Hogan to Feature Two Speakers at 2017 ATP Conference

Posted by Hogan Assessments on Wed, Mar 01, 2017

Hogan representatives Dave Winsborough, VP of Innovation and head of Hogan X, and Blaine Gaddis, Sr. Manager of Product Research, will both present at this year’s ATP Innovations in Testing Conference in Scottsdale, AZ next week. The conference, which brings assessment industry professionals together, provides a venue for attendees to learn from and collaborate.

Winsborough will facilitate a Featured Speaker Session titled “Disruption of Traditional Assessment Systems: Are We the Walking Dead?” The session will focus on how digitization has created a fundamentally different testing landscape, and how these changes have enabled significant forces that disrupt traditional assessment. Given the choice between being disruptors or being disrupted, this session also seeks to discuss which kinds of response should be taken. The session will occur at 4:30 pm on Monday, March 6.

Gaddis will participate on a panel presentation on “Psychometric Test Security Approaches to Mitigating Cheating and Faking.” In this session assessment experts within I/O Psychology and Education fields will discuss the impact of faking, psychometric approaches to detecting faking and cheating, the use of response distortion measures and analytics, and the use of both technology and “psychometric forensics” to detect cheating.

Also participating on the panel are John Jones, Kelly Dages, and Andre Allen of General Dynamics Information Technology and Joe Orban of Questar Assessment, Inc. The session will take place at 2:30 pm on Monday, March 6.

If you’re planning to attend the conference, stop by and say hello to your friends at Hogan. If you’re unable to attend, follow our updates on Facebook and Twitter.

Topics: assessment, technology, personality assessment, Hogan Assessments, Hogan, psychometrics, faking, hogan X

Drinks with Hogan: Identifying Talent

Posted by Hogan Assessments on Mon, Oct 26, 2015

There's more to identifying talent than looking at a resume or seeing how someone performs in an interview. Hogan Consultant Darin Nei discusses the finer points of using personality assessment to identify talent in this installment of Drinks with Hogan.

Topics: Drinks with Hogan, assessment, interviewing, personality assessment

Why Are Selection Assessments So Scary?

Posted by Jocelyn Hays on Thu, Aug 13, 2015

Apples

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

Mythbusters Series: You’re a Good Interviewer

Posted by Rebecca Callahan on Fri, Apr 10, 2015


Ever wonder why you aren’t selecting high performers? Or why new employees fail and leave after such a short time?

You’re likely relying too heavily on interviews in your selection process.

Most interviews are unstructured. You skim the candidate’s CV beforehand, have a set list of suggested questions, and you see where the interview takes you. If you’re not impressed, maybe you cut it a little short. If you’re really dazzled by the candidate, maybe they get a bit of extra time.
 
While seemingly benign, these practices present a major disservice to both your organization and to potential candidates.
 
Study after study has shown us that interviews are wrought with bias and ineffective for selecting high performers.
 
If you want to select a high performer, your odds are better flipping a coin than doing an interview.
 
Beyond the loss to your organization of choosing the highest performer in the interview pool, you’re making an even bigger sacrifice:
 
DIVERSITY.
 
Any organization with a serious diversity initiative must take a closer look at its interview process. An interviewer with the best intentions is still likely to discriminate based on gender, age, weight, race/ethnicity, class, and other non-performance-related criteria. As humans, we suffer from a similarity effect.
 
We like people who are like us.
 
We are more likely to choose people who look like us, act like us, and have similar backgrounds to our own.
 
Amazingly, our narcissism stretches even further than that. When we first meet someone, we make an initial judgment, and a primacy effect takes over. We spend the following four minutes of the interview confirming our initial impressions, and after that point, our decision is set in stone. So, whatever stereotype or prejudice we know from our culture takes effect, and we spend the following four minutes trying to prove ourselves right. After that, game over for the candidate.
 
Four minutes. FOUR MINUTES. We know we can’t effectively observe a leader’s performance in four minutes, but our subconscious is more concerned with proving itself right than giving the candidate a fair chance.
 
