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Distributor Spotlight: A&D Resources Helps Drive Hogan's Global Proliferation

Posted by Hogan Assessments on Thu, Feb 16, 2017

Hogan’s reputation as the global leader in personality assessment and leadership development didn’t form overnight. In the organization’s early years, Bob and Joyce Hogan knew the only way to improve the global workforce was through the use of the Hogan assessments, and that meant putting the products in the hands of those who could spread their message far and wide. What started as a daunting endeavor eventually evolved into the Hogan Distributor Network – a robust collection of the world’s finest I/O psychologists and HR practitioners spanning 60 countries.

A&D Resources, a 15-year Hogan distributor serving Denmark and the Benelux region, is a perfect example of Bob and Joyce’s original vision – empower talented people with the best personality assessments in the industry and then get out of their way. That’s exactly what A&D Founder & Managing Director Joan Jakobsen did. She is solely responsible for introducing the Danish adaptation of Hogan products, and has since built a team of extremely talented psychologists to build on that success. Her passion and drive continues to elevate the Hogan brand and develop more Hogan advocates. This was demonstrated recently in a LinkedIn post authored by Thomas Hedegaard Rasmussen, Vice President of HR Data & Analytics at Shell, who worked with Joan to implement Hogan tools at his organization.     

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“There is one really easy way to deliver more impact in HR. It's about being evidence-based and providing an excellent user-experience: Insist on only working with HR companies and HR products that are evidence-based and make the science easy to use - i.e. they make it a pleasure to work with stuff that actually has a proven effect. I'd like to start an evidence-based-HR-peer-to-peer-word-of-mouth recognition round by thanking Joan Jakobsen (pictured here) & A&D Resources for supporting Shell's implementation of Hogan Assessments’ Leadership 360 & Leadership Development tools (HPI, MVPI, HDS): Evidence-based, easy-to-use, to-the-point, clear edge and global benchmarks - tools that help provide excellent feedback to leaders. That is important because Leadership matters for the value companies create for employees, shareholders, and other stakeholders. If you know a great HR company with an HR product that is evidence-based and easy to use, let the rest of us know - they deserve the spotlight via some evidence-based-peer-to-peer-word-of-mouth recognition.”  

Testimonials like this are why the Hogans got into the assessment business, and why the organization remains at the forefront of the industry decades later. The company’s commitment to science and validation, coupled with a global network of partners, clients, and distributors such as A&D Resources, make Hogan the premier choice for every organization’s selection and development practices.

Topics: personality, distributors, distributor, 360 feedback

Infographic: There's a Leadership Crisis Developing

Posted by Hogan Assessments on Wed, Feb 15, 2017

Before organizations can identify and develop high-potential employees, they have to define potential in a manner that works across all departments and job levels. And, in attempting to do so, many organizations end up with a complex concept of potential that satisfies no one. The Hogan High Potential Model is based on Leadership Foundations, Leadership Emergence, and Leadership Effectiveness. For more information, check out the infographic below or visit hoganhipo.com.

Click to view

Topics: high potential

Charisma Is Clogging Up Your Leadership Pipeline

Posted by Hogan Assessments on Thu, Feb 02, 2017

When it comes to who we want to work for, everyone thinks they want the same thing: a charismatic leader whose engaging personality and sweeping oratory inspires his or her followers to greatness, like every coach in every sports movie ever made, ever. Including this one by Al Pacino in Any Given Sunday.

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“Charisma has long prevailed as one of the most celebrated attributes of leadership,” Hogan CEO Dr. Tomas Chamorro-Premuzic wrote in a post in Fast Company. “A global survey evaluating everyday perceptions of leadership across 62 countries identified ‘charismatic’ and ‘inspirational’ as two of the most recurrent attributes linked to leadership.

For all it’s assumed importance, “There’s actually little evidence that charisma helps leaders be more effective,” Chamorro-Premuzic continued. “When leaders are charismatic but lack good judgment, vision, or the ability to build effective teams, they can be pretty destructive.”

