Hogan CEO to Facilitate Science of Coaching Pre-Event Webinar

Posted by Blake Loepp on Tue, Jun 30, 2015

Hogan Assessments CEO Dr. Tomas Chamorro-Premuzic will discuss Decoding Coaching in an International Coach Federation webinar on at 11 a.m. CDT on Wednesday, July 22.

This webinar will explain why some people are more coachable than others. Drawing from the science of personality and behavior change, he'll examine the role of bright and dark side personality characteristics, as well as drivers and motives, as determinants of people’s willingness and ability to respond favorably to coaching interventions.

The success of coaching programs depends on the coach and his or her methods, as well as the client’s capacity to improve—and that capacity is mostly explained in terms of dispositional traits.

Register today!

Topics: coaching

What It Really Takes to Find Meaningful Work

Posted by Hogan Assessments on Mon, Jun 22, 2015

Even if you are not a philosopher, you have probably worked out that things don’t really have any meaning, unless we attribute it to them. Work is no exception.

But it's easy to persuade ourselves that our careers are inherently meaningful. So much so that the language we use has shifted from engagement to involvement, job vacancies to job crafting, and purpose to calling. All this suggests that work does have the capacity to fulfil our deepest existential needs, but does it? Should we feel guilty if our job is not rewarding? Do we need to change careers if our current job fails to provide us with a higher sense of purpose? To answer these questions, consider the five findings found in this article by Hogan CEO Tomas Chamorro-Premuzic, originally published in Fast Company.

Topics: EQ, emotional intelligence

Talent Vs. Motivation

Posted by Hogan Assessments on Thu, Jun 18, 2015

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“Talent is performance minus effort,” writes Hogan CEO Dr. Tomas Chamorro-Premuzic; meaning that when two people are putting equal effort into getting something done, the more talented person will generally do better. Conversely, when two people are equally talented, the one with more motivation usually has the better outcome. So what does that mean in terms predicting future performance?

For decades, researchers have made the argument that practice and motivation make the difference in the ability to master a task, not innate talent. Tiger Woods might have been the youngest winner of The Masters in history, but he already had 18 years of dedication to the sport by the time he arrived at the tournament. Having natural ability helps, but motivation is the driving force that determines success or failure. Although our motivation occasionally varies, it is consistent enough overall to make our performance predictable in the long run. Being talented is great, but drive and ambition are necessary if you want to develop your talent.

To read more about talent and motivation, check out our ebook Why You May Not Be As Talented As You Think You Are.

Topics: competencies

Recruiting Across Cultures – One Size Does Not Fit All

Posted by Michael Sanger on Tue, Jun 16, 2015

When scaling out a talent management program such as a wide-screening selection initiative, ensuring accurate interpretation of candidates’ assessment results across a team of recruiters is challenging in and of itself. That challenge is immeasurably amplified when these candidates hail from different regions and cultures, where expectations on an employee can vary wildly from those of headquarters. For HR leaders at multinational corporations, or at organizations operating in countries that share a talent pool with culturally distinct neighbors, this challenge tends to arise more often than not, and has been intensely magnified by the recent shifts in the macro-business landscape.

The recent global economic turmoil galvanized the localization of jobs across the world and resulted in organizational charts catering to the new era of emerging-market consumers. As companies quickly strategized to make up for the sagging established customer bases and to capitalize on diversity of perspective, indigenous benefactors of the developing world were suddenly being considered for jobs where they were asked to carry twice the responsibility of their expat predecessors—and to do so with half the resources and little if any preparation. Though the eye of the initial financial storm has since passed, it seems those in the talent management industry forgot to ask the most pertinent question when it came to deploying recruitment models across the globe: When we apply our recruitment processes and evaluation models in different regions, do our standard interpretations still hold?

Culture is nuanced, and so are the resulting leadership expectations. Even though the trademarks of a leader tend to be similar across boundaries, how those characteristics manifest behaviorally, and the consequential way to interpret assessment results, can vary by location. Take for example the age-old favorite “Drive”. No country in the world denies there’s a preference for driven leaders. Drive, and its many vague definitions, can seem to some countries (like the US, Germany and Australia) as unfettered self-initiation and a proactive method of taking charge; based on strivings for power, status and reward anticipation. Accordingly, those who decide first and rally followership later tend to appear more leader-like to their colleagues. However, in more consensus-driven societies such behaviors rarely rise through the ranks. Rather, in places like Mainland China, Japan and South Korea, those considered leaders tend to focus more on being dependable, self-disciplined and achievement-oriented; in these locations those who generate alignment first and then push forward are more likely to have the leadership label ascribed to them. Thus, when recruiters apply a Western-centric evaluation model of Drive to selection scenarios in Northeast Asia they often come up empty-handed. Ironically, it appears to indicate that those populating the managerial ranks in the fastest growing economies lack basic intrinsic motivation.

