Drinks with Hogan | What is a high potential?

Posted by Hogan Assessments on Thu, Apr 14, 2016

In this edition of Drinks with Hogan, Managing Partner Ryan Ross explains why narrowing the definition of potential, in order to coach and develop people to a very specific thing, is necessary for success. Additionally, Ross discusses the leadership characteristics of a high potential employee.

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Topics: Drinks with Hogan, high potential, high potential employees

Hogan to Speak at 31st Annual SIOP Conference

Posted by Hogan Assessments on Tue, Apr 05, 2016

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I-O experts from Hogan’s Research and Consulting divisions will showcase advances in personality research during an impressive 21 sessions, symposia, panel discussions, practice forums, and poster sessions at the 31st Annual SIOP Conference in Anaheim, April 14-16.

Thursday, April 14
Digging Deeper into the Darkness: Advances in Dark Personality Research
Research on dark personality in organizations has primarily focused on outcomes. The present set of researchers move beyond basic relationships to explore the questions as to what dark personality is, why people engage in such behaviors, the processes underlying such behaviors, and whether or not they are always negative.
3:30pm, 207A

Know Your Tenant! Personality as a Predictor of Tenant Behavior
In this paper, we examined the relationship between tenant behaviors and The Big Five. Findings indicated a significant relationship between self-reported tenant behaviors and personality constructs. Specifically, Agreeableness, Conscientiousness, and Emotional Stability showed significant relationships with multiple behavioral domains of tenant behavior.
4:30pm, Ballroom A-E

Friday, April 15
Assessments on the go: Designing and implementing mobile-friendly assessments
The influence of mobile devices in the assessment world making it important to understand the impact of these devices on test outcomes. This panel of scholars will discuss both the current state of designing and implementing mobile-friendly assessments as well as explore future implications of development, validation and usability.
9:00am, 303D

High-Potential Programs: Pitfalls, Precautions, and Pearls of Wisdom
Organizations have long recognized the need to identify and develop their top talent, but using assessments instead of politics to do so is a more recent development. This panel brings professionals together to explore best practices, pitfalls, precautions, and guidance for using scientifically proven assessments to drive HIPO programs.
10:30am, 303D

Feedback at Work: Bridging Science and Practice
Workplace feedback, the act of providing employees with information about their job-related potential or performance, is a common psychological intervention in talent management. The proposed panel will discuss the gap between the science and practice of feedback, and provide evidence-based recommendations for improving feedback interventions at work.
1:30pm, 303B

Job Analytic Comparisons of Managerial and Leadership Competencies
Using archival job analytic data, we compared the competencies required for effective managerial and leadership success. Results suggest that there is extensive overlap in the behaviors critical to both. However, leaders must be more strategic while managers handle the tactical operations to execute that strategy.
4:30pm, Ballroom A-E

How Well Does the Dark Triad Capture Dark Side Personality?
To understand relationships between Machiavellianism, narcissism, psychopathy, and other dark side personality dimensions, we analyzed data from Dark Triad measures and the Hogan Development Survey. Our results suggest some overlap between scales across measures, but indicate that Dark Triad measures only assess part of the dark side personality construct space.
4:30pm, Ballroom A-E

Analytics with Assessment Data: Discovering Insights to Shape HR Strategy
Linking pre-employment assessment data to other HR programs can help ensure alignment of strategic objectives within the HR system and also discover new insights. This panel brings together internal and external consultants to discuss their experiences, insights gained, challenges, and advice on linking assessments to other HR practices.
5:00pm, 204C

Saturday, April 16
Assessment in the Digital Age: When Candidates Go Mobile
This session will discuss current issues in using mobile devices to conduct candidate assessments. We will discuss research examining demographic differences and other outcomes. We will also explore relationships between candidates’ social media usage and personality. Finally, we will explore mobile usage trends in emerging markets.
10:30am, 201D

IGNITE Your Career
Twelve early career and seasoned professionals will share their experiences and knowledge of topics important to early career I-O professionals. Each presenter will address a topic related to early career issues. The format will include 12 IGNITE speakers, interactive panel discussion, and a networking opportunity.
10:30am, 204C

