---
title: Blog | engagement
description: engagement | The Science of Personality
---
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## [Humility: The Antidote for Bad Leadership](https://info.hoganassessments.com/blog/humility-the-antidote-for-bad-leadership)
Posted by [Hogan Assessments](https://info.hoganassessments.com/blog/author/hogan-assessments) on Tue, Aug 21, 2018
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Popular wisdom will have you believe that a leader is someone who exudes confidence and charisma because they appear smart, interesting, and engaging. However, more often than not, these types of leaders wreak havoc on the workplace. A growing body of research suggests that [humility](https://trainingindustry.com/articles/leadership/humility-leadership-and-organizational-effectiveness/) is a far more important quality in a leader than charisma.
Organizations tend to favor people who “seem” leader-like. Individuals who are self-promoting, interesting, and politically savvy tend to get earmarked for promotion. These leaders know what it takes to get ahead and get noticed, and they strategically cater to audiences who can offer them power, influence, status, or access to resources.
Charisma is the elusive quality of being charming, captivating, and pleasant to be around. We are naturally drawn to charismatic people because we feel good in their presence. However, charismatic people also tend to have inflated views of themselves and their skills. They also tend to be more self-promoting than others. Too much charisma can make for ineffective leaders as their tendency to be narcissistic can alienate those working under them.
In essence, [charisma is a double-edged sword](https://www.apa.org/pubs/journals/releases/psp-pspp0000147.pdf). Too little and it’s difficult to persuade team members to support your vision. Too much and team members feel unsupported and disengaged. The strong overlap between charisma and narcissism means that it’s easy for charm to turn into arrogance and entitlement.
Humility, on the other hand, is vitally important to creating stability and engagement within teams. One of the most [famous studies on the topic](https://www.jimcollins.com/article_topics/articles/good-to-great.html) analyzes the success of 11 high-performing companies. The leaders in the highest performing firms had two things in common: they were fiercely competitive, yet personally humble.
Humility is a relatively new subject in the context of leadership and organizational effectiveness, primarily because humble leaders typically don’t stand out from the crowd. Preliminary research on the topic shows that a humble leader inspires collaboration and earns the respect of their team members. They also create working environments with higher degrees of satisfaction and productivity. Although the subject is relatively new, there are valid claims for making it measurable. Initial research shows that these skills indicate humility: modesty, sincerity, openness to feedback, recognizing others, low levels of arrogance, and low levels of narcissism.
Mark Carney, governor of the Bank of England, [emphasized](https://www.bankofengland.co.uk/speech/2018/mark-carney-speech-at-regents-university-london?sf84680216=1) the importance of humility as an essential attribute of leadership recently. “Good leaders combine personal humility, self-knowledge, and the ability to learn,” says Carney. “That means admitting mistakes, seeking and accepting feedback,and sharing the lessons you have learned.”
There is good news for those who are not naturally humble: [research](https://pubsonline.informs.org/doi/abs/10.1287/orsc.1120.0795?journalCode=orsc) suggests that just by showing signs of humility, overly charismatic leaders can offset the qualities that make them unlikeable. A dose of humility can make a narcissistic boss seem more approachable, supportive, and open to feedback.
“Humility has the ability to counteract the potentially harmful effects of narcissism, which can lead to positive outcomes for the organization,” says Dena Rhodes, Research Consultant for Hogan Assessments. “This suggests that individuals can still have a narcissistic identity *and* be effective as a leader, as long as they have a humble reputation.”
The good news is that even the most arrogant of leaders can increase their effectiveness by showing humility, even if it’s not entirely genuine. Here are a few tips for avoiding the pitfalls of charisma:
1. Put the spotlight on others: make a concerted effort to recognize the achievements of team members and subordinates
2. Increase self-awareness: actively try to understand your limitations and show a willingness to acknowledge your mistakes
3. Be open to feedback: a trademark of humility is being coachable, which means opening yourself up to criticism and accepting that your way is not the only way
4. Check your sense of entitlement: work to earn the respect of your colleagues, don’t automatically assume you are entitled to it
5. Monitor your self-promoting behaviors: focus on trying to get along rather than getting ahead
0 Comments [Click here to read/write comments](https://info.hoganassessments.com/blog/humility-the-antidote-for-bad-leadership#comments-listing)
Topics: [engagement](https://info.hoganassessments.com/blog/topic/engagement), [Hogan](https://info.hoganassessments.com/blog/topic/hogan), [charisma](https://info.hoganassessments.com/blog/topic/charisma)
## [Engagement — Who Is Responsible?](https://info.hoganassessments.com/blog/engagement-who-is-responsible)
Posted by [Hogan Assessments](https://info.hoganassessments.com/blog/author/hogan-assessments) on Mon, Aug 13, 2018
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**This is a guest post authored by Rob Field, Learning and Development Director at [Advanced People Strategies](https://www.advancedpeoplestrategies.co.uk/).*
Every business I know is working to measure engagement. After all, the difference between good and great lies in discretionary effort. Drive higher engagement and get better results. What could be simpler?
