I-O experts from Hogan’s Research and Consulting divisions will showcase advances in personality research during an impressive 30 sessions, symposia, panel discussions, practice forums, and poster sessions at the 32^nd Annual SIOP Conference in Orlando, April 27-29. #SIOP17 #HoganatSIOP

Thursday, April 27

10:30-11:50
Asia 2
Conceptual Foundations of Personality Assessment in Organizations: “Useful” to “Optimal”Interest in personality assessment in organizations continues to grow.  However, criterion-related validities are only at the “useful” level currently.  Three personality models are presented that have organizationally relevant labelling and are more differentiated at the primary factor level.  These models should help personality validity reach “optimal” levels.
Jeff Foster, Steve Nichols

10:30-11:50
Australia 3
Giving Top Performers the Star Treatment: Is Meritocracy Overrated?
Should organizations especially single out—and disproportionally recognize and reward—star performers? Do stars really contribute disproportionately to organizational success? What are unintended negative consequences of meritocratic practices? These and related questions will be debated by a distinguished panel representing both sides of the meritocracy question.
Tomas Chamorro-Premuzic

12:30-1:20
Atlantic BC
Development of Empirically Based Short Form Personality Assessment
Short form personality assessments are nothing new, but many existing forms are constructed with an emphasis on internal reliability rather than predictive utility. A short form was developed using an empirical approach that simultaneously optimizes reliability and criterion validity. Evidence supporting the utility of the short form is provided.
Heather Hayes, Brandon Farrell, Blaine Gaddis

1:30-2:50
Asia 4
Millennials Versus Millennials Debate (and No One Gets a Trophy)
As scientist–practitioners, industrial-organizational psychologist must understand each side of the Millennial debate. The current session presents the different viewpoints through an interactive scripted debate and panel session. Panelist will “argue” both sides of the Millennial debate, then present an overview of their own experiences managing generational issues in the workplace.
Amber Smittick

1:30-2:50
Asia 1
What a Difference a Boss Makes: Leveraging Leaders to Enhance Employee Engagement
Given the impact that leaders have on employee engagement, this panel will focus on techniques to identify, select, develop, and evaluate engaging leaders. Panelists will share benefits and challenges associated with current practices used in their organizations and provide recommendations for other organizations to enhance employee engagement through improved leadership.
Jocelyn Hays

1:30-2:50
Hemisphere E2
Will Technology Make Assessment Obsolete?
How will assessment evolve in the next decade? Industry experts will explore how trends such as big data, artificial intelligence, virtual and augmented reality, social media, and the Internet of Things will force assessment to change. The session will offer guidance to those working to push forward.
Ryan Ross

3:30-4:50
Hemisphere A3
One Type to Rule Them All? Debating Predictors in Selection
In this presidential-style debate format, 4 panelists, each representing a common selection method including cognitive ability, personality, situational judgment, and simulation, will respond to judge panelists’ questions on how they can help organizations in 2 fictitious business scenarios. Fun and engaging conversation is assured to invigorate the audience.
Steve Nichols

4:30-5:20
Atlantic BC
Derailers Versus Personality Disorders: What are the Differences?
There remains little consensus regarding the structure and meaning of personality derailers. This research aims to fill this gap by comparing items from the HDS and the PID-5.  Results support the concept of derailers as personality constructs that align with disorders but are not clinically debilitating.
Heather Hayes, Jeff Foster, Blaine Gaddis

5:00-5:50
Hemisphere II
The Use and Utility of Big Data in I-O Psychology
Recent SIOP conferences have seen a surge in sessions on big data, most of which highlight future possibilities of using big data techniques in the field.  In contrast, this session will focus on active projects within the field and the real benefits of big data for I-O psychology today.
Brandon Farrell, Jeff Foster, Blaine Gaddis

Friday, April 28

8:00-9:30
Hemisphere A4
The Hungry Mind: Why Companies Hire and Promote for Curiosity
This panel examines the growing importance of intellectual curiosity in different organizational settings. Six experts from renowned global organizations discuss how they go about selecting and nurturing individuals with a “hungry mind,” why curiosity is critical for employability and career success, and how it impacts on leadership and organizational effectiveness.
Tomas Chamorro-Premuzic

