Presentation Goals

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Presentation Goals

• Originations of Monsters
• Selection, Selection, Selection
• Hogan Personality Inventory (HPI)
• Hogan Development Survey (HDS)
• Motives, Values, Preferences Inventory (MVPI)
• Team Building

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Origination of Monsters

• Intended the creature to be beautiful
• However, when it awakens he is disgusted
• Giant of a man
• Deformed facial features
• Screw imbedded in neck

Frankenstein
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Origination of Monsters

• Theorized everybody
• Every thing in path
• Did not have to happen
• Because of flaws in his workmanship
• Created something they could not control

Frankenstein
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What Makes Monsters Dangerous?

• Today we still have monters
• Many work with me and you
• Our monsters are more dangerous
• Jason or Freddie Kruger

Frankenstein
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Origination of Monsters

• Hired
• Looked Normal
• Interviewed very well
• Resume was impressive
• Very talented
• Politically connected
• Came with President
• Other VIP

Frankenstein
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So Can You Do?

• Terminate
• Better selection process
• Professional Development
• Making weakness a strength

Frankenstein
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Why Does It Matter?

• Surveys suggest that 78 of leaders will
  struggle, or fail in their first year of
  appointment as a leader
• Recycled leaders keep reappearing across the
  college landscape
• Staff when surveyed says 67 of their stress is
  caused by poor management
• A leader impacts moral, moral impacts service,
  and service impacts profits

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Why Does It Matter?

• Bad managers alienate employees and create
  negative business outcomes
• What is the base rate of bad managers in business
  today?
• Depending on specifics, we estimate 50 to 75
• Bad managers interview well and are hired based
  on technical skill and business knowledge, not on
  talent for leadership

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Selection, Selection, Selection!(Or, Why waste
good time on bad people?!)
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Why Use Personality to Select?
When you think about the biggest hiring mistakes
you have made, what best describes the source of
the mistake?
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Selection
Talent Management
For which talent management applications is this
information applicable?
Recruitment and Hiring
On- Boarding/ Assimilation
Employee and Leadership Development
High Potential Programs
Succession Planning
Executives
Selecting candidates likely to be strong
performers
Getting new employees up to speed productive
as quickly as possible

• Improving the performance of current employees

• Identifying managing high potentials

Identifying individuals who are ready to move
into various roles within the organization
Assessment, Coaching, Team-Building
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Key Considerations General

• When using assessments to screen candidates, you
  should care about answers to three key questions

• Validity Have you shown a relationship between
  the assessment and job performance?
• Fairness Does the assessment produce adverse
  impact?
• Race
• Gender
• Age
• Standardization Do we (the organization) treat
  all applicants the same?

• Critical Questions
• Has the assessment been reviewed by an objective
  and reputable body?
• How are candidate screening guidelines
  established?
• Can the assessment provider produce a summary of
  validation results for jobs similar to the one
  under constzuction?

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At what stage in the candidate screening process
do you envision using the assessment process?

• Early Stage To screen out obvious no fits
• Mid Stage To provide the hiring manager with
  comparative information before they interview
• Late Stage To provide a detailed assessment of
  the final candidates
• Hire Stage To advise the hiring manager on
  performance management strategies or potential
  derailers

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Validate gt Configure gt Train gt Launch
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Questions at this point?
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Hogan Assessment Tools Track Record

• Assessed over 500,000 working adults
• Studied performance in over 500 different job
  titles.
• Successfully predicted job performance in jobs
  ranging from Janitor to CEO
• No practical mean scale differences by gender or
  race/ethnicity (no legal liability)

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The Iceberg Analogy
Business Results
People Results
What You Do
Behaviors
Skills
How You Do It
HOGAN Assessments
Personality (s/-s)
Why You Do It
Values
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Why is Personality Important?

• Underlies our behavior, actions, reactions,
  interactions with others
• Provides insight into how we manage change,
  conflict, and people
• Provides valuable information on individual
  strengths and blind spots
• Influences our effectiveness at building and
  maintaining work relationships

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A Few Considerations about Personality

• No such thing as a right or wrong personality
  profile.
• Everyone has different strengths and
  opportunities.
• Everyone learns to leverage their profile in
  different ways.
• Diverse styles are important!