Exploring the Psychometric Properties of Personality Derailment Scales
Despite an increasing interest in personality derailers, there remains little consensus over their structure and measurement. We seek to help fill this gap by presenting results from research efforts focused on measurement issues relating to personality derailers. Our focus is on the measurement and psychometric properties of derailment scales.
10:30am, 207D

Ensuring Enterprise Security: Three Diverse Approaches
This session features three distinct approaches to the topic of enterprise security and safety, considering different ways Industrial-Organizational Psychologists can contribute in this area. Topics include prediction of safety from individual and organizational perspectives, as well as developing the cyber security leadership talent pipeline.
1:30pm, 207D

Examining the Replicability of Trait-Trait Interactions in Local Validation Studies
This study examined the incremental predictive validity of trait-trait interaction terms beyond additive regression models using the Big Five personality traits for supervisor-rated job performance. Across 141 criterion validity studies including 14,744 participants, none of the 10 trait-trait interaction terms provided substantial incremental prediction of performance.
2:00pm, Ballroom A-E

Topics: SIOP

Hogan Attends ATP Conference

Posted by Krista Pederson on Tue, Mar 29, 2016

image1.jpgHogan has been an integral part of the Association of Test Publishers (ATP) since its formation. This year, five members of Hogan including Tomas Chamarro-Premuzic, CEO and Partner; Blaine Gaddis, Senior Manager of Product Research; Kimberly Nei, Manager of Client Research; Jennifer Lowe, Manager of Corporate Solutions and Krista Pederson, Director Asia Pacific Business Development, attended the 17th annual Innovations in Testing Conference held in Orlando, Florida.

The following are some highlights:

  • Tomas was a featured speaker, enlightening the crowd about talent analytics in the reputation economy.
  • Blaine led a cross-divisional panel to discuss the fine line between sufficient and excessive testing in the market; Kimberly participated as a panelist providing expertise from the I/O perspective.
  • Jennifer Lowe spoke on a panel that discussed learning how to manage mobile testing.
  • Krista participated in the Hackathon, a competition in which teams compete to develop the best concept and viable business plan around a given topic. This year’s topic was Ethics and Integrity. Krista’s team won.
  • As Chair of the I/O Division, Blaine helped to organize the division’s networking reception, where he announced and welcomed Kimberly as the division’s new Secretary.
  • As a Board Member of the ATP Asia Board and Steering Committee, Krista participated in the ATP Asia division lunch as well as an International lunch where ATP Asia Board Member Professor Zhang Houcang was honored as the “Mother of Assessment” in China.
In addition to these activities, the Hogan team attended learning sessions on various topics including:
  • Human-centered innovation
  • How to change the conversation and perception about testing in the general public
  • Item translation in target languages
  • Using HR tools across developing countries
  • Using automated video interviews for selection
  • Evaluating validation methods and answering challenging client questions on validation
  • Implications of the transition from computer to mobile and tablet-based testing
  • Emerging applications for noncognitive assessments in talent development
  • Design considerations for developing short form assessments in a digital world
Lots of learning and fun all around! If you have any questions or would like to learn any more about the above topics, please comment below!

Topics: conference

To boost engagement, leaders must learn to behave better

Posted by Hogan Assessments on Thu, Mar 24, 2016

To engage employees effectively, businesses need to understand what makes them tick, and to boost leaders’ emotional intelligence, says Professor Tomas Chamorro-Premuzic




Scientific data clearly indicate that employee engagement drives organisational profitability; nonetheless, only a minority of employees in most organizations are engaged. Indeed, the evidence suggests that disengagement is not just the norm, but a worldwide epidemic.

Global surveys show that many employees dislike their jobs (Pfeffer, 2016). LinkedIn and other recruitment firms estimate that 70% of the workforce consist of passive jobseekers – people who are not actively looking for jobs, yet still hopeful for better alternatives. In the realm of relationships this would equate to 70% of married people being open to replacing their spouse. Moreover, even in economies with low unemployment such as the UK, many people are ditching traditional employment to start their own business. And while an increase in entrepreneurial activity has collective benefits, most start-ups fail, and the majority of people who switch from traditional to self-employment end up working more to earn less.

Clearly, then, disengagement is a problem, but why are so many employees disengaged? Scientific studies highlight two main reasons. First, organizations don’t understand what people really want from work; second, a substantial proportion of existing managers are incompetent leaders.

