APS Blog

Do Values Matter

Wed, 25 Feb 2026 12:00:00 Z

It’s 07:36 on a crowded platform and it’s just been announced that all morning trains into the city have been cancelled due to a signalling issue. There’s a ripple of movement as hundreds of passengers react to the news.

We’ve all been in similar situations. Cancelled trains, missed buses, a car that won’t start. How do people tend to respond in those moments? Do they immediately email the office? Open journey apps, scanning for alternative transport? Pace up and down, venting their frustration aloud?

Sometimes we’re not alone when disruption hits. What happens when you’re in a group—colleagues, friends, family—and everyone responds differently? The planner clashes with the panicker. The joker annoys the worrier. The pragmatist tries to rally the team, while someone else just wants to be left alone. Individual reactions collide. Tensions surface. What started out as one shared problem sparks a series of relationship conflicts.

And it’s not just on train platforms or neighbourhood streets. The same thing happens in meeting rooms, in project kick-offs, during any moment of sudden change at work - A key client postpones. Budgets are unexpectedly cut. New regulations land overnight. The plan everyone agreed on yesterday is thrown up in the air. Any disruption triggers ripples of reactions.

So, what if it’s not the disruption itself that derails high-performing teams, but the clash of what each person is naturally inclined to protect, prove or prioritise? What’s really at play in these moments are individual values—what Hogan describe as “the interests, motives, and drivers that shape what a person strives to attain in life.” Values set the agenda for what each person feels urged to defend or restore during disruption. They’re often unconscious, internalised early and rarely spoken aloud, but they govern the decisions people make—whether to stand firm, compromise, seek harmony, or push forward.

What it can look like

A manager driven by Security pushes to pause all non-essential activity when budgets tighten. If colleagues who value Aesthetics see their work deprioritised without discussion, this could lead to frustration and a drop in visible creative energy.
As a commercial opportunity emerges, a leader motivated by Commerce lobbies for a fast pivot toward high-value clients. Others, focused on Altruism, might actively resist, citing values misalignment. The impasse becomes a flashpoint for previously unspoken tensions—and focus drifts from execution to internal disagreement.
In urgent discussions, someone with a strong Power drive makes rapid, unilateral calls. Team members who favour Affiliation or Hedonism could disengage, pulling back from the conversation and shifting concerns to private side channels rather than addressing them upfront.

If leaders don’t know what really drives them, or those around them, are they likely to explore ways to explain the driving forces behind their decisions? Will they be equipped to understand why some people applaud their behaviour, whilst others barely tolerate it? And what’s at stake if they don’t develop these skills? Hogan notes, “Misaligned values between organisations and leaders, organisations and teams, or organisations and individuals can all cause workplace conflict.” In practice, this means projects stall, talented people move on, and energy gets lost to workarounds or silent disengagement. The cost isn’t always visible in the moment, but shows up through missed opportunities, hard-to-explain turnover, and outcomes that don’t match the team’s real potential.

What might help?

If these situations resonate, here’s some strategies we’ve seen move the needle:

Share individual leader MVPI profiles 1:1: Bring hidden drivers into awareness; give leaders language for their own instincts and blind spots, supporting better decision accountability in high-pressure moments.
Share anonymised MVPI profiles with teams: Make underlying team dynamics discussable in the open, diffusing personal judgement and helping uncover where value clashes explain recurring friction or misfires.
Map MVPI profiles against future team needs in recruitment and succession decisions: Surface where current values coverage is robust—or missing—so you can avoid reinforcing blind spots, build intentional diversity of drivers, and make sure appointments align with strategic direction.

Reference
Robinson, E. (2024). The Importance of Values | Hogan Assessments. [online] Hogan Assessments. Available at: https://www.hoganassessments.com/blog/the-importance-of-values/.

Under the Surface: Spot Risks With Hogan

Wed, 28 Jan 2026 12:00:00 Z

Some of a team’s biggest setbacks happen beneath the surface: behaviours that quietly undermine trust or momentum without obvious warning. With 61% of employees citing culture as their reason for leaving (Percy, 2024), it’s clear that the real cost of inaction is steep.

“You would have to hire four superstar performers to make up for the value destroyed by a single toxic employee,” warns Hogan’s Chief Science Officer, Ryne Sherman (2025).

This is why early risk-spotting matters - practitioners who can detect issues before they escalate help protect both business results and workplace wellbeing.

What (and Who) is ‘Toxic’?

Hogan’s research makes it clear: there’s no single “type” that creates toxicity. As Sherman puts it, “People aren’t toxic, but bad behaviour at work is.” These behaviours can range from discrimination and manipulation to impulsivity or aggression - and they often go unnoticed until the damage is done. Hogan’s data doesn’t just describe these problems after the fact; it offers specific pattern signals that let you predict where toxic behaviours could emerge next, even in high performing teams that appear successful on the surface.

Predicting Risks

Hogan’s research points to several scale patterns that may signal increased potential for the kinds of behaviours that undermine culture:

Manipulation: Sometimes observed with higher Mischievous scores.
Impulsivity: May be more likely with low Prudence, high Mischievous, or low Adjustment scores.
Aggression/Hostility: Can be associated with low Adjustment or low Prudence.

Spotting these patterns, especially in team data, gives practitioners a chance to raise awareness and introduce safeguards before behaviours become a problem for the team or organisation.

Insights to Action

Here’s how you can use Hogan data to take preventative action:

Scan for potential risk clusters: Identify if more than one team member scores high on Mischievous or low on Prudence, or if several individuals share patterns linked to impulsivity or aggression. Make note of these clusters, even if the team’s results are generally strong.
Highlight possible future impact: Clearly outline what these patterns might mean if left unaddressed. For example: “Current data suggests a tendency towards risk-taking or testing boundaries: valuable for innovation, but more structured decision-making or defining of roles could help.”.
Prompt reflection and ownership: Invite those receiving feedback to share their own examples or observations. For example: “Are there times when you’ve seen the strengths of a ‘high mischievous’ profile start to tip into risk?”.

Final Thoughts

Every Hogan debrief, report, or data summary offers an opportunity to make risk visible, prompt reflection, and reset habits before issues take root. By inviting your senior leaders to complete Hogan, and sharing both individual and team-level insights, you’re helping build a high-trust, resilient workplace.

