Some people are generally more persuasive than others. These charismatic, politically savvy, and socially skilled individuals tend to be sought-after salespeople, managers, and leaders. Thanks to their higher EQ, they’re better equipped to read people and are able to leverage this intuitive knowledge to influence others’ attitudes and behaviors. And because they seem more authentic than their peers, we tend to trust them more, to the point of outsourcing our decision-making to them. This is what most people hope to get, but not always receive, from their politicians.
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Anyone on the receiving end of negative feedback knows that it's a blow to the ego. Although most of us say we want honest critique, what we really hope is for a “job well done” and a pat on the back. Unfortunately, constant positivity can distort your perception of your talents and, ultimately, derail your career. Read More »
We’re happy to annouce Hogan CEO Dr. Tomas Chamorro-Premuzic received the 2015 Raymond A. Katzell Award in I-O Psychology at the SIOP conference in Philadelphia in April. The award recognizes a SIOP member whose research and expertise addresses a societal and workplace issue and has been instrumental in demonstrating the importance of I-O related work to the general public. Join us in congratulating Tomas and keep up with his insights on Twitter @DrTCP.
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We know a lot about the personality style associated with effective leadership, but we don’t know a great deal about what effective leaders actually do on a routine basis. I recently spent some time in Warsaw talking with a brilliant Polish engineer—Maciej Witucki, President and Board Chair, Orange Polska (the French telecom) and Board Chair of LOT-Polish Airlines—discussing lessons learned. He made six points with which I strongly agree and think are worth repeating.
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It has been more than 40 years since psychologist David McClelland contended that a person’s past performance, rather than IQ, is a better predictor of future occupational success. This idea prompted HR professionals to focus on creating competency-based job descriptions that helped identify the best candidates. Although McClelland’s insights helped revolutionize the HR industry, they aren’t as relevant in today’s workplace. Here’s why:
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Take a look at any job description and chances are it will cite qualities along the lines of “good interpersonal skills” or “adaptable to business changes.” For decades, these workplace competencies have been a tool for HR professionals to identify the most promising candidates and to predict their performance. But as the occupational landscape continues to evolve, are they still relevant?
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The Hogan Research Department is continually on the lookout for interesting and useful articles. Below is a rundown from Q1.
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When they founded Hogan Assessments in 1987, Robert and Joyce Hogan challenged decades of academic tradition and conventional wisdom. Today, they are recognized as pioneering authorities in the assessment industry, and for nearly three decades Hogan has worked with some of the most powerful companies around the globe. We’re proud to present “Why Hogan”, a short collection of unsolicited interview footage that explains Hogan’s unique contribution to the assessment industry and value to its users.
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Regardless if you’ve been a in the workforce for decades, or are just a few years into a job, chances are the possibility of a new career has crossed your mind. And you are not alone. LinkedIn reported that 60% of its users are passive job seekers - those not necessarily looking for a new job, but are willing to consider new opportunities. For those on the fence, deciding when to take the plunge often results in an anxiety ridden stalemate between a currently dissatisfying work-life and an uncertain future.
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Benjamin Franklin was notorious for being
organized. He followed a set daily routine and created a 13-week long plan for self-improvement which he carefully tracked. The man was efficiency personified.
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