10:00-11:30
Asia 4
Factors to Consider in 360-Degree Feedback Ratings
The goal of this symposium is to discuss factors that can affect 360 performance ratings. Four studies on the effects and relationships of (a) culture, (b) gender and personality, (c) gender and importance performance, and (d) personality and self–other discrepancies in 360-ratings are discussed.
Karen Fuhrmeister, Derek Lusk

1:00-2:20
Americas Seminar Room
Identifying Grit in Existing Personality and Other Individual Differences Taxonomy
Proponents of grit treat it as a completely new construct, though a few studies suggest it is indistinguishable from other well-established constructs like Conscientiousness. This session focuses on examining relationships between grit and constructs from personality, positive psychology, and interests.
Brandon Farrell, Robert Hogan

1:00-2:20
Hemisphere E4
Best Practices in Personality-Oriented Job Analysis
This session explores how to best identify which personality trait scales will be job related using expert judgments. The panel discussion will feature brief presentations from the participants, answers to a series of structured questions, and a question-and-answer discussion with the audience in order to identify cutting-edge job analysis methodologies.
Jeff Foster

3:00-3:50
Atlantic BC
Differences in Judgment and Decision-Making Across Job Levels
Leadership judgments drive corporate performance. However, it is common for leaders to make poor decisions. Therefore, it is necessary to look at judgment tendencies and the ability to learn from past mistakes. This study examines judgement at different job levels to identify differences in key judgment tendencies.
Michael Tapia, Blaine Gaddis

4:00-4:50
Atlantic BC
Job Analytic Comparisons of Critical Competencies Across Industries
Using archival job analytic data, authors examined the degree of consistency in competencies required for effective job performance across 10 industries. Findings suggest that characteristics identified as important for jobs in one industry are likely to generalize across industries with few exceptions.
Matt Lemming

4:00-5:00
Atlantic BC
Validation of an Off-the-Shelf Competency Solution for Nine Job Families
Many organizations develop competency models to guide HRM efforts, but models may be based in business trends more than science, making validity evidence scarce. the authors developed and validated an off-the-shelf competency solution to help organizations identify individuals with personal characteristics aligned with critical competencies for 9 job families.
Blaine Gaddis

Saturday, April 29

8:00-9:20
Hemisphere A4
Assessments on Mobile Devices: Our Opportunities at Digital Speed
This session will discuss current issues in the use of mobile devices for completing candidate assessments. The IGNITE sessions will cover topics ranging from prevalence of test completion on mobile devices, using mobile assessment technology as a recruitment tool, and key elements of a successful mobile assessment app.
Amber Smittick, Jennifer Lowe

8:00-9:20
Hemisphere V
Limits of Engagement: A Panel Discussion
Employee engagement is the amount of behavioral, affective, and cognitive energy dedicated by employees in their work. Although there has been widespread agreement about the meaningful positive consequences of an engaged workforce, this panel discussion will address if, when, and how there can be too much of a good thing.
Darin Nei

10:00-11:20
Hemisphere E3
High-Potential Identification: You’re Doing it Wrong
Although many of the numerous difficulties surrounding high-potential identification and development are well-publicized, this diverse panel seeks to explore high-potential issues and insights that are not commonly addressed in practice. Panelists will answer questions about the nomination procedures, assessment strategies, data inputs and development programs used in high-potential management.
Jackie Sahm, Scott Gregory

10:00-11:20
Americas Seminar Room
Recent Advances in Personality Assessment and Validation: Beyond Self-Reports
Personality assessments are a mainstay in personnel selection, yet applications to organizational research and practice have been dominated by self-report methods. This symposium showcases 4 papers demonstrating the usefulness of observer reports of personality. Papers advocate for the greater use of multiple sources of personality ratings in the organizational sciences.
Robert Hogan