We also know that diverse workforces are the most profitable, and that when it comes to adverse impact claims, the odds do not favor the employer using unstructured interviews for selection.
 
All in all, interviews are not reliable for selecting the best people, especially if you want to hire diverse candidates who will truly be the best performers.
 
Want to know how you CAN select high performers, in a gender-blind, color-blind, bias-free way? Use predictive and well-validated personality assessments.
 
Want to be a better interviewer, and make better decisions, with less bias? Improve your judgment through self-awareness.

Topics: assessment, interviewing, personality assessment, mythbusters

Assessment + Interview = Hiring Success

Posted by Darin Nei on Mon, Sep 30, 2013

puzzle1I was browsing the internet one night a few weeks ago, and I came across a story that caught my attention. The story is one of a Los Angeles County traffic cop that, through 20 years on the job and 25,000 traffic stops, has never received a single complaint. Zip. Zero. Zilch. Nada. This is an amazing statistic, especially when you consider that most interactions with traffic police will leave you with a citation and a bad mood. However, this officer has a flawless record and it is all due to one factor – personality. Instead of chastising and embarrassing commuters for speeding, failure to wear a safety belt, and the like, he puts his interpersonal skills to good use and leaves commuters with a ticket and a smile. It’s the perfect combination of charm without being too charming, being personable without being walked-on.

Organizations and individuals looking to hire or promote the right person for a job need to consider factors like an individual’s personality or values. In fact, these factors are the difference between having a good set of employees and a great set of employees. Someone can have all the intelligence, experience, and educational degrees needed to do the job, but if they don’t have the right blend of personality and values needed for the job or the organization, they will likely end up underperforming and may even leave or be fired. What I would rather have is someone with the right personality and values at day one, because skills are trainable and experience will come with time. Personality on the other hand is difficult to train.

You may be saying to yourself right now, “None of this is news to me. That’s exactly why I rely on interviews when hiring people.” Interviews are great for several reasons. They allow you the opportunity to ask follow-up questions and to dig further into interesting items on a résumé. However, there are several drawbacks associated with interviews. First, asking follow-up questions reduces the structure of an interview, which is a bad thing. Second, people are able to fake during interviews, making it difficult to know what the person will look like 6 months on the job. Third, interviews are expensive. Interviewers need to be trained on the concepts they are assessing, as well as how to rate the interviewee on those concepts. Then, there are the costs associated with paying someone to conduct the interview. Not to mention, the costs associated with bringing a candidate in to interview (Sure, there are ways of conducting virtual interviews, but if successful, most are followed up with in-person meetings).

Interviews are an inevitable and expensive part of the hiring process, but that doesn’t mean that we can’t do things beforehand to make interviews more cost effective and efficient. This is where personality assessment comes in. First, personality assessments provide a standard set of items that each candidate responds to, therefore adding structure to the hiring process. Second, well-constructed personality assessments cannot be faked. Third, personality assessments are a cost effective way of gathering standardized information on a batch of candidates to trim down the amount of interviews.

To find the right employee to fit your organization (like the zero-complaint traffic cop), assess your candidates then interview. You'll have success every time.

Topics: personality, assessment

Why Validity Matters

Posted by Hogan News on Thu, Jul 18, 2013

A quick-reference guide to understanding how validity relates to Hogan’s business model and marketing content.

Validity Matters

Topics: assessment, personality psychology, validity

What Is It That YOU Do?

Posted by Jesse Whitsett on Mon, Jul 01, 2013

dream jobI have been with Hogan now for just under 12 years. It’s been an incredible experience and I’m privileged to work alongside unbelievable intelligence and talent, but I have to be honest about something: in non-professional situations I dread the question, “So what is it that you do, Jesse?” I envy my wife, who when faced with the same question can simply say “I am a teacher,” or a friend who answers, “I’m an engineer.” You see, my response is something like, “I work for Hogan Assessment Systems. We publish personality assessments.” And so it begins….

There are several ways the conversation can go, but it usually consists of a joke in which the person asks what I see in his or her personality, and then a seemingly infinite stream of “Oh. So what does that mean?” It’s very similar to a conversation with a two-year-old, in which every answer is countered with “why?”  I am by no means comparing the inquisitive individual to a toddler; more stating that what we do at Hogan seems really tough to explain. But is it really? Does it have to be?

