The demanding nature of today’s globalized markets has forced organizations to be ever reliant on teams for breakthrough solutions that keep them ahead of the competition. While effective teamwork is still necessary for success, today’s teams face far bigger obstacles than teams of the past.
Stumbling blocks of late include the modern team’s makeup, which is usually arranged to flex with the continuously evolving business landscape: they tend to be more diverse, operate in a digital environment, and are increasingly dynamic. Perhaps these challenges are behind the alarming statistic that only 1 in 5 teams are considered high performing!
Dr. Gordon Curphy, famed author of The Rocket Model, will guest-host this upcoming webinar, brought to you by Hogan’s Solutions Partner Team. Dr. Curphy will be discussing the elements of team effectiveness, pitfalls to avoid, and how a consultant can use the Team Assessment Survey in conjunction with individuals’ Hogan results to help struggling teams of the Fortune 500 get back on track. More specifically, we review how to effectively deploy and utilize these metrics in the following talent management initiatives:
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Hogan is proud to officially announce the addition of RELEVANT Management Consulting to the Hogan International Distributor Network. Hogan has an intense focus for helping individuals, teams, and companies across the globe be the best they can be, and we are so happy to have RELEVANT improving our reach throughout Europe and beyond.
Leading this charge is RELEVANT owner, Dr.René Kusch, a renowned psychologist that is known for being a go-to Hogan Expert in German-speaking countries. Dr. Kusch has been working with Hogan Assessments since 2008 and is also a member of the global Hogan Coaching Network. He exemplifies the hardworking, but still hedonistic spirit of Hogan with his workplace mantra of “Relevance arises where goal-orientation, effectiveness, and fun come together.”
Together with Sarah Asskamp, Head of Operations, and their 10 consultants, RELEVANT consults global German organizations, but also supports consultancies, coaches, and trainers to develop, offer, and implement solutions for their own customers. Additionally, RELEVANT has already been working with other Hogan partners, distributors, and clients from all over the world for many years.
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*This interview was originally published in Business Class Magazin – this is the translation of the Hungarian text. The original version can be found here.
We met Dr. Robert Hogan at the Four Seasons Budapest. He is an American psychologist and the founder of Hogan Assessments who has institutionalized the use of personality assessments for the enhancement of work performance, and whose organization serves more than half of the Fortune 500 companies. He visited Budapest for the “Future of Coaching in Organisations” international conference organized in April, and he took some time to meet us for a glass of Chardonnay.
Please summarize briefly the principles and main elements of the personality test which you have developed, and which is used so widely in the business world.
People who have power make decisions every day that affect those who have less power. They hire, promote or fire them. These decisions are usually based on work interviews with them, but this is the worst possible way to make a decision that has such an effect on a person’s life. My aim was to make employee evaluations – firings, promotions, hiring interviews – that is, the whole decision-making process – rational and empirical. So, I based it on defensible, scientific foundations. Over the years, we have built up a serious database – based on this we can demonstrate that if business leaders listen to us, they will make better decisions regarding their employees. And why is this important? The keys to success in business are money and people. Managers generally make rational decisions when comes to money, so why wouldn’t they want to make rational decisions when it comes to people?
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*This article was written by Danielle King and published in Human Resource Executive on June 1, 2018.
How to Recognize Absentee Leaders.
A high-performing salesperson knocks his sales goals out of the park every month and consistently brings in new clients while maintaining great internal and external relationships. When a new sales-leadership position opens, his boss suggests that this star performer fill the role. Following a stellar interview, the star performer is now a sales leader. Is this happily ever after?
Not always, says Scott Gregory, CEO of Hogan Assessments. Too often these top performers are promoted into leadership positions for which they aren’t suited, he says.
“What it takes to be a successful salesperson versus a successful sales leader is different,” says Gregory. “Companies fail to recognize that and fail to measure the characteristics required for leadership roles appropriately. These star contributors get promoted but not on the basis that they have talent for a leadership role.”
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*The original version of this article was published by Psychology Today on September 17, 2015, prior to Donald Trump’s election victory in 2016. It has been updated to reflect observations made since he took office.
The fate of any organization is largely a function of that organization’s leadership. The organization of the United States is no exception to this rule. As such, it is appropriate to understand Donald Trump’s personality and its impact on the function of the United States.
