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A Ninja’s Guide to Personality Assessments

Rebecca Callahan, Product Development

Improving L&D Using Personality

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Mimeo Webinars:

Upcoming:

Handling Technology Trauma

in the Virtual Classroom

Presented by Cynthia Clay,

NetSpeed Learning

October 6th, 1 pm ET

On-Demand

Measuring the Effectiveness of

Your Training

Presented by Eileen Krantz,

Richardson

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L&D Battles

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Battles We Face

1

4

2

3

5

Buy-in from business leaders

Skills vs. Readiness

Social media culture

Big data and analytics

Chasing a moving target

https://www.shrm.org/india/hr-buzz/blogs/shrm-india/Pages/Evolving-Role-of-the-L-and-D-Practitioner.aspx

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Buy-In From Business Leaders

• Showing the impact on strategy

• L&D delivery is seen as increasingly commoditized

• How can we architect and curate a learning experience that affects the bottom line?

• How to make time out of their busy days and get away from operational issues?

And budget… and time… and focus….

Nope.

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Linking Strategy to Personality

Innovation or Change Readiness

Low Tradition

Low Prudence

High Ambition

Regulatory Compliance

High Prudence

Low Mischievous

High Security

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Creating & Proving ROI

Using assessments to show ROI

Development ROI for XXX global organization

The coaching session(s): Disagree No Opinion Agree

Helped me identify clear, actionable development steps or activities 6.1% 17.1% 76.8%

Helped me maintain focus on my development 3.7% 15.9% 80.5%

Provided me with a valuable forum to discuss my development progress 6.1% 17.1% 76.8%

Helped me develop skills that have (or will) improve my job performance 8.8% 22.5% 68.8%

Was a valuable development experience that I would recommend to others 6.1% 15.9% 78.0%

PULSE CHECKUsing assessments to show ROI

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Skills vs. Readiness

• Dying breed

• To the extent that we need them, they are the easiest thing to train

• Inconsequential at the top of the organization

Technical or Tactical skills

Trends Competencies

Hard vs. Soft

Instead: Technical vs. Leadership

CompetenciesMeet Them Where They Are

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Cultivate Leadership

Not every leader has to be a people leader

Results

Data

Social

Thought

Process

People

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Power: A desire to succeed,

make things happen, make a

difference, and outperform

one's competition.

Ambition: the degree to which

a person seems socially self-

confident,

leader-like, competitive, and

energetic.

Results Manager

• Set high goals and expectations for themselves and others

• Results-oriented, competitive, tenacious, and expect high levels of performance from their direct reports

• Driven and demanding nature can be intimidating to others or might lead their team to become too internally competitive

Key Attribute: Results

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People Manager

• Skilled at building and maintaining nurturing relationships with other people

• Focus on the morale and well-being of their staff, and are seen as warm and caring

• Desire to help other people can interfere with their ability to deliver candid feedback or make unpopular decisions

Key Attribute: Relationships

Altruistic: a desire to help

others, a concern for the

welfare of the less fortunate in

life, and a lifestyle organized

around public service and the

betterment of humanity.

Interpersonal Sensitivity:

the degree to which a person

is seen as perceptive, tactful,

and socially sensitive.

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Process Manager

• Focus on creating, following, and enforcing policies and procedures

• Strong implementation focus and the ability to plan, stay organized, and follow through on commitments

• Can be inflexible about rules, micromanage processes, or resist change

Key Attribute: Implementation

Security: a need for

predictability and structure,

and efforts to avoid risk and

uncertainty and a lifestyle

organized around minimizing

errors and mistakes.

Prudence: the degree to which

a person seems conscientious,

conforming, and dependable.

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Thought Manager

• Creative, innovative, and open-minded

• Strategic problem-solvers who are motivated by opportunities to use innovation in their work

• While often big-picture oriented and willing to embrace change, they may miss opportunities to introduce practical solutions or become bored with mundane but necessary day-to-day work activities

Key Attribute: Ideas

Aesthetics: a need for self-

expression, a dedication to

quality, an interest in how

things look, feel, and sound,

and close attention to the

appearance of work products.

Inquisitive: the degree to

which a person is perceived as

bright, creative, and interested

in intellectual matters.

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Social Manager

• Skilled at communicating, networking, and developing connections

• Uses their relationship building abilities and social influence to engage and motivate their staff

• Because they enjoy constant social interaction, they sometimes confuse their social activity with productivity or can be distracting to others who are trying to complete assignments

Key Attribute: Influence

Affiliation: concerns valuing

frequent and varied social

contact, an interest in working

with others, and a lifestyle

organized around social

interaction.

Sociability: measures the

degree to which a person

enjoys or needs social

interaction.

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Data Manager

• Skilled at analyzing relationships between variables, identifying data trends, and tend to establish authority due to their technical expertise

• Enjoys staying up-to-date with industry trends and prefer using technology to solve problems

• May underestimate the importance of managing people or have a lack of tolerance for individuals who prefer a more intuitive approach to decision-making

Key Attribute: Information

Science: concerns being

interested in science,

comfortable with technology,

and preferring data-based as

opposed to intuitive decisions,

and wanting to know how

things work.