References

Robinson, E. (2025, September 19). The hidden cost of a toxic workplace environment. Hogan Assessments. https://www.hoganassessments.com/blog/cost-of-toxic-workplace-toxic-employees

Percy, S. (2024, August 1). Safe to speak up? 4 Ways to build Psychological Safety at work. Forbes. https://www.forbes.com/sites/sallypercy/2024/07/24/safe-to-speak-up-4-ways-to-build-psychological-safety-at-work/

Case Study: From Technical Experts to Engaged People Leaders

Fri, 13 Jun 2025 12:00:00 Z

Since 2023 APS have been working with a prominent healthcare organisation to unlock hidden leadership potential —driving engagement, performance and retention.

Background:

In many healthcare and professional services contexts, teams generally expect their leaders to have technical expertise - typically resulting from years of direct application experience - in order to be seen as credible. Such roles often call for sensitive communication with patients and an ability to cope with the pressure of high demand, limited resources, and tension. Morale levels and attrition are often effects of such situations, which adds further pressure - challenging clinical leaders to work on their teams in addition to the demands of their core professional calling.

An effective development programme typically starts with helping participants become aware of what their strengths are and why they should work on any development to help gain more effective results personally, for the teams and for the organisation. As you would expect, PhD level leaders are smart and deal with complex issues day to day – they expect evidence-based diagnostic tools and approaches that are backed up with significant research and scientific grounding.

Feedback following previous participant experiences indicated a disappointment with tools used, comments suggested they seemed shallow, generic and technically superficial. As a result, participants saw little value and impact on their day to day work. Despite best intentions by HR, this didn’t help them to help their colleagues.

Our Approach

1. Assess and Reflect

Provide Hogan Assessment tools to help participants understand their reputation at work – what drives them, likely every-day behaviour in the workplace, how they react to pressure and how all this compares to other adults.

Help the HR team to acquire the knowledge of such tools to support deployment and build collective insight and buy-in regarding strengths, focus and skill development areas - both individually and collectively.

Rapid Deployment of Hogan Assessments: Delivered within four weeks of first contact. In-house certification workshops enabled HR to own and interpret the data—predicted to cut recurring assessment costs by over 50%.

2. Exposure and Experience

Ongoing expert support: APS advisors worked alongside the cohort to guide initial debriefs and continue to maximise the value they were getting from the tools. APS consulted with the organisation about the benefit of understanding collective characteristics for cohorts of leaders, and agreed with the client to provide a bespoke “Team Insights Masterclass©” synthesising individual profiles into collective leadership dynamics.

3. Skills Development & Performance Tracking

Hands-on group development: Interactive workshops to translate assessment insights into real-world peer-to-peer strategies. Key focus areas included on self-awareness, communication styles and the ripple effect of senior leaders’ behaviours.

This approach provided insights about some of the frequently identified strengths of leaders within the organisation and also emphasised the challenges arising as a result of some ‘over-played’ characteristics. This opened the door for collective discussions about how to drive change and have a positive impact on the culture of the organisation and placed more focus on self-development, people leadership and organisational influence.

The “Aha” Moment

During the Masterclass, leaders realised that understanding their own tendencies wasn’t just “nice to have”—it was the linchpin to building team morale and sustaining high performance. That shift from technical command to people-centred leadership sparked genuine curiosity: “What else could we achieve if we channelled this insight across the organisation?”

Potential Outcomes

Psychometrics become indispensable: Hogan Assessments are becoming the go-to tool for leadership programmes in the teams we have worked with so far, anticipated to boost HR-led engagement.
Leadership pipeline: Advanced Leaders, Future CEOs and Medical Directors receive Hogan Assessments, executive coaching and targeted masterclasses—a closed loop from assessment to measurable growth.
Behavioural agility unlocked: Senior leaders are expected to develop heightened self-awareness, adapting their styles for diverse team needs and carving out time for strategic planning.
Data-driven talent decisions: HR are predicted to identify emerging leaders with greater accuracy, accelerating promotions and slashing time-to-fill critical roles.

How are personality tests made?

Fri, 26 Apr 2024 11:25:27 Z

Original post

How are personality tests made?

Hogan Assessments spend a great deal of time thinking about the difference between identity and reputation when they build their personality assessments.

Identity, or how we think about ourselves, is frequently changing and often self-serving, and that makes it a poor basis for building personality assessments.

Reputation, or how others think about us, is often more stable and a more useful way to build personality assessments that predict job performance. The best predictor of future behavior is past behavior. Because reputation reflects past behavior, reputation is the best predictor of future behavior.

Hogan validate their assessments by having people take those assessments. Then ask other people who know them, such as peers, direct reports, and managers, to describe what they’re like. The assessment data and observer ratings—along with job performance review data, objective performance data, and 360-degree data—are stored in a database with personality data from several million people. Once someone has taken Hogan Assessments, Hogan can use the information from their database to predict whether the person will be able to do a job, how they will behave on the job, and even whether they will like the job.

How do personality tests predict job performance?

Personality assessments should measure personality from the perspective of reputation, which is how others are likely to describe or experience us. Reputation is a collection of past and present behaviors described by others, and we know it to be the best predictor of future job performance. We have found that personality helps us to describe the characteristics and behaviors that are required for or important to job performance—things like resiliency and strategic self-awareness and collaboration.

Hogan’s personality tests are based on decades of research on personality psychology and measurement, and they have been validated against external criteria, including job performance and peer ratings. This allows us to describe the reputation that a job candidate likely has in the workplace.

Hogan also compare the way a job candidate scores to thousands of other people to determine how that person will likely behave at work. Using custom research involving job analysis, Hogan can also create personality profiles to determine how well candidates will fit into a particular job role or organisational culture.

Accelerating the Onboarding of Newly Promoted Senior Leaders

Thu, 11 Jan 2024 11:28:32 Z

How to Apply Evidence-Based HR to Hone Leadership Skills

We start learning about leadership from the moment we are born. Babies observe their caregivers and older siblings; children are taught to respect authority figures; athletes take instruction from coaches. As we grow up, we’re constantly placed in situations where we are expected to either lead or follow, and these experiences shape our definitions of leadership before we enter the workplace. Although society might have reached conclusions on what leadership skills are, individuals arrive in leadership roles with their own perceptions. How do you begin a conversation about improving someone’s ability to lead when we’re all so diverse?

Evidence-based HR is ultimately about making informed decisions. Approaching business issues related to leadership begins with establishing context and gathering data: which set of skills does the organisation need from their leaders, and how are those individuals currently performing in those areas?

Imagine a national telecommunications organisation, Teledo*, have promoted some internal talented managers to senior positions and want to accelerate their performance in the new roles. Teledo have identified that their departments function best with leaders who are skilled in decision-making, relationship-building and creativity. How do they support their Senior Leadership Team (SLT) to excel in these areas?