Sound like anybody you know? If you’re like most organizations, your pipeline of high potential candidates is likely clogged with individuals matching this description. That’s because most organizations still rely on supervisor nominations (68.5%) and performance appraisals (74%) to identify potential in their talent pools. And, unfortunately, performance reviews and supervisor nominations tend to be good at identifying the people in an organization who “look” like leaders — individuals who seem smart, confident, charismatic, and who excel at self-promotion.

To be sure, these characteristics are critical to help individuals climb the corporate ladder. But they aren’t enough to succeed at the top, which is why 46% of leaders fail to meet business objectives in a new role.

How can you keep charismatic but ultimately unfit individuals out of your leadership pipeline? The reason most high potential programs struggle to produce viable high potential candidates is that they’re missing one thing: science. Hogan’s model of high potential is built on 30 years of independent research and validated on more than 21,000 global managers across every industry.

Want to know more? Check out our free ebook “The Politics of Potential” to read more about putting the Science of Personality to work in your high potential program.

 

Topics: leadership, high potential leaders, high potential, high potential employees, high potential program, charisma

Hogan Launches Innovative Global Training Program for 2017

Posted by Hogan Assessments on Thu, Jan 19, 2017

Level_2Hogan launched a new, innovative Global Learning Program for 2017 that aims to enable users to apply Hogan personality data toward solving real-world business problems.

With thousands of people across the globe certified to administer feedback for the Hogan assessment suite, the new program will offer a more robust and in-depth curriculum by revamping the Level I Certification Workshop and creating a new Level II Certification Workshop teaching more advanced interpretation and feedback skills.

“What we discovered through feedback from our clients is that they love learning about Hogan and the science behind our products,” says Jackie Sahm, Hogan’s Director of Global Learning. "However, we learned that our participants left our workshops wanting more, so we created additional learning programs to meet their needs. We believe it is our responsibility to deliver high-quality programs that prepare and inspire our learners to use our tools to make the world a better place to work.”

The standard rate for both levels taken consecutively will be $3,200 beginning January 1, 2017. Stand-alone pricing will be $2,300 for Level I and $1,200 for Level II. Hogan will pilot the new program in the US before implementing it abroad.

“We’re excited to get this new program underway,” says Sahm. “Our mission at Hogan has always been to leverage the science of personality to improve the global workforce, and it all starts with equipping Hogan users with the tools and knowledge necessary to accomplish that goal.”

For a detailed overview and list of 2017 Level I and Level II workshops, visit hogancertification.com.

Topics: certification

Potential Is Not Performance

Posted by Hogan Assessments on Wed, Jan 18, 2017

Identifying and developing high potentials — employees ready to take the leadership reins when someone gets promoted, steps down, or gets fired — is the single greatest talent management challenge organizations face today. The problem is, most organizations are really, really bad at it. Practitioners rate themselves as effective at identifying high potentials only about 50% of the time. That means many high-potential identification systems in place today could achieve the same level of accuracy by flipping a coin.

If your organization is like most, its high-potential identification program focuses — sometimes exclusively — on current performance. A recent survey found 74% of companies identify high-potential employees based on performance appraisals, and 68.5% based on recommendations from management. A separate study by Corporate Research Forum estimated that 73% of organizations currently identifying high potentials using one single data point — a rating or nomination by the individual’s direct supervisor.

“This is problematic for two reasons,” Hogan CEO Tomas Chamorro-Premuzic wrote in a post for Forbes. “First, organizations are not very good at measuring performance (once you eliminate subjective ratings, there are very few reliable metrics left). Second, even when they measure performance well, many top performers will fail to perform well at the next level.”

Performance measures tend to be subjective and biased by politics. Performance appraisals often reflect how much supervisors like their employees, and over-inflate ratings of actual job performance. As a result, individuals designated as high performers are often actually the best politicians, or what we call emergent leaders — the people who are great at building relationships, exerting social influence, and standing out enough to get ahead. The problem is that the qualities it takes to climb the corporate ladder aren’t enough to be effective as a leader.

