Recent EEOC agreements with two major US companies have once again raised concerns about adverse impact resulting from personality assessment use in hiring. Just as every automobile, electrical appliance, or medicine can negatively impact people’s lives if manufactured poorly or used improperly, assessments can be poorly developed, haphazardly applied, or purposefully misused to negatively and unfairly impact peoples’ lives and employment. At Hogan, we agree with the EEOC’s investigation and intervention on behalf of plaintiffs when any selection procedure results in unfair hiring practices, because our research shows that well-developed assessments predict job performance and that well-developed personality measures help companies make fair hiring decisions.
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Assessing the Assessor—Evaluating Personality Assessment Tools
Today, many organizations use personality assessment tools to assess their employees. But before deciding to use a personality tool, should organizations create their own thermometer test?
Imagine someone walking up to a doctor with a new kind of device that claims to measure the body temperature. What if the manufacturer requested the doctor to endorse the new product? The doctor is the head of a hospital and her endorsement could mean opening up a new market for the manufacturer. How should the doctor go about taking that decision?
The doctor would check it for the safety and reliability of the readings, and calibrate it against thermometers used by the hospital. The doctor could check her own temperature a few times over the hour to check if the reading is consistent. In short, one would take all measures to check the reliability and validity of a product or a tool against the accepted standards.
Read More »Humility, Leadership and Organizational Effectiveness
*This article was originally published by Training Industry on May 1, 2018.
One of the best studies ever conducted on organizational effectiveness was done by Jim Collins and described in his book “Good to Great.” Collins identified 11 firms from the Fortune 1000 that had 15 years of below-average performance in their industry followed by 15 years of above-average performance. The key question of the investigation is, what took these 11 firms from “good” to “great”?
Collins ultimately concluded (somewhat reluctantly) that the key driver of change in organizational performance was a change in leadership. However, simply changing the leadership was not enough. Collins found that these 11 high-performing firms chose leaders with an almost paradoxical blend of characteristics: They were fiercely competitive, yet personally humble.
It is easy to understand why leaders who are fiercely competitive are more effective: They want to beat the competition. What is less clear is why humility – as opposed to confidence, charm and charisma – was characteristic of the most effective leaders. This article draws on recent research in personality science to offer three generalizations about humility, leadership and organizational effectiveness.
Read More »Change Management — How Are We Helping Leaders Change?
*This is a guest post authored by Rob Field, Learning and Development Director at Advanced People Strategies.
We all heard it and probably all rolled our eyes to it...’The only constant is change’. With organisations needing to constantly adapt and evolve due to competitive forces, global challenges or political decisions how are leaders meant to keep up? Development programmes can provide frameworks and information to help create knowledge. We often see comprehensive change programmes with teams of people lead by programme managers. Effective at reviewing processes and creating the project plan and driving timelines to enable delivery. New systems, processes and products emerge. There are the usual statistics that over 80% of change programmes fail. Kotter would say that we need to attend to eight areas with the final of these being anchoring changes firmly in the corporate culture. Read More »