Starting with baseline assessments is key. Teledo’s HR business partner must determine how the SLT are currently performing before devising an action plan. Running a bespoke 360-feedback survey for each of the Senior Leaders would generate valuable quantitative and qualitative data regarding how each individual is regarded by self and others. Such data is even more powerful if combined with the robust scientific insights provided by completing psychometric assessments. In addition to diagnostic methods, HR should review any relevant organisational data relating to the SLT, such as operational metrics and customer satisfaction scores.

Consulting a range of sources will allow the HR team to identify trends and patterns and make evidence-based recommendations regarding Teledo’s next steps. Click below to see the recommendations the HR business partner prepared for one of Teledo's SLT employees.

Download our action plan example:

Find out more about how Evidence-Based HR could help your organisation.
Contact us now to continue the conversation.

*Teledo is a fictional organisation

Is Sustainability an HR issue?

Wed, 15 Nov 2023 12:00:00 Z

We hear lots of discussion about sustainability, but within organisations, who owns it, and who should be seriously focused on driving actions that can make a difference? The CEO? Finance? Operations? Probably all of them. HR is uniquely placed to add substantive input and energy in this critical area.

The challenges of sustainable business practises can run from the decision to pay a living wage, to how leaders are developed to create the right levels of psychological safety in order to create a more innovative environment where new solutions and initiatives can be developed and exploited.

The employee value proposition is also important in attracting and retaining new talent for the organisation, bringing in new skills and important values.

With green agendas driving everyday decisions in technology, purchasing, legislation, and of course, climate change, sustainability is now a top priority.

The CRF event 'HR's Role in Sustainable Business' featured presentations from thought leaders and practitioners, as well as interactive discussions. Here are some of the key takeaways that our trusted advisor Rob Field captured:

HR has a strategic role in talking about the Why and the How of Sustainability and getting aligned, driving clarity and keeping it on the agenda.
Creating and developing the right culture for change, innovation and diversity of thought can add great value.
The employee value proposition is a key aspect of attracting the right talent, focused on sustainability and creating new value.
Helping and supporting leaders to look outside the organisation for collaborative opportunities, and in preparing leaders in developing skills to facilitate change.
Employee participation is essential and HR can create opportunities that engage others.

The event concluded with a call to action for HR to take a proactive and leading role in driving sustainable business. Sustainability is not only a moral imperative, but also a strategic opportunity for organisations to create competitive advantage and long-term value.

Further Reading:

CRF Research Report: HR’s Contribution to Sustainable Business https://www.crforum.co.uk/research-and-resources/research-hrs-contribution-to-sustainable-business/

As programme partners Advanced People Strategies (APS) look forward to continuing their relationship with CRF in 2024.

The Future Is Here: AI, Personality, and the Impact

Wed, 01 Nov 2023 12:00:00 Z

Original post: Hogan Assessments

Before we start catastrophizing about our future AI rulers, we should stop and appreciate the potential good that artificial intelligence can offer. The impact of AI on personality assessment and workplace communication will likely be positive—and extensive.

Recently on The Science of Personality Live, cohosts Ryne Sherman, PhD, chief science officer, and Blake Loepp, PR manager, spoke with Michal Kosinski, PhD, associate professor in organizational behavior at Stanford University, about the evolving technology of artificial intelligence.

Michal’s primary research focus is studying humans in a digital environment using cutting-edge computational methods, artificial intelligence, and big data. He was also behind the first press article warning against Cambridge Analytica, the privacy risks they exploited, and the efficiency of the methods they use.

Let’s look at how AI language models have evolved, what AI-assisted communication might become, how AI affects the future of personality assessment, and whether AI language models can be creative.

The Evolution of AI-Language Models

Within the next few months (as of March 2023), AI language models will become exponentially more capable and ingenious. How does that explosive growth happen?

The approach to the development of AI language models started with chess. At first, software engineers and data scientists fed AI chess programs with archives of chess games played by humans. Then they equipped two AI programs with a virtual chessboard and instructions for how to play without any human intervention. “For the first few million games, those models were completely stupid,” Michal said, explaining that the rate of play was millions of games per second. “But soon, after a few hours, what emerged was this alien, superhuman software that could play chess at a level completely unachievable to human players.”

Software developers and artificial intelligence specialists used the same adaptive strategy to teach AI models how to craft language. Humans learn language through conversation, context, and correction. They make mistakes, learn, and make mistakes more rarely over time. “At some point they stop making mistakes and reach new levels of language. The same approach was used to train ChatGPT and similar models,” Michal said. The AI programs were given sentences with one word missing, failed millions of times to fill in the blank correctly, and then began to get it right. After a few million dollars of electricity and a few billion sentences, Michal quipped, the programs showed language mastery at an extraordinary level.

The AI revolution originated by teaching machines to solve problems using the same strategies that we use to teach humans: reinforcement and feedback. At first, the machines make obvious logical mistakes, but then they don’t. “The AI is responding to you as if as if it’s another person, which is the most incredible thing,” added Ryne. Because computers can exceed humans in logical ability, they are well suited to both playing chess and using language.

AI-Assisted Communication

“AI is a revolution comparable with the invention of written language,” Michal said. Manual writing gave humans the ability to communicate across time, sometimes thousands of years in the past. Knowing how to use a stylus, quill, or pencil was an essential method for communication before computers. Now, knowing how to use a keyboard is essential. Very shortly, the same fundamental change will happen with AI language models, Michal predicted.

“I think that GPT is potentially a new language for humanity to communicate at speed and convenience unheard of and impossible before,” Michal said.

An AI language model won’t just help humans write emails. It will craft the perfect message in the language that is most readily understood for the recipient. Here’s how.

Imagine that Michal wants to send Ryne an email. An AI language model knows and remembers all the events of each person’s life and has consumed every piece of digital communication each has produced. If Michal asked the AI to send a message to Ryne, he could make the request in very few words as if speaking to a good friend with intimate knowledge of him. But because the AI knew Ryne at that same level, it could “translate” Michal’s message into the perfect form for Ryne. The AI could use not only Ryne’s preferred language, such as English or Mandarin, but also a highly personalized form of that language unique to Ryne.

“In terms of the potential for translation, it knows the meaning of what you’re trying to say. It can translate that into a meaning that somebody else can understand in the way they understand,” Ryne said.

Another sense of AI-assisted communication is searching the internet. You wouldn’t ask the AI language model to find a website for you; you’d ask it the question you wanted to learn. It would search all websites and tailor its answer to any length or depth for your individual understanding of the world.