How to make it happen and where the responsibility lies is an interesting question. Often measured, evaluated, and benchmarked each year by HR through surveys – real ownership belongs to the line manager who can create a working climate where people enjoy contributing and feel valued. You can put anything you like on the walls about the corporate culture and ‘how we work around here’, however, it only becomes a reality through interactions managers have with their teams and how individual team members treat each other. That sets the culture, which determines the level of engagement.
We become engaged by what is important to us. Our values and motives, the things that drive us to act in particular ways. All of this can be measured, accurately. Supporting managers to understand their motives and values as part of their ongoing development is critical to their effectiveness as leaders.
This is not about pandering to individual team members and being over accommodating. It is about how work is presented, how team members are brought into discussions, and spotting the opportunities to use not only the talents of individuals but the underlying motivations as well.
A simple example. In Hogan assessments terms; a leader who is low on recognition may not be driven to be seen nor want the plaudits of others. Sure, they may be happy to receive some recognition, but they won’t go out of their way to attract it. They may prefer to just get on with things. The organisation may even prefer that as they are not seen as needing too much attention. The climate they may unconsciously create for their teams could be one where contributions go unnoticed or assumed. The assumption is more likely that people work for the intrinsic reward of doing a good job. They will probably provide few rewards and praise only superior performance. This is not about being judgemental but consider the impact if you are motivated and engaged by being recognized and looking for high visibility pieces of work by which to do so. After all – do you not want people to repeat skills and behaviours that lead to great results and confidence?
The same applies to affiliation, having predictability and order, financials, aesthetics, and other areas that could be important to individuals. These could be the things that attracted them to the job and the organisation in the first place.
The ability to weave these important aspects into how leaders increase their effectiveness is essential to driving ongoing success and building high performing teams. Raising the awareness from the start.
Perhaps we should include this in the objectives of managers and ensure they focus some attention on it. The difference would be worth the effort.
**Photo by rawpixel on [Unsplash](https://unsplash.com/search/photos/office?utm_source=unsplash&utm_medium=referral&utm_content=creditCopyText).*
0 Comments [Click here to read/write comments](https://info.hoganassessments.com/blog/engagement-who-is-responsible#comments-listing)
Topics: [engagement](https://info.hoganassessments.com/blog/topic/engagement), [Hogan](https://info.hoganassessments.com/blog/topic/hogan)
## [Corporate Culture and the Impact on Employee Engagement](https://info.hoganassessments.com/blog/bid/278406/Corporate-Culture-and-the-Impact-on-Employee-Engagement)
Posted by [Cheryl Oxley](https://info.hoganassessments.com/blog/author/cheryl-oxley) on Mon, Mar 25, 2013
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In the past few weeks, I’ve noticed a focus around corporate culture in many of my typical news sources – *Fast Company*, *Fortune*, *Talent Management Magazine*, and *Harvard Business Review’s* Blog. I’m sure the recent changes in Yahoo’s and Best Buy’s corporate work-from-home policies sparked the heated debates around corporate culture. Many of the discussions center around the impact these culture changes may have on the employees’ engagement, satisfaction, and overall commitment to the company. As covered in the [*New York Times*](http://www.nytimes.com/2013/03/06/technology/yahoos-in-office-policy-aims-to-bolster-morale.html?pagewanted=all&_r=0), Yahoo explained the workplace policy change was made in an effort to boost employee morale. I’m not here to discuss whether this type of culture change was right or wrong, as I believe an argument for both is easily found in the media already.
However, it does have me thinking about how corporate culture affects employee engagement in general. [A Gallup poll](http://www.gallup.com/poll/150383/Majority-American-Workers-Not-Engaged-Jobs.aspx) showed that more than 71% of Americans aren’t engaged in their jobs. We at Hogan believe this is more often a result of failed leadership or a bad boss, which Ryan Ross explains in an [article](http://www.hoganassessments.com/sites/default/files/LeadingtheWay1.pdf) by Adrienne Hedger and Dr. Robert Hogan discusses in “[Why Engagement Matters](https://info.hoganassessments.com/why-engagement-matters).” I would argue that employee engagement is connected to organizational culture as well.
