Strategic HR: Expanding the Power of Personality Assessments

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Strategic HR: Expanding the Power of

Personality Assessments

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Speaker:

Moderator: Kellye Whitney

Managing Editor

Talent Management magazine

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Jarrett Shalhoop

Senior Consultant, Global Alliances

Hogan Assessments



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Kellye Whitney

Managing Editor

Talent Management magazine



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Jarrett Shalhoop

Senior Consultant, Global Alliances

Hogan Assessments

Click to edit Master title style

STRATEGIC HR: EXPANDING THE POWER OF PERSONALITY ASSESSMENTS

Jarrett H. Shalhoop, Ph.D. Hogan Assessments

Click to edit Master title style Agenda

What is Personality?

Common Applications of Personality in HR

Defining Strategic HR

Implications for Individual Assessment

Case Studies

Questions

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Click to edit Master title style Personality

State: Situational influences on behavior Trait: Characteristics that influence behavior across situations Observable Characteristics: Identity vs. Reputation

State vs. Trait Debate

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Click to edit Master title style Poll Question

• How are personality assessments used in your organization? (check all that apply) – Employee selection

– Leadership development

– Coaching

– Succession planning

– Team building

– Other

– We do not use personality assessment

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Click to edit Master title style Typical Applications

E M P L O Y E E S E L E C T I O N Characteristics that promote performance

L E A D E R S H I P D E V E L O P M E N T Enhance self-awareness and create development plans

C O A C H I N G Targeting specific behavioral patterns

T E A M D Y N A M I C S Interaction styles and conflicts

11

Click to edit Master title style Typical Applications

Used to improve decisions on an individual or small team basis

Few organizational-level analyses

Not used to inform large-scale decisions

12

Click to edit Master title style Strategic HR

Definition

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• Views people as a key asset • Source of competitive advantage • Antithetical to a systems perspective

Shaping policies, processes, or strategy around the management of talent

Click to edit Master title style Poll Question

• How often are individual assessment data used to inform strategic HR management decisions in your organization?

– Never

– Almost never

– Occasionally

– Frequently

– Always

14


Strategic Implications

In aggregate, individual data inform about the broader workforce

Data are of substantial value for strategic decision making

15

Strengths Shortcomings Work Styles Shared Values


Global Pharmaceutical Organization

Case Study: Recruitment

3,500 candidates

2 sales positions

• Relationship-based sales role

• Technical sales role

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• Personality assessment used to

evaluate candidates • Research-based target profile

used for screening


Sales Role 1 (blue)

•Recruiting close to profile

•Lots of qualified candidates

Sales Role 2 (red)

•Quality of recruitment pool may be questionable

• Improve pre-screening processes

Case Study: Recruitment

17


Transportation and Logistics Services

• Two personality assessments

used to develop high-potential employees

•Day-to-day style •Potential derailers

Case Study: Organizational Design

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• Fortune 500 • Top 25 largest global employers • More than 1,500 high-potential

managers across 10 years

Click to edit Master title style Case Study: Organizational Design

Day-to-Day Derailers

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Interpretation:

• Assertive

• Quiet

• Process-oriented

• Practical

• Reserved

• Micromanagers

• Conflict averse

Manager Profile Results


• Local decision-making is more focused on operational matters

• Key account relationships lie with CRMs, not senior country/regional managers

• Empower local decision making

• Managers to engage in key account relationship management

Case Study: Organizational Design

20

Restructuring Recommendations

• Talent lies with execution

• Task-focused managerial profiles

Assessment Data Suggest

Outcomes

Click to edit Master title style Cross-cultural Implications

21

Personality differs across cultures

Personality has implications for leadership, engagement, negotiation, relationships, integrity, etc.

These attributes are important for multi-national organizations

1

2

3


Leadership in China

• Guanxi

• Importance of “Face”

• Collectivist

Leadership in the U.S.

• Competitive

• Assertive

• “Great man” theory

Cross-cultural Implications

Data support these different leadership styles

22


Day-to-day • Consensus building

• Confrontational

• Process-oriented

Derailers • Low autonomy

• Confront issues

• Demanding of DRs


Day-to-Day Derailers

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Meaningful Differences



• Global competency modeling

• Leadership styles

• Training and development program design

• Centralized talent management programs

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Strategic Implications


Summary

• Current use of personality data is limited

• These data are very informative

• Appropriate analyses can yield new insights

• Strategic HR decisions can be improved though consistent assessment programs

• The added value of this information is rarely considered

25


Questions & Answers [email protected]

www.hoganassessments.com

@Shalhoop

Jarrett H. Shalhoop, Ph.D.

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