Now, the need for such informed understanding of where recruitment models can go wrong in another culture isn’t always as imperative across the board. A pilot is still a pilot whether he or she works for United, Qantas or Korean Air. With the technical nature of the job and the specific environment in which a pilot is expected to operate, job requirements trump cultural differences and certain individuals’ profiles just won’t work out well in terms of performance. However, when it comes to general leadership recruitment or high potential identification across regions, it’s important to ask ourselves whether our evaluation lens is focused too sharply on our own culturally-informed leadership behaviors. If they are, we will likely miss out on key hires; and even if we find someone who fits our aspiring universal mold, they may face unforeseen challenges as they struggle to fit the expectations of their local subordinates.

 

This article originally appeared on Recruiter.com.

Topics: selection, recruiting employees, recruiting,, global recruiting

Persuasion Depends Mostly on the Audience

Posted by Tomas Chamorro-Premuzic on Mon, Jun 15, 2015

Some people are generally more persuasive than others. These charismatic, politically savvy, and socially skilled individuals tend to be sought-after salespeople, managers, and leaders. Thanks to their higher EQ, they’re better equipped to read people and are able to leverage this intuitive knowledge to influence others’ attitudes and behaviors. And because they seem more authentic than their peers, we tend to trust them more, to the point of outsourcing our decision-making to them. This is what most people hope to get, but not always receive, from their politicians.

Yet we may be giving these alleged superstars of persuasion more credit than they deserve. In fact, a great deal of psychological research indicates that, much like Dale Carnegie suggested, the key triggers of persuasion take place in the receiver of the message, whereas persuaders typically account for less than 10% of the effect. What, then, are the main psychological forces that explain when and why we are likely to be persuaded by others?

Read the full article which originally appeared in the Harvard Business Review.

Topics: EQ

Embrace the Negative

Posted by Hogan Assessments on Tue, Jun 09, 2015

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Anyone on the receiving end of negative feedback knows that it's a blow to the ego. Although most of us say we want honest critique, what we really hope is for a “job well done” and a pat on the back. Unfortunately, constant positivity can distort your perception of your talents and, ultimately, derail your career.

“Our attempts to maintain positive self-views undermine our ability to accept negative feedback from others,” says Dr. Tomas Chamorro-Premuzic. Receiving and learning from criticism is essential to developing our talents. Those who handle negative feedback with grace are more likely to succeed. So, instead of becoming defensive or deflecting blame, here are a few ways to deal with negative feedback in a positive, constructive way:
  1. Don’t become argumentative or make excuses. When your supervisor addresses performance issues, it’s easy to fixate on the negatives. Instead of taking negative feedback as a personal attack, see it as insight into how you can improve your performance and grow your career.

  2. Use this feedback as an opportunity to reflect on yourself, your strengths, and your weaknesses. Focus on the facts presented and what steps you can take to make the necessary changes to improve.

  3. Be proactive and ask questions. Allow yourself to be open to suggestions on how to improve and make a clearly defined, measurable plan of action to get the results you want. Having less ambiguity in your plan improves your chances of succeeding.
Accepting negative feedback doesn’t always prevent people from making mistakes or occasionally underperforming. However, having an understanding of your weaknesses can help prevent career derailment when a problem surfaces and allows you the opportunity to develop skills you might have otherwise overlooked. Negative feedback isn’t pleasant, but it can make the difference between your career moving forward or stagnating.

To find out more about how negative feedback can help you, check out our ebook Embrace the Power of Negative Feedback.

Topics: strategic self awareness, feedback, self awareness

Hogan CEO Honored at SIOP Conference

Posted by Hogan Assessments on Thu, May 28, 2015

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We’re happy to annouce Hogan CEO Dr. Tomas Chamorro-Premuzic received the 2015 Raymond A. Katzell Award in I-O Psychology at the SIOP conference in Philadelphia in April.
 
The award recognizes a SIOP member whose research and expertise addresses a societal and workplace issue and has been instrumental in demonstrating the importance of I-O related work to the general public.
 
Join us in congratulating Tomas and keep up with his insights on Twitter @DrTCP.

Key Leadership Tactics

Posted by Robert Hogan on Tue, May 26, 2015

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We know a lot about the personality style associated with effective leadership, but we don’t know a great deal about what effective leaders actually do on a routine basis. I recently spent some time in Warsaw talking with a brilliant Polish engineer—Maciej Witucki, President and Board Chair, Orange Polska (the French telecom) and Board Chair of LOT-Polish Airlines—discussing lessons learned. He made six points with which I strongly agree and think are worth repeating.

