Decoding the "The Hidden DNA of Retention": When Personality Science Becomes a Key Element in Talent Development Strategy

Over the past decade (from 2010 onward), research from organizations such as McKinsey, Deloitte, and Gallup has highlighted that talent retention has emerged as a strategic priority, essential for sustaining growth and enhancing competitive advantage in enterprises. The profound shifts in the labor market, evolving expectations of the younger workforce, and intensifying global competition have elevated "talent retention" to a strategic challenge, one that extends beyond mere compensation policies to encompass a deep understanding of individuals' personalities, motivations, and personal values. 

The webinar, held on the morning of September 18, 2025, titled "The Hidden DNA of Retention: Personality Insights for Sustainable Performance " was organized by the Society for Human Resource Management (SHRM) in collaboration with Hogan Assessments and Talent Assessments Vietnam. It offered insightful scientific perspectives on this topic. 

Facilitated by Mr. Đinh Việt Lân - Solution Expert with over 35 years of experience in human resource management and leadership development at PACE and Talent Assessments Vietnam, and Ms. Krista Pederson, Managing Director at Hogan Assessments, the program blended practical insights from Vietnam with globally validated scientific foundations. 

The Phenomenon of Talent Drain and Paradoxes in Modern Management 

Opening the webinar's content, one key point raised by Mr. Việt Lân was the variability in turnover rates across organizations. Data from international and regional studies indicate that rates ranging from 20% to 30% are not uncommon, and in certain sectors like technology, such figures may even be considered standard. While some industries accept high turnover as an operational norm, in others, the same rate signals a personnel crisis. 

The question posed by Mr. Việt Lân: "What turnover rate is considered normal?" sparks considerable debate. The answer largely depends on each organization's definition of "stability" within its specific business context. There is no universal benchmark; instead, it hinges on how an organization defines "stability" aligned with its strategic goals. One enterprise might tolerate double-digit turnover among employees due to its agility in recruiting and training replacements, whereas another would view the departure of key talent as a disruption to its entire value chain. 

More notably, voluntary turnover is often oversimplified as a consequence of "uncompetitive compensation policies." However, survey data reveals a more nuanced picture. Factors such as limited career advancement opportunities, ineffective direct management, or work-life imbalance frequently rank among the top reasons. This context underscores that talent retention is not merely about "how much it costs to retain an employee," but rather "how deeply the organization understands them to foster enduring commitment." 

From "Exit Interviews" to "Stay Interviews"

Continuing the program, Mr. Đinh Việt Lân emphasized a critical shift in human resource management mindset from "Exit Interviews" to "Stay Interviews." Rather than solely investigating why employees leave, organizations must proactively explore what motivates them to stay. This approach marks a fundamental transition from reactive responses to proactive strategies for nurturing engagement. 

This is particularly vital in the context of younger generations like Millennials and Gen Z, who increasingly prioritize work experiences tied to personal meaning. When asked why they remain committed, they often cite factors such as "the work provides purpose," "I am recognized," "I have the tools to succeed," or "the organization is fair and transparent." These are not superficial attributes but core elements that resonate with individual identity. 

From an organizational theory perspective, these factors echo Edgar Schein's concept of "career anchors" - the foundational values guiding an individual's professional path. When an organization aligns with an employee's career anchors, retention rates improve significantly. Measuring this alignment requires more than intuition; it demands empirically validated data and assessment tools. 

Middle Managers: The Critical Weak Point in Retention Strategies

Another incisive argument from Mr. Việt Lân focused on the role of middle managers. In practice, this level of management is pivotal in executing retention strategies effectively on a daily basis. Middle managers translate high-level strategies into actions and cascade organizational culture to their teams. 

However, many middle managers ascend to leadership roles based on technical expertise rather than people management skills. They may excel individually but, when leading teams, often default to "working harder" rather than "leading effectively." 