Second, organizations tend to overestimate current performance as a predictor of future potential. The idea of leaning on performance reviews is that the best predictor of future performance is past performance. But as ClearCompany Co-founder Andre Lavoie points out in an article on Entrepreneur, although all high-potential employees are high performers, not all high-performing employees are high potentials. Research shows that only 30% of current high performers are actually high-potential employees, and most employees (more than 90%) would have trouble at the next level.

“When you transition employees from individual contributors to managers, or from managers to leaders, the pivotal qualities or competencies that drive high performance change,” Chamorro-Premuzic wrote. “Furthermore, many strong individual contributors are not even interested in managing or leading others, preferring instead to focus on independent problem-solving or being a team-player. The result is a paradoxical system that removes people from a job they are rather good at, and re-positions them in a role they are neither able nor willing to do.”

At the very least, wrongly designating a high performer as a high potential means you lose an excellent individual contributor. More than half of high-potential employees drop out of development programs or leave their employer within five years, and studies estimate losing a high-potential employee costs the organization 3.5 times his or her annual compensation.

At worst, promoting the wrong people can cause major engagement problems within your organization. Leadership directly impacts employee engagement. Good leadership creates engaged employees; bad leadership leaves employees alienated and demoralized. Engaged employees are energized, proud, enthusiastic, and have positive attitudes at work. Companies whose employees are engaged show higher returns on assets, are more profitable, and yield nearly twice the value to their shareholders compared to companies characterized by low employee engagement. Disengagement, on the other hand, results in an estimated $550 billion in lost productivity in the U.S. each year.

Put simply, performance is what you do. Potential is what you could do. Until organizations learn to differentiate between the two, it’s unlikely their success identifying high potential individuals will improve.

Want to know more about how to tell potential from performance? Check out our ebook, The Politics of Potential.

Topics: high potential leaders, performance, high potential, high potential employees, high potentials, high potential program, talent

Want to Learn More About High Potentials? We've Got You Covered.

Posted by Hogan Assessments on Thu, Jan 12, 2017

Leading up to the launch of the Hogan High Potential Talent Report, our CEO, Tomas Chamorro-Premuzic, authored numerous articles addressing human potential and how to assess it. Writing for Harvard Business Review, Fast Company, Forbes, and others, here’s a comprehensive list of Tomas’s articles on the subject.

Fast Company -- Tapping the Potential of Your Company's Hidden Superstars

Summary: Despite all the talk about the war for talent, most organizations already have the supply of talent they need. The problem is, many employers are unable to either identify or engage those high-potential individuals.

Harvard Business Review -- Strengths-Based Coaching Can Actually Weaken You

Summary: Although there are no reasons to expect the fascination with strengths-based coaching to wane any time soon, organizations – and people – would be better off it did. This article outlines five reasons to be skeptical of a leadership development approach that focuses only on strengths.

Fast Company -- How to Get Your Employer to Finally Recognize Your Potential

Summary: It’s the job of every manager to size up their team members and evaluate their potential. That means understanding not just their current talents, but also their likelihood of developing them for higher-impact roles.

Management Today -- 5 Tips for Assessing Employee Potential

Summary: In an ideal world, your pipeline would be brimming with future high fliers, who will one day push your organization to new heights. Unfortunately, life’s rarely that kind. Here are five tips to help you find and develop your future stars.

Harvard Business Review -- What Science Tells Us About Leadership Potential    

Summary: Although the scientific study of leadership is well established, its key discoveries are unfamiliar to most people, including an alarmingly large proportion of those in charge of evaluating and selecting leaders.

Huffington Post -- Why Many Companies Are Failing to Unlock Their Future Leaders' Potential

Summary: It’s unsurprising that organizations devote an increasing amount of time and resources to the identification and development of future leaders. This explains the recent proliferation of interventions targeting HIPOs: the individuals who show the biggest promise for leading the organization in the future.