Learning Approach: the degree

to which a person seems to

enjoy academic activities and

to value educational

achievement for its own sake.

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Social Media Culture

We’re all narcississts and we’re all online.

• Being engaged while learning, self-initiating learning, posting or promoting their own outcomes

• How do you create scalable individual development plans at critical career junctures (earlier)?

• How to allow employees to share outcomes?

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Customize Learning

Allow self-driven learning and self-promotion

• Use personality and strategic self-awareness to create ownership over IDP

• Allow employee to identify learning objectives in IDP with direct manager accountability

• Quarterly is better than yearly

• Offer self-designed learning based on goals

• Tie to incentive systems: Promote sharing, tie to performance management, link to compensation increases

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Big data and Analytics

How to get started

• Unilaterally prescriptive learning doesn’t work

• Everything can’t be self-driven. We have to prescribe some learning.

• How can we have a more data-driven approach to L&D- getting the most for our money and making the biggest impact

Meaningful Insights

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Chasing a Moving Target

Growth and change

• Funneling the waterfall of content

• Learning needs are dynamic and ever-evolving, and the amount of content, platforms, and delivery systems increases exponentially every day.

• Learning is both a flooded and growing market with Youtube, MOOCs, etc.

Designed by C-level leadership and L&D

Informed by vision, strategy, and values

Organizational objectives

Based on personality analytics

Scalable segments of the population

Individually prescribed development

Based on individual personality

Driven proactively by learner

Self-driven content

Degree of Openness

Segment ContentMeaningfully and Flexibly

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Personality: Measuring What Matters

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Personality’s Importance in Business

Underlies our

behavior, actions,

reactions, and

interactions.

Insight into how

we execute

business

strategies, and

manage change,

conflict and

people.

Information on

individual/team

strengths and

blind spots, and

organizational

culture.

Influences our

effectiveness at

leading people.

Why You Do It – Personality

How You Do It – Behaviors

What You Do – Results

Water Line

Iceberg Example

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Why Hogan Assessments?

Over 30 years of

independent

research

The inventories

measure a person’s

reputation-- how

others will likely

describe an

individual

Predictive, with

demonstrable

bottom-line results

from improved

performance to

reduced turnover

Framed in the context

of business and

leadership; developed

exclusively on adults

in the workplace

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What Makes Hogan Different?

The work

environment you

will strive to

create

Values

Characteristics

you possess to

create it

Strengths

Performance risks

that could get in

the way

Risks

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What We Measure

Can you do

the job?

Will you like

the job?

What will get in

your way?

Everyday strengths

and weaknesses

Personal goals,

interests, and drivers

Overused strengths

that derail careers

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Assessment Overview

HOGAN

PERSONALITY

INVENTORY

The HPI describes how

individuals manage stress,

interact with others,

approach work tasks, and

solve problems.

HOGAN

DEVELOPMENT

SURVEY

The HDS describes

behaviors that emerge

during times of stress,

damaging relationships and

derailing careers.

MOTIVES, VALUES,

PREFERENCES

INVENTORY

The MVPI describes an

individual’s core values –

the goals and interests that

determine satisfaction and

drive careers.

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The Bright Side of PersonalityHogan Personality Inventory (HPI) Scales

Adjustment Confidence, self-esteem, and composure under pressure

Ambition Initiative, competitiveness, and desire for leadership roles

Sociability Extraversion, gregarious, and need for social interaction

Interpersonal Sensitivity Tact, perceptiveness, and ability to maintain relationships

Prudence Self-discipline, responsibility, and thoroughness

Inquisitive Imagination, curiosity, and creative potential

Learning Approach Achievement orientation, valuing education

Describes your typical approach to work and interacting with others

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The Bright Side of Personality

Describes your typical approach to work and interacting with others

Low scorers tend to be: High scorers tend to be:

AdjustmentResponsive, easy to coach; susceptible to

stressStress tolerant, resilient; feedback resistant

Ambition Team-player; stays within comfort zone Assertive, self-initiating; overly competitive

SociabilityGood listener; Socially reactive rather than

proactiveOutgoing; can be perceived as attention-seeking

Interpersonal

SensitivityDirect & objective; can be overly critical, harsh Warm, agreeable and friendly; averse to conflict

Prudence Adapts to ambiguity well, impulsiveDetail oriented, follows rules, executes plans;

inflexible

Inquisitive Grounded in practicality; but ‘short-sighted’Open, curious, seen as strategic; lacks

pragmatism

Learning Approach Hands-on learner; endures trainingTraditional ‘book-learner’; can be perceived as

know-it-all

Hogan Personality Inventory (HPI) Scales

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The Dark Side of PersonalityHogan Development Survey (HDS) Scales

Over-used strengths capable of impeding your performance

Excitable Moody, hard to please, and emotionally volatile

Skeptical Suspicious, sensitive to criticism, and expecting betrayal

Cautious Risk averse, resistant to change, and slow to make decisions

Reserved Aloof, uncommunicative, and indifferent to the feelings of others

Leisurely Overtly cooperative, but privately irritable, stubborn, and uncooperative