What people want from work

David Sirota, a pioneer of engagement research, notes that employees hope to fulfil three major needs at work. The first is a need for achievement—satisfied when people are given important and challenging work, and their work is recognised. The second is a need for camaraderie—met when people are able to build relationships and bond with others. The third is a need for equity—fulfilled when people think they are treated fairly.

It follows that employees will be more engaged if their accomplishments are valued by the organisation, if they can form meaningful relationships with their colleagues, and if the rules of conduct are transparent and enforced fairly. Conversely, if they feel unappreciated, isolated, or treated unfairly, they will become disengaged, alienated, and burned out.

While these needs are universal, different people may value some more than others, and these individual differences have salient career implications. For example, when employees value camaraderie over achievement, they will prioritise getting along over getting ahead. And when they care more about achievement than equity, they will tolerate unfairness as long as they can attain status.

Furthermore, the same needs may be expressed in different terms. Indeed, some people may fulfil their need for achievement through financial rewards, while other may define it in terms of recognition (e.g., promotions, publicity, and fancy job titles). Likewise, some employees may fulfil their need for camaraderie by helping their colleagues (expressing an altruistic need), whereas others may do this by partying with them (expressing a need for hedonism). Clearly, one size does not fit all — to motivate employees, organisations must learn to decode their individual values and needs at a granular level.

Incompetent leadership

Although leaders own the job of creating engaged employees, they are generally ill-prepared for the task. One reason is that the wrong people are often promote into leadership positions. Among wrong people are: those who perform well as individual contributors (because of their technical expertise) but lack the necessary people-skills to manage teams; people who are politically savvy and good at managing upwards, but too greedy to attend to their subordinates’ wellbeing; and people who are good at faking competence (i.e., seeming confident and/or taking credit for others’ achievements), but are actually talentless.

A second reason many leaders are unable to create engagement is that leadership development programmes tend to help those who need it the least: humble and self-critical leaders typically sign up for training and coaching sessions, while arrogant and self-deceived bullies are prisoners of their own self-belief.

Leading organisational psychologists, such as Robert Hogan, estimate that the baseline for managerial incompetence is at least 50%, and that may be a conservative estimate. One needs only to google “my boss is…”, “my manager is…”, or “my supervisor is…” and read the most popular auto-completion options to understand how most people regard their leaders. Unsurprisingly, research shows that most people quit their jobs because of their bosses, and that around 35% of the variability in team engagement levels can be attributed to leaders.

In order to fix their engagement problems, organisations should start by selecting and developing better leaders. Contrary to popular belief, the most engaging leaders are not confident and flamboyant (think Donald Trump); they are modest, self-aware, and empathic, meaning they have emotional intelligence. They fly under the radar while helping their teams perform; they are trustworthy and understand their limitations. In other words, the most engaging leaders are rather boring – think Angela Merkel or Tim Cook rather than Tony Blair or Steve Jobs.

More importantly, whatever their own value orientation, leaders must understand what motivates their employees. In line, to develop leaders largely requires enhancing their emotional intelligence so they can improve their ability to understand people.

At Hogan Assessments, we create scientifically defensible personality assessments to profile leaders and their teams. Our assessments don’t just predict performance – they also explain it. When leaders and teams go through them, they receive valuable information about their style, values, and limitations; this information can help leaders create engagement, and in turn, be more effective at work.

Over the past 30 years, we have assessed more than five million leaders and employees in more than 400 jobs and 50 countries. Our tools are used by 2/3 of Fortune 500 companies, as well as thousands of small businesses, to select and develop employees and leaders. You can think of us as the arms manufacturers in the war for talent: we create the “weapons” that help organisations attract the right people and develop their full potential, particularly by teaching them how to behave better.

 

Tomas Chamorro-Premuzic is a Professor of Business Psychology at University College London, CEO of Hogan Assessments, and a Visiting Professor at Columbia University

Pfeffer, J. (2016). Leadership BS: Fixing workplaces and careers one truth at the time. Harper Business.

As originally seen in Talent Management published by Raconteur Media on March 10, 2016 in The Times.

Topics: employee engagement, engagement

Hogan to Host Certification Workshop in Tulsa

Posted by Hogan Assessments on Wed, Mar 23, 2016

Hogan will host its first Tulsa certification workshop of 2016 on April 19-20 at our new state-of-the-art global headquarters.

