Assessment & Culture

Today, customer experience is what sets brands apart and gives them a competitive advantage. Chief marketing officers today are sometimes faced with a tension between brand experience and their organization’s culture.

Senn Delaney sat down with Carol Ross-Spang, senior vice-president of Human Resources at Methodist Le Bonheur, to discuss the important the role HR plays in leading culture changes in an organization.

A new report from Senn Delaney finds there is added importance in the correlation between a ‘growth mindset’ culture and positive behaviors in an organization. This report was conducted to better understand organizations who value a growth mindset versus fixed mindset.

In a recent article Stanton Chase discussed the different stages of trust within an organization’s culture. They find all organizations function within one of three “trust-stages.” The stages range from a state of trust, state of distrust, or intermediate state. It is the role of leaders to foster an environment where people have a state of high trust.

In a recent article Stanton Chase addressed the flow of information between the vice president of human resources and the CEO. There is a lot of evidence that the vice president of human resources is growing in importance and in competitive advantage. The mere shift in terminology used says volumes about the value placed on the role.

Organizational culture plays a defining role in many of the strategic leadership and management decisions that CEOs must make. Russell Reynolds Associates has found that the success or failure of a newly hired executive depends on how well the individual aligns with the organization. Due to the importance of culture alignment, Russell Reynolds Associates developed the Culture Analyst™ tool.

Russell Reynolds Associates find solving the “people puzzle” is one of the most challenging tasks any senior executive faces. Russell Reynolds Associates believes executive assessment allows individuals to understand their team and culture better.

Competition for top executive talent is increasing. Organizations are at risk to lose some of their brightest leaders if they have not recently acknowledged their achievements. Global executives who are under pressure to perform would be well served to assess the quality of their team.

In the past, the key to success was a Rolodex of friends and acquaintances. Search firms grew out of their ability to build and manage those networks. Most search firms did this through focus on the firm and much less on the candidate. Historically, this method has proven to be insufficient.  Korn Ferry reports the added value in executive assessment. This report stems from increasing assertions from psychologists and leadership professionals who understand that executive traits and motives add considerable value to the process of answering these questions.

A report from Spencer Stuart finds the key challenge facing Middle Eastern companies is how to empower the next generation of leaders. The report identifies factors preventing the generational change from occurring and recommends how companies can use assessment to develop leaders who can make their businesses compete on the global stage.