepare for this question

  1. Before the interview, write down the one or two biggest performance risks that show up for you. Don’t just think about your obvious weaker areas, think about your overused talents too. 
  2. Now write down the impact of these risks – for you, the team, and the organization. Think about how these risks are perceived by your co-workers and other stakeholders as you can use this insight to demonstrate you have good self-awareness during the interview.
  3. Finally, write down next to each what you’re learning and doing to improve or mitigate each weakness or performance risk.
  4. Go through what you’ve written a number of times before the interview, and you’ll nail the “what are your greatest weaknesses” question in the interview.

For more details on how to design and implement effective job interviews, contact us at

Being motivated does not mean the same as motivation. We cannot fool ourselves into feeling motivated with the ‘fake it till we make it’ approach. We need to actually feel intrinsically motivated for long term achievement.

Commonplace ideas around motivation actually do not work for long term habit building. This is the ‘psych myself up’ sort of motivation where you listen to motivational speeches in the morning or look at your vision board.

All types of motivation are not the same and they were not created equal.

Extrinsic vs. intrinsic motivation

Extrinsic motivation is classically what we think of when we think about “motivation”. It is often associated with rewards and recognition, but in essence, it is any reason we do the work other than the joy, or satisfaction, of doing the work itself. Anything we promise ourselves for doing the work or anything that we get as a result of doing the work are all extrinsic motivators.

Conversely, intrinsic motivation refers to the activities you do because you enjoy the activity itself, or feel it’s important. It’s intrinsic to the work and it is for the love of it. When you are intrinsically motivated you do the work because it is internally satisfying. You would do it even if they didn’t pay you. It is the feeling of being in flow or feeling driven without the need for external motivators.

Honestly, how many times have you succeeded in your goals when trying to force yourself to do something you are not intrinsically motivated to do? Compare that with how many times you have succeeded in something you did, just because you loved it. Don’t get me wrong, extrinsic motivation is not bad; it is simply a poor driver for sustained effort and success. Without this sustained effort, you will not form long-lasting good habits.

Be motivated to do what you love

Think about a time you tried to psych yourself up for something you didn’t really want or did not feel intrinsically motivated to do. Perhaps you even went through the effort of making a vision board or setting smart goals. Maybe it worked the first time or for a week but I can almost guarantee that it did not work for you in the long term and may actually cause more harm than good. All you are doing is fostering a dependence on a temporary and unsustainable emotional state. The next time you have a bad day you will fail because you cannot psych yourself up to do the thing. There will always be bad days and you will still need to make the effort in order to succeed.

While writing this I am reminded of the Mark Twain quote “Find a job you enjoy doing, and you will never have to work a day in your life.” If you can find what your intrinsic motivations are and find a role or career that ticks those motivation boxes, then you will probably start to feel more motivated, energized and in flow than you have before. 

A good career drivers or motivations assessment can help you figure out what your biggest intrinsic motivators are to help guide you in your future career path.

Click here to learn more about TalentPredix™, our next-generation talent and strengths assessment, that measures talents, strengths and potential.

We are facing increasingly uncertain and fast-moving times. It is becoming more important than ever to plan your career, not just to prepare yourself to take advantage of job roles and opportunities that come your way. But also, to ensure your talents, skills and know-how remain relevant, up-to-date, and visible.

This workbook contains a variety of exercises to help you plan and progress your career. These will also help you build career resilience and remain career fit for the future. To get the most out of the process, we strongly recommend you discuss the output of these exercises with an experienced career coach or mentor.

Download Workbook

Most medium and large organizations use psychological assessment tests (incl. ability and personality testing), principally for hiring, and this figure is expected to climb to almost 90% in the coming years (Chamorro-Premuzic, 2015). Using assessment techniques to support talent development and organizational change applications (e.g., to support re-organization and reskilling in response to digitization of work), is also increasingly common. Assessments are also being deployed by organizations seeking to improve the diversity of their recruitment and talent pipelines. They use these tests as additional data sources rather than replying purely on traditional selection techniques like CV screens and behavioural interviews that are prone to subjectivity, rater error and unconscious bias. 

It is not just the popularity of assessments and range of applications that is changing. Rapid technological advances, changing client requirements and a more digitally-curious HR profession means that the type of assessments is changing fast. Many assessments are decades old and have changed very little since the early part of the last century. Using them is equivalent to using a legacy mainframe to calculate your household budget rather than using the latest app on your smartphone or tablet. So what does the future of assessment hold in this digital age we are entering?

Some of the most important trends are:

The rapid adoption of new technologies  

New technologies offer innovative breakthroughs in the way we assess people. Mobile technologies, including smart devices and tablets, are likely to replace PCs and laptops as the most common way of undertaking assessments moving forward. This presents some formidable challenges in terms of ensuring standardised test conditions, especially with regard to ability tests for selection purposes. However, companies are moving ahead regardless to incorporate these cost-effective and candidate-friendly technologies into their testing processes.  

Traditional surveys are giving ways to new, more engaging ways of collecting and analysing data. Many of these shift the focus from proxies of behaviour (e.g., completing a survey) to measuring actual behaviour. A growing number of companies are introducing virtual reality hiring and and high-tech simulations, which enable them to see how candidates respond under pressure to challenging situations in the same way pilots are screened and trained using tough simulation exercises. This approach is, in many respects, a far more objective and robust way of measuring performance and potential, particularly in high pressure, changeable or unpredictable situations.