The two-day workshop provides an in-depth understanding of how to use and interpret the Hogan Assessment suite, offering a comprehensive tutorial on three Hogan inventories – Hogan Personality Inventory (HPI); Hogan Development Survey (HDS); and the Motives, Values, Preferences Inventory (MVPI).

“Our first workshop in DBuilding.jpegecember at our new facility was a huge success,” Hogan Managing Partner Aaron Tracy said. “We had a great blend of Tulsa HR professionals as well as several visitors from across the country, which provided an opportunity for attendees to network with a geographically diverse group of individuals.”

Participants who attend both days and successfully complete the workshop will be certified to use the Hogan inventories, and will learn best practices concerning assessment use and interpretation.

Hogan is approved by the American Psychological Association, the HR Certification Institute and the International Coach Federation to sponsor continuing education credits. Thirteen continuing education credits will be applied for full participation and successful completion of the two-day workshop (12 credits applied for APA).

“There are a variety of HR topics facing today’s companies on both the local and global levels,” Tracy said. “We make addressing these topics a top priority in our workshops to ensure participants are receiving the most current information within the HR industry.”

For more information, visit hogancertification.com.

Topics: certification, workshops

Chats from China: Cross Cultural Questions

Posted by Krista Pederson on Wed, Mar 09, 2016

China is home to over half a million foreigners, many of whom are here for business. Multinational corporations doing business in China, as well as Chinese companies who are going global, all face questions regarding talent within a multicultural setting.

As a Hogan representative in China, I frequently field questions about personality in a multicultural context. Business people are interested in understanding the differences between Western and Chinese management styles from a personality perspective, and how they can use the information to create smoother and more effective onboarding programs. They want to know how cultural values affect company culture, and how these findings can help them hire the most appropriate people for the company.

Our decades of research into personality assessment show personality is actually the greatest job opportunity equalizer. Regardless of cultural background, nationality, or ethnicity, people all over the world show similar measurable facets of personality. This evidence can be used to predict performance in an unbiased way, and to develop individuals, leaders, and teams within a company – even a multinational company with employees from all across the globe.

Leadership emergence, according to Hogan research on companies operating in mainland China, does take on special characteristics within the context of a local culture. Research found that within their day to day personality, leaders in China tend to be more consensus driven and detail orientated than their counterparts from traditional Western cultures. Under stress and pressure, they tend to be more moody and emotionally volatile, seen as more overconfident and arrogant as well as having more of a “kiss-up, kick-down” style of leadership when compared to Western counterparts, but seen as less reserved and more open to communication under stress and pressure. Finally, leaders from China may be seen as caring more about helping their colleagues and team, having more focus on the appearance and feel of products or their environment, and wanting more recognition within a workplace context in comparison with their Western counterparts.

Both Chinese companies setting offices up overseas and multinational companies doing business in China and across the globe hope to be successful in a multicultural context. With our research on the differences in leadership style across cultures, Hogan helps companies with their multicultural programs better integrate and develop leaders from different backgrounds. Whether it be working with a Chinese company to help them understand how the leadership style of the manager from their Toronto branch differs from their headquarters in Beijing, or working with an American company to onboard a local team in Shanghai, Hogan works with you and your local Hogan partner to develop your leadership and increase your effectiveness within a global context.

Topics: leadership, cultural differences

Chats from China: An Intro

Posted by Krista Pederson on Fri, Mar 04, 2016

As global company with market presence in 57 countries, Hogan has experienced energetic growth in Asia, and specifically China, for over two decades. With this in mind, Hogan dedicated my position fully to serving this expanding market.

I support our Asia markets in real-time and work alongside our distributors and partners to develop business and facilitate our One Global Hogan network. The pace of business is quick, and despite the Spring Festival/Chinese New Year festivities at the beginning of February, business continues to grow.

Although personality assessment is a fairly new concept in China, it was the first country to develop and implement standardized assessments, with their imperial exam system dating back to the 165 BC, and continuing through the Qing Dynasty.[1] The British civil service exam system was actually inspired and influenced by the Chinese system.[2] With a cultural appreciation for exams, the Chinese market for assessment continues to expand. Popular topics of interest for businesspeople in China include cultural differences in leadership styles, high potential development and retention, how company culture affects management, and how to use Hogan for hiring across various levels in a company.

