Hogan CEO Announced as Thinkers50 Shortlist Nominee

Posted by Hogan Assessments on Thu, Sep 10, 2015

Hogan CEO Dr. Tomas Chamorro-Premuzic was announced as a shortlisted nominee for Thinkers50, the premier ranking of global business thinkers, in the “Talent” category, according to a press release issued by the organization on Tuesday.

“Thinkers50 is a celebration of the very best new management thinking as well as those ideas which stand the test of time,” says Des Dearlove, who created Thinkers50 with Stuart Crainer in 2001. “We are looking for ideas with a potential impact that extends beyond the business world to address issues ranging from reducing poverty to building a sustainable model of capitalism.”

The winners will be announced on November 9 in London at the Distinguished Achievement Awards, which have been described as the “Oscars of management thinking.” This year’s awards highlight thinkers whose ideas have the potential to change the world.

“It’s an honor to be mentioned in such prestigious company,” says Chamorro-Premuzic.

For Thinkers50 2015, more than 20,000 people suggested their favored thinkers via the organization’s website, and 1,200 were officially nominated for the awards. The shortlists include business experts from more than 12 nationalities, including India, Korea, Cuba, Austria, France, Italy, Canada, the UK, and the US. The shortlists also include more women than ever before.

“It is great to see such diversity on the shortlists,” says Stuart Crainer, who created the Thinkers50 with Dearlove. “For too long business thinking could be characterized as male, pale, and stale. That’s no longer the case.”

For more information on Thinkers50, visit thinkers50.com.

Topics: CEO

Dr. Robert Hogan to Serve as Keynote Speaker at E-ATP Conference

Posted by Hogan Assessments on Wed, Sep 02, 2015

EATP-logoHogan Assessments Chairman and Co-Founder, Dr. Robert Hogan, will be the opening keynote speaker at the annual European Association of Test Publishers Conference on Wednesday, September 23, in Dublin, Ireland. The presentation will focus on “Rethinking Leadership.”

The academic study of leadership has provided few useful generalizations regarding leadership effectiveness, which suggests the research efforts have failed. Further reflection suggests it has failed for three reasons: wrong definition, insufficient attention to followers, and insufficient attention to the ROI of leadership. Dr. Hogan’s presentation argues that, if leadership is conceptualized as the ability to build and maintain high performing teams, then a review of the empirical literature yields six important generalizations, which will be covered during the remainder of the presentation.

In addition, Hogan’s Ryan Ross and Blaine Gaddis along with Cicek Svensson of Comms Multilingual will discuss the challenges of global leadership development and why “One Size Doesn’t Have to Fit All” in a breakout session on September 23.

Ross, Gaddis, and Svensson will use two cases studies to illustrate how using equivalent assessments and program goals in local languages can standardize data for the organization, allowing a comparison of talent, while preserving the ability to customize the overall participant experience.

To learn more about E-ATP Conference, visit www.eatpconference.eu.com.

Decision Maker: The Politician

Posted by Grant Hill on Tue, Sep 01, 2015

Four months and seven weeks ago, I teamed up with a colleague who always seems to have a pulse on what’s happening next; one who has a seemingly in-born knack to take past experiences and transform them into accurate assumptions on the best way to attain an organizational objective; one who feels right at home in the big-picture discussions - The Politician.

Politicians make intuitive decisions to maximize pay-offs over-time. Unlike the Chess-Player who takes more of a threat-avoidant and tactical approach to attaining a win, these employees rely on experience and gut-instinct to support a judgment style guided by long-term strategic orientation. These are the individuals whose pattern of decision-making features an unique alertness to opportunities that have the potential to advance their strategic agendas. Accordingly, they tend to focus on ensuring they can capitalize on the gains they experience and consider how to parlay subsequent winnings as they go.
The skillsets of the Politician excel in contexts with high degrees of ambiguity. For example, companies aggressively pushing forward but with a flat or flexible organizational structure; teams populated by jobs where an eye-on-the-prize mentality is needed to succeed; or places/industries where the goal is clear but the path is not (think strategic consulting firms, companies focused on after sales services, or positions that require an acute birds-eye perspective). But they’ll need to keep a balanced focus on potential threats, by envisioning unlikely long-term scenarios in which their ideas don’t work out. And they’ll need to team up with some detail-oriented implementers to prevent developing a reputation for lacking follow through on their strategic ideas. As Winston Churchill once quipped, “Politics is the ability to foretell what is going to happen tomorrow, next week, next month and next year, and to have the ability afterwards to explain why it didn’t happen.”

