PERSONALITY ASSESSMENT & APPLICATIONS - … to edit Master title style PERSONALITY ASSESSMENT & APPLICATIONS ©2013 Hogan Assessment Systems Scott Gregory, Ph.D. …

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PERSONALITY ASSESSMENT & APPLICATIONS

©2013 Hogan Assessment Systems

Scott Gregory, Ph.D.

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Presented to MNODN, September 12, 2013

Click to edit Master title style AGENDA

• Personality assessments poll

• Why is personality important?

• Perspectives on personality

• Reputation

• The bright side, the dark side, & the inside

• Applications

2 ©2013 Hogan Assessment Systems

Click to edit Master title style ASSESSMENT POLL

1. How many use assessments?

2. What is your “go to” assessment?

3. What are your key applications for assessment?

©2013 Hogan Assessment Systems 3

Click to edit Master title style WHY IS PERSONALITY IMPORTANT?

• Underlies our behavior, actions, reactions, and interactions with others

• Provides insight into how we lead others, manage change, execute business strategies, manage conflict, and build and maintain relationships

• Provides valuable information on strengths, blind spots, and fit with the culture of an organization, team, or job

• Predicts things that matter, like performance, safety, leadership ability


Click to edit Master title style 2 APPROACHES TO DEFINITION

• Identity – Who you really are, way down deep.

– Freud & Jung

– MBTI

– DISC

• Reputation – Others’ observations of what you do.

– Bob Hogan

– HOGAN INSTRUMENTS



Reputation: the you we know

you to be

Identity: the you that

you know


Click to edit Master title style IDENTITY VS. REPUTATION

We aren’t concerned about what people say about themselves or how they answer any given item.

We study what other people say about those who answer an item in a particular way.



• 100 years of research on identity has produced no results.

– Hard to study, no consistent assessment base, no generalizations, no conclusions, but irresistible.

• 20 years of research on reputation has been highly productive.

– Easy to study, Five-Factor Model assessment base, lots of generalizations.


FIVE FACTOR MODEL


Click to edit Master title style LEVELS OF MEASUREMENT

Type = Zip Code

Trait = Structures

Reputation = Photo of you


3D PHOTO


The work environment you will strive

to create

Values

Performance risks that could get in the way

Risks

Characteristics you possess to

create it

Strengths

THE BRIGHT SIDE THE DARK SIDE THE INSIDE

Click to edit Master title style ASSESSMENTS

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HOGAN PERSONALITY INVENTORY

• Day to day approach to work and interactions with others

HOGAN DEVELOPMENT SURVEY • Tendencies that may derail performance or relationships

MOTIVES, VALUES, PREFERENCES INVENTORY • Core values and motivational drivers


Click to edit Master title style HOGAN PERSONALITY INVENTORY


Click to edit Master title style HOGAN PERSONALITY INVENTORY (HPI)

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• Behaviors used to reach our goals

• Consistently demonstrated daily

• Noticed by others as reputation

High or low scale scores may be strengths or shortcomings depending upon the demands of the job environment.


FIVE FACTOR MODEL


HPI

Adjustment

Ambition

Sociability

Interpersonal

Sensitivity

Prudence

Inquisitive

Learning Approach

Factor

Emotional Stability

Extraversion

Agreeableness

Dependability

Openness to

Experience

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Click to edit Master title style HPI SCALES

Adjustment Resiliency: Stress tolerance, composure, and outlook

Ambition Leader-like tendencies: expectations for self/others, initiative, and self assuredness

Sociability Extraversion: social pro-activity & presence

Interpersonal Sensitivity

Communication style: diplomatic vs. direct

Prudence Conscientiousness: attention to detail, process focus, and following rules

Inquisitive Decision-making/problem-solving approach: strategic vs. pragmatic

Learning Approach Learning style: “traditional” and continuous vs. hands-on and just-in-time


Click to edit Master title style HOGAN DEVELOPMENT SURVEY


Click to edit Master title style DERAILERS

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Derailers are often blind spots, or performance risk factors, that are counterproductive, inhibit interpersonal relationships, and hinder one’s ability to build and lead a team.



The base rate of managerial incompetence is about 50%, and research on managerial

failure points to overriding personality defects as a key issue.


Click to edit Master title style FAIL! DO YOU KNOW THESE GUYS?

