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

The MVPI Turns One Million

Posted by Hogan Assessments on Thu, Nov 10, 2016

An individual’s values and preferences hold important implications for vocational success, satisfaction, and person-organization fit. Recognizing this fact, Hogan was the first to assess motives and interests in an organizational context, launching the Motives, Values, Preferences Inventory (MVPI) in 1996. Two years later, we were the first test publisher to develop a web-based assessment platform. After we fully integrated the system to score MVPI results for personnel selection and employee development in 2001, our online platform became the most popular way to complete the MVPI. The assessment is available in over 40 languages worldwide and recently hit a new milestone. In September 2016 we administered the one millionth MVPI assessment on our core platform. Put another way, we’ve administered the MVPI using just this one platform to more people than the entire population of Dallas, Texas.

Looking Back

As the popularity of the Internet and the success of our online business grew, so did MVPI usage. In 2001 we used our platform to administer the MVPI about 550 times. By contrast, in 2015 that number was over 127,000. It took us over 6 years to administer the MVPI to 100,000 people, but since 2013 we’ve done at least that many each year and every year without exception the numbers have grown.


Looking Ahead

2016 usage to date (September 29, 2016) suggests we will continue to surpass marks set in previous years. At the current rate of growth, we should cross the 2 million mark sometime during the fall of 2020. Furthermore, with the advent of Hogan X and our ever-growing list of clients, partners, and global distributors, we plan to hit that number even sooner.

The Bottom Line

The MVPI remains a global leader in assessing core values and motives in normal working adults. Organizations recognize this fact as evidenced by continuous demand for the MVPI over the last 15 years despite national and international economic market conditions. More importantly, the demand for this assessment has only increased over that time, and existing data suggest that those trends will continue in the coming years. When global organizations want to hire people who fit with their organizational culture, develop talented employees, build great leaders, and impact the bottom line, they ask for the MVPI.

Topics: MVPI

FAQ Blog Series: The Motives, Values, Preferences Inventory

Posted by Hogan Assessments on Thu, Dec 17, 2015

In this final installment in our FAQ series, the Hogan Research Department addresses questions on the Motives, Values, Preferences inventory (MVPI). Add your questions to the comments below.

Q: Are there core values other than the 10 measured by the MVPI?
A: To develop the MVPI, Hogan researchers examined over 80 years of theory and research on motives, values, and interests. Although the labels used in earlier taxonomies differed, there was and is considerable overlap in the attitudes, values, needs, interests, goals, and commitments prior researchers identified as core dimensions. The dimensions used in previous research can be summarized well with the 10 core value scales of the MVPI.

Q: What effect do life circumstances, critical events, transitions, etc. have on MVPI scale scores?
A: Values and preferences tend to be quite stable for adults, even though our life circumstances change over time. Of course, a young single person renting a first apartment after college may value having a good time (MVPI Hedonism) and have many opportunities to behave in accordance with that value with few constraints. As he/she gets further into a career, gets married, has a child, etc., the value is likely to remain as strong, but may not drive the same type or consistency of behavior because he/she may express it in different ways or more selectively.

Q: What are, if any, the age-related changes in core values/motivators?
A: We find only small changes in motives, values, and preferences related to age. We find that respondents over age 40 place a higher value on history, well-established principles of conduct, and conventional morals (Tradition) than respondents under 40. We observe a similar pattern with the Security scale, noting that certainty, predictability, and order is more highly valued by those 40 and over than by younger respondents. We interpret these scales only in concert with predictors from the HPI and HDS.

Q: How do MVPI profiles vary across cultures?
A: Scores across assessment translations differ for more reasons than cultural. Recent research examining the workforces of Australia, New Zealand, the United States, and the United Kingdom shows that minor differences do exist on certain value profiles. However, these differences appear small in magnitude. This research concludes that one can place little value in drawing definitive conclusions about a person’s value set based on their culture or country of origin – we are more alike than we are different.