A leadership team can gain valuable insights by including a Politician on a brainstorming session around long-term plans, or on a project that needs someone to keep others moving through ambiguity and convince them of the mission’s merits, especially if that team is overly threat-avoidant, data-driven, or tactical. I for one look forward to learning more from the decision-making style of the Politician in my organization so I can have a better hone my command of the strategic arts.
Is there a Politician in your organization? How does he or she fit in with the Surgeons, Defense Analysts and Auditors in the company? Let us know how that approach works for your team!
#DecisionMakers #Judgment

Topics: judgment

Decision Maker: The Chess Player

Posted by Michael Sanger on Thu, Aug 27, 2015


If you’ve ever been in awe of someone who can put aside short-term gains in order to out-maneuver a strategic opponent in the long run, you’re not alone. As an ambitious, impulsive, hedonist who also enjoys a good big picture debate, it’s hard for me to imagine how my own insatiable interest in maximizing gains could ever possibly get in the way of my ability to succeed. But then I met my match: the intuitive strategist who is more inclined to protect against future risk rather than capitalize on the here-and-now. Checkmate.

Some people make decisions to minimize threats to their future situation. They base their choices on strategic considerations and past experiences, and their mindset is oriented in a way that enables them to think several moves ahead. Ladies and gentlemen, meet your Chess Players. These are the individuals who rely more on intuition to make their judgments, and are prepared to accept short-term losses to win the long-term game. With the understanding that success can take time, Chess Players try to put details into their proper context. They value thinking outside the box, make decisions and move on, and keep track of past decisions to improve future ones.

The skillset of the Chess Player gets utilized most in contexts that feature high degrees of persistent competition, in fast moving industries, and in companies that above all require innovation, tolerance of ambiguity, and strategic acumen in their leaders (think FMCGs with technical foundations or globally expanding companies in consistently volatile markets). But they’ll need to team up with some data-oriented individuals to lend support to their positions, especially if they are looking to gain buy-in for their ideas across an organization.

By including a Chess Player on a multi-year business plan or one that introduces drastic change, a leadership team can gain invaluable insights, especially if that team is overly focused on rewards, data-oriented or tactical.  I for one look forward to teaming up more with the Chess Player I mentioned before, so that I can better balance out my own spontaneity and reward-focus...as World Chess Champion Emanuel Lasker once said: “When you see a good move, look for a better one.”

Is there a Chess Player in your organization? How does he or she fit in with the Promoters, Defense Analysts, and Politicians of the organization? Let us know how that approach works for your team!

#DecisionMakers #Judgment

Topics: judgment, decision making

Employee Development: It’s as easy as 1-2-3

Posted by Darin Nei on Tue, Aug 25, 2015

The two keys to success when it comes to running an effective business are money and people. Organizations tend to recognize that money is important to running a successful business, but often times they fail to focus on the people side of the equation. Unfortunately when companies do consider the people side they often get it wrong. They use informal assessment techniques and often focus on the wrong characteristics when identifying and developing talent. Political and social skills tend to get people noticed, but most jobs require much more than that in order to be a successful performer. In addition, jobs are rapidly changing and what’s required for success at Time 1 may differ from what’s needed at Time 2. As such, it is critical that organizations understand what candidates bring to the table to understand where their development needs lie based on the future job context. The good news is developing employees can be an easy process, so long as you use the proper techniques and assessments to understand people.

valuesjudgmentgraphicThe first step to developing employees is to understand their core values. By starting out with a validated assessment that measures an employee’s values you can understand what motivates their behavior, what type of environments will be a good fit, and the culture the employee will create if they are leading a team or project. A quality values assessment uncovers how a person’s decisions are influenced by his or her values. With a greater understanding of an employee’s values, it’s easier for a coach or manager to link developmental plans back to the core motivators of the employee.

