Hogan Business Outcome Highlights: Proof Our Science Helps Your Bottom Line

Posted by Hogan Assessments on Wed, Mar 22, 2017

There is nothing that affects an organization’s bottom line more than hiring and developing the wrong employees. In fact, a recent Huffington Post article concluded that an employee making $60,000 annually will cost his or her company between $30,000 and $45,000 to hire and onboard a replacement. That’s an incredible amount of money that could have easily been put to better use. 

At Hogan, we have collected billions of data points over the past four decades that we’ve leveraged to help companies large and small across the globe to greatly reduce turnover and positively impact their bottom line. Quite simply, it all comes down to making the right personnel decisions, and our science is the best at doing just that.

That’s why we’re pleased to release the latest Hogan Business Outcome Highlights report. This report provides 12 case studies that demonstrate the impact of Hogan’s assessments on key performance indicators. The studies examine multiple outcomes and include a wide range of jobs, organizations, and industries.

This in-depth report proves just how versatile and accurate the Hogan assessment suite really is, and how you can implement them at your organization to better predict who will excel in certain positions, and who might not be the right fit. Ultimately, it will save your organization a significant amount of money that can be invested elsewhere.

Download the Business Outcome Highlights report today.

Topics: HPI, MVPI, HDS, research, ROI, organizational success, personality assessment, organizational fit, business strategy, Hogan Assessments

FAQ Blog Series: The Hogan Development Survey

Posted by Hogan Assessments on Thu, Dec 10, 2015

This installment of our FAQ blog series focuses on the Hogan Development Survey where our Hogan Research Department answers questions on derailing tendencies. Add your questions to the comments.

Q: Why does the HDS not have a faking good scale?
A: The HDS is used almost exclusively for development. Faking is only relevant in the context of personnel selection.

Q: Do certain work environments elicit more derailing behavior than others?
A: The HDS scales assess dysfunctional tendencies that may emerge during periods of high stress at work. Accordingly, stressful jobs (e.g., management jobs, first-responders) may elicit more derailing behaviors than more routine jobs. However, it remains true that all jobs entail some level of stress, so derailing behaviors associated with each HDS scale can emerge across jobs.

Q: How can an individual have elevated HDS scores when there is no evidence that this is affecting his/her performance?
A: Elevated HDS scores indicate the risk of the negative behavior in the workplace. Through self-awareness, coaching, or other developmental activities, individuals can learn to manage this risk and minimize the negative behaviors.

Q: Are there gender, age, or cultural differences in the types of derailer tendencies people exhibit?
A: Research by Hogan, in conjunction with Peter Berry Consultancy, indicates that there are minor differences in the derailers exhibited by various subgroups. These differences are statistically significant but small in magnitude. Thus, for practical purposes, there are no meaningful group differences. Nevertheless, these minor group differences underscore the importance of estimating and tracking Adverse Impact (AI) data to ensure that the inclusion of Hogan profiles in personnel selection does not negatively impact population subgroups. No Hogan selection profile has been subject to legal challenge for Adverse Impact (AI).

Q: Which HDS derailers appear more (and less) frequently?
A: None of the HDS derailers occur more often than others, but certain derailers may be more detrimental in specific contexts or occupations. For example, Hogan research indicates that managers and executives tend to be more Cautious, Bold, Mischievous, Colorful, and Imaginative than other occupational categories. Thus, managers and executives may derail if they take unnecessary risks (Mischievous), follow trends and fads (Colorful), avoid making decisions (Cautious), or pursue wild ideas to be different (Imaginative).

Q: How do you interpret apparent conflict between an HPI and an HDS behavioral tendency? Does one supersede the other?
A: Apparent conflicts or contradictions between scales and inventories often provide important insights into an individual’s behavior. Therefore, these conflicts or contradictions should not be dismissed as assessment errors. Rather, they should be probed to see how unique combinations of personality factors are manifested in the workplace.

Q: Which derailers make for the most challenging coaching scenarios? Which derailers are easier to change or mitigate?
A: From a coaching perspective, those derailers producing the least amount of observable behavior in the workplace can be challenging. For example, behaviors (or the lack thereof) associated with an elevated HDS Cautious scale score (measuring an unwillingness to make decisions) can be tough to detect and, likewise, to coach. Conversely, the HDS derailers that produce the greatest amount of observable behavior in the workplace tend to provide an easier target for change and tracking for improvement. For example, behaviors associated with an elevated HDS Excitable scale score (measuring emotional outbursts and over-reacting under stress) are typically easy to detect and coach.

Topics: Hogan Development Survey, HDS, HDS scales, FAQ

Drinks with Hogan: Using Three Assessments Together

Posted by Hogan Assessments on Tue, Aug 11, 2015

Global Alliances consultant Rebecca Callahan discusses the benefits of using Hogan's suite of personality assessments together in our latest installment of Drinks with Hogan. Check it out.