AI in Personality Assessment

Artificial intelligence is great at knowing and remembering what has been written, both words and data. For an AI language model to predict personality based on language, you’d need to first collect a lot of quality data. Michal pointed out that AI language models already understand language, of course, and can translate words into analyzable numbers. “They already understand psychological concepts like personality,” he said. These models have read texts written by introverts and extroverts and could theoretically detect, based on a fragment of a text, whether a person is introverted or extroverted.

Ryne imagined whether personality assessments of the future would have questionnaires and self-reporting. “One of the big questions surrounding this topic is to what degree I’m a willing participant in this endeavor,” he said. The quality of publicly available information versus data gained from individuals intentionally taking a personality assessment will differ substantially. The AI-assisted analysis would likely be higher quality in the latter case. Voluntary participation would also address questions of ethics.

Using big data models to predict personality characteristics is not a new notion. It has positives: it can analyze millions of people in a minute, and it can match people with compatible work or suggest workplace training and development. It also has negatives: it can be used to invade privacy or manipulate people. “As with many other technologies, we focus on the risks of the technology itself, completely forgetting that the real risk is in the intentions of the users,” Michal responded.

Artificial Intelligence and Creativity

A new fronter in AI language models is innovation and creativity. Humanity has taken generations to refine speech and writing. Individual humans spend over a decade learning to speak and write. AI language models have mastered written communication in a few years at a high level that continues to increase.

Michal compared AI creativity to human creativity in that most of us learn and combine elements of what we know or have experienced in new, creative ways. Perceiving computers as nothing but glorified calculators is short-sighted thinking, he said. That computers can incorporate and build elements into new results makes them fundamentally creative too.

“Many other animals are also creative in their own ways that we do not always recognize because it’s just not our type of art. The same applies to computers,” Michal said. “They learn from us, they learn from each other, and they become extremely creative with what they are good at—and they’re increasingly good at anything we ask them to do.”

Note: When ChatGPT (March 23 version) was asked to provide a quote in fewer than 120 characters about how it learned language, this was its response: “Words woven, sounds spoken, meanings grasped. A symphony of curiosity, immersion, and connection. Language learned, world unlocked.”

Listen to this conversation in full, and find the whole library of episodes at The Science of Personality.

The Easy Way to Increase Diversity, Equity, and Inclusion in Your Organization

Wed, 01 Nov 2023 12:00:00 Z

Original Post: Hogan Assessments

Diversity, equity, and inclusion. If you work in human resources, or a related field, you’ve heard these terms before and, odds are, you have some idea of what they mean. But just so that we are all on the same page, I’ll use the following, heavily borrowed, definitions for diversity, equity, and inclusion:

Diversity includes all the ways in which people differ from each other. Though this is often limited to race, ethnicity, and gender, it more broadly includes age, nationality, religion, disability, sexual orientation, socioeconomic status, education level, marital status, language, and physical appearance. Diversity also includes differences in ideas, perspectives, and values.
Equity concerns fair treatment, access, and opportunity for all people. Equity is about providing recognition, promotion, and compensation that is consistent with one’s work and qualifications. No one should be provided special treatment or privileges based on anything but performance.
Inclusion concerns creating working environments where everyone feels welcomed, respected, supported, and valued. Inclusive environments embrace diversity.

There are at least three reasons organizations should care about diversity, equity, and inclusion. The first is moral. Basic standards of human decency tell us that all people are of value and have something to contribute to society. Moreover, all people – regardless of background – deserve to be treated fairly, sharing equally in the benefits and burdens of society.

The second reason to care about diversity, equity, and inclusion is legal. Title VII of the Civil Rights Act of 1964 prohibits employment discrimination based on race, color, religion, sex, and national origin. The act also established Equal Employment Opportunity Commission (EEOC) which further expanded Title VII to include discrimination based on age, gender, and disability. Ultimately, organizations found to be in violation of the laws are subject to legal ramifications including fines.

The third reason to care about diversity, equity, and inclusion is to do better business. Solving business problems like growing market share, understanding clients for different markets, and ensuring your advertising isn’t off-putting to certain groups is easier and more efficient with people from a diverse set of backgrounds. In 2015, Bud Light added the tag line “The perfect beer for removing ‘no’ from your vocabulary for the night” to their label. The advertising was immediately criticized. One cannot help but think that if the marketing team had included just one woman, they would have immediately realized this was a really bad idea.

The good news is that many organizations today get it. In 2005, fewer than 20% of the Fortune 500 had officers/programs for diversity and inclusion. In 2016, that number was closer to 60% and is poised to climb even higher. Diversity, equity, and inclusion are good for the organization and they are here to stay. But many organizations still struggle to increase their diversity and inclusion. The purpose of this essay is to make the scientific case for the use of personality assessments as a direct way to increase diversity, equity, and inclusion.

Making Personnel Decisions

When it comes time to hire someone, or to promote someone to a higher role, there are lots of valid ways organizations can go about doing this. Obvious options include asking for referrals, looking at resumes, and conducting an interview. All these methods, to various degrees, are valid predictors of workplace performance. Unfortunately, all these methods are also heavily subject to bias. Referrals practically guarantee that you will reduce diversity (i.e., people tend to only refer people with whom they are familiar, and we tend to be most familiar with people who are similar to us). While resumes may appear to be unbiased, they frequently include opportunities for implicit bias to occur. For example, some names may reflect ethnicity (e.g., John Logan vs. Juan Lopez) and even educational experiences may be a better reflection of parental socioeconomic status than ability to perform on the job. And, of course, interviews are full of opportunities for bias to creep in. The data are clear, with classic methods of making personnel decisions, you get increased workplace performance, but also increased bias. Ultimately, this reduces diversity, equity, and inclusion.

The good news is that it is easy to eliminate bias from personnel decisions: just make decisions at random. That is, if you decide to hire or promote people on a completely random basis (i.e., rolling dice, drawing names out of hat), it is guaranteed that you will not be making biased decisions. Unfortunately, it is also guaranteed that you will not be making the most effective decisions in terms of your organization’s long-term performance.

But there is still one more alternative, one way that you can increase both long-term performance and increase your organization’s diversity, equity, and inclusion: scientifically validated personality assessments. Decades of research on personality assessment (broadly speaking) show effectively zero differences in scores due to race, gender, ethnicity, nationality, language, physical appearance, education level, or disability. (There are age differences, but these reflect maturity and are not biased against older adults.) At Hogan, we gather personality data from millions of people – from virtually every ethnic background – all over the world on an annual basis. Our own data show no meaningful differences in test scores as a function of group status. As just one example, the figures below show average scores on our three core assessments – the HPI, the HDS, and the MVPI – for different U.S. racial categories. The scores are so close that they are virtually identical.