Perhaps the high rate of employee disengagement is a result of shifting views of how work environments should be structured. Companies are attempting to mitigate low employee engagement by creating a unique environment. We’re seeing examples of how top performing companies, especially those on the [*Fortune's* “Best Places To Work” list](http://money.cnn.com/magazines/fortune/best-companies/), create a culture where employees *want* to be at work. Casual dress codes, free food, on-site gyms, ping-pong tables, pet-friendly policies, and many other non-traditional benefits are found in these types of cultures. Not surprisingly, Google is ranked as the #1* *Best Place to Work by *Forbes*.
Of course, not all companies can provide what Google does in terms of free benefits. Fortunately, people want to work at places like Google for reasons besides the free food and rooms full of Legos. [*Fast Company’s* recent article](http://www.fastcompany.com/3007268/where-are-they-now/not-happy-accident-how-google-deliberately-designs-workplace-satisfaction?partner=newsletter) highlights how Google deliberately designs workplace satisfaction, not just around incredible perks, but also by creating a corporate culture that provides freedom, mutual respect, and transparency for all employees. According to the article, Google empowers its employees to have a say in topics ranging from how the company is run to the new design of its company-provided bicycles. This underlying philosophy of empowerment and transparency is the most attractive aspect of corporate culture, and the easiest to emulate.
As more companies begin to make the shift to a flat organizational structure, I bet employee engagement rates will also increase. Only time will tell.
0 Comments [Click here to read/write comments](https://info.hoganassessments.com/blog/bid/278406/Corporate-Culture-and-the-Impact-on-Employee-Engagement#comments-listing)
Topics: [leadership](https://info.hoganassessments.com/blog/topic/leadership), [engagement](https://info.hoganassessments.com/blog/topic/engagement), [culture](https://info.hoganassessments.com/blog/topic/culture)
## [Corporate Culture and the Impact on Employee Engagement](https://info.hoganassessments.com/blog/corporate-culture-and-the-impact-on-employee-engagement)
Posted by [Hogan Assessments](https://info.hoganassessments.com/blog/author/hogan-assessments) on Sun, Mar 24, 2013
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In the past few weeks, I’ve noticed a focus around corporate culture in many of my typical news sources – *Fast Company*, *Fortune*, *Talent Management Magazine*, and *Harvard Business Review’s* Blog. I’m sure the recent changes in Yahoo’s and Best Buy’s corporate work-from-home policies sparked the heated debates around corporate culture. Many of the discussions center around the impact these culture changes may have on the employees’ engagement, satisfaction, and overall commitment to the company. As covered in the [*New York Times*](http://www.nytimes.com/2013/03/06/technology/yahoos-in-office-policy-aims-to-bolster-morale.html?pagewanted=all&_r=0), Yahoo explained the workplace policy change was made in an effort to boost employee morale. I’m not here to discuss whether this type of culture change was right or wrong, as I believe an argument for both is easily found in the media already.
However, it does have me thinking about how corporate culture affects employee engagement in general. [A Gallup poll](http://www.gallup.com/poll/150383/Majority-American-Workers-Not-Engaged-Jobs.aspx) showed that more than 71% of Americans aren’t engaged in their jobs. We at Hogan believe this is more often a result of failed leadership or a bad boss, which Ryan Ross explains in an [article](https://www.hoganassessments.com/wp-content/uploads/2013/03/LeadingtheWay1.pdf) by Adrienne Hedger and Dr. Robert Hogan discusses in “Why Engagement Matters.” I would argue that employee engagement is connected to organizational culture as well.
Perhaps the high rate of employee disengagement is a result of shifting views of how work environments should be structured. Companies are attempting to mitigate low employee engagement by creating a unique environment. We’re seeing examples of how top performing companies, especially those on the [*Fortune’s* “Best Places To Work” list](http://money.cnn.com/magazines/fortune/best-companies/), create a culture where employees *want* to be at work. Casual dress codes, free food, on-site gyms, ping-pong tables, pet-friendly policies, and many other non-traditional benefits are found in these types of cultures. Not surprisingly, Google is ranked as the #1 Best Place to Work by *Forbes*.