Stay tuned for updates on all of the latest greatest Hogan news from the East. Feel free to drop me a line if you have any questions on anything Asia, or even if you just want to say hi! Kpederson@hoganassessments.com

 

[1] Bodde “Chinese Ideas in the West,” Pg. 8, China and Europe, 1500-2000 and Beyond: What is “Modern”?, © 2004 Columbia University | Asia for Educators | http://afe.easia.columbia.edu

[2] Bodde, “Chinese Ideas in the West,” Pg. 9 China and Europe, 1500-2000 and Beyond: What is “Modern”?, © 2004 Columbia University | Asia for Educators | http://afe.easia.columbia.edu

Topics: global leadership, personality assessment

The Economy of Human Nature

Posted by Derek Lusk on Thu, Mar 03, 2016

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Adam Smith, author of An Inquiry into the Nature and Causes of the Wealth of Nations (aka The Wealth of Nations), is considered the father of modern economics. Since its publication in 1776, The Wealth of Nations has influenced virtually all modern economists and, to some extent, much of western philosophy. Smith argued that unregulated competition engenders unbridled, self-interested behavior that is ultimately good for the collective. This Darwinian, egocentric paradigm persisted for over 200 years as business leaders emphasized the division of labor, productivity, and efficient business processes while discounting the most consequential force on Earth—human nature. Indeed, the theoretical foundations of classical economics need qualified by recent ideas regarding human nature.

Although resembling later Darwinian thought, Smith’s invisible hand philosophy largely ignored universal human needs outside individual self-interest. On the other hand, socioanalytic theory – a theory that integrates research findings in sociobiology, psychology, human genetics, and evolutionary psychology – tells us that people are internally motivated to get along with others, achieve power and status (i.e., self-interest), and find meaning and purpose in life. These motives, while unconscious, are adaptive and increase the odds of survival and reproduction: the ultimate driving force and explanation of human behavior.

Survival and reproduction is the basic human need that drives behavior. If we look one level down, getting along, getting ahead, and finding meaning facilitate survival and reproduction. From these unconscious motives, people develop values—such as preferring recognition and fame or believing the major preoccupation in life is obtaining power and control of resources. At the next level down, and less abstract, values are expressed as interests through language and represent an individual’s identity and self-concept: “I like tennis” or “I enjoy visiting art museums.” Interests, such as sports or art, are pleasing because they fulfill our underlying values and needs—in fact, these preoccupations and institutions were created for the sole purpose of fulfilling our longing for social attachments, status, and meaning. In other words, they are projections of our motivational dynamics.

The goal of social interaction is to convince others of our identity (i.e., what we think about ourselves) and negotiate acceptance and status. Reputation – defined as what other people think – is how our efforts are evaluated. Reputation is exceedingly salient because it determines whether or not other people grant us belongingness and status; that is, personality and social skill largely influence if you’re fulfilled and happy in life and work. Moreover, it is the aggregate of past behavior and we know that past behavior is the best predictor of future behavior. And consequently, measuring reputation to predict job performance should be the major purpose of any personality assessment used in the workplace.

Reputation influences leadership performance because, to satisfy the universal human needs posited by socioanalytic theory, humans evolved a psychological template through the process of natural selection to identify leaders worth following. Across cultures, followers look for leaders with a reputation of good judgment, competence, vision, and integrity. To be sure, ratings of integrity are by far the best single predictor of employee engagement. As our evolutionary history would suggest, people prefer egalitarian environments and avoid those likely to abuse power and not share acceptance and status. An easy way to disengage your team, considering this fundamental psychology, is through an authoritarian leadership style that degrades trust by emphasizing only productivity, economics, and self-interest.

Adam Smith knew a great deal about money, but much less about people. One valid assertion by Karl Marx is that working in an egocentric, capitalistic society is inherently alienating. But, here’s the good news: Over time, psychology has exposed the limitations of classical economics—essentially that those espousing this individualistic paradigm projected their conceptualizations and theories about money onto people. Because researchers have found a strong empirical relationship between engagement and manifold aspects of team and organizational performance, economics – and the overall business community – at least partially accepts the salience of human psychology. Moving forward, the key for organizations is to satisfy follower needs by focusing on leadership reputation, values match, and the congruence between identity and job role. This is a worthwhile endeavor because engaged employees are energized, proud, and committed; they set aside self-dealing for the benefit of the collective while others sabotage, free ride, and shop on the Internet all day.