But with personality assessments, you don’t just get diversity, equity, and inclusion. As already mentioned, you can do that simply by choosing people at random. With scientifically-validated personality assessments, you also get a track record of predicting workplace performance. Yes, you can have your cake and eat it too.

TL; DR

The point here is simple: If all personnel decisions were made using scientifically-validated personality assessments, unfair discrimination in the workplace would cease to exist. Personality assessments lead to increased productivity and engagement, as well as increased diversity, equity and inclusion. If you are serious about increasing diversity, equity, and inclusion in your organization, using scientifically-validated personality assessments is an easy way to do that.

Improving Diversity and Inclusion: Practical, Evidence-based Recommendations

Wed, 01 Nov 2023 12:00:00 Z

Original Post: Hogan Assessments

The protests against systemic patterns of racism and police brutality following George Floyd’s death, the success of female heads of state leading their countries through the global pandemic, and the recent United States Supreme Court decision prohibiting workplace discrimination based on gender identity or sexual orientation are just a few of the topics that are spurring discussions about diversity and inclusion (D&I) right now.

Although these current events have brought D&I to the forefront, this topic should not be new in the workplace — addressing D&I concerns should be a critical priority for all organizations. However, many organizations struggle to create diverse workplaces, especially at the highest levels, and to promote cultures that allow all employees to feel heard and included.¹Fortunately, organizations can leverage Hogan assessments to help address these concerns and create a more diverse and inclusive culture.

Defining Diversity and Inclusion

There are different ways to define D&I in the context of the workplace. These borrowed definitions are helpful ways for us to better understand what we are referencing when discussing diversity and inclusion²:

Diversity concerns all the ways people differ from each other. Though this is often limited to race, ethnicity, and gender, it more broadly includes age, nationality, religion, disability, sexual orientation, socioeconomic status, education level, marital status, language, and physical appearance. Diversity also includes differences in ideas, perspectives, and values.
Inclusion concerns creating working environments where everyone feels welcomed, respected, supported, and valued. Inclusive environments embrace diversity.

Why Should We Care about Diversity and Inclusion?

Both diversity and inclusion should be important to organizations as they seek to do the right thing, avoid legal recourse, and deliver key business outcomes. Given these reasons, it’s not surprising that the majority of survey respondents (75%) in a recent study by Pew Research consider it important for their organizations to promote diversity in the workplace.³

Even if there were no moral imperative or risk of legal challenges, organizations could not ignore the strong business case for creating a diverse workplace. As one example, some estimates suggest that organizations with higher levels of gender diversity can outperform organizations that lack female representation by up to 58%.⁴

The positive impact does not stop there. Organizations with more D&I practices tend to have lower levels of absenteeism and turnover and higher levels of organizational innovation and performance. However, even with these notable outcomes, many employees still say their organizations are not doing enough to create inclusive environments.

How Can Hogan Help Your Diversity and Inclusion Goals?

There are a few reasons you should consider using Hogan’s personality assessments in your D&I efforts. First, personality assessment promotes fairness in selection. Our research shows that personality is a strong predictor of performance without producing meaningful subgroup differences. This means we recommend solutions that can help you identify the best talent without discriminating against any group, thereby preserving diversity in applicant pools. Contrary to popular misconception, using personality for selection does not create a workforce of people who have the same personality profile. Hogan creates selection profiles that are specific for each job and would vary across jobs within the same organization. Within a job, we typically only screen on a few personality characteristics for which people will have diverse scores on scales in the profile range and even more so across other personality characteristics.

Second, you can use Hogan’s personality tools to identify and develop leaders who will promote diversity and inclusion. We analyzed data from more than 5,000 individuals to explore the components of Hogan’s personality inventories that predict supervisor ratings on behaviors, such as

discouraging discrimination and prejudice;
relating well to a variety of people;
recognizing the unique potential of each person;
showing respect, tolerance, and open-mindedness;
respecting views different from one’s own;
treating others with respect regardless of race, gender, appearance, religion, and beliefs;
valuing diverse perspectives;
displaying sensitivity to issues related to diversity and culture;
having the ability to see the world through the eyes of others; and
displaying sensitivity to the needs of others.

We meta-analyzed within-study correlations across 47 organizations and found that Adjustment, Interpersonal Sensitivity, Prudence, and Altruism had positive relationships with behaviors related to diversity and inclusion. Additionally, Excitable, Skeptical, Bold, Mischievous, Recognition, and Power had negative relationships with D&I behaviors. This suggests that people who are optimistic, perceptive, warm, conscientious, tolerant, open-minded, not defensive, trusting, modest, humble, honest, sympathetic, and concerned about helping others will work to foster an environment of inclusivity, regardless of race, age, gender, background, and ideas.

Implications

The importance of diversity and inclusion and the steps you need to take to make your workplace more diverse and inclusive cannot be outlined in a short blog. In fact, half-baked attempts at improving D&I initiatives can have negative impacts. An appropriate organizational culture is necessary to nurture diversity and inclusion. Some research suggests that organizational diversity structures alone, such as diversity policies, diversity training, and diversity awards, can cause white males to have illusory perceptions of fair decision-making procedures impacting minorities (i.e., a “we checked the box” attitude).⁵ This can lead to white males reacting harshly to claims of discrimination because they might assume all D&I issues have been addressed. Further, we haven’t even touched on the complexity of thinking about diversity in a global context.

While we cannot give you a silver bullet, we do provide these practical recommendations for consideration in your larger D&I initiatives:

First, use the Hogan Personality Inventory (HPI), Hogan Development Survey (HDS), and Motives, Values, Preferences Inventory (MVPI) to select and promote all employees to increase diversity, hire qualified candidates, and promote fairness in hiring. Using assessments that do not discriminate will lead to more diversity at all levels.
Second, use the HPI, HDS, and MVPI to select, promote, and develop leaders who will create a diverse and inclusive environment.
Finally, use the HPI, HDS, and MVPI to provide feedback to employees and enhance their awareness of biases they might have that could stifle D&I efforts.

For more information, make sure you check out our webinar on the topic. You can also listen to our recent The Science of Personality podcast episodes, “Women in Leadership” and “SCOTUS LGBTQ Decision and What It Means for Your Organization.”

*This post was authored by Amber Burkhart, Kimberly Nei, Chase Winterberg, and Jessica Walker.