The second step to developing employees is to help them understand how they approach decision-making and how they respond to feedback about their decisions. High potential employees and leaders are responsible for critical decisions facing a business. These decisions must be made in real time with limited information; the reality, however, is the first plan or decision is rarely the best option. Often times, what separates “good” from “great” employees comes down to the quality of the decisions they make and how quickly they can adapt their decisions based on feedback. Once you’ve considered the underlying motivators of an employee, you can start to look at how this influences their decision-making process. A quality decision-making assessment tells you how people prefer to process information (e.g., quantitative vs qualitative), their pre-decision tendencies (e.g., risk averse vs reward seeking), and their post-decision reactions (e.g., accepting feedback vs denying feedback). It is at this stage where you can link decision making back to values to drive strategic self-awareness.

The final step to developing employees is to help them gain a better understanding of their reputations in the workplace. The values we hold and our approach to decision-making help mold our personalities and ultimately shapes our reputations at work. Everyone has two components of their personality: a bright side and a dark side. The bright side of our reputation is on display when we are self-monitoring. This is the side of ourselves that most people see on a day-to-day basis. On the other hand, when we stop self-monitoring (e.g., when under stress) is when the dark side of our reputation emerges. This is when we let our emotions get the best of us, or when we overplay our natural strengths. These dark-side tendencies are often what lead to career derailment. Considering both bright- and dark-side components can help employees uncover blind spots, tap hidden potential, and prevent strengths from turning into areas of weakness.

Focusing on these three steps provides the awareness employees need to develop their careers. Adding rigor into the assessment process and implementing a structured approach to employee development can help organizations harness areas of strength and identify areas of opportunity as it relates to their human capital.

Topics: values, judgment, dark side, bright side

3 Tips for Combining 360 and Personality Assessment Feedback

Posted by Scott Gregory on Fri, Aug 21, 2015

When introduced and interpreted effectively, both 360 feedback instruments and personality assessments play significant roles in helping participants develop greater strategic self-awareness. Here are three tips on introducing the feedback combination to participants:

1. Participants should understand that each of these sources of feedback is based on a different time horizon. Snapshot perspective: 360 feedback comes from a particular group of people, while a participant is in a particular role, and is provided at a particular point in time. One way to think about this type of feedback is that it’s like a snapshot. The participant is the subject, the moment is frozen in time, and the picture includes a fixed setting and group of people. Motion picture perspective: Personality assessment results, as measured by the Hogan Personality Inventory, the Hogan Development Survey, and the Motives, Values, Preferences Inventory, on the other hand, are more like a motion picture; they provide information about participants’ reputations or characteristics that tend to be stable and predictive of performance across many contexts, many groups of people, and over time.

2. Not all personality assessments are not created equal. Participants often have completed a type-indicator at some point in their careers that measured their identity, not their reputation. Making the distinction between reputation — which is enduring and stable over time — and identity, which may be highly changeable, is a critical one if participants are to take seriously the notion of undertaking development steps based on their personality characteristics. It only makes sense to do so if the personality characteristics being measured are stable, enduring characteristics over time. We would expect little consistency between 360 feedback and personality as measured by highly changeable type-indicator results. Personality measured as one’s reputation, however, often shows sensible relations with 360 data.

3. By its nature, 360 feedback includes various perspectives, and sometimes those perspectives may disagree. Often these differences in perspective are driven by differing opportunities to observe the participant exhibit a particular behavior. For example, direct reports typically will have the most frequent and most accurate observations about a supervisor’s level and style of delegation. The participant’s manager, on the other hand, may have few opportunities to see the supervisor delegating to others, but may have frequent opportunities to observe the outcomes of the team’s work. It is important to let participants know that personality assessment tends to smooth out these differing perspectives by focusing on characteristics that are stable, enduring over time, and that may be descriptive of the individual in general, versus focusing on a particular set of behaviors at a particular point in time, as 360 instruments do.

