How does personality assessment work?
My company used personality assessments before. What makes Hogan different?
Can people fake it?
I want to use your assessments at my company. How do I get started?
How much do your reports cost?
Do I have to be certified to use your assessments and reports?
Why do I need to be certified?
FOR ASSESSMENT PARTICIPANTS:
What will my assessments be used for?
How does personality assessment work?
What should I expect?
How long is this going to take?
Is there a way to prepare for the assessments?
Where do I start?
I am an individual who wants to take your assessments. How do I get started?
Is there a way to see my results?
General Personality Testing FAQs:
Why is personality testing important to recruitment?
Effective recruiters use personality assessment to enhance their decision-making about the potential of applicants. No recruiter wants to spend time on a low potential applicant. The more information available, the more efficient and accurate a recruiter can be with referrals. For example, screening candidates with the Hogan Personality Inventory (HPI) in a retail company reduced turnover by 50 %, improved productivity in an insurance company by 48 %, decreased lost time accidents among hospital workers by 20 %, and increased financial sales in a bank by $308,000.00 per year per sales representative. A major telecommunications company used the HPI to hire technical support personnel. Using an HPI-based profile of high performers, persons who fit the profile were two times more likely to receive high ratings for customer focus, and over two times more likely to receive high ratings for overall performance; conversely, 38 % of incumbents who did not meet the profile soon left the company.
Wouldn’t cognitive testing be enough?
Cognitive test scores tell us how quickly a person can learn. They tell us nothing about a person’s integrity, creativity, punctuality, interpersonal style or ability to provide customer service, handle pressure, or work as part of a team. Two large, peer reviewed, meta-analytic studies of leadership report a correlation of .27 between intelligence and leadership, and a correlation of .48 between personality and leadership. In a famous review of over 85 years of selection research, Schmidt and Hunter show that adding a measure of conscientiousness to a measure of cognitive ability improves validity by 18 %; adding a measure of integrity improves validity by 27 %; conversely, adding a measure of cognitive ability to a measure of conscientiousness yields very little increase in validity.
How does personality determine job performance?
What would be the effects of not using personality testing?
Why is personality testing coming under such criticism?
What are the key criticisms of personality testing?
Is any of this criticism deserved?
Is cheating or faking good impressions a problem?
Joyce Hogan, Robert Hogan, and Paul Barrett published an important empirical paper that shows definitively that faking during the job application process is irrelevant for the Hogan Personality Inventory (HPI). The abstract is presented below: “Real job applicants completed a Five-Factor Model personality measure as part of the job application process. They were rejected; six months later they (n = 5, 266) re-applied for the same job and completed the same personality measure. Results indicated that 5.2 % or less improved their scores on any scale on the second occasion; moreover, scale scores were as likely to change in the negative direction as the positive. Only three applicants changed scores on all five scales beyond a 95 % confidence threshold….For the small number of applicants whose scores changed beyond the standard error of measurement, the changes were systematic and predictable using measures of social skill, social desirability, and integrity. Results suggest that faking on personality measures is not a significant problem in real world selection settings.”