Of course, not all companies can provide what Google does in terms of free benefits. Fortunately, people want to work at places like Google for reasons besides the free food and rooms full of Legos. [*Fast Company’s* recent article](http://www.fastcompany.com/3007268/where-are-they-now/not-happy-accident-how-google-deliberately-designs-workplace-satisfaction?partner=newsletter) highlights how Google deliberately designs workplace satisfaction, not just around incredible perks, but also by creating a corporate culture that provides freedom, mutual respect, and transparency for all employees. According to the article, Google empowers its employees to have a say in topics ranging from how the company is run to the new design of its company-provided bicycles. This underlying philosophy of empowerment and transparency is the most attractive aspect of corporate culture, and the easiest to emulate.
As more companies begin to make the shift to a flat organizational structure, I bet employee engagement rates will also increase. Only time will tell.
0 Comments [Click here to read/write comments](https://info.hoganassessments.com/blog/corporate-culture-and-the-impact-on-employee-engagement#comments-listing)
Topics: [engagement](https://info.hoganassessments.com/blog/topic/engagement), [culture](https://info.hoganassessments.com/blog/topic/culture)
## [3 Ways to Brand for Engagement](https://info.hoganassessments.com/blog/bid/261444/3-Ways-to-Brand-for-Engagement)
Posted by [Eva Manole](https://info.hoganassessments.com/blog/author/eva-manole) on Tue, Jan 22, 2013
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Talk of personal branding on social platforms is rampant. Rarely, however is there mention of how a personal brand can affect engagement at work.
Employee engagement refers to the rational and emotional commitment one has to various aspects associated with the organization where he or she works. An employee’s commitment level translates into discretionary effort and intent to stay, which both affect organizational performance. Additionally, employee engagement is associated with job commitment, lack of burnout and well being. As Dr. Robert Hogan attests, “when employees are engaged, they like their jobs, they work hard at their jobs, they take initiative, and they show loyalty.”
When you brand yourself effectively within a company culture, co-workers and supervisors will have a clearer and more concise understanding of what it takes for you to be successful. Accurately projecting who you are to others will give them the necessary information to help you along the way. Even if they're well-intentioned, peers and supervisors cannot contribute to your engagement or success if they do not have a clear picture of your personality traits and motives.
How can one take control of one’s personal brand and intentionally portray it favorably every day? It all starts with self-knowledge, which is a basic necessity to building your personal brand. Managing your reputation within an organization can only arise from strategic self-awareness.
Here are 3 ways to accurately define and project your personal brand at work.
**Define it Simply**
Identify what your three core brand attributes are. You should be able to fit them on a Post-it. Start by collecting feedback on how co-workers describe you, your strengths, your development opportunities and some of your top drivers.
**Convey it Clearly**
Project yourself in a concise manner. Mixed messages will confuse others. Focus on sending out a clear message of how you like to get things done, what makes you get those things done and why you do the things you do in a compact way.
**Project it Confidently**
Establish yourself as an expert in a relevant field. Once you show competence, you can more easily create a confident presence and build credibility. Become a good source of knowledge for others in a specific area and take control of disseminating that information. By sharing your expertise others will become more aware of what engages you.
If you are not feeling engaged at work, consider what image you are projecting to others. Sharply defining your personal brand could be a step in the right direction.
[](https://cta-redirect.hubspot.com/cta/redirect/153377/ec7dd984-2c30-4c98-b990-7debe2892327)
0 Comments [Click here to read/write comments](https://info.hoganassessments.com/blog/bid/261444/3-Ways-to-Brand-for-Engagement#comments-listing)
Topics: [employee engagement](https://info.hoganassessments.com/blog/topic/employee-engagement), [engagement](https://info.hoganassessments.com/blog/topic/engagement), [culture](https://info.hoganassessments.com/blog/topic/culture)
## [3 Ways to Brand for Engagement](https://info.hoganassessments.com/blog/3-ways-to-brand-for-engagement)
Posted by [Hogan Assessments](https://info.hoganassessments.com/blog/author/hogan-assessments) on Mon, Jan 21, 2013
- [Tweet](https://twitter.com/share)
Talk of personal branding on social platforms is rampant. Rarely, however is there mention of how a personal brand can affect engagement at work.
Employee engagement refers to the rational and emotional commitment one has to various aspects associated with the organization where he or she works. An employee’s commitment level translates into discretionary effort and intent to stay, which both affect organizational performance. Additionally, employee engagement is associated with job commitment, lack of burnout and well being. As Dr. Robert Hogan attests, “when employees are engaged, they like their jobs, they work hard at their jobs, they take initiative, and they show loyalty.”
