1 – INTRODUCTION
1.1 Foundation. Across industry sectors, organizations can effectively select high potential candidates for managerial jobs by providing decision-makers with more detailed information through the inclusion of an inventory-based assessment. This report provides a technical summary of research conducted to evaluate the validity of the Hogan Personality Inventory (R. Hogan & J. Hogan, 2007; hereafter “HPI”), the Hogan Development Survey (R. Hogan & J. Hogan, 2009; hereafter “HDS”), and the Motives, Values, Preferences Inventory (J.
Hogan & R. Hogan, 1996; hereafter “MVPI”) for predicting performance on management-related competencies as presented in the High Potential Candidate Assessment Report (HP-CAR). Table 1.1 presents the names and definitions of these competencies.
1.2 Overview. This document is organized in the following sections:
• Introduction – project overview
• Description of Selection Procedures – review of predictors
• Job Analysis – review of job requirements
• Meta-Analysis Results for Evaluating Validity Generalization of Personality Measures – review of meta-analysis literature
• Transportability of Validity – research on similar jobs
• Synthetic/Job Component Validity – research on jobs with similar components
• Competency Algorithm Development – review of algorithm development
• Final Calibration of the Personality Assessment Scales – refinement of score bands
• Recommendations – application recommendations
1.3 User, Location(s), and Dates of Study.
Hogan Assessment Systems (Hogan) conducted the research described in this report between August and November of 2008. The job analysis process relied on input collected from Subject Matter Experts (hereafter SMEs) – individuals highly familiar with the target job(s) and how they should ideally be performed – who provided information for over 50 job analysis studies conducted between 1995 and 2007.
1 – INTRODUCTION
1.1 Foundation
1.2 Overview
1.3 User, Location(s), and Dates of Study
1.4 Problem and Setting
2 – DESCRIPTION OF SELECTION PROCEDURES
2.1 Approach and Rationale
2.2 What to Measure and Why
2.3 The Hogan Personality Inventory
2.4 Hogan Personality Inventory Description and Development
2.5 The Hogan Development Survey
2.6 Hogan Development Survey Description and Development
2.7 The Motives, Values, Preferences Inventory
2.8 Motives, Values, Preferences Inventory Description and Development
3 – JOB ANALYSIS
3.1 Job Description
3.2 Job Analysis Survey
3.3 Performance Improvement Characteristics
3.4 Managerial PIC Results
3.5 Derailment Characteristics Questionnaire
3.6 Managerial DCQ Results
3.7 Motivational Improvement Characteristics
3.8 Managerial MIC Results
3.9 Competency Evaluation Tool (CET)
3.10 Managerial CET Results
3.11 Job Analysis Summary
4 – META-ANALYSIS RESULTS FOR EVALUATING VALIDITY GENERALIZATION OF PERSONALITY MEASURES
4.1 The Five-Factor Model and Job Performance
4.2 Personality-Based Validity Coefficient Benchmarking
4.3 Summary of Meta-Analysis Results for Generalizing Validity of Five-Factor Model Personality Measures
4.4 Meta-Analysis Evidence for Generalizing Validity of the HPI at the Job Family Level
4.5 Dysfunctional Personality Characteristics and Job Performance
4.6 Summary of Meta-Analysis Results for Generalizing Validity of HDS Scales
5 – TRANSPORTABILITY OF VALIDITY
5.1 Transportability of Validity Results
6 – SYNTHETIC/JOB COMPONENT VALIDITY
6.1 Critical Performance Dimensions
6.2 Validity of the HPI and HDS for Predicting Managerial Recruit Performance
7 – COMPETENCY ALGORITHM DEVELOPMENT
7.1 Strategic Reasoning
7.2 Tactical Problem Solving
7.3 Operational Excellence
7.4 Results Orientation
7.5 Talent Development
7.6 Respect for People
7.7 Collaboration
7.8 Strategic Self-Awareness
7.9 Tenacity
7.10 Judgment
8 - FINAL CALIBRATION OF THE PERSONALITY ASSESSMENT SCALES
9 – RECOMMENDATIONS
9.1 Uses and Applications
9.2 Accuracy and Completeness
REFERENCES
APPENDIX A: The Job Evaluation Tool (JET)
APPENDIX B: Simulated Pass Rates
