The HDS Turns 2 Million

Screen Shot 2018-02-06 at 11.58.38 AMHogan was the first personality assessment provider to recognize the value of assessing derailers, or dark side personality, with working adults. First launched in 1995, the Hogan Development Survey (HDS) measures 11 derailing tendencies that can impede career success and interpersonal effectiveness. In 1998, we were the first test publisher to develop a web-based assessment platform to administer the HDS. After we fully integrated the system to score assessment responses for personnel selection and employee development in 2001, our online platform became the most popular way to complete our assessments. As a result, we hit a new milestone as 2017 ended, surpassing over 2 million HDS assessments on our core platform. Put another way, we’ve administered the HDS using this one platform to more people than the population of Paris, France.

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The Neuropsychology of Teamwork

alex-sajan-402957“Why can’t they just act like adults!”

“It’s like herding cats!”

Although teams are our default organizational unit, team leaders often struggle to get individuals to cooperate and coordinate. Partly, that’s down to the fact that each individual has their own agenda for getting ahead, which they balance with getting along with everyone else.

Getting along is the hard part. We became hard-wired through evolution to prefer our own kind and to distinguish friend from foe. Although we are inclined to cooperate, we are also hard-wired for competition and war, which makes coordinating with others tricky. Science is now telling us more about how to manage people and teams to activate neural pathways for either trust and collaboration or conflict and competition. Here’s how to harness our neuropsychology to build better teams.

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Scott Gregory Named New Hogan CEO

Scott Gregory_highres (1)Today, Hogan announced that Scott Gregory will assume the role of CEO, effective March 1, 2018. Current CEO, Tomas Chamorro-Premuzic has resigned and will leave the company on February 28, 2018.

“Tomas’ tireless support of the business has been superb,” said Robert Hogan, Founder and President. “He will remain a close friend and valued member of the extended Hogan family. He is an important thought leader with whom we expect to partner on future research, presentations and projects,” Hogan said. “We are grateful for his many contributions to the business and wish him great success in his next venture.”

Gregory, who completed his Ph.D. under Robert and Joyce Hogan at The University of Tulsa, was one of Hogan’s first employees. He has extensive experience working with global companies, including 12 years as the Vice President of Talent Management and Organizational Development at Pentair. He also was a consultant for Personnel Decisions International and Hogan’s partner, MDA Leadership Consulting, and taught I/O Psychology at Macalester College and St. Olaf College.

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How Much ‘Psycho’ Is There in Modern Psychometics?

PCL Psycho 2This article was originally authored by Geoff Trickey for PCL in January 2018.

The use of personality questionnaires has increased quite dramatically over recent years. Test development, publication and usage have benefitted considerably from the opportunities provided by the internet: once a process that relied very much on the professional expertise of the psychologists, personality went online in 1999 and the genie was out of the bottle. Now readily accessible on both the test development side and the test user side, a highly competitive marketplace has developed, bristling with a bewildering array of products used by people with very varied levels of psychological insight.

There are positive benefits from this process of commoditization, but there are also concerns. The relationship between personality theory, personality research, test development, test publishing, sales and test usage is now weighted heavily towards the commercial end of that pipeline. The question is: have the links with psychology, the ‘psycho’ element in ‘psychometrics’, been strained almost to breaking point?

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Too Much Charisma Can Make Leaders Look Less Effective

worlds-worst-boss_1200x1200*This article was authored by Jasmine Vergauwe, Bart Wille, Joeri Hofmans, Robert B. Kaiser, and Filip De Fruyt, and it was originally published by Harvard Business Review on September 26, 2017.  

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.

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Are Your HiPos Overrated?

PS HiPoMost organizations across the globe make it a top priority to identify and develop high potential employees for leadership roles. Unfortunately, organizations large and small have struggled to recognize those with the most potential and, in many cases, select employees with very little potential at all.

This is largely due to biases in the identification process. Those with charismatic personalities who are likable and good at office politicking most often emerge as leaders. The problem is that the vast majority of these individuals lack the personality characteristics that translate to leader effectiveness. Thus, it should be no surprise that a Gallup poll in 2015 showed that 68% of US employees were not engaged or actively disengaged at work.

In this article, recently published in the Winter 2018 issue of People + Strategy Journal, Robert Hogan, Tomas Chamorro-Premuzic, and Derek Lusk address the crucial differences between leader emergence and leader effectiveness, and make practical recommendations for HR practitioners to create and implement successful HiPo identification programs.

