Beyond change: Personality‐environment alignment at work

Abstract

We critically evaluate Dupré and Wille's (2024) proposal for using assessments for organizational personality development through the lens of empirical evidence on adult personality change. We present an overview of research on personality stability and malleability throughout adulthood examining rank‐order stability, mean‐level changes, and the impact of life events and interventions. Empirical evidence reveals that while personality exhibits some plasticity in young adulthood, significant changes become increasingly rare beyond age 30. For older employees, personality remains highly stable, making age an important consideration in workforce development. Life experiences and intentional interventions have been shown to prompt modest personality changes, with emotional stability being the most malleable trait. We quantify these changes, noting shifts of up to two‐thirds of a standard deviation in emotional stability through targeted interventions, with more limited effects on other Big Five traits. We also provide insights for organizational assessment practices, including the need for tailored personality (re‐)assessment intervals and age‐based norm composition for better utilization of personality information. With Cybernetic Trait Complexes Theory, we introduce a framework for aligning personality traits with situational cues in work environments. This approach emphasizes trait activation rather than personality modification, allowing organizations to harness employees' strengths by strategically designing environments that naturally encourage beneficial trait expression. This shifts the focus from personality change to strategic activation of beneficial traits through environmental design. We describe how organizations can leverage employees' existing personality trait complexes while fostering incremental behavioral adaptations, offering a pragmatic alternative to traditional employee development approaches. By aligning individuals with environments that activate their traits, organizations can enhance both personal and organizational outcomes, contributing to broader societal benefits as well.