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

Distributor Spotlight: Advanced People Strategies Developing UK's Next Generation of Leaders

Posted by Hogan Assessments on Wed, Mar 15, 2017

At a time when organizations across the globe are struggling to identify and develop the right leaders, Hogan has made it a priority to leverage decades of research to ensure all of its clients and partners are equipped with the best tools available. As a result, the Hogan Distributor Network has experienced a great deal of success against its competition, and the result is a much more effective global workforce.

A prime example of implementing a leadership development program “the Hogan way” is Hogan’s UK distributor, Advanced People Strategies (APS). Led by Managing Director Chris Humphreys, APS has more than 15 years of experience in helping organizations develop leaders both in the UK and abroad. Most recently, they spent a year assisting one of the UK’s top engineering firms with the implementation of a robust leadership development program. 

APS Case Study

Advanced People Strategies have been able to support a leading British civil engineering company over the past 12 months in the latest leadership and development program. The organization is recognized as one of the UK’s leading engineering solutions providers, and work on some of the biggest infrastructure projects within the UK.

The aim was to create a leadership pipeline for the business and to do this more objectively, removing personal biases that can come into play. The organization wanted a leadership and development program that could identify and develop candidates. Using APS’s expertise working with senior managers, APS was able to devise and support this goal with the use of the Hogan suite as part of its development centers.

APS ran five development centers which included a variety of individual and group based activities. Most of the candidates were very well established within the business although some had differing levels of experience. Using Hogan allowed the organization to add further objectivity when reviewing and selecting people for follow-up development programs.

APS supported the organization with a guided review of each participant. The Hogan Suite was used to predict potential and fit to future strategic leadership roles. These predictions were reviewed alongside the levels of skill observed on the development centers, people’s track record and references from within the organization.

The company was happy that it met its objectives to act on unbiased information when deciding the most suitable route for their people development. Whilst all the candidates were talented and well experienced within their role, the development centers enabled them to decide on who would be a best fit for strategic roles for the business going forward.

APS has since been able to provide continued support for the managers and their development, supporting them with reviewing their 360 and looking after the admin of this system.

Even in the company’s early days, Bob and Joyce Hogan always aimed to improve the global workplace through the delivery of their assessment suite. By arming talented people at organizations like APS with cutting-edge products and data, all Hogan has to do is get out of the way and they’ll handle the rest.

Topics: leadership development, future leaders, personality assessment, distributor, development

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: How Can Hogan Help My Organization?

Posted by Hogan Assessments on Thu, Jun 02, 2016

Christopher Duffy, Global Solutions Partner, answers this question in today's Drinks with Hogan by discussing Hogan’s proprietary personality assessments, understanding and use of strategic self-awareness, the return on investment, and harnessing personality characteristics to achieve success for the individual and the organization.

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Topics: Drinks with Hogan, self awareness, personality assessment

Chats from China: An Intro

Posted by Krista Pederson on Fri, Mar 04, 2016

As global company with market presence in 57 countries, Hogan has experienced energetic growth in Asia, and specifically China, for over two decades. With this in mind, Hogan dedicated my position fully to serving this expanding market.

I support our Asia markets in real-time and work alongside our distributors and partners to develop business and facilitate our One Global Hogan network. The pace of business is quick, and despite the Spring Festival/Chinese New Year festivities at the beginning of February, business continues to grow.

Although personality assessment is a fairly new concept in China, it was the first country to develop and implement standardized assessments, with their imperial exam system dating back to the 165 BC, and continuing through the Qing Dynasty.[1] The British civil service exam system was actually inspired and influenced by the Chinese system.[2] With a cultural appreciation for exams, the Chinese market for assessment continues to expand. Popular topics of interest for businesspeople in China include cultural differences in leadership styles, high potential development and retention, how company culture affects management, and how to use Hogan for hiring across various levels in a company.

Stay tuned for updates on all of the latest greatest Hogan news from the East. Feel free to drop me a line if you have any questions on anything Asia, or even if you just want to say hi! Kpederson@hoganassessments.com

 

[1] Bodde “Chinese Ideas in the West,” Pg. 8, China and Europe, 1500-2000 and Beyond: What is “Modern”?, © 2004 Columbia University | Asia for Educators | http://afe.easia.columbia.edu

[2] Bodde, “Chinese Ideas in the West,” Pg. 9 China and Europe, 1500-2000 and Beyond: What is “Modern”?, © 2004 Columbia University | Asia for Educators | http://afe.easia.columbia.edu

Topics: global leadership, personality assessment

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

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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

New! See the latest assessment data ROI results.

Posted by Hogan Assessments on Tue, Mar 10, 2015

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When you use Hogan’s assessment solutions to help manage your people, you want to know they work. So, year after year, Hogan provides empirical evidence that demonstrates how our assessments impact clients’ unique business challenges and bottom lines, regardless of industry sector or job type. We conducted 30 ROI studies in 2013 and 2014. Business Outcome Highlights showcases 10 studies that demonstrate the power of personality at work.

Download it today.