Topics: personality, behavior

The Engaging Leader: How Do You Become One?

Posted by Hogan Assessments on Wed, Feb 24, 2016

Written by guest blogger Nick Starritt
Managing Director of Sirota, Europe, Middle East, Africa

Isn’t it curious how peoples’ engagement varies inside an organisation? Why do some teams become evidently more committed and productive than others? The graph below shows the distribution of team engagement (how people feel, think and act towards the company), across 500 teams inside a very large FMCG corporation, as measured by a consistent set of questions. Remember – this is the same company, with the same policies and procedures; the same overarching business strategy and the same set of values. 

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In some teams, engagement levels could hardly be higher: 90% saying they feel proud to work for this company; that they would recommend it to friends as a place to work and that they willingly commit discretionary effort to help it succeed. Yet other teams can barely muster half that level of enthusiasm and commitment. Why is that? Our research(1) suggests that the biggest cause of the variance is down to a single source: the team’s manager. And let’s remember – multiple research studies have shown the strong and enduring relationship between engagement and how the organisation performs. So, building an engaged and committed workforce is the best way to drive organisational performance – and immediate managers have the biggest influence on employee engagement.

Most HR people understand this link. Many managers intuitively ‘get it’, too. So why do we hear that it’s so difficult to improve survey results? In part, the answer may lie in systemic issues which need to be fixed by senior management. For example, maybe decision making is slow because authority levels or risk assessment procedures are skewed inside a company. But we often find that individual managers lack an understanding of the effect their behaviour has on the team: they see the consequence via their survey results, but don’t know how to fix the issue.

If you take the case that exceptional performance is a function of exceptional leadership, then the job of each manager is to provide context, direction and guidance. They need to provide leadership which creates trust and sparks engagement. Knowing how to do these things requires several insights. You need to understand who you are, in terms of your own values and personality. Equally, you need to understand how you occur to your team, as a manager. And finally, you need to see the evidence for how engaged/disengaged that makes them feel, and how effective they are as a result. Over the past year, Sirota and Hogan Assessment have been studying the manager: team dynamic and have found a compelling pattern of correlations between manager personality and outcomes like team turnover (via analysis of voluntary exit data.)

From that initial research, the two companies joined forces to produce a unique instrument: The Engaging Leader Assessment & Report (www.theengagingleader.com). The tool combines the acclaimed Hogan personality profile, with Sirota’s team effectiveness and engagement questionnaire, and presents the manager with a clear data set, linking who they are and how they behave, with how the team feels.

For the first time, we can easily link personality and behaviour to engagement – to move beyond a classical 360 assessment into a more insightful instrument. The online tool enables HR, or other qualified coaches, to quickly set-up data-driven interventions with the manager and their team. In the coming weeks, we’ll show how various personality types affect engagement, and what interventions may be practical.

Meantime, if your organisation is looking for valid ways to help low-scoring managers move out of the bottom quartile of engagement, take a look at how this tool enables it.

Sirota2.png

In some teams, engagement levels could hardly be higher: 90% saying they feel proud to work for this company; that they would recommend it to friends as a place to work and that they willingly commit discretionary effort to help it succeed. Yet other teams can barely muster half that level of enthusiasm and commitment. Why is that? Our research1 suggests that the biggest cause of the variance is down to a single source: the team’s manager. And let’s remember – multiple research studies have shown the strong and enduring relationship between engagement and how the organisation performs. So, building an engaged and committed workforce is the best way to drive organisational performance – and immediate managers have the biggest influence on employee engagement.

Most HR people understand this link. Many managers intuitively ‘get it’, too. So why do we hear that it’s so difficult to improve survey results? In part, the answer may lie in systemic issues which need to be fixed by senior management. For example, maybe decision making is slow because authority levels or risk assessment procedures are skewed inside a company. But we often find that individual managers lack an understanding of the effect their behaviour has on the team: they see the consequence via their survey results, but don’t know how to fix the issue.