Forbes -- Four Things You Probably Didn't Know About High Potential Employees

Summary: There are four common mistakes organizations tend to make in their HIPO programs, namely mistaking performance for potential, and emergence for effectiveness; undermining the importance of development, and ignoring the dark side of personality.

Fast Company -- Three Reasons Why You Aren't Reaching Your Full Potential

Summary: “Inborn talent” is something of an oxymoron. Nobody is born with talent, as we typically understand the term, and we all differ in our potential to develop the skills and attributes that later lead others to call us talented. So why are some people better at developing their potential than others?

Fast Company -- What You Think Makes a Good Leader Probably Doesn't

Summary: We may think we know what qualities we value in those who lead us – and why – but companies and entire countries keep pushing less than stellar leaders into positions of power. How come? 

Fast Company -- The Often Overlooked Aspect of Getting Ahead at Work

Summary: Managing the tension between getting along and getting ahead is particularly important if you have leadership aspirations. Psychologist Robert Hogan defined leadership as “getting along to get ahead,” and he put forward a Darwinian framework for understanding why some people are more successful than others.

Fast Company -- How We Can See Past the Allure of Charismatic Leaders

Summary: A global survey evaluating everyday perceptions of leadership across 62 countries identified “charismatic” and “inspirational” as two of the most recurrent attributes linked to leadership. Yet there’s actually little evidence that charisma helps leaders be more effective. In fact, it often has the reverse effect.

Fast Company -- How to Turn Your Personality into You Career Advantage

Summary: With a bit of self-awareness – understanding how you differ from others and especially what others think of you – you can turn your personality from a heavy roadblock to a killer career weapon.

Harvard Business Review -- Talent Matters Even More than People Think

Summary: Clearly, some people are both talented and hard-working, but there is often a tension between the two. Talent can make people lazy because they need to rely less on hard work to achieve the same goal. Hard work helps people compensate for lower levels of talent, which is why it’s quite helpful to be aware of one’s limitations. But how much does talent really matter?

Management Today -- Do Nice Managers Finish Last?

Summary: In the corporate world, most organizations seem to have developed – involuntarily, of course – quite effective mechanisms for stopping nice employees from advancing to management positions.

Forbes -- Can Human Potential Be Measured? A Psychological View

Summary: The idea that science can be used to quantify our future performance is unpopular. The main reason is that it tastes of determinism and questions the strong lay conviction that we are completely free to decide our destiny, a conviction that is obviously irrational.

For more information about the Hogan High Potential Talent Report, visit hoganhipo.com.

Topics: high potential leaders, high potential, high potential employees, high potentials, high potential program

Hogan Releases High Potential Talent Report

Posted by Hogan Assessments on Tue, Jan 10, 2017

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We’re excited to announce the launch of the Hogan High Potential (HIPO) Talent Report, a new product that simplifies the way organizations evaluate and develop talented people. The comprehensive report makes it easier to make informed talent decisions, groom and develop employee leadership competencies, and achieve positive business outcomes.

Most organizations make it a top priority to identify, develop and prepare successful leaders for roles with expanded scope and responsibility. However, organizations large and small have struggled to find an accurate, useful and sustainable way to develop the leaders with the highest potential for future success.

“One of the main reasons high potential programs fail is that they focus too much on performance, which organizations are historically poor at measuring,” says Hogan CEO Dr. Tomas Chamorro-Premuzic. “And, even if organizations do measure performance well, many top performers will fail to perform well at the next level. So it’s important to focus less on performance, which is what you have done in the past, and more on potential, which is what you will probably do in the future.”

The Hogan model identifies and defines three elements that are important for HIPO success. The first, leadership foundation, describes the degree to which individuals are able to effectively manage their career, how rewarding they are to deal with, and how strong they are as organizational citizens. The second, leadership emergence, predicts the likelihood that someone will be noticed in the organization, emerge and be labeled as a leader. The third, leadership effectiveness, predicts one’s ability to lead teams successfully toward productive outcomes.