I do not personally know Mr. Trump and I have never had the opportunity to professionally assess his personality (though I’d be happy to do so if he were willing). Thus, my views are based purely on watching his behavior.1 His personality is captured by his reputation, which is the sum of his behavior, and organized by a standard set of themes as follows.
We can look at two sides of Mr. Trump’s personality. His Bright Side (how he typically behaves when he’s at his best) and his Dark Side (how he behaves when he lets down his guard).
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*This post was authored by Dr. Gordon Curphy, Managing Partner of Curphy Leadership Solutions.
Teams are fundamental structures for getting work done, and tens to thousands of teams can be found in organizations. Despite the prevalence of teams, research shows that only 10-20 percent are high-performing, which means most have room for improvement. There are four basic ingredients needed to properly launch new teams or improve team performance. First, teams need a roadmap for performance. They need to understand the key factors associated with high-performing teams, which factors are the most important, and how they are interrelated. The Rocket Model fills this need, as it is a well-researched yet practical roadmap for building high-performing teams.
Second, teams need both “how” and “why” feedback. The Team Assessment Survey provides benchmarking feedback on how a team is doing in each of the eight Rocket Model components. The Hogan suite of assessments can be used to provide “why” feedback, and the particular assessments used depends on which questions teams need answered. The Team Assessment Survey works best when team membershave been working together for a month or two, but the MVPI and HPI can be used when launching new teams. The third ingredient is a team improvement toolkit, which can be found in The Rocket Model: Practical Advice for Building High Performing Teams (Curphy & Hogan, 2012). This book describes different effective team improvement tools and techniques for improving team performance.
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*This article was authored by Ryan Ross and Michael Sanger, and was originally published in The Teams Issue of Talent Quarterly. Visit their website to purchase the full issue as well as all previous issues.
BUILDING THE PERFECT TEAM ISN’T ABOUT ASSEMBLING AN ALL-STAR SQUAD OF ARCHETYPES. IT’S ABOUT FIND- ING CONTRIBUTORS WHO ARE GENEROUS AND RESPECTFUL, BUT CONFIDENT AND CHARISMATIC, TOO— AND PICKING THE RIGHT LEADER WHO CAN PULL THEM ALL TOGETHER.
IF CLASSIC CARTOONS like Scooby Doo, Captain Planet, and Teenage Mutant Ninja Turtles have taught us anything, it’s that only a team has the capacity and resourcefulness to solve a mystery or save the universe.
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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.
There are two key issues to consider when using any pre-hire assessment or test, and at Hogan, we encourage assessment users to attend closely to them. The first is validity. The validity of a test or assessment regards the predictions that can be made from it. The key issue in pre-hire assessment is whether there is scientific evidence that the assessment predicts job performance, turnover, safety behaviors, or other relevant business outcomes for a job or job family. Note the following from the Uniform Guidelines on Employee Selection Procedures (1978).
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*This press release originally appeared on Business Wire.
In a new study published in Psychology, Dr. Robert Hogan, Chairman & President of Hogan Assessments, was nominated by his peers as a top psychologist in multiple categories.
The study, conducted by Adrian Furnham, Professor of Psychology at University College London and the Norwegian Business School, asked 101 qualified participants, all psychologists, to nominate the person they consider the “Greatest Living Psychologist.” Dr. Hogan was one of 10 psychologists to receive multiple nominations for this distinction.
The study aimed to determine how psychologists thought about their peers, asking each participant via an online survey to respond to open-ended questions such as “who is the greatest psychologist of all time?” and “who is the greatest living psychologist?” Participants were asked to rank psychologists across six different categories.
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THUOPER, Hogan’s Colombian distributor, embodies one of Hogan’s core values: developing future leaders. Ineffective leadership has plagued the global workforce for centuries, mostly because the characteristics that help people emerge as leaders are quite different from those that make an effective leader.
Of course, when leadership potential has been measured incorrectly for so long, there is no simple solution to fix the issue overnight. That’s why it has never been more important to look to the future and start exposing younger generations to the most accurate and effective tools for identifying effective leaders.
In this edition of the Distributor Spotlight series, our friends at THUOPER provide us with an overview of an incredible program in which they are utilizing Hogan’s assessments for students who are selected to serve as CEO for a day.
One of the most common complaints against the education system of different countries is their apparent disconnection with the needs of companies. Generally, educational programs do not respond to organizational reality, and recent graduates find many difficulties when facing their first job. Read More »