We’re excited to announce that we have released our 2018 US Hogan Certification Workshop schedule.
The 2-day Level 1 workshop provides an in-depth understanding of how to use and interpret the Hogan Assessment Suite, offering a comprehensive tutorial on three Hogan inventories – Hogan Personality Inventory (HPI); Hogan Development Survey (HDS); and the Motives, Values, Preferences Inventory (MVPI). Participants attending both days and successfully completing the Level 1 curriculum will be certified to use and interpret the Hogan inventories.
The 1-day Level 2 workshop prepares the learner to apply more advanced feedback models, properly set the frame for a Hogan feedback session, create developmental action plans and understand best practices for presenting Hogan data.
Although we live in an age that glorifies innovation, there is a big difference between theoretically advocating for it and being able (or willing) to actually implement it. None of this is really new. From Schumpeter’s classic definition of innovation as “creative destruction” to recent portrayals of innovators as disruptors or constructive nonconformist, we have known for years that the people and processes that enable innovation are often undesirable, not least because of the ubiquitous human fear of the unknown. As Slavoj Žižek points out, few things are as violent – psychologically speaking – as change, and the violence of change is what makes people cling to the familiar, even when they hypothetically embrace change. Indeed, whether the goal is to change oneself or one’s environment, most people don’t want to change – what they want is to have changed. “Take this pill and you’ll be smarter, slimmer, happier, richer” – everybody would sign up for that. Now if the deal is to follow a specific set of instructions that may or not, after a great deal of effort, suffering, and persistence, create the desired change, then the uptake will be rather smaller. Read More »
Technology has turned HR into a data-driven game. This does not mean intuition is waning, but rather that a larger number of practitioners are likely to experience some shame or guilt if they admit that they are ‘playing it by ear’. The recent rebranding of talent management as ‘people analytics’ has arguably enhanced the status of HR.
The hope here is that HR can empower organisations with robust tech and data to turn the art of people management into a science: an objective, defensible and replicable process with a clear ROI.
That said, there is still room for improvement, as most technological innovations have yet to be rigorously scrutinised or effectively applied. The HR tech world is replete with shiny new objects, including some that warrant a considerable amount of optimism, even among cynics. However, at this stage there is no indication that these toys are more effective than applying well-established scientific principles. This is perhaps clearest in talent identification. Consider these salient examples: Read More »
VIDEO: Dr. Hogan Discusses the Importance of Values
Values are the DNA of culture, and culture is incredibly stable over generations. That explains why parent-child voting preferences and religious preferences have correlated so strongly throughout human history. Values are what drive prejudice, and the clash of values is what has caused so much unrest and conflict across the globe.
Values are also directly related to organizational success and failure, and the culture of an organization is defined by the values of the people at the top. You can have the world’s most effective business strategy but, if your organizational values are not aligned, you’re doomed.
High-performing groups will have similar values and you have to determine exactly what they are. In this video, Dr. Hogan discusses the importance of values, and how organizations need to put less of an emphasis on descriptive values and focus more on prescriptive values.
Among the various core ingredients of talent and career success, few personal qualities have received more attention in the past decade than emotional intelligence (EQ), the ability to identify and manage your own and others’ emotions. Importantly, unlike most of the competencies that make it into the HR zeitgeist of buzzwords, EQ is no fad.
In fact, thousands of academic studies have demonstrated the predictive power of scientific EQ assessments vis-à-vis job performance, leadership potential, entrepreneurship, and employability. Moreover, the importance of EQ has been highlighted beyond work-related settings, as higher scores have been associated with relationship success, mental and physical health, and happiness.
All this is good news for people with higher EQ. But what can those with lower scores do to improve their intrapersonal and interpersonal skills? Is it possible to increase your own and others’ EQ beyond its natural levels? While Goleman and other popular writers argue that (unlike IQ) EQ is malleable and trainable, EQ is really just a combination of personality traits. Accordingly, it is not set in stone; it is largely heritable, shaped by childhood experiences, and fairly stable over time.
There is a well-known story about a cleaner at NASA who, when asked by JFK what his job was, responded “I’m helping to put a man on the moon.” This anecdote is often used to show how even the most mundane job can be seen as meaningful with the right mindset and under a good leadership.