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Implications for Development
Development Cycle
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Hogan Assessment Tools 2 Key Concepts

• Built upon statistical relationships with
  observed behavior (called reputation)
• Designed to accurately predict aspects of job
  performancethe descriptions indicate
  probability, not certainty

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Key Concept Reputation
Reputation the you we know you to be
Identity the you that you know
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Statistical Analysis
We study what other people say about those who
answer an item in a particular way.
We dont care what people say about them-selves
we dont care how they answer any given item. 
The YOU that YOU know is hardly worth knowing
Robert Hogan
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Hogan Assessment Results

• You respond to items based on your identity
• Your response pattern is correlated with a
  description
• Each description is derived from a research-based
  reputation
• The descriptions are compiled into a report
• A report is an overall summary of a persons
  likely reputation

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Your responses represent
I am a fun, spontaneous individual that looks
forward to starting each day with a clean slate,
ready to meet whatever challenges life has to
offer.

• (Hogan test items)
• I frequently do things on impulse.
• People think Im a non-conformist.
• I like to do things on the spur of the moment.
• I never know what I will do tomorrow.
• Sometimes I enjoy going against the rules.

True False
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Our interpretation represents

• (Hogan test items)
• I frequently do things on impulse.
• People think Im a non-conformist.
• I like to do things on the spur of the moment.
• I never know what I will do tomorrow.
• Sometimes I enjoy going against the rules.

True False
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Hogan Leadership Forecast Series
Potential Report Hogan Personality Inventory
(HPI)Assesses normal personality as it relates
to success in a job or career
D I S C L O S U R E
Challenge Report Hogan Development Survey
(HDS)Assesses 11 patterns of behaviors that can
lead to career derailment
Values Report Motives, Values, Preferences
Inventory (MVPI)Assesses core values related to
organization and career fit
FEEDBACK
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HPI Potential Report

• Provides insight regarding how others describe
  day-to-day approach to work and leadership
• Presents assessment results in graphic form
• Describes the implications of each assessment
  scale scores in general-, leadership-, and
  competency-specific terms
• Provides tips for development based on score on
  each assessment scale

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HPI Performance Strengths
The Hogan Personality Inventory (HPI) is a
measure of normal personality, which concerns
strengths and skills that enhance an individuals
careerthese tendencies are noticed quickly by
others.
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Hogan Personality Assessment Tools
Hogan Personality Inventory (HPI)Assesses normal
personality as it relates to success in a job

• Design
• 7 primary scales
• Interpretation is job specific
• Extreme scores can hinder
• performance
• Multiple scales are used to
• make interpretations
• Represents typical
• performance

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HPI ScalesBrief Definitions
Low Avg High
Scale Adjustment Ambition Sociability Interpe
rsonal Sensitivity Prudence In
quisitive Learning Approach
Remains calm under pressure or heavy workloads
Leader-like, competitive, and results focused
Needs social interaction, approachable
Perceptive, tactful, friendly
Planful, conforming, dependable
Creative and a resource for ideas and problem
solving
Enjoys learning, achieving, and staying current
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65
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Shortcomings of High Scores

• Adjustment wont listen
• Ambition intimidate staff
• Sociability flighty and distractible
• Interpersonal Sensitivity conflict avoidant
• Prudence change resistant
• Inquisitive eccentric and impractical
• Learning Approach know-it-all

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Benefits of Low Scores

• Adjustment eager for feedback
• Ambition good team player
• Sociability focused
• Interpersonal Sensitivity handles rejection
• Prudence flexible
• Inquisitive practical
• Learning Approach learns through experience

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Uses of the HPI

• Selection
• Career Pathing
• Career Coaching and Individualized Assessment
• Promotion and Succession Planning

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HDS Challenge Report

• Highlights stress- or complacency-induced
  response tendencies capable of impeding
  performance
• Presents assessment results in graphic form (page
  5)
• Describes the implications of each of assessment
  scale scores in general-, leadership-, and
  competency-specific terms (pages 6-16)
• Provides development tips based on the assessment
  scales indicative of counterintuitive response
  tendencies (pages 17)

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. . . the HDS measures the dark side of
personality.
Whereas the HPI measures the bright side of
personality . . .
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Hogan Personality Assessment Tools
Hogan Personality Inventory (HPI)Assesses normal
personality as it relates to success in a job or
career
Hogan Development Survey (HDS)Assesses 11
patterns of behaviors that can lead to career
derailment

• Design
• 11 primary scales
• Occupational derailment
• characteristics
• Everyone has one or two
• elevations