Bold Overly self-confident, arrogant, and entitled

Mischievous Charming, risk-taking, and excitement-seeking

Colorful Dramatic, attention-seeking, and interruptive

Imaginative Creative, but thinking and acting in unusual or eccentric ways

Diligent Meticulous, precise, hard to please, and micromanaging

Dutiful Eager to please and reluctant to act independently or against popular opinion

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Everyday Strengths Stress - Induced Derailers

Excitable Intense & energetic Moody & prone to overreacting

Skeptical Perceptive & shrewd Cynical & mistrustful

Cautious Careful & thorough Extremely reluctant to take risks

Reserved Independent & businesslike Stoic & disconnected

Leisurely Cooperative & agreeable Covertly resistant & insincere

Bold Confident & assertive Stubborn, arrogant, & smug

Mischievous Charming & jocular Irreverent & untrustworthy

Colorful Outgoing & animated “Showboating” & overwhelming

Imaginative Innovative & creative Off-the-wall & unrealistic

Diligent Detail oriented & hardworking Perfectionistic & demanding

Dutiful Supportive & loyal Ingratiating & deferential

The Dark Side of PersonalityHogan Development Survey (HDS) Scales

Over-used strengths capable of impeding your performance

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The Inside of PersonalityMotives, Values, Preferences (MVPI) Scales

Describes workplace values you consider most motivating & rewarding

Recognition Responsive to attention, approval, and praise

Power Desiring success, accomplishment, status, and control

Hedonism Orientated for fun, pleasure, and enjoyment

Altruistic Wanting to help others and contribute to society

Affiliation Enjoying and seeking out social interaction

Tradition Dedicated to strong personal beliefs

Security Needing predictability, structure, and order

Commerce Interested in money, profits, investment, and business opportunities

Aesthetics Needing self-expression, concerned over look, feel, and design of work products

Science Wanting knowledge, research, technology, and data

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The Inside of PersonalityMotives, Values, Preferences (MVPI) Scales

Describes workplace values you consider most motivating & rewarding

High scorers tend to value:

Recognition Public acknowledgement and “pats on the back”

Power Being in charge and being perceived as influential

Hedonism Fun, lighthearted, and open-minded work environments

Altruistic Actively helping others and providing excellent customer service

Affiliation Networking, building relationships, belonging to work group

Tradition Conservative org. cultures and personal-workplace values match

Security Secure, predictable, and risk-free work environments

Commerce Making and saving money and involvement in org. finances

Aesthetics Focusing on quality and product “look & feel”

Science Analytic problem solving and working with technology

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Participant Experience

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HoganDevelop reports use personality assessment to:

• Identify work strengths, shortcomings, core values

• Provide development and managerial tips

• Ensure that you get the most from your employees

• Employees get the most out of their careers

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• Identifies how people will act in various business circumstances

• Identifies strengths and shortcomings

• Includes detailed tips to help manage one’s career

Career Report

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• Identifies employees’ core values

• Compares values with various occupations and cultures

• Describes the type of environment in which one will be comfortable working and living

• Based on the MVPI only

Compass Report

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• Assesses ability to identify and manage your own and others' emotions

• Based on the HPI and HDS

• Provides an overall EQ score

• Provides scores for six emotional competencies

• Also includes discussion points for feedback

EQ Report

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• Provides information about an individual's strengths, performance risks, and core values.

• Selection/Development use

• Geared toward emerging and mid-level managers

• Based on HPI, HDS and MVPI

Insight Report Series

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• Identifies employees’ strengths and shortcomings and provides techniques for managing employees based on their personalities

• Designed to provide management tips to optimize employee performance

Manage Report

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HoganLead gives leaders a clear understanding of:

• Performance capabilities

• Challenges

• Core drivers

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• SafeSystem uses personality assessment to evaluate workers along six safety-related competencies

• Using SafeSystem, you can identify safety-minded candidates, focus and improve training, and recognize and repair safety-related gaps in your organizational culture

• Can be used for selection or development

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The Hogan Team Report provides leaders with valuable information about their teams’ strengths, weaknesses, values, and internal dynamics and equips them with the strategies they need to help their teams achieve their full potential.

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The Judgment Report is commonly used for development applications and offers

insight to help individuals make better decisions and more quickly recognize and

correct judgment-related mistakes.

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• Gives you a picture of your underlying motives and values and how these influence your behavior at work. You’ll see what your team thinks about working for you – and how engaged they feel as a result.

• Interpretive guidelines are shown alongside each section to help make sense of your scores.

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• Hogan Configure is a simple, but robust web-based platform that allows you to evaluate potential talent in prospective and incumbent employees

• Start from scratch, or from a pre-designed job family template that predicts what it takes to get the job done

• Add or remove personalized competencies to capture the nuances of a particular position or organizational culture

• View candidates side by side to understand the strengths and shortcomings each brings to the table, and who stands out

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Thank you

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Rebecca Callahanrcallahan@hoganassessments.com

11 S. Greenwood | Tulsa, OK 74120

800.756.0632

918.749.0632

hoganassessments.com

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