References

Jones, S. (2017, June 9). White Men Account for 72% of Corporate Leadership at 16 of the Fortune 500 Companies. Fortune. https://fortune.com/2017/06/09/white-men-senior-executives-fortune-500-companies-diversity-data/
Kapila, M., Hines, E., Searby, M. (2016, October 6). Why Diversity, Equity, and Inclusion Matter. Independent Sector. https://independentsector.org/resource/why-diversity-equity-and-inclusion-matter/
Horowitz, J. M. (2019, May 8). Americans See Advantages and Challenges in Country’s Growing Racial and Ethnic Diversity. Pew Research Center. https://www.pewsocialtrends.org/2019/05/08/americans-see-advantages-and-challenges-in-countrys-growing-racial-and-ethnic-diversity/
Moran, G. (2017, January 23). How These Top Companies Are Getting Inclusion Right. Fast Company. https://www.fastcompany.com/3067346/how-these-top-companies-are-getting-inclusion-right
Kaiser, C. R., Major, B., Jurcevic, I., Dover, T. L., Brady, L. M., & Shapiro, J. R. (2013). Presumed fair: Ironic effects of organizational diversity structures. Journal of Personality and Social Psychology, 104(3), 504–519. https://doi.org/10.1037/a0030838

Can't Change, Won't Change

Mon, 09 Oct 2023 09:18:15 Z

 CRF Program Partners Advanced People Strategies (APS) ran a masterclass ‘Can’t Change, Won’t Change.’  at CRF’s International Conference in Madrid, in October 2023.  Joining 200+ HR leaders, OD practitioners, and business leaders. APS Trusted Advisors Rob Field, and Mike Davies, facilitated an insightful and interactive session looking at evolving a work-group climate that feeds on change and innovation. 

Including new insights from the World Economic Forum publication: Future of Jobs report 2023, the workshop highlighted the impact of psychological safety and engagement on employee retention, productivity, and innovation. 

Key takeaways:

At APS, we believe a Leaders performance should be measured by their team capability and productivity, and for every behaviour there’s a reason. Gaining objective evidence and acting on it will differentiate organisational performance.

Enabling a climate where all work-group team members believe they can freely contribute ideas or concerns sounds like a good thing – measuring it and acting on it is something else and is now easily achieved.
Engagement here is about each team member’s clarity, connection, and desire towards achieving the work-group’s purpose.
Identifying a mean score perspective about psychological safety is too simple. The spread of an individual’s scores will indicate actions to increase overall group effectiveness.
A 2023 report from The World Economic Forum prioritised the need for analytical and creative thinking as the most commercially important skills for the future.

It also reports that:

Employers estimate that 44% of workers’ skills will be disrupted in the next five years. 
Cognitive skills growing in importance most quickly, reflecting the increasing importance of complex problem-solving in the workplace. 
Creative thinking to be growing in importance slightly more rapidly than analytical thinking.

 Special Offers:

Measure team psychological safety and engagement plus how the group leader's skills are working to create it with Reflections Free Certification and Free Trial.
Gain access to what's considered the gold standard in personality assessments - used by professionals globally to support their talent selection, succession planning, and development strategies. 15% off the Hogan Certification
Become the go-to advanced expert in your organisation regarding Hogan Assessments. Save £400 when you book the Hogan Advanced Feedback and Advanced Interpretation workshops together.

Further resources and full details of the special offers can be found here.

If you’d like to find out more, please connect with Rob and Mike below:

Rob Field, Learning and Development Director, rob@advancedpeoplestrategies.co.uk

Mike Davies, Senior Learning and Development Consultant, mike@advancedpeoplestrategies.co.uk

Evidence-Based Coaching and Ai - Key Takeaways

Wed, 27 Sep 2023 12:00:00 Z

As CRF program partners APS ran a masterclass ‘Evidenced-Based Coaching and AI – Driving Strategic Self-awareness, and Pace for Greater Impact.’ at CRF’s event ‘Coaching: Maximising Business Impact’ event, Church House, London UK on the 20^th September 2023. Attended by some of the leading HR Leaders and specialists with responsibility for coaching, management development, learning, talent, and career development.

APS' Learning and Development Director, Rob Field, and Senior Learning and Development Consultant, Mike Davies, presented an interactive session sharing insights and a powerful case study.

Organisations need results, and to achieve them ever more quickly. Coaching can be seen as slow and ‘conversational’, often seen by the recipient as valuable but not always providing tangible results for the organisation. Typically focused on senior leaders, how can coaching be democratised and line manager coaching ability developed? How can evidence and data provide enhanced self-awareness, inform on potential blind spots? Can AI help equip the coach with the objective information they need to inform interactions and improve focus? What tools can and should be used to help achieve tangible results and is AI a powerful tool or a risk? What role does practice play?

Key takeaways:

Effective coaching is a highly collaborative process, which is focused on the needs of the coachee and the organisation.
The impact that coaching can have is significantly enhanced when it is supported by evidence and insights from data sources and feedback as this helps to inform the focus areas and style of coaching which will be most beneficial.
Measuring ROI in coaching can be complex, but establishing ways to evaluate and demonstrate the benefit is essential.
Ai and L&D White Paper: what are the implications and what you should know.

Connect with Rob rob@advancedpeoplestrategies.co.uk
Connect with Mike mike@advancedpeoplestrategies.co.uk
Arrange a 1:1 with Rob or Mike to discuss your unique business challenges.

We are hiring Learning and Development Consultant

Wed, 06 Sep 2023 12:00:00 Z

About Us:

APS are Leadership and Talent Development Specialists. We are a consulting-focused company providing psychometric assessment and development solutions, supporting organisations talent management approaches. We believe in helping leaders build key skills that drive performance. We take a co-creative approach in order to understand needs and work with a variety of clients both in the UK and around the world, across all sectors. Our work spans from certifying practitioners with assessment tools, supporting recruitment, assessment, and development for individuals and teams. We are looking for an enthusiastic, credible L&D professional who is motivated to learn and develop a career in consulting.

About You:

Likely to already be working as part of a Corporate L&D team with experience in training and facilitation you enjoy variety and new challenges. A proactive communicator with a quality orientation, you have the ability to build effective relationships, understand needs, and work collaboratively with a range of stakeholders. Ideally, you will have worked in some different sectors. With a strong desire to learn, develop, and work within a team environment, you can demonstrate a flexible and adaptable style in order to solve problems and find solutions.

You will have knowledge and experience of facilitating management development, relevant learning and development experience or Degree, CIPD, ILM, or CMI qualification or working towards one, and a minimum of 2 years of corporate experience with time in the HR or L&D function.