11:00-11:50
Atlantic BC
Beyond Cognitive Ability: Using Personality to Predict Student Retention
This study examined the relationship between personality and student retention. Conscientiousness predicted student retention across 3 years and eventual graduation rates. Researchers and practitioners can use these findings to develop personality-based interventions to increase student retention and reduce costs for colleges and universities.
Matt Lemming

11:00-11:50
Atlantic BC
Personality Assessment as a Supplementary Predictor of Tenant Behavior
Current tenant screening methods lack thorough research support and may be subject to adverse impact. This study proposes the use of personality assessment as a supplementary tool and provides evidence for the use of personality measures to predict tenant behavior, including payments, vacating, maintenance, cleaning, landlord interactions, and causing damages.
Michael Tapia, Brandon Farrell, Matt Lemming

11:00-11:50
Atlantic BC
Improving Prediction Through Personality and Criterion ABC Alignment
Authors hypothesize that by aligning the affective, behavioral, and cognitive content of personality and workplace criteria, prediction will be improved. This hypothesis is tested in 2 datasets that have both personality and performance data. The results generally support the hypothesis; there was better prediction of performance on average.
Michael Tapia, Kimberly Nei

11:00-11:50
Atlantic BC
Dark Personality as a Causal System: A Network Approach
The origin, development, and nature of maladaptive traits are discussed as latent traits (e.g,. narcissism) causing sets of interrelated behaviors (e.g., arrogance). An alternative, network perspective is proposed for conceptualizing dysfunctional tendencies as causal systems of interlocking strategies. Item-level networks of Dark Triad are demonstrated and reproducible R code offered.
Jeff Foster

11:30-12:20
Hemisphere A3
Using Personality Assessment to Predict Valued Outcomes in Healthcare
The healthcare industry significantly affects people’s lives but relies on objective data. As such, assessments of “softer” individual differences have been underused despite evidence that these constructs predict health-related outcomes. This symposium allows professionals to demonstrate how personality assessments predict a range of outcomes for healthcare providers and recipients alike.
Blaine Gaddis, Kimberly Nei, Derek Lusk

11:30-12:20
Hemisphere E4
Maladaptation: Building the Nomological Net of Derailing Traits and Behaviors
Despite increasing interest in derailing traits and behaviors, there remains much to be learned about their construct space. By presenting quantitative and qualitative research results, authors seek to deepen understanding of how derailing traits and behaviors relate to other individual differences and work-related outcomes, expanding insight into maladaptation at work.
Brandon Farrell, Blaine Gaddis

11:30-12:20
Globalizing Selection Systems: What You Need to Know for Success
Hemisphere A1
Panelists will share their experiences related to planning, implementing, monitoring, and validating international selection systems. They will discuss strategies as well as lessons learned from these implementations. In particular, unique considerations important for global launches will be identified.
Steve Nichols

12:30-1:20
Hemisphere A4
Team-level Interventions: Using Personality Data to Enhance Team Effectiveness
Panel members will discuss their successes and lessons in using personality data for team-based applications. Topics will include best practices and ethical considerations for presenting personality data to teams, examples of creating and using team personality profiles, and other practical applications to improve team effectiveness and business outcomes.
Blaine Gaddis

12:30-1:20
Hemisphere E1
Mobile Assessment: Small Screens Become Mainstream (Demo & Panel Discussion)
This symposium brings together 3 assessment publishers demonstrating mobile assessment administration formats and comparing and contrasting their effectiveness. Audience members will participate by sampling assessment experiences “live” via mobile device. After demonstration, broader trends on mobile assessment will be highlighted from each publisher, and advantages/disadvantages of mobile assessment formats will be discussed.
Jennifer Lowe

3:00-4:20
Hemisphere A1
Looking Beyond Validity to Ensure Assessment Success
The successful implementation and sustainability of an assessment program is determined not only by the validity of an assessment but a number of other factors. Practitioners from 5 organizations will share their insights, perspectives, and experiences in how to successfully address these factors.
Jackie Sahm

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.

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.

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.

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.

What are the characteristics that define outstanding physician leaders? A yearlong collaborative study of more than 100 physician executives conducted by Hogan Assessments, executive search firm Witt/Kieffer and Providence Health & Services found that certain qualities can actually predict strong performance.