Another Shade of the Dark Side: Derailing Due to Underuse of Behaviors

Trish-Training IndustryThe dark side of personality concerns behaviors and attributes that derail people – getting them into trouble and making them less effective as leaders. Typically, these derailers appear when people are under stress (e.g., they have a tight deadline, they are dealing with ambiguity, etc.) or when they are not self-monitoring (e.g., they are around people with whom they can let down their guard and not manage their image).

Many times, these behaviors are an overuse of a key strength from the bright side of their personality. For example, a leader who is conscientious, detail-oriented and sets high standards on a day-to-day basis might become perfectionistic, nitpicky and micromanaging when under stress – driving his or her direct reports crazy and garnering the reputation for being impossible to please.

While overuse of strengths is certainly problematic, underuse of a behavior or trait can be equally derailing, but in a different way. Underuse is another shade of the dark side, and it can have significant impacts on a leader’s effectiveness, reputation and, ultimately, career. Underuse of behaviors is usually not as visible or memorable as overuse, but it can be equally damaging.

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‘Learning Agility: The Key to Leader Potential’

LA_Cover_MockupThe war for talent is more fierce than ever, and there is a growing belief that the people who have the highest potential are also your most agile learners. However, defining learning agility, and determining who has more of it, has remained a challenge until recently.

The new book, Learning Agility: The Key to Leader Potential, authored by David Hoff, Chief Operating Officer and Executive Vice President of Leadership Development at EASI Consult, and W. Warner Burke, Professor of Psychology at Columbia University and developer of the Burke Learning Agility Inventory™ (Burke LAI), effectively defines learning agility, and explains how to measure and apply it in organizational settings.

“Learning agility is one of the hottest topics in talent management and leadership development today,” says Allan Church, PepsiCo Senior Vice President of Global Talent Assessment & Development. “Hoff and Burke’s book on the topic provides a new framework and way of thinking about the construct that is just what the good doctor ordered. Whatever your interest in learning agility, this is a must-have resource and represents a leap forward for the field.”

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Distributor Spotlight: Authentic Talent Capitalizing on Untapped Opportunities in France

Authentic TalentWhen Chloë Touati and Stéphanie Le Ferrand co-founded Authentic Talent in Paris, it was obvious they each had three things in common: passion, energy, and a bold vision to make Hogan’s assessments the preferred assessment tools in the French market. And, if there’s one thing we at Hogan have learned in working with both of them, there are few who can match their drive and desire to improve the French workforce.

In the final edition of the Distributor Spotlight in 2017, Chloë and Stéphanie tell the story of how and why they founded Authentic Talent, and the unique adventures and challenges they’ve experienced along the way. Cheers to a great year, and happy holidays from your friends at Hogan!

Today, we want to tell you a little bit about us, two Paris-based HR consultants at Authentic Talent. Previously, Chloë Touati, who has a master’s degree in HR, was working for a small consulting firm as the manager of Talent Development. Stéphanie Le Ferrand, an occupational psychologist, was working as a senior consultant at Cubiks. In our respective roles, we both have significant experience working within consulting firms and many well-known tests publishers, such as OPP (European distributor for MBTI) and SHL. We understand and are accustomed to dealing with a complex and immature market. Although France is a large country with a lot of test providers, personality questionnaires are not that widely used. 

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The Value of Values for Teams

samuel-zeller-4138Groups are the default human working unit. For most sorts of jobs, people tend to cooperate and collaborate to get the work done. Even when the job doesn’t need collaboration we still prefer to do it in proximity with others – think brew clubs or cruise ships.

When the job requires cooperation, people are selected into teams primarily on the basis of their functional skills. A surgical team is based on the specialist skills of nurses, anaesthesiologists, and surgeons for example.

However, a large body of research has shown that selecting people purely on the basis of functional skills is no guarantor of an effective, cohesive team; deep-level characteristics like personality and values also emerge as essentials for developing social cohesion and enhancing performance (Bell, 2007). You can put world-class talent together on a team, and it may still fail to perform as a cohesive unit. The Cleveland Cavaliers are a case in point, and research on NBA teams shows that adding talent can lead to worse performance (Swaab, Schaerer, Anicich, Ronay, & Galinsky, 2014).

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