The Case for Personality-Based Hiring

The Case for Personality-Based Hiring
By Martin Tan | Executive Director, The Majurity Trust

While many hope for a return to a pre-COVID-19 world, the virus looks set to be with us for a very long time. The agility to adapt to COVID-19- related constraints will make all the difference between an organisation that thrives, and one that does not. Now more than ever, employers need to rethink hiring. With rising unemployment and with jobseekers outnumbering job vacancies, the mindset that it is an “employers market” is one that may be detrimental to organisations looking to ride out and do well during these challenging times.

In this article, you will learn more about Personality-based hiring and gain more insights into how it works!

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About the Author
Martin is the Executive Director of The Majurity Trust, a philanthropic organisation that works with donors and charities to build a thriving and sustainable community for all in Singapore. Martin currently serves on the board of National Council of Social Service, as well as Halogen Foundation Singapore, a charity he co-founded in 2013. He was formerly Executive Director of Institute for Societal Leadership at Singapore Management University and has also served on the boards of National Youth Council, National Library Board and National Family Council.

Martin works with leaders in the public, private and people sector in over 14 countries including Afghanistan, Bhutan, China, New Zealand, Southeast Asia, United Kingdom and the United States. For his contributions, Martin was awarded The Outstanding Young Person Award in 2008; inducted as Asia 21 Fellow in 2011; conferred the Singapore Youth Award in 2013; and appointed Global Council Member of Asia Society in 2019.