If you take the case that exceptional performance is a function of exceptional leadership, then the job of each manager is to provide context, direction and guidance. They need to provide leadership which creates trust and sparks engagement. Knowing how to do these things requires several insights. You need to understand who you are, in terms of your own values and personality. Equally, you need to understand how you occur to your team, as a manager. And finally, you need to see the evidence for how engaged/disengaged that makes them feel, and how effective they are as a result. Over the past year, Sirota and Hogan Assessment have been studying the manager: team dynamic and have found a compelling pattern of correlations between manager personality and outcomes like team turnover (via analysis of voluntary exit data.)

From that initial research, the two companies joined forces to produce a unique instrument: The Engaging Leader Assessment & Report (www.theengagingleader.com). The tool combines the acclaimed Hogan personality profile, with Sirota’s team effectiveness and engagement questionnaire, and presents the manager with a clear data set, linking who they are and how they behave, with how the team feels.

For the first time, we can easily link personality and behaviour to engagement – to move beyond a classical 360 assessment into a more insightful instrument. The online tool enables HR, or other qualified coaches, to quickly set-up data-driven interventions with the manager and their team. In the coming weeks, we’ll show how various personality types affect engagement, and what interventions may be practical.

Meantime, if your organisation is looking for valid ways to help low-scoring managers move out of the bottom quartile of engagement, take a look at how this tool enables it.

- See more at: http://www.sirota.com/blog/engaging-leader-how-do-you-become-one#sthash.OGYogDKR.dpuf

For further information, go to: www.theengagingleader.com

 

1)  Three Factor Theory of Human Motivation in the Workplace, or ACE Model (Sirota, Mischkind, & Meltzer, 2005). The Enthusiastic Employee – How companies profit by giving workers what they want  (Sirota and Klein, Pearson Business 2013)

 


 

Topics: employee engagement, engagement, engaging leader

Hogan and J3Personica Complete Personality Study of Neurosurgical Residents

Posted by Hogan Assessments on Thu, Feb 18, 2016

What personality characteristics predict successful performance among neurosurgical residents? Until a recent study we conducted with J3Personica Founder & CEO Alan Friedman, published in the Journal of Neurosurgery, nobody knew for certain.

During the 2014-2015 application cycle, J3P administered our personality assessments to 54 neurosurgery applicants from the Cleveland Clinic Neurosurgical Residency Program. This pilot study, the first of its kind for neurosurgery residents, aimed to determine the correlation between traditional measures used to evaluate an applicant, such as United States Medical Licensing Examination (USMLE I) scores, number of publications, and grades.

RSlarge300dpi-300x119.jpg“Currently, most residency programs rely on subjective or irrelevant criteria, such as appearance, interviews or letters of recommendation,” says Friedman. “Such sources often provide little information concerning one of the most critical aspects of success: the ability to perform your best work in life-or-death situations. Our Residency Select tool provides objectively based data to supplement existing selection criteria.”

The study found that high performers remain calm under pressure, are rule compliant, are sensitive to patient needs, and stay current with medical trends. Low performers tend to overreact to stressful situations, are sensitive to criticism, are overly self-confident, and make impractical decisions. From a values standpoint, high performers had a strong desire to help others, a need for structure to minimize risk, an appreciation of doing what’s right for the patient, and valued relationships more than profitability.

“When dealing with patients, particularly in neurosurgery, the stakes are incredibly high,” says Edward Benzel, M.D., Chairman, Department of Neurological Surgery, Cleveland Clinic. “Therefore, it was important for us to identify additional tools and methods to ensure our selection process was as accurate as possible when considering candidates for our Neurosurgical residency training program.”

Although it is important to recognize that there is no best personality for a career in neurosurgery, the data gathered in this study provides meaningful and objective information that may be helpful in the selection and development of neurosurgical residents.

J3Personica is working at every level of the healthcare system, and recently completed a similar study last year aimed at identifying characteristics associated with successful orthopedic resident performance.

“At J3Personica, we are increasing self-awareness within the healthcare system from the trainee to the practicing professional,” says Friedman. “We are revolutionizing the way healthcare prepares people to care for people, and we have the science to back it up.”

Topics: physician, J3Personica

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