Topics: MVPI, Motives Values Preferences Inventory, 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

Best Holiday Gifts for Your Employees

Posted by Renee Yang on Tue, Dec 23, 2014


With the holidays around the corner, year-end also brings about the gift-shopping season. While we bang our head against the wall for new gift ideas every year, organizations are also constantly brainstorming new ways to reward their employees and show appreciation for their contributions. Historically, monetary compensation was the ultimate reward in the workplace. However, the modern workplace calls for new ways to motivate employee productivity and engagement.

On one hand, the ever-changing world economy creates financial challenges to organizations, which limits employers’ capacity to offer monetary rewards. According to the latest findings on pay trends, employers remain cautious with their salary budgets as a result of the most recent recession. Therefore, organizations need to experiment with innovative compensation solutions beyond salary to keep employees motivated.

On the other hand, while extrinsic motivators such as monetary rewards can drive performance, they are not adequate, and sometimes may even hinder performance. People tend to be driven by two sources of motivations: extrinsic versus intrinsic. Extrinsic motivation originates from things outside of our passions and personal interests (e.g., salary, bonuses), whereas intrinsic motivation is the opposite. Multiple studies conducted across various settings consistently show that recipient of external rewards can boost extrinsic motivation yet reduce intrinsic motivation. Specifically, the presence of tangible rewards makes people believe they behave in certain ways only in exchange for external rewards, which reduces their internal motivations and decrease performance in the long run. Indeed, according to a recent Gallup engagement survey, 63% of employees who are intrinsically motivated and engaged at work would continue with their current job even upon winning a $10 million lottery, whereas only 20% of disengaged employees would remain in their current job.

Clearly, the question comes down to: What is the best gifting idea to retain intrinsically motivated employees? We all know that the best gifters send us what we want. Similarly, the best reward to boost intrinsic motivation should tailor to employees’ personal interests. To understand such interests, employers need to gain insights to employees’ motivations and values, which often differ by individual. For example, while some employees aspire for recognition or opportunity for growth, others may value training and continuous learning. To address such individual differences, Hogan developed the Motives, Values, Preferences Inventory (MVPI) to reveal a person's key drivers - what they desire and strive to attain.

Like all other Hogan tools, the MVPI demonstrates sound psychometric quality through reliability (e.g., internal-consistency reliability, test-retest reliability) and validity (e.g., construct validity, criterion-related validity) evidence. Besides revealing individual interests, the ten core values assessed by the MVPI also provides implications for organizational culture fit. Moreover, knowing individual drivers shed light on the compatibility and potential conflict among team members, which informs the formation of functional teams.

As Sarah Dessen wrote in “Lock and Key”: The best gifts come from the heart, not the store. Understanding employees’ motives, values, and preferences and developing compensation strategies accordingly is the key to an intrinsically motivated workforce.

Topics: MVPI

The Values Impact

Posted by Natalie O'Neal on Tue, Nov 19, 2013

Buyers remorseWhat do Ron Johnson, Robert Nardelli, and Jack Griffin all have in common? All are smart, talented individuals who were hired to repair struggling companies and failed. Each shared a common thread: their ability to lead was undermined by a misalignment of values.

Values, a powerful, inherent part of who we are, shape the choices we make, impacting our careers in four ways:

Drivers Values are key motivators that determine what we strive for and hope to attain

Fit Values determine how well we fit within an organization’s culture

Leadership Style and Culture Values determine what we find rewarding and what we dislike

Unconscious Biases Unconscious biases occur when we project our values onto others

Learn more about how these four aspects of values are affecting your leadership style and how to avoid making a values misstep in our ebook Buyers’ Remorse.