Using proprietary personality assessments and performance feedback, the researchers found that the most important and revealing features include: resiliency under pressure, ability to handle competing priorities with ease; trustworthiness and approachability; optimism and confidence; and a willingness to share praise and approval with others.

“We wanted to understand the difference between good and great physician executives,” says Richard Metheny, head of the Leadership Solutions practice at Witt/Kieffer. “By identifying these key characteristics, we’re able to create tools to help health networks find, hire and develop the kinds of high-performing physician executives that will lead them well into the future.”

The physician executive study also found that strong physician leadership fosters patient loyalty in a health system. Those physician executives who received higher patient loyalty ratings within their respective practices as persistent, self-confident and willing to lead and mentor team members. They are decisive, assertive and open to new ideas and methods. These high-performing physician executives also stimulate the creativity on their teams and are visionary leaders themselves.

“We now have a reliable template for gauging and predicting the performance of a physician executive, along with specific way in which today’s healthcare organizations can better empower physician leaders and structure leadership teams for success,” says Kimberly Nei, Ph.D., Hogan’s Manager of Client Research.

The study finding will also help health systems to understand different executives’ competency strengths, which will enable them to create the right mix within a team structure. For instance, combining a curious, scientific, data-driven approach to learning with a focus on the interplay between tasks and the hospital’s bottom line will do well to forward and organization’s business goals.

“Physician leaders are by nature curious and driven to improve,” says Craig Wright, M.D., a leadership consultant and former Senior Vice President of Physician Services for Providence. “This research helps them to gain insight into their potential blindspots and areas for development opportunities.”

Access the complete report here: Predicting Physician Executive Performance.

Hogan Assessments Chairman and Co-Founder, Dr. Robert Hogan, will be the opening keynote speaker at the annual European Association of Test Publishers Conference on Wednesday, September 23, in Dublin, Ireland. The presentation will focus on “Rethinking Leadership.”

The academic study of leadership has provided few useful generalizations regarding leadership effectiveness, which suggests the research efforts have failed. Further reflection suggests it has failed for three reasons: wrong definition, insufficient attention to followers, and insufficient attention to the ROI of leadership. Dr. Hogan’s presentation argues that, if leadership is conceptualized as the ability to build and maintain high performing teams, then a review of the empirical literature yields six important generalizations, which will be covered during the remainder of the presentation.

In addition, Hogan’s Ryan Ross and Blaine Gaddis along with Cicek Svensson of Comms Multilingual will discuss the challenges of global leadership development and why “One Size Doesn’t Have to Fit All” in a breakout session on September 23.

Ross, Gaddis, and Svensson will use two cases studies to illustrate how using equivalent assessments and program goals in local languages can standardize data for the organization, allowing a comparison of talent, while preserving the ability to customize the overall participant experience.

To learn more about E-ATP Conference, visit www.eatpconference.eu.com.

Judgment and decision-making are highly consequential in human affairs, and many of us tend to be influenced by experts and those with power. Here’s a scary thought mentioned by Ian Ayers in his book Super Crunchers: Why Thinking-by-Numbers Is the New Way to Be Smart: Germ theory was proposed in the mid-16^th Century but not universally accepted until the end of the 19^th Century because doctors, and those in power within the medical community, were unable to come to grips with data supporting that doctors were causing patient deaths when they didn’t wash their hands. In fact, the individual proposing this hypothesis was fired and eventually suffered a nervous breakdown. Although melodramatic, this example illustrates the fallibleness of the long philosophized great chain of being concept detailing a rigid hierarchy of superiority and inferiority. Turns out, those at the top of the social strata aren’t stronger, faster, funnier, or superhuman. In fact, they’re just like all of us: biased, influenced by personality, and wrong most of the time.