 

 

Topics: ROI, personality assessment

Using Social Media to Measure Personality: A New Chapter of Old Fiction

Posted by Blaine Gaddis on Fri, Feb 27, 2015

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On February 19th 2015, CBS Evening News presented a story about using social media to measure personality. It featured a Stanford professor using algorithms on over 86,000 Facebook users to measure their personalities based on what they ‘Like’. Those who click on Shakespeare and 2001: A Space Odyssey were described as artistic, whereas those who clicked on Rush Limbaugh and Ford were described as conventional. Liking boxing was linked to being organized, and liking vampires was an indicator of being spontaneous. The story also featured similar work at the University of Cambridge, and a New York-based consulting firm using social media to screen applicants. When seeing these institutions named, one might think that examining a person’s fingerprint on social media is a sound method for assessing personality. However, as Brian Williams and Bill O’Reilly have recently demonstrated, just because something’s on the news doesn’t necessarily make it true.

In reality, this idea is just the latest chapter in an old work of fiction featuring things like tarot cards, astrology, crystal balls, graphology, and palm readings. It might be entertaining, but scientifically it’s a waste of time. Besides important privacy, professional, and legal concerns, there are a number of serious problems with using social media to measure a person’s personality. Here are just a few:

Some People Don’t Play the Game

A 2014 Business Insider article pegged the total number of Facebook users at 2.2 billion, or one-third of the global population. Although that number is impressive, it implies that two-thirds of the globe is not on Facebook. Some of these people are from impoverished countries without even basic human services; others are within our own borders, such as older Americans or those from socio-economic backgrounds not affording them easy access to the Internet. And yet others are well-educated adults who simply choose not to engage in social media. If social media is the future of personality measurement, should we just ignore all those people? Obviously not, but when one considers the fact that some organizations are using social media to screen applicants, this issue has huge implications.

Others Prefer to Watch

Like myself, many people on Facebook use the site not to post frequent messages, photos, videos, or other content about themselves, but to keep in touch with others by viewing what they post. I frequently visit Facebook, but use it to consume information rather than share it. Existing algorithms using Facebook Likes to assess personality are based only on information shared (and only a very specific subset of shared information at that), and thus have no means of describing such individuals.

You Are More than the Sum of Your Likes

Personality is far more complex than just the things you ‘Like’ on Facebook, and over-simplifying it only serves to dumb it down and make it less accurate. I’ll use myself as an example. Using the Cambridge website to describe me based on my Likes, it looks like I’m 29 years old (I’m 37) and likely masculine (62% probability; I’m 100% as far as I know), not married (27%; I should probably tell my wife), educated in Engineering (24%; Psychology was only 10%), and politically conservative (39%; definitely not).

Concerning my personality, my Facebook Likes paint me as Liberal and Artistic (wasn’t I also politically conservative?), shy and reserved, warm and cooperative, and calm and relaxed. If you don’t know me you might be tricked into thinking these are accurate. However, those who know me well would not be likely to describe me using these terms. For entertainment purposes, these inaccuracies are merely odd. However, considering the use of social media personality assessment for applied purposes, they have potentially disastrous consequences if used to screen job applicants.

Guessing < Basic Research

Let’s return to my Cambridge results describing me as a 29 year-old, politically conservative, single Engineer. These probabilities are not only inaccurate, but also easily corrected through publicly available data. If someone is sophisticated enough to check the About link on my Facebook page, they could see that I was born in 1977, earned a PhD in Industrial/Organizational Psychology, married my wife in 2004, and do not subscribe to either political party. This is a simple example, but underscores an important point – why use inaccurate probabilities to describe a person when better information is available? With demographics on Facebook, the About page is better than guessing. With personality measurement, well-constructed and validated personality instruments are preferred to Facebook Likes.

White-Collar and Blue-Collar Interests

Facebook Likes often reflect people’s personal interests and hobbies. It follows, then, that using Likes to measure personality will result in a profile based largely on assumed associations with those interests and hobbies. However, this logic is flawed. Previous research shows that blue-collar workers employed in occupations based in manual labor often pursue intellectual interests in their spare time to gain the intellectual stimulation that their jobs do not offer. White-collar workers with cognitively-based jobs, on the other hand, often engage in manual hobbies as a means of relaxing their minds in their spare time. These different personal interests are likely to be reflected in Facebook Likes, increasing the likelihood that personality assessment based on these data will be flawed and inaccurate.

Putting the Cart before the Horse

Although it’s interesting to think about how Facebook and other social media content reflects personality, those engaged in trying to use these data to predict personality have put the cart before the horse. In reality, clicking ‘Like’ on a topic on Facebook or otherwise engaging in social media is behavior, and like any behavior, it is our personality that predicts what we are likely to do when we engage in social media. Personality predicts behavior, not the other way around.

In this manner, those attempting to use Facebook to predict personality are much like other researchers who have examined the accuracy of job interviews in assessing candidate personality. Although responses to questions and behaviors demonstrated during the interview reflect a candidate’s personality to some degree, some personality characteristics (i.e., Extraversion) are easier to identify in interviews than others (i.e., Agreeableness). Put another way, interviews and social media presence may be interesting supplements to, but are no substitute for, directly measuring personality using well-constructed and properly validated assessment instrument.

OK, Wrap It Up…

Like the advent of the Internet itself, the rise of social media and the popularity of websites such as Facebook and Twitter have fundamentally changed how people communicate with each other and present themselves. Certainly, the content people share on social media reflects their personalities. But even at its best, trying to measure personality using algorithms that search content on the Internet is a poor substitute for using reliable and valid personality instruments. At its worst, particularly within occupational settings, such applications can be unprofessional, unethical, and unproductive.

Topics: personality, personality characteristics, social media, personality assessment, Facebook

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