Hogan produces a line of top-quality and fully validated assessments focusing mainly on the upper echelons of business organizations throughout the world.
The company’s database contains information from hundreds of thousands of working adults across multiple businesses worldwide. This extensive database permits assessing industries and individuals. Hogan’s intricate interpretation process yields insights into talents, values, and potential derailers that can block an executive’s career success.
Hogan is the only provider of a comprehensive report on personality traits that could torpedo success for the individual, which is the main reason I use it in my success-oriented coaching practice for executives. The main assessment that I use has the following three components:
Hogan Development Survey (HDS)
This measures risks or tendencies that can interfere with the person’s success This measures risks or tendencies that can interfere with the person’s success if highly present. Hogan calls these risks the “dark side of personality.”
Essentially, they are good traits that can go south under certain circumstances emerging when the leader is under stress, caught up in unbridled power, or even overly complacent. Though the eleven risk categories vary from person to person, some occur more often in certain industries.
The extent to which any of the risks are present in any one individual is measured by the HDS, and coaching around the risks is essential to long-term success. According to Hogan, about 50 percent of senior leaders in business fail due to a blend of these high traits. The eleven dimensions measured are:
- Excitable— from emotional calmness to explosiveness. Overly enthusiastic regarding people and/or projects and then becoming disappointed with them.
- Skeptical—from having confidence in others to expecting to be disappointed
- Cautious—from confident willingness to undertake new ventures to cautious reluctance to try new things
- Reserved—from caring about the problems of others to seeming indifferent or lacking concern
- Leisurely—from being cooperative, cheerful & open to feedback to being stubborn, irritable, and privately resentful
- Bold—modest & self-restrained to assertive self-promotion and unrealistic expectations of success and power
- Mischievous— seeming quiet, unassuming and responsible, to seeming bright, charming, impulsive and limit testing.
- Colorful—behaviors from modesty and quiet self-restraint, to being dramatic and colorful.
- Imaginative—from being level-headed, sensible, and practical to imaginative, unusual, and unpredictable
- Diligent—from relaxed, tolerant & willing to delegate to meticulous, picky, critical and overly conscientious
- Dutiful—from independent & willing to challenge authority to being conformant and reluctant to take independent action
Hogan Personality Inventory (HPI)
This is termed a bright-side measurement of leadership potential on seven unique scales. These are potential success traits the executive naturally brings to the table.
- Adjustment—the degree to which a person is calm and even tempered or moody and volatile. High scorers seem confident, resilient, and optimistic. Low scorers seem tense, irritable, and negative.
- Ambition—evaluates the degree to which a person seems leader like, seeks status, and values achievement. High scorers seem competitive and eager to advance. Low scorers seem unassertive and less interested in advancement.
- Sociability—the degree to which a person appears talkative and socially self-confident. High scorers seem outgoing, colorful, and impulsive. Low scorers seem reserved and quiet; they avoid calling attention to themselves and do not mind working alone.
- Interpersonal sensitivity—reflects social skills, tact, and perceptiveness. High scorers seem friendly, warm, and popular. Low scorers tend to be practical, focused, and able to concentrate for long periods.
- Prudence—concerns self-control and conscientiousness. High scorers seem organized, dependable, and thorough; they follow rules and are easy to supervise. Low scorers seem impulsive and flexible and resist rules and close supervision but may be creative and spontaneous.
- Inquisitive—the degree to which a person seems curious, adventurous, and imaginative. High scorers tend to be quick witted and visionary, and low scorers tend to be practical and focused.
- Learning approach—reflects the degree to which a person enjoys academic activities and values education as an end in itself. High scorers tend to enjoy reading and studying. Low scorers are less interested in formal education and more interested in hands-on learning on the job.
Motives, Values, Preferences Inventory (MVPI)
This assessment measures the individual’s core values and how they potentially impact the leadership role in four ways: drivers and motivators, organizational fit, leadership style and culture, and unconscious biases. These are referred to as inside measurements.
- Recognition—indifference to visibility vs. wanting to be noticed. High scorers seek fame, appreciation, and acknowledgment while low scorers are not concerned about official attention.
- Power—indifference to achievement and competition vs. being perceived as influential. Low scorers typically follow while high scorers tend to take charge and forge ahead.
- Hedonism—serious and self-disciplined vs. fun loving and enjoyment seeking. Low scorers are restrained and self-disciplined; high scorers are fun loving and want to enjoy work.
- Altruistic—valuing self-help vs. wanting to help others. Low scorers believe in self-reliance; high scorers selflessly extend help to others.
- Affiliation—independent vs. wanting social contact. Low scorers prefer to work alone; high scorers search for interaction, social acceptance, and networking.
- Tradition—valuing progress and change vs. history and convention. Low scorers challenge the status quo and are open to change; high scorers respect hierarchy, authority, and the ways of the past.
- Security—risk tolerant vs. risk averse. Low scorers easily tolerate uncertainty and risk; high scorers value defined clarity and predictability.
- Commercial—indifference to financial matters vs. focused on commercial outcomes. Low scorers have modest financial aspirations; high scorers pay close attention to financial matters.
- Aesthetics—practical vs. creative. Low scorers care about functionality; high scorers care about creative self-expression and the look and feel of their work.
- Science—intuitive vs. analytic. Low scorers prefer quick, intuitive decisions; high scorers prefer deliberate, data-base decisions.