Computer-based artificial intelligence (AI) is also being introduced by some companies like HireVue to help minimize subjectivity in decision making, especially when collecting and analysing interview data. With a growing number of tech companies offering smart interview recording and analysis technologies, including video screening via laptops and smart devices, this is a trend we predict will grow significantly.  

Gamification of tests measuring a wide range of abilities, including thinking styles, verbal and numerical reasoning and interpersonal styles, is growing in popularity too. This approach has the advantage of improving the candidate experience and minimizing bias in measurement caused by factors such as test anxiety which can occur when using more traditional tests. 

However, games-based assessment is not without critics who argue that psychometric rigour is sometimes compromised in order to engage candidates in a fun, immersive experience. Of course, this type of assessment is also relatively expensive to design, test and implement so adoption remains limited.  

User experience is paramount

We now live in a world where end user experience is paramount and this applies to the world of online assessments as much as it does to any other online solution we consume. Many assessments are still long, cumbersome and dull to complete. They rarely provide a rich ongoing user experience following test completion with no or little link to development and ongoing performance improvement. 

In a world of immersive digital experiences and increasingly short attention spans, assessment designers will need to offer shorter, more focused assessments using more engaging approaches such as game-based assessments, interactive rating formats, and virtual or augmented reality technology. This means they will also need to work out how best to combine psychometric rigour with highly engaging formats, as these two aims are not easy to reconcile.

Understanding peak performance 

A much sharper focus on productivity gains (doing more with less) and building a work culture of excellence will accelerate the move away from measuring ‘normal’ ranges of behaviour and performance to predicting qualities driving peak performance such as strengths, talents and motives. By continuing to focus on measuring how a ‘typical person’ behaves at work and applying competencies to try to standardise behaviour across large groups of leaders or employees, we miss an opportunity to fully understand and unlock peak performance.

Zooming in on diversity and uniqueness 

A related trend will be a shift away from pigeon-holing personality and ability into broad, oversimplified categories, e.g., “extroverts versus introverts”, as a way to understand and predict behaviour. For example, according to MBTI, people can be classified in one of 16 character preferences and most behaviour can be explained by their type. Insights Discovery does something similar by assigning people one of 4 main colours (e.g., “sunshine yellows” are warm, expressive types) which are supposed to explain most behaviour at work. 

This view of human behaviour at work is seductively simple and although MBTI and Insights can be effective in helping people gain a basic understanding of how they and their co-workers typically approach tasks, make decisions and relate to others, their value is limited. They fail to take account of the vast range of differences that make us unique, including the strengths, talents and different ways in which we achieve our results. 

Oversimplified personality assessments also don’t take account of the complex and fast-changing person-situation interaction effects evident in today’s organizations. Assessments can better account for these by ensuring employees get 360-degree feedback on how their qualities and behaviours are perceived by co-workers and other stakeholders, including measuring how their strengths and behaviour play out in times of rapid change and stress. 

Another major force accelerating this trend is the changing demographics of our workforce. Millennials coming into the workplace want their individuality and unique talents to be valued, appreciated and developed from the get-go. Any assessment that labels or pigeon-holes them too narrowly can quickly undermine their sense of identity, value and psychological engagement with the company.

Measuring learning agility and GRIT  

Businesses increasingly need agile, energized and resilient workforces in order to be nimble, competitive and adapt to increasingly turbulent markets and rapidly changing technologies. Consequently, there will be an increased focus on defining and measuring qualities like learning agility, flexibility and resilience. A related trait, GRIT (a combination of passion for a long-term goal and perseverance) is similarly receiving a lot of attention from HR professionals and business psychologists recently as it reflects what many businesses need from their people in order to remain focused and highly productive in the face of pressure and uncertainty. 

Using social media data 

In the coming decade, organizations will make increasing use of data provided on social networking sites, such as Facebook, Twitter and LinkedIn, to recruit and screen candidates. Algorithms and tools have already been developed and tested that accurately describe your personality based on your Facebook and other social media activity. The ethical and legal implications of using social media ‘digital footprints’ in this way are already raising concerns among candidates, HR and legal professionals. Ethical considerations arising from the use of web scraping from social media to assess people were recently brought into sharp focus by the questionable personality profiling practices of Cambridge Analytica and it is highly likely that the use of such techniques will increasingly be curtailed by changes in legislation such as the EU’s General Data Protection Regulations (GDPR). 

Many assessments are unlikely to stand the test of time as we move into the new digital age. In order to future-proof their organization and achieve clear talent outcomes, HR and people leaders should experiment with some of the new tools, ensuring outdated approaches are replaced with scientifically validated, up-to-date approaches that are engaging and also pinpoint people’s uniqueness and diverse talents, as well as measuring job-based requirements.

Further reading Chamorro-Premuzic, T. (2015). Ace the Assessment. Harvard Business Review, July-August.

Click here to learn more about TalentPredix™, our next-generation talent and strengths assessment, that measures talents, strengths and potential.