I’d like to think the answer is no. What we do is simple in its complexity and complex in its simplicity. Let me start with an example. Picture a successful long-haul truck driver. Now picture another individual, only this one is a commission-based sales representative. Take these two successful employees and swap them. Generally speaking, it doesn’t work. But why? The answer is personality; the personality characteristics that make one successful in the cab of an 18-wheeler are drastically different than those that make one successful in a sales role.

Everyone has their own definition of personality. For the most part, we all know what it means, but putting that definition into words can be challenging. Most everyone would describe the above individuals similarly, however the language used to depict them would vary drastically. Furthermore, subjectively applying those various languages to a specific job is inaccurate, ineffective, and could even result in legal trouble.

Enter Hogan. The Drs. Hogan obviously didn’t invent personality, but they did develop a very reliable taxonomy of its constituent parts. The structure and language they built provides the consistency required to accurately measure it, and the methods they developed made those measurements applicable to occupational performance. The science behind all of this is inherently very complex, but in general terms, we help organizations ensure that the right people are selling and the right people are driving. We can even provide a solid foundation for coaching designed to improve the performance of those already driving, selling, or virtually anything else…but that’s a whole different dinner party.

That’s honestly about as short and sweet of an answer I can provide to the initial question, so you might now understand why I dread it. To know what we do requires some understanding of Hogan, which from a marketing perspective is brilliant. To the fella opposite me at a happy hour, however, it may prompt a new set of questions in his bag of pleasantries.

Topics: personality, assessment

Reflect by GMAC

Posted by Hogan News on Thu, Mar 14, 2013

ReflectHogan and the Graduate Management Admission Council (GMAC) partnered to launch Reflect by GMAC, the first self-directed, personality-based development tool designed to bring the power of self-awareness to B-school students.

Reflect evaluates personal and professional qualities deemed imperative in today’s workplace by 800 corporate recruiters. It provides concrete action items to help individuals learn more about themselves, improve their strengths, and address their weaknesses. The Reflect tool is the only interactive platform that goes beyond results to provide a personalized action plan, library, and benchmarking data from 14 job functions.

The assessment measures 10 key competencies:

  • Innovation - generates new and unique ideas
  • Operational Thinking - works efficiently and effectively
  • Decision Making - selects best course of action
  • Strategic Vision - combines own ideas with others
  • Strategic Self-Awareness - recognizes own strengths and weaknesses
  • Resilience - performs well under pressure
  • Drive - holds high standards for self and others
  • Interpersonal Intuition - adjusts communications to audience
  • Valuing Others - builds trust-based relationships
  • Collaboration - promotes team accomplishments

More on Reflect by GMAC, powered by Hogan

Topics: Reflect, assessment, self awareness, GMAC

New eBook: Coaching Strategies

Posted by Hogan News on Thu, Feb 28, 2013

Coaching StrategiesProviding candidates with accurate feedback about the behaviors they should keep doing, stop doing, and start doing is the first step to improving their interpersonal effectiveness. The Hogan Personality Inventory, Hogan Development Survey, and the Motives, Values, Preferences Inventory provide useful feedback about what individuals need to do to improve their performance at work. This interpretation guide uses a simple, but focused, series of steps to help affect behavioral and repetitional change for the coaching candidate. Visit our bookstore to purchase Coaching Strategies.

Bookstore

Topics: coaching, assessment

2012 Business Outcomes

Posted by Hogan News on Wed, Feb 13, 2013

Business OutcomesWhen you use one of Hogan’s assessment solutions, you can trust that it works. Hogan conducted 40 ROI studies in 2011 and 2012 for clients ranging from retail to manufacturing. Year after year, we provide empirical evidence, from increased store sales to improved organizational safety, of how our assesments impact clients’ bottom lines. Regardless of industry sector or job type, Hogan’s assessments provide a significant, long-term return on investment.

Read the overall findings of our ROI study.

Topics: assessment, ROI

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