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Ken Lay

Angelo Mozilo

Jimmy Cayne

Anthony Weiner

Dick Fuld


Click to edit Master title style STILL NOT CONVINCED?


“Dear Jamie,

Since you decided to say “Cancer is not an excuse” and think it’s OK to swear at your employees like you do ALL the time…WE QUIT.

THIS is why you can’t keep a store manager longer than a year. You abuse your roll [sic] and staff. Enjoy the fact that you lost a store manager, co-manager, and key holder in the middle of Back to School. Think next time you treat people the way you do.

We aren’t allowing it anymore.

Niki, Jess, TJ”

Blog, By Elise Solé, Shine Staff | Healthy Living

http://shine.yahoo.com/blogs/healthy-living/


• 11 Derailers

• May represent coping behaviors or infrequently overused strengths

• Likely to emerge: • during stress • during times of change • when individuals stop self

monitoring – boredom or comfort

• Can be addressed with self-awareness and a development focus

HOGAN DEVELOPMENT SURVEY


Click to edit Master title style HDS SCALES

High scorers prone to crossing the line from being…

…. to becoming….

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


Click to edit Master title style HDS VIDEOS


You can find videos for all HDS scales at the following web address: http://www.howdoyouderail.com/

http://www.howdoyouderail.com/

CLUSTERS


Excitable

Skeptical

Cautious

Reserved

Leisurely

Bold

Mischievous

Colorful

Imaginative

Diligent

Dutiful

Moving Toward People

Managing stress by: building alliances, winning

favor or popularity, pursuing perfectionism

Moving Away From People

Managing stress by: Avoiding true

connections with others, creating physical

or emotional distance from others, or

causing others to move away from them

Moving Against People

Managing stress by dominating,

manipulating, and exerting influence over

others; also called “the charisma cluster.”

Click to edit Master title style MOTIVES VALUES PREFERENCES INVENTORY



Fit with Organizational Culture

Employee Motivation Factors

Leadership Environment

Unconscious Biases

MOTIVES VALUES PREFERENCES INVENTORY

→

→

→

→



• XXXX

MVPI SCALES

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MVPI Scale Higher 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



APPLICATIONS


ASSESSMENT APPLICATIONS


Pre-employment Assessment

and Selection

On-boarding and Employee Development

Leadership Development

Team Development

Career Development

Organizational Analysis

Click to edit Master title style SMALL GROUPS: EXTEND YOUR CURRENT REACH

• Start with one of your preferred approaches.

• Think about how you might extend it with one or all of the Hogan instruments

– Individual Leadership Development

– Team Development

– Organizational Analysis


TABLE TEAMS - APPLICATIONS


Pre-employment Assessment

and Selection

On-boarding and Employee Development

Leadership Development

Team Development

Career Development

Organizational Analysis

Click to edit Master title style LEADERSHIP DEVELOPMENT CYCLE

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MVPI

What environment are you striving to create?

HPI

What strengths will help you get there?

HDS

What obstacles may get in your way?


Click to edit Master title style INDIVIDUAL LEADERSHIP DEVELOPMENT

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DEVELOPMENT OBJECTIVES

DEVELOPMENT ACTIONS


Derailers

Strengths

Values

Organization Goals Unit/Function Goals Performance Goals

Click to edit Master title style COACHING


Click to edit Master title style TEAM DEVELOPMENT








Click to edit Master title style ORGANIZATIONAL DEVELOPMENT

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Your company’s/client engagement survey indicates poor engagement in Division ABC and you are wondering why, and what you might do about it… …we think it could be Division ABC’s leader


Click to edit Master title style ORGANIZATIONAL DEVELOPMENT

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Your client, a family-owned business, has a creative culture, but seems to have trouble turning ideas into reality… …modal scores of the 4 key family business leaders on the MVPI provide some insight



Questions?


Click to edit Master title style ABOUT HOGAN

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Leader in personality-based assessment solutions

Experts on talent identification and development

Premier provider of leadership and executive solutions

Authority on leadership derailment

Global presence in 40 countries and 30+ languages

Extensive coaching/consulting network

Since 1987, Hogan has helped organizations build a competitive worldwide

advantage through superior employee selection and development.



Thank you!


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PERSONALITY ASSESSMENT & APPLICATIONS - … to edit Master title style PERSONALITY ASSESSMENT & APPLICATIONS ©2013 Hogan Assessment Systems Scott Gregory, Ph.D. …