All three components of the Hogan HIPO model are strongly linked to personality. The new report identifies strengths and gaps related to each of these critical elements, and suggests specific, targeted developmental actions to address them.

“Potential is not solely based on the absolute value of your skills and abilities – it is powerfully influenced by the extent to which others perceive you as a leader,” says Chamorro-Premuzic. “Effective leaders are able to attract, retain and develop strong talent, achieve business goals, secure resources and remove barriers to success. This new report can accurately assess leadership potential at all levels regardless of the size and scope of the organization.”

For more information about the Hogan HIPO Talent Report, visit hoganhipo.com.

 

Topics: high potential leaders, high potential, high potential employees, high potential program

NEW BOOK: Coaching the Dark Side of Personality

Posted by Hogan Assessments on Mon, Jan 09, 2017

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While the practice of strengths-based coaching remains popular in the global workplace, the new book Coaching the Dark Side of Personality sheds light on the toxic tendencies and behaviors that can derail the careers of today’s leaders.

The book, authored by Hogan’s Dr. Rodney Warrenfeltz and Trish Kellett, offers the most comprehensive compilation of expertise exploring the topics of personality and leadership today. In combining the power of Hogan’s science with more that two decades of coaching expertise, Coaching the Dark Side of Personality helps leaders uncover the characteristics responsible for inhibiting their performance and limiting their careers.

“This book directly addresses the elephant in the room, and really takes a deep dive into the dark-side behaviors of leaders across the globe,” says Warrenfeltz. “It’s time we stop solely coaching leaders to focus on their strengths, and start honing in on what’s standing in their way. This is the definitive guide to doing just that.”

Coaching the Dark Side of Personality provides readers with an advanced framework to establish a comprehensive model outlining the role of personality in leader performance, to describe the essentials of personality-based behavior change and to outline the coaching fundamentals that are necessary for success when working with leaders. In addition, the book offers coaching tips that have been proven to produce positive performance improvements.

“When we set out to write this book, our goal was to provide a practical leadership development guide for both executive coaches and those leaders they coach,” says Kellett. “By outlining detailed tips and techniques that have worked for professional coaches around the world, this book reveals our exclusive model to successful leadership development.”

Coaching the Dark Side of Personality is available for purchase at www.coachingthedarkside.com.  

Topics: dark side, dark side of personality

Hogan case study: The nice team that went nowhere

Posted by Hogan Assessments on Tue, Dec 27, 2016

Team performance depends on having a clear mission—a sense of purpose—and the right people to deliver it.

In the face of widespread and systematic safety failures, including worker deaths, a large organization created a new health and safety team and gave it power and autonomy to identify and fix the problems and policies that were putting their workers in danger. Six months into the mission, the team was meandering and hadn’t made any impact.

Although the mission was really clear, the team consisted of people who were powerfully driven by relationships but with no drive or ambition. They were genuine, friendly people who put a lot of effort into reaching out across the organization, but couldn’t deliver results.

People have two roles within a team: functional and psychological. Functional roles are determined by a person’s position or title—Chief Financial Officer, lead engineer, accountant, etc. Psychological roles are informal roles which people naturally gravitate to based on their personalities.

“When individuals are formed into a team with a designated task, there is an awkward phase in which everyone is searching for how he or she fits in—his or her psychological role,” said Dave Winsborough, VP of Innovation at Hogan X. “We found that there are five psychological roles to which people naturally gravitate: results, relationships, process, innovation, and pragmatism.”

For a team to function properly, its psychological roles have to be balanced. First, there has to be enough diversity among team members that each role is filled. This sounds simple enough, but people are naturally attracted to others who are like themselves, meaning self-formed teams are likely to be fairly homogenous. In this case, the team was heavy on people in the relationships role—concerned with keeping peace within the group and with outside stakeholders—with none in the results role, which focuses on clarifying goals, driving action, and holding team members accountable for their work.