Does this sound like you? Contact us for a chat.

About the Role:

This role is office-based in Daventry, Northamptonshire. Reporting to a Senior Learning & Development Consultant, your role will focus on training and delivery of our products and services, as well as building and maintaining trusted relationships with clients.

A full UK driving licence is required.

For an informal chat, or to apply email rob@advancedpeoplestrategies.co.uk

We Are Hiring - Junior Software Developer

Thu, 27 Jul 2023 12:00:00 Z

Advanced People Strategies Ltd (APS) are a leadership and talent development specialist, and authorised Hogan Assessments Distributor for the UK and Ireland. Working with global clients APS provide a range of their own online products and services developed by our internal IT Developer Team. APS has a fantastic opportunity for a recent IT Graduate to join their team of IT developers.

About the role

Based at our office in Daventry, you will work closely with the IT Manager, Senior Developer/s and wider team, building, testing, maintaining and deploying bespoke applications and we anticipate involvement in our intent to utilise AI in new applications. You will write clean, scalable code, adhering to best coding practices and gain exposure to full stack development work including Azure DevOps/Git. You will also be providing occasional technical help support to system users.

The successful candidate will have some working knowledge and experience of:

HTML
CSS
JavaScript
SQL/Entity Framework
DB creation/Design

Nice to have: React, C#

And be able to demonstrate;

Experience and enthusiasm for web development
Diligence in writing code that is clean and error-free.
An ability to work with a small team and want to learn or adapt to emerging technologies.
An ability to work in a fast-paced environment on multiple projects.
Practical knowledge of writing code; HTML, CSS, JavaScript, SQL/Entity Framework and DB creation/design.

Education (required)

A degree in Computer Science, Business Information Systems or similar.

Location

This position is Office-based in Daventry, Northamptonshire.
Salary up to £30K per annum.

Normal working hours 9 am-5.30 pm (Monday – Friday)

To apply please email your CV to mike@advancedpeoplestrategies.co.uk

We are Hiring - Assistant Business Psychologist

Mon, 19 Jun 2023 10:44:14 Z

Advanced People Strategies (APS) have been very successful in working with senior leadership teams of well-known UK and Global brands. The work is rooted in psychology and their success comes from finding innovative and impactful ways to use it through a trusted advisor relationship with clients.

APS are UK Distributors of the world-class Hogan Assessments tools, which are grounded in more than three decades of validated research and were the first to scientifically measure personality for business.

APS are seeking an entry-level Assistant Business Psychologist to join the team.

The Assistant Business Psychologist will support the development and delivery of assessment-based solutions to support and evaluate talent management initiatives (e.g., selection, on-boarding, transition, development, and coaching). They will assist in the creation and implementation of client learning and development initiatives. As an assistant business psychologist, you will gain expertise in the area of psychometric testing and leadership as a first step to becoming a Business Psychologist.

The successful candidate will be involved in;

Supporting:

The Scoping, design and execution of assessment-based and test projects e.g. job/competency analysis, assessment/development centers, selection systems, assessment validation, data analysis, interpretation, and presentation of results.
Analysis of data and trends to support business/client decisions and product development.
Facilitators delivering certification and other learning and development events.
Leadership learning and development initiatives e.g., team development workshops and training workshops.

Delivering & Providing:

Written assessment individual/group reports as well as observations for Assessment/ Development Centres.
Provision of individual assessment feedback.
Technical support to clients.
Research and data analysis to support product development.

The successful candidate will have:

Strong interpersonal, communication, and presentation skills.
Excellent written and verbal communication skills.
An ability to work both as part of a team and independently.
An ability to work in a fast-paced environment.
Knowledge of applied Statistical Techniques.
Practical knowledge of working with SPSS, SAS, or BILOG, and MS Office.
Knowledge of research methodology, measurement, and test assessment theory.

Education & Experience

You will be a graduate with an MSc in Business and/or Organisational Psychology.

This position is Office-based in Daventry, Northamptonshire.
Salary £26K per annum.

How to Apply

Email your CV to Michaela@advancedpeoplestrategies.co.uk

Isn’t HR already evidence-based?

Fri, 09 Jun 2023 12:05:00 Z

In your team, can you admit when things don’t work?

Fri, 09 Jun 2023 12:04:00 Z

How are you Identifying potential problems in your organisation?

Fri, 09 Jun 2023 12:02:00 Z

What to do with Contradictory Evidence?

Fri, 09 Jun 2023 12:01:00 Z

Defining Evidence Based HR

Fri, 09 Jun 2023 12:00:00 Z

Hogan Norms Update 2023

Fri, 05 May 2023 12:00:00 Z

Hogan Local and Global Norms Update: Effective: 1^st June 2023

Number of countries/territories increased by 11 from 179 to 190

Languages and dialects: 48

Global Norm Size:

HPI 153,223 | HDS, 115,793 | MVPI 99,568

UK Norm Size

HPI 7,342 | HDS, 5,991 | MVPI 5,409

Background

Why update norms?

Improved validity & reliability – The question item response scale provides the potential for a wider distribution, internal consistency and thus more accurate results and interpretation.

Better representation of work-relevant demographic groups.

Scale update

For HPI and HDS only, up to 2018 participant responses to question items were limited to True or False. In September 2018, Hogan introduced a 4-point agreement response scale and started to collect response data for analysis.

strongly disagree, disagree, agree, and strongly agree.

Response analysis across participants has been completed and sub-scale results are more accurate for country and global norms.

Data Stratification

New releases of the global norm enables inclusion of country data when sufficient assessments are completed. Countries included in the norm are equally represented in numbers.

Interpretation of results

Continue to interpret sub-scale and main-scale results as before.

Technical Resources

Please contact us if you have any questions or for further resources and full technical documentation.

Faking and Authenticity in the Workplace

Wed, 05 Apr 2023 12:00:00 Z

Although the UK and Ireland are seen as relatively mature populations when it comes to using psychometrics, and similar assessments to support selection and development, from time to time, we still get asked about whether people try to fake their profiles and the knock-on implications.

From a development perspective, we aim to help individuals create more strategic self-awareness, and the range of Hogan Assessments and 360s we supply are designed to provide individuals with indicators of how their natural tendencies and behaviours show up as strengths or detract from their performance and reputation. In these circumstances, there is little real benefit of trying to play the system, but people still appear to try.

