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. Read More »
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. Read More »
There is an old adage that cream always rises to the top. In talent management, that means people who are fit to lead an organization will rise to the corner office on their own. Although many organizations operate this way, the truth is that the best leaders rarely end up in the corner office, which is probably why half of new leaders fail.
Failed leaders can cause big problems. Leaders should drive employee engagement, yet only 30% of employees are engaged, costing the U.S. economy $550 billion a year in productivity loss. Moreover, a large global survey of employee attitudes toward management suggests that a whopping 82% of people don’t trust their boss, and over 50% of employees quit their job because of their managers. Read More »
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. Read More »
Hogan’s reputation as the global leader in personality assessment and leadership development didn’t form overnight. In the organization’s early years, Bob and Joyce Hogan knew the only way to improve the global workforce was through the use of the Hogan assessments, and that meant putting the products in the hands of those who could spread their message far and wide. What started as a daunting endeavor eventually evolved into the Hogan Distributor Network – a robust collection of the world’s finest I/O psychologists and HR practitioners spanning 60 countries.
A&D Resources, a 15-year Hogan distributor serving Denmark and the Benelux region, is a perfect example of Bob and Joyce’s original vision – empower talented people with the best personality assessments in the industry and then get out of their way. That’s exactly what A&D Founder & Managing Director Joan Jakobsen did. She is solely responsible for introducing the Danish adaptation of Hogan products, and has since built a team of extremely talented psychologists to build on that success. Her passion and drive continues to elevate the Hogan brand and develop more Hogan advocates. This was demonstrated recently in a LinkedIn post authored by Thomas Hedegaard Rasmussen, Vice President of HR Data & Analytics at Shell, who worked with Joan to implement Hogan tools at his organization. Read More »
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.
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Identifying and developing high potentials — employees ready to take the leadership reins when someone gets promoted, steps down, or gets fired — is the single greatest talent management challenge organizations face today. The problem is, most organizations are really, really bad at it. Practitioners rate themselves as effective at identifying high potentials only about 50% of the time. That means many high-potential identification systems in place today could achieve the same level of accuracy by flipping a coin.
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