Topics: HPI, MVPI, Hogan Personality Inventory, Hogan Development Survey, assessments, HDS, personality, Drinks with Hogan, Motives Values Preferences Inventory

How to Avoid Setting Off Your Boss

Posted by Hogan Assessments on Thu, Mar 26, 2015


Most of us have had a bad boss, whether a micromanager who constantly looked over your shoulder or a walking landmine whose attitudes would change on a dime. Unfortunately, career success depends as much, if not more, on your ability to get along with your boss as it does on actual talent or job performance. But what if you could use your bosses’ terrible qualities to your advantage?

“Managers are just like any other human: unique but predictable; complex, until you realize what makes them tick,” said Hogan CEO Tomas Chamorro-Premuzic. “The best way to get along with your bosses is to profile them. Figure out who they are, what they want, and why they behave the way they do. Then, adjust your behavior to fit with their style.”

Hogan’s new dark side website, www.hogandarkside.com, gives users the ability to select their bosses’ dark side characteristics and see how to modify their behavior to avoid setting them off. Check it out at www.hogandarkside.com.

Topics: Hogan Development Survey, HDS, derailment, derailers

Keeping Up Appearances

Posted by Hogan Assessments on Thu, Mar 19, 2015


How many people know the real you? Last year, we asked 668 people to rank, on a scale of 1-10, how well their friends, spouse, coworkers, boss and others knew them. They answered as follows:

8.96 – Spouse or significant other
7.95 – Friends
7.55 – Mother
7.09 – Father
6.88 – Therapist
6.16 – Colleagues
5.62 – Boss

Although it intuitively makes sense, why is it that your friends and family would know you better than your boss or coworkers? After all, a UK poll of 2,500 people showed respondents spent an average of 44 waking hours with their colleagues, compared to only 34 waking hours with their partners, not to mention their friends and families. The only logical assumption, then, is that we’re not always our genuine selves.

Managing the impressions we make on others is an important skill. We pay attention to our hygiene and appearance, we show up to work on time, and we do our best not to offend our coworkers. And research shows that individuals who scored high on a measure of self-monitoring were more likely to get promoted and have a successful career than their less tactful counterparts.

Problem is, self-presentation and self-regulation are emotionally taxing, and since the average person spends 99,117 hours at work over his or her lifetime, odds are at some point you’ll let your guard down. And when you do, you may find the impressions you make are less than flattering.

“When you’re being yourself, when you stop self-monitoring, is when we see what we call dark-side personality characteristics emerge,” said Dr. Jeff Foster, Hogan’s VP of Science. “Even though they only tend to show up in times of stress, pressure, or boredom, they can be extremely damaging to your reputation.”

To find out more about how your dark side can impact your reputation and career, check out our complimentary ebook, “11 Ways to Wreck your Career”.

Topics: Hogan Development Survey, HDS, derailment, HDS subscales

The Dark Side Just Got Darker

Posted by Hogan Assessments on Tue, Mar 17, 2015


Whether a demanding boss, pressing deadline, or mind-numbing monotony, the working world is full of stressors that can blur the line between strength and weakness. From the occasional outburst to a headline-worthy meltdown, when the dark side comes out, it can derail even promising careers. But it doesn’t have to.
Introducing www.hogandarkside.com, a new website dedicated to the dark side of personality. Delve deeper into the dark side of your Hogan Development Survey scores with the newly launched HDS subscales, see how your derailers stack up against people around the world, and learn how to manage your boss’s derailers.
Check it out today at www.hogandarkside.com.

Topics: Hogan Development Survey, HDS, HDS subscales

Your Reputation Matters More Than You Think

Posted by Hogan Assessments on Tue, Mar 03, 2015

Between skull-crushing boredom, pressing deadlines, and demanding bosses, the professional life can be a drain on your emotional resources. As such, it’s no surprise that at some point everyone’s dark side, your less-than-desirable interpersonal tendencies, makes an appearance. And when it does, it can severely damage your reputation.

So what if you have a few bad days at the office? Most of us were taught as children to ignore hateful words from our peers – “sticks and stones will break my bones but words can never hurt me,” or my personal favorite, “I know you are but what am I?

Actually, your reputation matters more than you think:

  1. When we talk, we mostly gossip. In the 1970s, a group of psychologists studying normal conversation found that gossip accounted for around 70% of conversations.
  1. Gossip serves an important positive function. Gossip is a social mechanism geared toward coming to a common agreement about another person’s reputation. Gossip tells us whom we can trust. Conversely, the prospect of acquiring a bad reputation serves to control people’s otherwise selfish tendencies.
  1. People trust gossip over fact. Researchers at the Max Planck Institute for Evolutionary Biology performed an experiment in which two types of information were available to participants: hard data and gossip. Participants invariably believed the gossip over the data or their own observations.

As dozens of politicians and public figures have discovered, once you get a bad reputation, it can be difficult to shake.