Topics: MVPI, values, Motives Values Preferences Inventory

CEO X 1 Day

Posted by Hogan News on Wed, Nov 06, 2013

What if you had been the head of a company Odgers Berndtson1your junior or senior year of college? Do you think it would have changed your career trajectory or given you more insight into leadership? That’s the idea behind Odgers Berndtson’s CEO X 1 Day. This month, the leading global executive Canadian search firm launched its program that places third and fourth year university students in the shoes of CEOs at leading Canadian organizations for one day.

By shadowing some of the biggest decision makers in Canada, CEO X 1 Day gives students “a tremendous opportunity to observe a talented CEO in action - providing them with inspiration, role modeling and a road map for their careers," said Carl Lovas, Canadian Chair at Odgers Berndtson, in a recent press release. It is “designed to uncover Canada's most promising future talent, while giving CEOs an opportunity to connect and better understand what drives this next generation of leaders,” he continued.

As part of the application process, applicants are given the Hogan Personality Inventory (HPI) and the Motives, Values, Preferences Inventory (MVPI) to assess their leadership aptitude. Characteristics factored into this aptitude include confidence, ambition, effective stress management, political savvy, values and the ability to develop new skills – all characteristics of a successful senior leader.

Throughout their one day, finalists will spend valuable one-on-one time with CEOs learning about their background, career path, and how they create value in their organization. The objective is to create a meaningful experience for both students – who will learn what it takes to be the leader – and CEOs – who will benefit from the students’ nubile and fresh perspectives as well as get a glimpse of Canada’s next generation’s up and comers.

Participating Canadian CEOs include: Elyse Allan, GE; Nitin Kawale, Cisco; Jim Gabel, adidas; Patrick Nangle, Purolator; Ellis Jacob, Cineplex; Ian Troop, Toronto 2015 Pan Am; Kirstine Stewart, Twitter; Marc Bertrand, MEGA Brands; Manon Brouillette, Videotron; Yannis Mallat, Ubisoft; and Thierry Vandal, Hydro Quebec. Performance Programs Inc., a Hogan partner, is working in conjunction with Odgers Berndtson during the applicants’ selection process.

Topics: HPI, MVPI, Hogan Personality Inventory, Hogan Development Survey, assessments

Webinar: MVPI Subscales

Posted by Hogan News on Mon, Jul 08, 2013

MVPI Poster Art web
Like the Hogan Personality Inventory (HPI) subscales, the MVPI subscales are a powerful tool to enhance the interpretation and application of the MVPI. In this webinar, Hogan’s Audrey Wallace discusses interpreting around MVPI subscales.

Watch the webinar.

Topics: MVPI, Motives Values Preferences Inventory

Why Personality?

Posted by Hogan News on Tue, Jun 25, 2013

Our comprehensive approach to personality assessment provides the depth and detail
you need to understand your people.

Why personality

Topics: HPI, MVPI, HDS, personality

5 Ways to Manage Creativity and Drive Innovation

Posted by Hogan News on Tue, May 28, 2013

Managing creativityIn a society that craves novelty and new technology, staying on the cutting edge is paramount to an organization’s survival. What better way to stay one step ahead in the product line than to have a strong creative team tinkering away behind the scenes.

Creative employees are essential to company innovation. Unfortunately, they’re not always the easiest personality type to manage. Here are a few pointers for fostering a creative atmosphere that your top innovators will appreciate:

  1. Give them time, space, and resources – creativity is enhanced by giving people more freedom and flexibility at work
  2. Surround them with (sort of) boring people – innovators work best alongside colleagues who are too conventional to challenge their ideas, but unconventional enough to collaborate with them
  3. Motivate them without money – rather than monetary rewards, give them meaningful work
  4. Set goals – many creatives are pressure motivated
  5. Give bad managers the boot – in the end, all of the factors that negatively impact creativity are the result of poor management

Learn how to get the most out of your most innovative resource – your creative team – in our ebook, “5 Ways to Manage Creativity and Drive Innovation.”

Topics: HPI, MVPI, Hogan Personality Inventory, Hogan Development Survey, assessments, HDS, #managecreativity

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