Three experiments conducted by Adam Galinsky and colleagues found the powerful to be more committed to their own perspective and less empathetic towards others. So, why do many of us – notably the highly dutiful and conforming – place excess trust in authority? Well, at the broadest level human behavior should be explained using an evolutionary psychology framework. Strong group level selection pressures, such as warfare, may have created the need for leadership to serve as an adaptive resource with the function of solving group-related problems and influencing self-interested individuals to act on behalf of the group (e.g., coordination, conflict resolution, motivation, direction). Considering the importance of leadership for survival, we’ve developed psychological mechanisms to identify leadership worth following. We look for integrity, expertise, good judgment, and vision; however, the façade of expertise and higher social standing may cloud our evaluations of effective leadership—especially when combined with the appearance of nobility and charisma.

Everyone is wrong the majority of the time due to pre- and post-decision biases—regardless of expertise or social position. But, it’s not all bad news. Good judgment isn’t about getting everything right the first time around. It’s more about having strategic self-awareness around personality-driven, counter-productive biases and tendencies, and instead of telling yourself what you want to hear, being open to recalibration after you’re wrong. A little self-awareness and openness to feedback allow us to consider more data, learn from mistakes, and avoid blaming others for our own shortcomings.  

In short, we all make mistakes. Contrary to popular belief, those in power likely make more mistakes because they remain steadfast in their judgments regardless of how good they are. But, under the right circumstances we follow them through disastrous consequences. Moving forward, let’s accept that we’re all wrong most of the time and work hard to learn from our mistakes and not play the blame game.  

Sorry folks, there is no such thing as being right-brained or left-brained. The myth that people’s personalities and skills are based on the dominant side of their brain has been the darling of the pop psychology world for years, spurring on the creation of numerous internet quizzes and facebook posts. But contrary to popular belief, there are not two archetype personalities based on which side of your brain is dominant.

According to research from the University of Utah, individuals do not show a more dominant functioning side of the brain. There indeed are specific functions that occur in separate hemispheres and areas of the brain, however research did not find any evidence for people being right or left-brained, or any other evidence that suggests personality stems from brain hemisphere dominance.

What does this mean? Well, it means we can finally break free from commonly accepted stereotypes surrounding the left-right brain theory. People postulating that “men tend to be left-brained and thus more analytical” and “women tend to be right-brained and thus more creative” are simply wrong. The excuse that you don’t understand math because you are “right-brained” is as preposterous as the excuse of the claiming you don’t understand modern art because you are “left-brained”.  If you think about it, this makes sense. The greatest composers must have a deep understanding of math in order to be able to make music. Likewise it would be difficult to deny the artistic qualities of the mathematical Fibonacci sequence in nature and art.

People seem to like classifying things into simple categories because it is easy. The dichotomy of the “artsy, creative right-brained type” versus the “analytical, data driven left-brained type” is simple and easy to digest. But life is rarely that simple. Research shows that there are more than just two types of personalities in the world, and that the differences between personalities do not change based on gender or ethnically/racially differences. Fortunately, you can use the Hogan assessments to accurately assess personality and paint a vibrant and nuanced picture of an individual’s personality in a fair and unbiased way.

Now, let’s go bust some other myths! Stay tuned for the next post in our Mythbusters series.

Will you be in the UK tomorrow? Visit world-renowned psychologist Dr. Tomas Chamorro-Premuzic who will serve as the keynote speaker at the British Psychological Society Division of Occupational Psychology Conference.

WHO: Dr. Tomas Chamorro-Premuzic, Vice President of Research and Innovation at Hogan Assessment Systems

WHAT: Division of Occupational Psychology Annual Conference, hosted by The British Psychological Society

WHEN: Thursday, January 8 at 9:10 a.m.

WHERE: Hilton Glasgow, 1 William Street, Glasgow G3 8HT, United Kingdom

DETAILS: Dr. Chamorro-Premuzic will address the audience on Talent Identification in the Reputation Economy.

About Dr. Tomas Chamorro-Premuzic
Dr. Tomas Chamorro-Premuzic is an international authority in psychological profiling, consumer analytics, and talent management. He is a professor of Business Psychology at University College London (UCL), Vice President of Research and Innovation at Hogan Assessment Systems, visiting professor at New York University, and has previously taught at the London School of Economics. Follow Tomas on Twitter at @DrTCP.