Today, more and more employees demand much more than a good salary from their jobs. Money may lure people into jobs, but purpose, meaning, and the prospect of interesting and valuable work determines both their tenure and how hard they will work while they are on the job. Finding meaning at work has become so important that there are even public rankings for the most meaningful jobs. Although there are many factors determining how appealing jobs tend to be, those that contribute to improving other people’s lives are ranked top (e.g., health care and social work). Interestingly, meta-analytic studies indicated that there is only a marginal association between pay and job satisfaction. A lawyer who earns $150,000 a year is no more engaged than a freelance designer who earns $35,000 a year.
Research consistently shows that people experiencing meaningful work report better health, wellbeing, teamwork and engagement; they bounce back faster from setbacks and are more likely to view mistakes as learning opportunities rather than failures. In other words, people at work are more likely to thrive and grow when they experience their job as meaningful. This is why businesses with a stronger and clearer sense of purpose tend to have better financial performance. Unsurprisingly, the most successful companies in the world are also the best places in the world to work.
Over and over again, organizations are unable to appoint the right leaders. According to academic estimates, the baseline for effective corporate leadership is merely 30%, while in politics, approval ratings oscillate between 25% and 40%. In America, 75% of employees report that their direct line manager is the worst part of their job, and 65% would happily take a pay cut if they could replace their boss with someone better. A recent McKinsey report suggests that fewer than 30% of organizations are able to find the right C-suite leaders, and that newly appointed executives take too long to adapt.
Although there are many reasons for this bleak state of affairs – including over-reliance on intuition at the expense of scientifically valid selection tools – a common problem is organizations’ inability to predict whether leaders will fit in with their culture. Even when organizations are good at assessing leaders’ talents (e.g., their skills, expertise, and generic leadership capabilities), they forget that an essential element of effective leadership is the congruence between leaders’ values and those of the organization, including the leaders’ team. As a result, too many leaders are (correctly) hired on talent but subsequently fired due to poor culture fit.
Has your empathy and compassion ever led to anxiety about what others think of you? Has your competitive nature ever made enemies? Has your persuasiveness ever led to manipulation? We all possess dark side traits which may have helped us achieve success in the past but if we don’t keep these traits in check, they’ll eventually catch up and may well lead to detrimental outcomes. Given the topical nature of toxic leadership and scandalous behaviour, we found ‘The Dark Side’ to be a fitting theme for the Association for Business Psychology (ABP) conference this year in October.
As an ABP Committee member, I’ve had the distinct pleasure of interviewing the one and only Dr. Robert Hogan, who started Hogan Assessments with his wife Joyce in1987 and put dark side traits on the map. We discussed the dark side of personality, what it is and why it’s crucial for organisations to pay attention to.
In business, sustainable growth is no certainty, and often takes several years to accomplish. Even at Hogan, the business did not experience rapid growth until more than a decade after the company was founded. This is what makes Hogan’s European distributor Awair’s story so incredible. In just five years – three as a Hogan distributor – the company has experienced rapid, yet smart, organizational growth and success.
Although the company was founded in Italy, Awair has since expanded across Mediterranean Europe to establish and maintain a presence in Spain and France. This should come as no surprise to anyone familiar with Roman history. They are most definitely experts in geographic expansion.
As part of our Distributor Spotlight Series, our friends at Awair have offered to tell their story so that we can share it with the masses. In it, one can easily understand what has made their organization so successful, and why the future is even more promising due to their stellar leadership and expertise.
“All roads lead to Rome,” as our wise ancestors said. For Hogan, the road took a while to complete, but then the old motto proved trustworthy, and Hogan Assessments finally landed in Italy with Awair in 2014. Now, they are there to stay – and to make an impact.
Conventional wisdom suggests that the most charismatic leaders are also the best leaders. Charismatic leaders have, for instance, the ability to inspire others toward higher levels of performance and to instill deep levels of commitment, trust, and satisfaction. As a result, they are generally perceived by their subordinates to be more effective, compared with less charismatic leaders.
But our research shows that while having at least a moderate level of charisma is important, having too much may hinder a leader’s effectiveness. We conducted three studies, involving 800 business leaders globally and around 7,500 of their superiors, peers, and subordinates. Leaders occupied different managerial levels, ranging from supervisors to general managers. Our paper is forthcoming in the Journal of Personality and Social Psychology.
First, it’s important to understand what charisma is. Traditional models of charismatic leadership state that charisma is not a personality trait, but simply exists in the eye of the beholder. In other words, charisma is attributed to someone, as opposed to being grounded in one’s personality.