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Company Culture

Managing Multicultural Teams (in 3 Steps)

Managing Multicultural Teams (in 3 Steps)

Diversity is almost always an asset. In many Western companies, managing multicultural teams is pretty much the norm these days. With the 21st century’s global movement of people and increased connectedness through tech, we’re blessed with a larger pool of talent to source from than ever before. 

Photo of Michael Metcalf F4S contributing writer
The link between leadership and culture

The link between leadership and culture

You can’t build company culture from scratch. It’s an asset built over time, by values and behaviors percolating down through the entire organization. No matter how many fancy PowerPoints you make or catchy slogans you paint on the office walls, it simply can’t be forced. 

Photo of Michael Metcalf F4S contributing writer
wellness like yoga at work is an example of employee engagement activities

How to create an employee wellness program

A healthy and happy workforce is the backbone of a successful organization. That's why most organizations are embracing employee wellness programs. Around 83% of large companies—or companies with 200 or more employees—offer these. Even 58% of small companies—or companies with three to 199 employees —offer the same programs.

Photo of David Pagotto F4S contributing writer
Generational differences in the workplace — and how to embrace them

Generational differences in the workplace — and how to embrace them

35%: The percentage of millennials (1981-2000 birthdays) currently in the workforce, the most of any generational cohort at present. [1]39%: Among Millennials, around four-in-ten (39%) of those ages 25 to 37 have a bachelor’s degree or higher, compared with just 15% of the Silent Generation, roughly a quarter of Baby Boomers and about three-in-ten Gen Xers (29%) when they were the same age. [2]66%: In the past five years, the majority of Gen X leaders (66%) had received only one promotion or none at all — significantly fewer than their younger millennial counterparts (52%) and more senior baby boomers (58%) who were more likely to have received two or more promotions during the same period of time. [3]58%: Only 58% of Gen X feels that they are advancing within their organization at an acceptable rate, in comparison to 65% of Millennials. [4]37%: Of Gen Z believe that technology is weakening their ability to develop strong interpersonal skills and build relationships. [5]10,000: The number of Baby Boomers retiring every day at this point. [6]67%: The percentage of Gen X leaders who would like more external coaching. [3]Emerging data from Fingerprint for Success shows that Millennials have a very strong bias towards Shared Responsibility (average score of 80 and higher) and very low motivation for Sole Responsibility. [7]Generational differences in the workplace: Defining the generationsThis can actually be somewhat of a tricky part to discussing generational differences in the workplace, because there’s not necessarily consensus on what date of birth ranges constitute each cohort. Within a few years on each side, the most commonly-accepted birth year ranges for each cohort are:

Ted Bauer
The Emoji (R)evolution At Work

The Emoji (R)evolution At Work

Appreciating Slack and Duolingo’s emoji research 😍 we at Fingerprint for Success (F4S) were curious to study the potential impact emojis might be having on different generations, different work environments and who is using emojis in their daily work lives. 

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DISC Research

DISC Research

At Fingerprint for Success, we aim to give everyone access to human development and to provide insights to help people excel in the workplace. 

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