This explains why the quality of the relationship with direct managers consistently ranks among the top three reasons for employee departures. It is precisely here that the manager's personality, often undervalued becomes a critical variable influencing team effectiveness. 

Hogan Assessments: Personality Insights for Sustainable Performance 

Ms. Krista Pederson expanded the discussion by introducing Hogan Assessments' personality theory. According to her and Hogan Assessments, to truly understand and retain talent, organizations must examine three layers of data: strengths, derailers, and core drivers. 

Strengths, or the Bright Side, reflect behaviors in balanced states and everyday work interactions. This layer predicts leadership style and team collaboration potential. Conversely, derailers, the Dark Side emerge under stress, often as overextensions of strengths. A detail-oriented individual might become overly critical; a decisive person could turn authoritarian. Unmanaged "dark side" traits are a common reason managers erode team trust. 

Most crucially, Hogan delves into core drivers, the Inside. This layer reveals values, beliefs, and what truly motivates an individual. In essence, if the Bright Side shows "how they perform," the Dark Side indicates "how they might derail," then the Inside uncovers "what they truly desire." This element determines cultural fit and long-term commitment to the organization. 

Unlike many popular psychological tools that focus solely on self-perception, Hogan emphasizes "reputation", how others perceive you. This is a more pragmatic lens, as workplace performance is evaluated not by self-assessment but by superiors, peers, and clients through observable behaviors. 

In her presentation, Ms. Krista Pederson shared a real-world example from a technology company. Initially facing a 32% turnover rate, an alarming figure in the sector, Hogan Assessments collaborated to develop success profiles, assess the existing team, and implement personalized programs over 12 months. The result: turnover dropped to 3% within three years. 

Q&A: Tackling Talent Retention Challenges with Hogan’s Insights

The final discussion segment featured direct questions reflecting the current concerns of Vietnam's HR community. 

One query was: "Beyond recruitment, how can Hogan Assessments help retain younger generations like Gen Z and Millennials?" 

Ms. Krista Pederson responded that personality data is key. Instead of a one-size-fits-all development path, organizations can tailor training, advancement, and recognition strategies to individual motivations and values. This is the only way to build lasting connections with young talent. 

Another question addressed the Vietnamese market: "Why are personal values and motivations critical in talent retention strategies in Vietnam?" 

Mr. Đinh Việt Lân shared practical insights: In today's job market, skilled individuals can easily find new opportunities, so true long-term commitment arises only when the organization aligns with their values and life purpose. Ms. Krista added that these values shape behavior; when employees and organizations share core values, performance and engagement reach optimal levels. Hogan provides tools to clarify these seemingly abstract elements, enabling leaders to make more precise decisions. 

A financial concern emerged: "Can Hogan help organizations reduce employee replacement costs, especially amid rising recruitment and training expenses?" Ms. Krista affirmed yes, as Hogan's essence lies in selecting the right people from the start and developing them through data-driven insights. When employees fit the role and culture, early turnover decreases, conserving resources for hiring and onboarding. Mr. Việt Lân supplemented that, rather than focusing solely on new hires, organizations should invest in understanding the "personality enigma" of their current workforce. This knowledge retains top talent and propagates positive development. 

Conclusion: When Personality Becomes a Strategic Variable 

The webinar concluded with consensus from speakers and attendees: talent retention is fundamentally about understanding, not just incentives. In an era of relentless labor market volatility, where employees can find new opportunities with a single click, the sole factor ensuring long-term loyalty is alignment between personal identity and organizational ethos. 

Here, Hogan's personality science offers measurement tools, enabling a strategic approach: gaining insights into individuals across three data layers, strengths, derailers, and core drivers to build a sustainable talent ecosystem. Through Talent Assessments Vietnam, Hogan's authorized partner in Vietnam, enterprises now have access to a global solution localized for the Vietnamese context. 

If talent is a strategic asset, then personality is the "enigma" that must be decoded to transform potential into enduring performance. This is the path for organizations to retain people, securing a competitive edge in the long term.