Interpreting 360 results within the larger and more enduring context of personality strengths and development needs helps participants integrate information from both in order to create a development plan. Such a plan enables the participants to develop strategic self-awareness to apply on-the-job and over the long term.

Topics: feedback, assessment feedback, 360 feedback

Drinks with Hogan: Can I Partner with Hogan?

Posted by Hogan Assessments on Thu, Aug 20, 2015

In the latest Drinks with Hogan, Global Alliances consultants, Krista Pederson and Dustin Hunter, discuss the three levels of partnerships available with Hogan, why they're so important, and how they can help your organization. Check it out.

Topics: distributors, partners

Why is your boss such a narcissist?

Posted by Hogan Assessments on Wed, Aug 19, 2015

Tomas Chamorro-Premuzic is a global authority on psychological profiling, and he joined Paul Henry in studio this morning to explain why narcissists often get the top jobs.

He says there are two kinds of workers: the narcissist who will rise to the top, and the hidden gems who don't brag and just get on with the work – and they're the best people for the job.

Watch a video of the interview.

Topics: narcissism

Can Asian leaders have both authority and humility?

Posted by Hogan Assessments on Tue, Aug 18, 2015

What makes for an engaging leader, and why is the study of leadership so often misguided? These were the questions being asked at an event hosted by Sirota and Hogan Assessment Systems last week, in which these two companies – arguably the pioneers of employee engagement surveys and personality profiling – discussed what is holding back Singaporean and Asian leaders. Can Asian leaders have both humility and authority?

Read the full article from HR in Asia.

Topics: leadership, HR, human resources

Why Are Selection Assessments So Scary?

Posted by Jocelyn Hays on Thu, Aug 13, 2015


In June, an article in Time magazine delved into the use of assessments in employee selection. It wasn’t the first time the mainstream media has found a story in assessments, and it probably won’t be the last. The article added some interesting thoughts to the ongoing dialogue, providing examples of companies that use assessments and why they believe in the tools and tying the use of assessments to the growing Big Data trend in business. However, it also reiterated much of what’s been said before, including the common lament that assessments are a “black box” and that relying on this kind of data is somehow more fraught with the potential for error than relying on other selection tools, such as in-person interviews.

It always surprises me that people searching for jobs, and even some organizations, treat assessments as if they are completely unique from other selection measures. In reality, when comparing selection tools, it’s not an exercise of apples versus oranges, it’s more Honeycrisp versus Red Delicious. Every step of the hiring process, every tool and technique used in the process, is designed to tell the organization something relevant about the candidate. It’s like a first date – you don’t walk into the restaurant with no idea of what’s going to happen. You know from the start that you’re going to be looking for those subtle signs, that certain something, that will tell you if the person on the other side of the table is a good fit for you. Your goal is simple: Determine if a second date is warranted or if it’s more a handshake-at-the-end-of-the-evening situation.

As soon as a candidate comes into contact with a potential employer, the organization is assessing the individual. Perhaps it’s an evaluation of qualification for the job based on the education and work history listed on a resume, an evaluation of interpersonal skills based on performance in an interview, an evaluation of strengths based on what references say about the candidate, or an evaluation of potential fit for the job based on a validated personality assessment. With each activity, the organization is building a comprehensive picture of the candidate as a future employee – to determine where the person will shine, how he/she will fit with the team and the culture, and the kind of training and development that will be needed. The goal of every organization’s hiring process is to get to know a group of strangers and select which one has the greatest potential for future success; ultimately every selection measure used provides insight into what one person brings to the table that his/her competition doesn’t.

When used correctly for employee selection, validated psychological assessments are no more mysterious or risky than any other selection measure from resume reviews to in-person interviews. With that in mind, my advice to candidates is: try to represent yourself well throughout the selection process. Ensure your resume reflects your most relevant and unique qualifications; arrive at interviews well-prepared and ready to answer questions about your previous experience (successes and failures); and complete standardized assessments by following the instructions given. My advice to organizations: leverage assessments as one piece of data in the hiring process that can help you (1) get to know more about individual candidates, (2) better differentiate multiple candidates from one another, and (3) ultimately inform a sound hiring decision.

Topics: employee selection, assessment, personality assessment, job candidate

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