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New Survey Highlights Benefits and Challenges of Remote Work

TULSA, Okla.–(BUSINESS WIRE)–Hogan Assessments, a global leader in personality assessment and leadership development, is releasing the results from a survey of workers across the United States and Europe that identified how the COVID-19 pandemic and remote working arrangements affected productivity, engagement, relationships, communication and collaboration.

Among the 880 respondents to the Future of Work survey, most employees feel equally, if not more, productive when working remotely. Although it is still too early to objectively determine whether employee perceptions of productivity match overall productivity at the organizational level, employees also reported that their teams are productive while working remotely.

Although the survey revealed that people find remote collaboration to be more challenging, the increased individual productivity ultimately contributes to better overall team results. However, employees are having to adapt.

“Prior to the pandemic, remote work was a privilege available to just a small portion of the overall workforce,” said Hogan Assessments CEO Scott Gregory, Ph.D. “As a result, making the shift to this new way of working has been uncharted territory for the majority of employers and employees alike. With such a dramatic shift come both benefits and challenges.”

Flexible schedules, the ability to work from anywhere, and improved work-life balance are among the benefits of remote work people appreciate the most. However, they find it challenging to maintain the same ease of communication and collaboration as before.

“Although the transition to remote work has been positively received by a large portion of the survey respondents, they also reported that remote collaboration has proven to be more difficult than when they were in a face-to-face setting,” said Gregory. “To mitigate this, managers should develop a proactive communication plan with the tools necessary to foster collaboration in this new working environment and encourage intentional, effective and efficient communication at all levels of the organization.”

From an engagement standpoint, individuals who felt supported by their managers also reported greater levels of engagement within their organizations. This suggests that employers should regularly communicate with their employees to ensure they have everything necessary for their projects and strive to align their duties with their overall career motivations.

Interestingly, 54% of respondents reported that the shift to remote work has not made it more difficult to maintain professional relationships with key stakeholders, while 46% report the opposite. This could largely be attributed to differences in personalities, which is something managers should consider when trying to understand the needs of their employees.

“While companies can and should focus on proactive communication plans, collaboration opportunities, and support from managers, they shouldn’t miss the importance of understanding the individual personality differences that influence success in remote work,” said Gregory. “Creating self-awareness and providing tools and resources for development for those who struggle will help your organization survive the changes in this working landscape.”

Most respondents also reported that their organizations did not encourage them to work remotely before the pandemic. However, having worked remotely for an extended amount of time, 87% of employees want the option to work remotely at least part-time for the rest of their careers, with only 13% wanting to be in the office every day and 14% wanting fully remote schedules. These numbers suggest that employers should prepare for significant turnover if they require employees to return to the office on a full-time basis.

“The world of work as we previously knew it is a thing of the past,” said Gregory. “With remote work becoming more and more prevalent, it doesn’t appear to be going anywhere in the foreseeable future. What was once seen as a perk is now viewed by the majority of the workforce as a necessity. Organizations need to be mindful of this to remain competitive when it comes to attracting and retaining top talent.”

Click here to download the Future of Work survey results.

About Hogan Assessments

The international leader in personality insights, Hogan Assessments produces valid, reliable personality assessments grounded in decades’ worth of research. More than 75% of the Fortune 500 use Hogan’s talent acquisition and development solutions to hire the right people without bias, boost productivity, reduce turnover, and promote diversity and inclusion.

For more information, visit www.hoganassessments.com.

Contacts

Blake Loepp

918-978-6475

[email protected]

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Vaya Vision Survey Reveals Significant Biases in Leadership Development and DE&I Initiatives

  • Wide gaps divide males and females in selection for career advancement
  • Lack of objective assessments jeopardize women and minority leadership growth
  • Perceptions of company DE&I commitment, connection and engagement differ between genders and races

CHICAGO–(BUSINESS WIRE)–Vaya Group, a global leadership development consultancy, announced key findings of its annual 2021 Vaya Vision Survey of more than 1,000 U.S. professionals. As businesses struggle with how to acclimate hybrid workers, develop valued employees and manage growing pressures to diversify their workforce, the results revealed insights into how today’s leaders should prepare for tomorrow’s world of work.


The Vaya Vision survey explored how companies are approaching Leadership Development (LD) programs, as well as how businesses are faring with their Diversity, Equity and Inclusion (DE&I) initiatives. In both cases, vast inequities persist and pose serious challenges to executive management.

LD Programs Show Gender Imbalance in Selection and Participation

When it comes to developing emerging leaders and high potential (HiPo) talent, the survey found that men have several advantages over their female counterparts. For example:

  • 22% more men than women participate in LD programs – that’s nearly a quarter more of the workforce.
  • 58% more women than men have to ask to be included in LD opportunities. The biggest group is women in upper management – 67% of who have to self-advocate for LD. This is followed by 50% of Asian women.
  • 40% more males than females are informally assessed for enrollment in LD programs, 39% more men are formally assessed, and 35% more men are selected by their managers.
  • 63% of emerging leaders are chosen based on subjective, biased and informal criteria vs. a professional, formal assessment.

“It’s concerning than females and people of color are so widely underrepresented for selection in LD programs and not given the same opportunity as men to fully develop their leadership skills. Many candidates are selected by their managers for LD opportunities based on similarities and a ‘looks like me’ approach – not by an objective, unbiased assessment,” said Paul Eccher, PhD, co-founder, president and chief executive officer, Vaya Group.

DE&I Deficiencies Lead to Misperceptions

Lack of a formal assessment process to identify and develop emerging leaders has a domino effect on the rest of the organization. When companies lack diversity in leadership, employees tend to develop skewed perceptions. This, in turn, impacts their sense of recognition, belonging and connectedness.

Here’s what the survey found:

  • Caucasian men are nearly twice as likely as other respondents (including women and minorities) to say that their organization visibly reinforces its commitment to diversity, and that diverse representation has increased.
  • Less than 1 in 4 minority respondents believe that promotions are based on objective measures. In particular, non-Caucasian women feel the most under-recognized for their work, starting with 24% of Asian females. This is followed by African-American women (19%) and Latino/Hispanic women (15%).
  • 40% of white men feel connected and engaged at their company compared to 28% of white women, 24% of Asian women and 13% of Asian men.

“One’s sense of inclusion and belonging is important to how employees perceive their value in the workplace, as well as how committed the organization is to their career advancement. As highlighted by this survey, there’s ample opportunity to create more sustainable pathways to DE&I success in leadership development. Organizations who ignore the perceptions and needs of their people now will likely struggle with a lack of diverse representation for years to come,” added Dr. Eccher.

Vaya Group is committed to helping businesses empower their HiPo employees to be future leaders with proven assessments, professional coaching and highly individualized virtual LD solutions like VayabilityTM.

For more information on the Vaya Vision survey, please visit: www.vayapath.com/vayavision.

About Vaya Group

Vaya Group helps the world’s leading companies identify, assess, cultivate and promote the talent needed to thrive in a competitive marketplace. Trusted by Fortune 1000 organizations spanning the globe and across industries, Vaya Group has provided assessment and coaching services to C-suite and senior executives, as well as managers and employees at all levels. Vaya Group was recognized on the Inc. 5000 annual list of America’s Fastest-Growing Companies. To learn more, visit www.vayapath.com.

Contacts

Staci Rubinstein

[email protected]
847.219.5742