First, engineers and technical people usually make poor managers. They tend to be tactical, to get lost in the details, to be unable to prioritize tasks, and to waste money in the futile pursuit of technical perfection. My Polish engineer friend believes that social skill is essential for effective managers, and technical people are not often concerned with managing relations with others.

Second, management books by retired CEOs are not helpful in learning how to manage. Many CEOs get their jobs through politics—they are good at self-promotion, which they continue to practice after they retire. Management books by retired CEOs primarily tell readers how to become like them. In addition, retired CEOs often have no clue regarding their actual success. The first important CEO I knew personally drove his previously successful company into bankruptcy in 18 months. He retired with a golden parachute and then went on the leadership speaking circuit.

Third, the HR department has a crucial role to play in talent management—the attraction and retention of talented employees. To the degree that the HR department focuses on the administration of pay and benefits, the organization where they work will be deprived of this input. Smart CEOs rank HR just behind Sales as their most important resource for business and organizational development.

Fourth, the whole concept of “change management” is nonsense. On the one hand, unplanned change is inevitable and all one can do is try to manage or control it. On the other hand, it is very hard (almost impossible) to change anything important in a planned direction.

Fifth, Mr. Witucki said ruefully that the biggest mistake he ever made as a manager was not firing unproductive and problematic people soon enough. It is hard to bring oneself to fire people, the easiest solution is to procrastinate in the vain hope that the problem employee will change, and they never do. This view is, of course, politically incorrect, but it is also consistent with my personal experience.

Sixth, the optimal structure for any business doesn’t exist. People waste vast amounts of time and energy trying to fine tune the organizational chart based on the view that “structure is strategy”, but that structure doesn’t exist. The best a manager can do is find reliable people and ask them to handle core parts of the business.

In my experience, these points are all true and worth remembering, but this list also makes a larger point. When I first began trying to understand management and organizational dynamics, I thought that there were some crucial first principles out there, waiting to be discovered. But when I talked with successful organizational players, I found that their knowledge was organized in terms of rules—rules for introducing people, rules for leveraging people, rules for getting your way with this kind of person or that kind of person, etc. Real knowledge about human affairs is not organized like the principles of geometry or mathematics, it is organized in terms of lists of “if-then” statements that we ignore at our peril.

Topics: leadership, leadership development, leader behavior

Are Competencies Still Alive?

Posted by Hogan Assessments on Thu, May 14, 2015

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It has been more than 40 years since psychologist David McClelland contended that a person’s past performance, rather than IQ, is a better predictor of future occupational success. This idea prompted HR professionals to focus on creating competency-based job descriptions that helped identify the best candidates. Although McClelland’s insights helped revolutionize the HR industry, they aren’t as relevant in today’s workplace. Here’s why:

  1. Talent vs. Potential- Employers interested in identifying talent first have to evaluate potential before anything else. Successfully measuring the ability to develop talent in the future ends up being more beneficial than assessing past performance, particularly among less experienced candidates.
  1. Problem Solving- Finding candidates that can identify problems before they appear is essential to cutting-edge organizations. In the rapidly evolving workplace, people in innovative positions need to be adaptable and effective at jobs that aren’t clearly defined yet.
  1. Personality- Having employees with stable temperaments is critical. Creating a personality profile allows employers insight into a person’s abilities and helps predict important outcomes in areas ranging from leadership and communication to ethical behavior.

Competencies are still alive, but the methods of analyzing them are changing to focus more on the impact of personality on job performance. “It is only through this deeper understanding of people that organizations will be able to leverage their human capital and unleash people’s true potential at work” says Dr. Tomas Chamorro-Premuzic.

To read more about competencies in the modern work environment, read our complimentary ebook Are Competencies Still Alive?

Topics: competencies

Competency Relevancy

Posted by Hogan Assessments on Wed, May 06, 2015

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Take a look at any job description and chances are it will cite qualities along the lines of “good interpersonal skills” or “adaptable to business changes.” For decades, these workplace competencies have been a tool for HR professionals to identify the most promising candidates and to predict their performance. But as the occupational landscape continues to evolve, are they still relevant?

Hogan CEO Dr. Tomas Chamorro-Premuzic argues that competencies aren’t going away, but the approach to evaluating them is changing. Although the traditional methods are still useful for definitive job roles, they aren’t effective enough in the modern workplace where job responsibilities are fluid and sometimes unpredictable.

To find out more about modern competencies, check out our ebook Are Competencies Still Alive?

Topics: competencies

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