It is particularly apparent when we review how 360 participants rate themselves, compared to how their manager, peers, and direct reports score them. Sometimes we will see an individual rate themselves consistently higher against a range of skills than their colleagues do. However, is this someone trying to make themselves look good or is it simply someone whose self-perception is out of kilter with the reality of how others experience them?

In these cases, what some might see as hubris, or trying to make themselves look good in the questionnaire, is often a blind spot that a qualified practitioner will be able to bring alive in the feedback for the individual. Equally, these insights can also apply to someone who seems overly self-critical or modest and consistently rates themselves lower than colleagues. Both situations offer powerful opportunities to create meaningful learning for individuals.

What about the implications for selection though – what if someone purposefully goes out of their way to try to make themselves look good in psychometric assessments they complete? I suspect if someone really wants a job, they will also go out of their way to present themselves in the most favourable way in an interview too? Fortunately, using Hogan Assessments, we are able to predict if someone is trying to create an overly positive perspective of themselves – impression management. This can then be explored in the interview process and used to validate the individual’s relative potential strengths and risks for a role.

Professor Adrian Furnham wrote a very insightful article recently for The European Business Review on the wider topic of being authentic in the workplace. Adrian highlights the benefits and pitfalls of both being authentic or being a high self-monitor, where we adapt to the social cues around us.

Better Decisions: Making Sense of Complexity - Key Takeaways

Wed, 15 Mar 2023 12:00:00 Z

It’s events like today that remind me just how challenging it is for leaders in our complex and complicated world. Juggling decisions and achieving goals with so much ambiguity, considering consequences, process, information, and politics.

As CRF program partners I got to hear insights from keynote speaker Dave Snowden, Director of Cynefin, who opened with points around not having end goals. Small fluid movements in the right kind of direction lead to doing the next best thing. Focusing on the next best decision avoids aiming for the wrong goal and keeps organisations flexible and agile in times of crisis, and fast-moving market trends.

Naturally, I’m considering the impact of layering personality on top of this theory - how do our values play in here? If we are driven by security, traditional and long-term goals, how comfortable will this feel? If decisions should be made to keep options open rather than to solve a problem, how do people who value results and success feel about this fluidity? Self-awareness as well as team data around collective values and motivations would help to identify areas to support strategies for those who might need more energy to change their ways of working.

I really loved the concept around informal networking to solve problems with small groups of 3 cross-functional people sharing ideas to make decisions. Psychological safety is a hot topic with our clients and creating these networks of mini teams would help to increase trust within organisations, reduce politics, speed up decisions and increase relevant information flow.

Embracing the benefits of positive conflict

Tue, 28 Feb 2023 12:00:00 Z

Conflict can be the catalyst for progress, growth, and innovation

It may not feel like it at times, but conflict can be a hugely important factor in successful organisations and effective teams. The notion that not all conflict is negative or unhelpful is an important one. Without conflicting ideas, opinions, and motives the world and our organisations would stagnate and become stale.

Creating an environment where people feel empowered to challenge and share their opinions is a crucial step towards creating the psychological safety that is needed in order for conflict to be seen as a positive contribution rather than a nuisance factor. This may not be easy, but it is certainly productive as it will foster open dialogue and trust amongst people, which in turn can lead to the richness of ideas and diversity of opinion that help to solve problems, make effective decisions, and create innovation.

Managing negative conflict

‘Peace is not absence of conflict, it is the ability to handle conflict by peaceful means.’

Ronald Regan

The first step on the road to handling negative conflict and difficult conversations in a productive way is to understand the cause of the issue. Here are some examples of common causes of conflict;

Clashes in behaviour and communication styles
Conflicting priorities and motives
Confusion and misunderstanding
Stressful, pressurised situations.

Raising self-awareness is a great way to help people to manage and moderate these interpersonal conflict-causers. Personality assessments are a proven way of identifying communication styles, motives, and coping mechanisms when under stress, which then pave way for effective feedback and coaching conversations.

Turning difficult conversations into effective conversations

Start with the intention…..

Before engaging in, or encouraging others to engage in a difficult conversation it is crucial to establish what the intended outcome is, and what the motive behind that is.

If the motive doesn’t come from a positive place, then the outcome is unlikely to be a productive one. Begin with a positive, productive intention.

Align the impact with the intention…..

This is where planning and preparation become even more important. Often, conflict can be caused due to ‘tone of voice’ or ‘selection of language’ issue, which wasn’t helpful. For the conversation to be effective, the person initiating it will need to be able to put their positive intention across without causing offense and creating defensive behaviour.

This isn’t easy, it takes time, planning, and practice. It is a skill that can be refined though. Finding a suitable way to prepare and practice managing difficult conversations can be the key to resolving conflict.

Effective Succession Management: Latest Research

Thu, 19 Jan 2023 12:00:00 Z

Recent CRF research co-sponsored by APS culminated in a full day’s event “Effective Succession Management” held in London UK, the imagery used to brand the event was a Rubik's Cube. Much like the infamous puzzle, HR professionals consider succession management a challenge. But also like the puzzle, once the keys to success become clearer, the solution seems obvious. The recommendations coming out of the research should come as no surprise – of course, there should be clarity around purpose, alignment with business strategy, “thoughtful transparency” and so on. We inherently know these things work.

It is surprising, however, that only 14% of CRF research respondents currently use diagnostic testing, and only 26% use a high-potential framework. When there is so much at stake with leadership choices and talent development, the results may be a sign that not enough is known about available evidence-based methodologies. Reliable data, from inputs such as psychometrics, development centres and multi-rater feedback offset the inherent bias of self-reporting and manager ratings, and when used professionally, add value to an organisation’s talent review process.

The Politics of Potential

Mon, 09 Jan 2023 12:00:00 Z

HR professionals typically agree that a more integrated, transparent, and strategic response to succession management is needed. Identifying high-potentials is part of that need and now, more than ever, succession management requires a reliable yet delicate approach. As outlined in 'The Politics of Potential - how organisational politics are poking holes in your high-potential programme', the old ways of selecting and developing leadership talent needs a shake-up; and the skills necessary to emerge as a leader aren’t the same as those required to perform effectively as one.

Adding a data-driven approach, based on reliable psychometrics and a verified high-potential framework can add value to a company’s succession planning toolkit. This e-book discusses the risk organisations take if they only focus on politically savvy 'go-getters'.

As a way to reliably assess the strengths and challenges, values and drivers, and possible career derailers of each person as a unique individual, Hogan’s model offers a comprehensive application along these three leadership dimensions:

1) Foundations

2) Emergence

3) Effectiveness

For more information please contact heather@advancedpeoplestrategies.co.uk