When you brand yourself effectively within a company culture, co-workers and supervisors will have a clearer and more concise understanding of what it takes for you to be successful. Accurately projecting who you are to others will give them the necessary information to help you along the way. Even if they’re well-intentioned, peers and supervisors cannot contribute to your engagement or success if they do not have a clear picture of your personality traits and motives.
How can one take control of one’s personal brand and intentionally portray it favorably every day? It all starts with self-knowledge, which is a basic necessity to building your personal brand. Managing your reputation within an organization can only arise from strategic self-awareness.
Here are 3 ways to accurately define and project your personal brand at work.
**Define it Simply**
Identify what your three core brand attributes are. You should be able to fit them on a Post-it. Start by collecting feedback on how co-workers describe you, your strengths, your development opportunities and some of your top drivers.
**Convey it Clearly**
Project yourself in a concise manner. Mixed messages will confuse others. Focus on sending out a clear message of how you like to get things done, what makes you get those things done and why you do the things you do in a compact way.
**Project it Confidently**
Establish yourself as an expert in a relevant field. Once you show competence, you can more easily create a confident presence and build credibility. Become a good source of knowledge for others in a specific area and take control of disseminating that information. By sharing your expertise others will become more aware of what engages you.
If you are not feeling engaged at work, consider what image you are projecting to others. Sharply defining your personal brand could be a step in the right direction.
0 Comments [Click here to read/write comments](https://info.hoganassessments.com/blog/3-ways-to-brand-for-engagement#comments-listing)
Topics: [employee engagement](https://info.hoganassessments.com/blog/topic/employee-engagement), [engagement](https://info.hoganassessments.com/blog/topic/engagement), [culture](https://info.hoganassessments.com/blog/topic/culture)
## [The Perfect Job](https://info.hoganassessments.com/blog/bid/259335/The-Perfect-Job)
Posted by [Hogan News](https://info.hoganassessments.com/blog/author/hogan-news) on Fri, Jan 18, 2013
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What makes a great job? Is it better benefits, flexible hours, or the promise of promotion? Maybe it’s all about the money. Hogan asked nearly 1,000 professionals to tell us about their ideal job. Here’s what they said.
1 Comment [Click here to read/write comments](https://info.hoganassessments.com/blog/bid/259335/The-Perfect-Job#comments-listing)
Topics: [engagement](https://info.hoganassessments.com/blog/topic/engagement), [perfect job](https://info.hoganassessments.com/blog/topic/perfect-job)
## [The Perfect Job](https://info.hoganassessments.com/blog/the-perfect-job)
Posted by [HNews](https://info.hoganassessments.com/blog/author/hnews) on Thu, Jan 17, 2013
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What makes a great job? Is it better benefits, flexible hours, or the promise of promotion? Maybe it’s all about the money. Hogan asked nearly 1,000 professionals to tell us about their ideal job. Here’s what they said.
0 Comments [Click here to read/write comments](https://info.hoganassessments.com/blog/the-perfect-job#comments-listing)
Topics: [engagement](https://info.hoganassessments.com/blog/topic/engagement)
## [Sorry to Be a Buzzkill](https://info.hoganassessments.com/blog/bid/257215/Sorry-to-Be-a-Buzzkill)
Posted by [Hogan News](https://info.hoganassessments.com/blog/author/hogan-news) on Tue, Jan 08, 2013
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The HR world is already atwitter with a brand new batch of buzzwords. But wait! Here are five of last year’s biggest buzzwords that will still matter in 2013.