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HDS Performance Risks
The Hogan Development Survey is a measure of
performance risk factorsproblematic behaviors
that can derail an individuals career.
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HDS Performance Risks
These dark side tendencies appear after
prolonged exposure, during times of stress,
and/or heavy workloads.
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Dark Side Triggers
Positive, Productive Behavior
Potentially Negative Behavior
No Risk
Low Risk
Moderate Risk
High Risk
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Interpreting Risk Scores
No Risk 0-39
Low Risk 40-69
Moderate Risk 70-89
High Risk 90-100
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HDS ScalesBrief Definitions
Scale Excitable Skeptical Cautious Reserved Leis
urely Bold Mischievous Colorful Imaginative Dilige
nt Dutiful
No Risk Low Risk Moderate Risk
High Risk
Moody, hard to please and a tendency to erupt
Alert, mistrustful, and easily offended
Seems unassertive, defensive fearful of making
mistakes
Unconcerned about the feelings of others, aloof
Overtly cooperative, but privately irritable
uncooperative
Unusually self-confident with inflated views of
competency
Socially skilled, carefree, risk taking
excitement seeking
Dramatic and enjoys being the center of attention
Acts thinks in creative and sometimes eccentric
ways
Meticulous, perfectionistic, compulsive, and
conscientious
Eager to please, ingratiating, and reluctant to
take action
90
90
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Excitable

• Concerns seeming moody and hard to please, and
  being enthusiastic about new persons or projects
  and then suddenly disappointed with them

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High scorers are seen as
but may cross the line and become
Moody and hard to please
Intense and energetic
Excitable
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Skeptical
Concerns seeming cynical, mistrustful, doubting
others true intentions, and feeling mistreated
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High scorers are seen as
but may cross the line and become
Cynical and distrustful
Bright and perceptive
Skeptical
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Cautious

• Concerns seeming resistant to change and
  reluctant to take risks or chances due to an
  unusual fear of criticism or failure

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High scorers are seen as
but may cross the line and become
Reluctant to take risks
Conservative and unassertive
Cautious
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Leisurely

• Concerns seeming independent, ignoring peoples
  requests, and becoming resentful if they persist

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High scorers are seen as
but may cross the line and become
Stubborn and resentful
Cooperative and cheerful
Leisurely
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Mischievous

• Concerns seeming charming, enjoying risk taking,
  pushing the limits, being easily bored, and being
  impulsive

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High scorers are seen as
but may cross the line and become
Manipulative and exploitative
Charming and interesting
Mischievous
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MVPI The Inside View
The MVPI is a measure of valuespersonal
drivers that indicate what kind of jobs, work
structures, and organizational environments will
be most satisfying.
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MVPI Work Culture Fit
The MVPI is an excellent tool to determine how
well a person will fit with a job and with a
team, department, or organization.
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MVPI ScalesBrief Definitions
Scale Recognition Power Hedonism Altruism Affili
ation Tradition Security Commerce Aesthetics Scien
ce
Low Average
High
Responsive to attention, approval, praise and
recognition
Desires success, accomplishment, status and
competition
Motivated by fun, pleasure, and good company
Concerned with social justice and improving
society
Enjoys frequent and varied social interaction
Dedicated to established procedures
conservative values
Desires certainty, predictability, order
control in life
Interested in financial, business-related matters
money
Interested in culture, good taste attractive
surroundings
Desires knowledge and the pursuit of data
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65
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Recognition

• Recognition motives are associated with a desire
  to be known, recognized, visible, even famous,
  and with a lifestyle guided by opportunities for
  self-display and dreams of achievementwhether or
  not they are actualized.

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Recognition Motivators

• Public rewards for accomplishments
• High profile projects
• Participation in company activities
• Value networking and external relationships

• Accomplishments recognized
• High profile and center of attention
• Personal impact
• Value colleagues who give feedback

Organizational Fit
Leadership Implications
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Power Motivators

• Challenging assignments
• Produce results be industrious
• Win and beat the competition
• Drive projects to completion

• Evaluate in terms of accomplishments
• Strategic about pursuing goals
• Motivated by competition and achievement
• Staff motivated by tough assignments

Organizational Fit
Leadership Implications
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Hedonism

• Hedonistic motives are associated with a desire
  for pleasure, excitement, variety, and a
  lifestyle organized around good food, good
  drinks, entertaining friends, and fun times.

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Hedonism Motivators

• Expression, spontaneity
• Help others have a good time
• Informal and relaxed
• Opportunities to have fun is motivating

• Keep things fun and interesting
• Chooses fun-loving staff
• Work hard and play hard mentality
• Focus on enjoyable parts of job

Organizational Fit
Leadership Implications
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Altruistic

• Altruistic motives are associated with a desire
  to serve others, to improve society, to help the
  less fortunate, and a lifestyle organized around
  making the world a better place to live.

