a ninja’s guide to personality assessments€¦ · confident, leader-like, competitive, and...
TRANSCRIPT
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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….
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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%
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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
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Trends Competencies
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Hard vs. Soft
Instead: Technical vs. Leadership
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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
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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.
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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.
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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 [email protected]
11 S. Greenwood | Tulsa, OK 74120
800.756.0632
918.749.0632
hoganassessments.com
Next Mimeo Webinar:
Handling Technology Trauma in the Virtual Classroom
Presented by Cynthia Clay, NetSpeed Learning
NEXT WEEK