**LEADERSHIP**
*“To me, there is only one talent management issue, and it never changes: leadership. What also never changes is the fact that businesses don’t understand this, which is why they put so many self-serving assholes in leadership positions.” *- Dr. Robert Hogan
After what seemed like a never-ending election cycle, the last thing anyone wants to keep talking about is leadership. But it’s something we can’t afford to ignore. Competent leadership is crucial for a company to succeed. Yet, research indicates that two-thirds of the leaders in corporate America will fail. **Why? Check out this [free ebook](https://info.hoganassessments.com/doing-it-wrong/) to find out. **
**GAME CHANGERS
**At any given organization, 20% of employees account for 80% of productivity. They are the game changers, and in 2013, companies are going to have to work hard to attract, develop, and retain employees capable of creating value and driving growth. **How would Hogan do it? Download [From Potential to Performance](https://info.hoganassessments.com/from-potential-to-performance/) to find out. **
**MULTI-GENERATION WORKFORCE
**Although they aren’t necessarily the entitled slackers the media made them out to be, Millennials (Generation Y) and Digital Natives (Generation Z) work differently than older generations. Organizations need to work to separate fact from fiction when it comes to generational differences in order to leverage the experience of their older employees and build the talent bench of the future. **Need a place to start? Check out [this blog](https://info.hoganassessments.com/blog/bid/171186/The-Generational-Workforce-of-the-Future). **
**TALENT ANALYTICS**
The HR world was all abuzz with talk of Big Data last year, and rightly so; many organizations are sitting on a mountain of data about their people. This year, the challenge is for those companies to find a way to effectively analyze, understand, and leverage those data to make their organizations run better. **What kind of data do we have? Check out the [Hogan archive](http://www.hoganassessments.com/sites/default/files/Archive_1_Sheet_NL_F.pdf). **
**ENGAGEMENT**
Employee engagement matters. Engaged employees are more satisfied and more productive, and productivity ties directly to the bottom line. In 2013, we hope to see a reduction in Hawaiian-shirt Fridays and a genuine effort by organizations to identify and fix the root cause of low engagement. Here’s a hint: it’s their leaders. **Want more? Check out our [free white paper](http://www.hoganassessments.com/sites/default/files/Engagment_NL_June_12_R21.pdf). **
0 Comments [Click here to read/write comments](https://info.hoganassessments.com/blog/bid/257215/Sorry-to-Be-a-Buzzkill#comments-listing)
Topics: [leadership](https://info.hoganassessments.com/blog/topic/leadership), [engagement](https://info.hoganassessments.com/blog/topic/engagement), [generational workforce](https://info.hoganassessments.com/blog/topic/generational-workforce)
## [Sorry to Be a Buzzkill](https://info.hoganassessments.com/blog/sorry-to-be-a-buzzkill)
Posted by [HNews](https://info.hoganassessments.com/blog/author/hnews) on Mon, Jan 07, 2013
- [Tweet](https://twitter.com/share)
The HR world is already atwitter with a brand new batch of buzzwords. But wait! Here are five of last year’s biggest buzzwords that will still matter in 2013.
**LEADERSHIP**
*“To me, there is only one talent management issue, and it never changes: leadership. What also never changes is the fact that businesses don’t understand this, which is why they put so many self-serving assholes in leadership positions.” *– Dr. Robert Hogan
After what seemed like a never-ending election cycle, the last thing anyone wants to keep talking about is leadership. But it’s something we can’t afford to ignore. Competent leadership is crucial for a company to succeed. Yet, research indicates that two-thirds of the leaders in corporate America will fail. **Why? Check out this free ebook to find out. **
**GAME CHANGERS
**At any given organization, 20% of employees account for 80% of productivity. They are the game changers, and in 2013, companies are going to have to work hard to attract, develop, and retain employees capable of creating value and driving growth. **How would Hogan do it? Download From Potential to Performance to find out. **
**MULTI-GENERATION WORKFORCE
**Although they aren’t necessarily the entitled slackers the media made them out to be, Millennials (Generation Y) and Digital Natives (Generation Z) work differently than older generations. Organizations need to work to separate fact from fiction when it comes to generational differences in order to leverage the experience of their older employees and build the talent bench of the future. **Need a place to start? Check out this blog. **
**TALENT ANALYTICS**
The HR world was all abuzz with talk of Big Data last year, and rightly so; many organizations are sitting on a mountain of data about their people. This year, the challenge is for those companies to find a way to effectively analyze, understand, and leverage those data to make their organizations run better. **What kind of data do we have? Check out the Hogan archive. **
**ENGAGEMENT**
Employee engagement matters. Engaged employees are more satisfied and more productive, and productivity ties directly to the bottom line. In 2013, we hope to see a reduction in Hawaiian-shirt Fridays and a genuine effort by organizations to identify and fix the root cause of low engagement. Here’s a hint: it’s their leaders. **Want more? Check out our free white paper. **
0 Comments [Click here to read/write comments](https://info.hoganassessments.com/blog/sorry-to-be-a-buzzkill#comments-listing)
Topics: [engagement](https://info.hoganassessments.com/blog/topic/engagement), [generational workforce](https://info.hoganassessments.com/blog/topic/generational-workforce)
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