Diversity in the workplace remains a top concern for HR
professionals and hiring managers. Changing the hiring process is a necessary
step in preventing discrimination and keeping ahead of the competition — a
recent study from the Center for Talent Innovation found workplaces
that ensure diversity enjoy more success and attract more innovative employees than
workplaces that don’t.
However, any institutional change will fail if leaders and
hiring managers aren’t driven to build a climate that encourages diversity. It’s
not always easy to spot those who will let their biases negatively impact those
around them, but early research suggests those with high Bold and Excitable
scales might not foster inclusive environments.
Hogan’s in-house research team is always looking to find new
applications for our assessments. With that in mind, Brandon Ferrell and Steve
Nichols conducted a meta-analysis of results from four Hogan Development Survey
(HDS) studies to measure which personality scales hinder leaders’ ability to
The Middle East and Africa Association of Test Publishers (MEA-ATP)
held their inaugural conference entitled “Education Technology in the Middle
East and North Africa: Unlocking Student Potential,” in Abu Dhabi on January
28-30. As a gold sponsor, Hogan sent CEO Scott Gregory, Senior Consultant Darin
Nei, and Director of Asia Pacific Business Development, Krista Pederson to
attend and present on various topics along with several of Hogan’s distributors
in the region, including Career Connections in Kenya, Mentis in the UAE, UK,
and Thailand, Baltas in Turkey, and JvR Africa in South Africa.
Scooping up the first speaking session of the day, Scott and
Krista presented Hogan’s take on using personality to assess General
Employability, while Madeleine Dunford of Career Connections, and Andrew
Salisbury of Mentis, followed by sharing Hogan case studies.
If you are already Hogan certified and want to hone your
feedback skills, you should consider registering for the Hogan
Advanced Feedback Workshop, previously known as Hogan Level 2 Certification. This one-day workshop
was designed for practitioners who want to receive more extensive instruction
and opportunities to practice delivering effective feedback.
At Hogan, we work with organizations every day to help them
identify effective leaders using a data-driven approach leveraging the
predictive power of our personality assessments. To ensure our services are the
best in the business, we have spent decades studying successful and failed
Our data show that three psychological factors have a
profound influence on leadership effectiveness: charisma, narcissism, and
humility. Charismatic and narcissistic CEOs have plagued organizations for
decades. However, their strong political skills and ability to stand out from
the rest of the pack have helped them emerge as leaders within their
organizations. On the other hand, humble leaders often go unnoticed, largely
because they focus primarily on their teams and not drawing attention to
themselves, but research shows they are more likely to be effective leaders.
Join Ryne Sherman, chief science officer of Hogan Assessments, for a webinar hosted by Talent Quarterly 10 am EST on Monday, February 14 as he discusses these three leadership qualities and why “The Charismatic CEO is Dead.” Register here!
In January of 2017, Les Snead, the general manager of the Los Angeles Rams, had a tough choice to make. Hired in 2013, his team had not had a winning record since 2003 and had moved from St. Louis to Los Angeles just a year earlier. Expectations in LA were high, and it was time for Snead to find a new head coach. The safe and easy choice would be a seasoned, veteran head coach who was no stranger to the biggest stage in American sports. Jon Gruden, who won a Super Bowl in 2003 (2002 season), seemed to be an obvious candidate. Or, you take a look at successful college coaches, such as Nick Saban, who has won six NCAA championships as head coach at the University of Alabama and Louisiana State University. Both of these coaches had proven records as head coaches and were realistic candidates to fill the Rams’ coaching vacancy.
Instead, Snead hired Washington Redskins Offensive Coordinator Sean McVay, who also was a former assistant wide receivers coach under Gruden in 2008. At 30 years old, McVay was the youngest coach in NFL history. The results have been tremendous. In two seasons McVay has lead the Rams to a 26-9 record (including playoff games). On February 3, just nine days after his 33rd birthday, McVay will coach his team against the New England Patriots in Super Bowl LIII.
According to Hogan Assessments founder Robert Hogan, life is
about competition. There’s competition within groups to attain status, and those
who win generally are those with good social skills. There’s also competition between
groups, and the groups with the strongest leaders win in this arena.
Competition within groups is what fascinates and entertains
people. However, competition between groups, such as the increasing rivalry
between the United States and China, has real worldwide consequences.
In a new video, Robert Hogan takes on these topics and more, in “The Nature of Human Nature.”
Over the years, we’ve discovered growing enthusiasm for
identifying leadership potential, since talented leaders drive success.
Unfortunately, many organizations make a critical mistake at the very beginning
of the process – they don’t define potential in a way that leads to the
selection of strong leaders.
Through our decades of research, we’ve found the person who draws attention to himself and performs well at his role may turn out to be a dud as a manager. And those who might perform best at the role might never get the opportunity to lead since they focus on their job and don’t draw attention.
The Hogan High Potential Talent Report can help. This new video will walk you through the process, from our streamlined definition of success to personality characteristics of effective leaders.
They’ve annoyed us all by talking down to us about anything
and everything, even when it’s obvious they know far less than they believe.
But know-it-alls don’t just ruin watercooler gatherings and dinner parties.
When they rise to positions of power, they can wear away at productivity and trigger
Joann S. Lublin wrote an entertaining
article on the subject in the Wall Street Journal. She interviewed a
number of self-professed former know-it-alls that caused major problems for
themselves and their companies, such as losing over $2 million on a home
purchase, hiring an unsuitable job candidate, and not asking subordinates for
The know-it-all causes all kinds of professional headaches.
They don’t try to learn about an issue or ask for help, which leads to poor
decisions. They ignore some people or are condescending to others, which leads
to a toxic work environment. They project a false aura of power and
knowledgeability, which gets them promoted into jobs they might not actually be
able to perform.
The trend toward Big Data shows no signs of slowing down, as
businesses, organizations, and governments continue incorporating new
technology in the race to collect an almost unfathomable amount of information.
But a more critical problem remains – what do you do with all that data? How
can you find something useful within?
In this video, Ryne Sherman, Chief Science Officer at Hogan
Assessments, discusses how Hogan has embraced Big Data from the very beginning
in order to study one of the most complex subjects of all – the human mind.
The concept of ambition has a bad reputation in popular culture. The textbook definition – a strong desire to achieve something, typically through determination and hard work – seems innocuous, but the word is often associated with destructive consequences. Napoleon, Stalin, and Hitler were ambitious, and that cost the world millions of lives. On a smaller scale, it’s easy to picture ambitious businesspeople who put their careers ahead of the wellbeing of their employees or family. But at Hogan, we think about ambition in more positive terms, and believe that to ignore ambition is to miss a crucial component of human personality.
For many years, psychological science has ignored, and even
vilified ambition. Freud decreed ambitious people to be neurotic and potential
father murderers, and Jung felt that ambitious people suffer from a “regressive
restoration of the persona” which blocks their potential for personal growth.
Even during the development of modern personality assessment, ambition has been
ignored. Neither the well-known Five-Factor Model nor the six-factor HEXACO
personality inventory assess ambition, and both of these models claim to be