So, how can you better manage your reputation? The key is to start before you need damage control. For many people, there is an important disparity between their identity, how they see themselves, and their reputation, how others see them. That disparity causes them to ignore feedback, deny their shortcomings, and, ultimately, damages their reputation.

For more about how your dark side can get you a bad reputation, check out our latest ebook, “11 Ways to Wreck Your Career”.

Topics: Hogan Development Survey, HDS, derailers, HDS subscales

Can Spite Be Productive?

Posted by Ryan Daly on Thu, Apr 10, 2014

Society generally views spitefulness as a purely negative characteristic – there are hundreds of parables to this effect dating to the beginning of recorded history. However, an article in the New York Times recently described findings from several studies showing the bright side of spitefulness. Here are some highlights: 

  • Spitefulness tends to come with elevated levels of aggression, psychopathy, narcissism, and Machiavellianism.
  • Men tend to be more spiteful than women and young people more than old.
  • Stressful circumstances – partisan politics and divorce among them – can provoke spiteful outbursts from otherwise temperate people.
  • According to anthropologist Frank Marlowe, what looks like spite is often a matter of image-making. “If you get a reputation as someone not to mess with and nobody messes with you going forward, then it was well worth the cost.”

Spitefulness isn’t something Hogan measures directly – although our research department told me spitefulness would possibly correlate with the Hogan Development Survey Skeptical, Bold, Leisurely and Mischievous scales – but the article was an excellent illustration of one of our core concepts; that there is no such thing as a purely negative (or positive) personality characteristic.

Intrigued? Check out how your greatest strength can become your biggest weakness here.

Topics: Hogan Development Survey, HDS

HDS receives positive review in Buros Yearbook

Posted by Hogan News on Wed, Mar 05, 2014

Buros Center for Testing, an independent organization that publishes authoritative reviews and reference materials on commercial assessments, recently released a review of the Hogan Development Survey.

“The assessment industry is unregulated, and there are thousands of assessment providers on the market, which can make it hard for consumers to find a quality assessment that suits their needs,” said Jeff Foster, vice president of science at Hogan Assessments. “We rely on organizations like Buros to help consumers identify quality assessments.”

“The HDS is alone in its test space and it has been developed with exceptional psychological and psychometric care,” states a portion of the review. “The care that went into developing the HDS as a psychometrically adequate and user-friendly tool for aiding personnel selection and professional growth lives up to the need,” it continues.

The review will appear in The Nineteenth Mental Measurements Yearbook, which includes consumer-oriented test reviews and will be available for purchase March 21, and may be pre-ordered here. The full review is also available for $15 on Buros’ site.

For more information about finding the right assessment for your company, check out our Assessment Evaluation Guide.

Topics: Hogan Development Survey, HDS

Narcissism: A truth universally acknowledged…by all but one

Posted by Natalie O'Neal on Mon, Jan 27, 2014

With a college background in literature, I tend to relate ideas and concepts to narrative forms deriving anywhere from the classics to contemporary rom-coms (I don’t discriminate). So, when I see narcissism trending in the news, I inevitably search my story database for an exaggerated narcissistic character for comparison. And who should pop into my head other than that dastardly fink, Daniel Cleaver from Bridget Jones’s Diary, a contemporary version of Jane Austen’s antagonist, the rakish Mr. Wickham.

It’s rather obvious that what the poor sod lacks in self-awareness, he makes up for in smiles and charm. In fact, he charms his charismatic self right into the heart of his employee, the love-struck Bridget Jones. Though Jones, who makes some missteps and judgment follies of her own, eventually wises up to his masquerade, Cleaver never does. He’s so good at impression management and making others buy into his winning personality, that he dupes even himself. In a recent Harvard Review blog, Dr. Tomas Chamorro-Premuzic explains that “such delusions of grandeur allow narcissists to be more effective manipulators than individuals who are politically savvy but inhibited by their inability to distort reality or morality in their favor. It is always easier to fool others when you have already fooled yourself.”

Fortunately, “one of the unique characteristics of narcissistic individuals,” says Chamorro-Premuzic, “is their inability to prolong their seductive powers for too long…Their initial flamboyance, charm and confidence soon morphs into deluded self-admiration, defensive arrogance, and moral disengagement.” Well, that’s spot on for Cleaver. His charismatic and charming illusion fades along with his control of the situation, and his true colors – deceit, questionable morals, and unmitigated arrogance – begin to peek through his carefully manicured exterior.

While narcissism can help individuals get ahead in their career and isn’t necessarily a bad characteristic to embody, Chamorro-Premuzic says that “the critical ingredients for success are competence rather than confidence, altruism rather than egotism, and integrity rather than charisma.” In the end, I almost feel sorry for Daniel Cleaver. While he may bounce back quickly due to his narcissistic never-at-fault attitude, without proper self-awareness, he’ll just keep making the same mistakes over and over and over again.

Topics: Hogan Development Survey, HDS, narcissism, derailer

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