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Altruistic Motivators

• Encourage assisting others
• Both morale and accomplishments
• Volunteerism and giving back
• Flexibility with personal problems

• Cares about welfare of staff
• Enjoys helping others
• Advocate for staff needs
• Desire to please others create team commitment

Organizational Fit
Leadership Implications
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Affiliation

• Affiliative motives are associated with a need
  for frequent social contact and a lifestyle
  organized around social interaction.

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Affiliation Motivators

• Stay in contact with others
• Develop networks and alliances
• Teamwork and collaboration
• High value on open door accessibility

• Opportunities to network/meet others
• Be accessible and socialize with colleagues
• Group decision making
• May have difficulty with negative feedback

Organizational Fit
Leadership Implications
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Tradition

• Traditional motives are associated with a concern
  for morality, high standards, family values,
  appropriate social behavior, and a lifestyle
  guided by well-established principles of conduct.

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Tradition Motivators

• Disciplined behavior
• Old-fashioned values
• Emphasize right and wrong
• Hard work, loyalty, respect for authority

• Rules, standards, and sense of appropriate
  behavior
• Principled approach to life care about right and
  wrong
• Even-handed, but somewhat set in ways

Organizational Fit
Leadership Implications
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Security

• Security motives are associated with a need for
  structure, order, predictability, and a lifestyle
  organized around planning for the future and
  minimizing financial risk, employment
  uncertainty, and criticism.

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Security Motivators

• Rule compliance
• Emphasizes safety and standard procedures
• Job security
• Minimizes financial risk-taking

• Predictable work environment good job security
• Reluctant to take chances that might enhance
  earnings and status
• Values subordinates who do jobs without creating
  problems

Organizational Fit
Leadership Implications
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Commerce

• Commerce motives are associated with an interest
  in earning money, realizing profits, finding
  business opportunities, and a lifestyle organized
  around investments and financial planning.

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Commerce Motivators

• Emphasizes profitability
• Premium on business development for financial
  gain
• Success advancement, compensation, personal gain

• Money keeping score financial success
• Make money and get ahead
• Strong focus on financial concerns may overlook
  non-monetary motivators

Organizational Fit
Leadership Implications
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Science

• Science motives are associated with an interest
  in new ideas, new technology, an analytical
  approach to problem solving, and a lifestyle
  organized around learning, exploring, and
  understanding how things work.

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Science Motivators

• Expect people to use technology
• Data-driven vs. intuitive decision making
• Analysis and investigation
• Emphasizes the advantages of technology

• Use data to find trends and solve problems
• Enjoy analytical approach (More data)
• Enjoy working with analytical people and problem
  solving colleagues

Organizational Fit
Leadership Implications
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Values, Leadership and Culture

• The composite values profile of the leadership
  team has more impact on defining the
  organizational culture than any other factor.
• What kind of culture did we say we needed to
  achieve the strategic challenges?

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Putting It All Together
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The Purpose of Team Development

• Purpose of team development is to identify
  important team behaviors that transcend
  individual behaviors.
• If these behaviors are supported throughout the
  leadership team, the organization will move more
  rapidly toward the desired future state.

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Hogan Value Leadership Chain
HPI / HDS
Staff Morale
Behavior
MVPI
Leadership Style
Business Unit Performance
Personality
Culture
Values
What are the implications of our Team Assessment
Results on our staff morale and our core values?
How does that affect our Business Unit
Performance?
HBRI
Strategy Staffing
Decision Making
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Why Focus On Teams?

• Over the last decade, organizational use of teams
  has increased dramaticallyat least 48 of
  organizations use teams to accomplish objectives
• Few objectives are accomplished based solely on
  individual work
• Individuals devote at least a proportion of their
  efforts to tasks requiring collaborative work54
  of individuals spend at least 30 of their day in
  a team setting
• Evidence suggests that teams work approximately
  only half of the time

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Group Reports
Composite Profile
Spaghetti-Graph
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Recap

• We all have monsters!
• Hogan assessments help understand them with the
  why you do things
• Knowing why helps you leverage your strengths
  and work on opportunities . . .
• . . . but the challenge is putting insights into
  action!

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Dwayne M. Crew Director Human Resources Fort
Valley State University 478-825-6301 crewd_at_fvsu.ed
u
Thank you for attending!
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Questions?