Second, there have to be enough individuals in each role to provide critical mass. In other words, no single person can fill more than one role. Some roles may require the efforts of more than one person, so there have to be enough people to get the job done. When psychological roles are correctly balanced, the natural push and pull between the different roles creates healthy conflict that can help teams function.

In this instance, our advice to the CEO was changing the team’s membership, starting with putting someone in the results role — a stronger, more assertive leader. That was a tough call, and in light of the recent shift to install this group, one he was reluctant to take.

He persevered with the current membership for another 12 months, providing stronger and stronger direction for the team. But personality is hard to change. Two years later, there was another restructure, and the team that went nowhere was disbanded.

To find out more about how personality impacts team performance, check out our ebook, The Secret to Successful Teams: Conflict.

Topics: team

Three Talent Tech Tools to Help You with Your Career

Posted by Hogan Assessments on Tue, Dec 20, 2016

Contributed by Lewis Garrad on Mon, Dec 19, 2016

This article originally appeared at Sirota.com.

While so much media has been focused on how technology is going to automate jobs and replace us all with robots, much less attention is being given to the emerging Talent Tech industry.

In fact, there is a good argument that using technology to help us understand our talent and potential is really the most noble and humanitarian of causes; to help us find out how we can continue to learn, grow and stay relevant in the midst of substantial change.

Sirota has been studying people at work for more than 40 years and huge amounts of our research tell us that when we find a job that we believe in; one that stretches us and makes good use of our skills and abilities, we tend to be more motivated, committed and engaged – which works out well for everyone. In our most recent research with The Engagement Institute, we’ve found that each individual employee’s own approach to their career and their work makes a big difference too – leading to more effective job crafting and growth behaviours.

So with that context in mind, here are some tools that you can try out in the emerging TalentTech space. Most of these are in their earliest releases so it’s worth keeping an eye on how they develop.

  1. Mercer Match – Mercer have been one of the earliest movers in the Talent Tech space, releasing their game-ified career app last year. The technology allows the user to play various games on their mobile device and build a skills and talent profile which can be quickly matched with employer needs. Making use of your fragment time (sitting on the bus or in the bath), you can explore the various games and activities that will keep your brain occupied but also help you figure out your unique talent profile. Get more info about the app here: https://mercermatch.com/.
  2. Hogan-X – There are very few attributes as valuable as self awareness, and as the psychs at Hogan will tell you, “reputation is everything”. Hogan’s newest experimental tools are light and easy to use. Built to help us understand our strengths AND weaknesses at work, the ideas is that we can learn how to get along, while also getting ahead. You can explore feedback on various aspects of your personality and find out what motivates you. Most importantly though you can find out about your dark side – the biggest risks for career derailment. Check it out here: https://me.hogan-x.com/.
  3. Crystal Knows – You might not know this, but Crystal has been getting to know you. With the vast amount of public information about us online these days (think social media profiles and company websites), Crystal is scanning and aggregating your public online profiles to build a tool that helps others get to know (the online) you better and interact with you more effectively. The plug-in tools for LinkedIn, Gmail and other communications tools are particularly useful as they make specific suggestions about what language to use with someone and when. Check it out here: http://crystalknows.com/.

The idea behind these tools is that they empower individuals to take more ownership for their career and talent data. There are many other technology solutions emerging that are also helping companies understand talent in a more sophisticated way (e.g. digital interviews, unstructured data analytics, etc.) and together they are starting to reshape the career landscape.

Lewis Garrad focuses on growth markets for Mercer-Sirota, and has an extensive background in employee feedback and engagement. He has worked across a broad range of industries with companies such as Shell, Rolls-Royce, Skype, Solvay, Tullow Oil, National Grid, Westfield, Royal Ahold, and TNT. Chartered by the British Psychological Society as an Occupational Psychologist, Lewis graduated from the University of Nottingham with an MSc in Occupational Psychology and a First Class Honours BSc in Psychology & Cognitive Neuroscience.

 

 

Topics: hogan X

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