Copyright: www.JobTestPrep.co.uk Hogan Personality Assessments Guide Contents What Are Personality Tests 2 The Veil of Secrecy around Personality Tests 2 Stress and the Personality Test 3 How to Read the Instructions of a Personality Test 6 The Hogan Personality Inventory (HPI) 9 HPI scales description and behavioral interpretation of scores 10 HPI Validity scale description 15 The Hogan Development Survey (HDS) 16 HDS scales description and behavioral interpretation of scores 17 HDS Social Desirability scale description 26 10 Golden Rules of Personality Testing 27 Final Words 46
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Copyright: www.JobTestPrep.co.uk
Hogan Personality Assessments Guide
Contents
What Are Personality Tests 2
The Veil of Secrecy around Personality Tests 2
Stress and the Personality Test 3
How to Read the Instructions of a Personality Test 6
The Hogan Personality Inventory (HPI) 9
HPI scales description and behavioral interpretation of scores 10
HPI Validity scale description 15
The Hogan Development Survey (HDS) 16
HDS scales description and behavioral interpretation of scores 17
Misleading Instruction #1: Just be yourself. The purpose of this instruction, according to the assessors, is to receive the most authentic
answers from candidates. According to this philosophy, if you're generally a shy person you
should be shy during the job interview and selection tests, and if you're impulsive by nature you
should answer impulsively on the test.
Let's analyze: what does it really mean to 'be yourself'? Our day-to-day behavior is strongly
influenced by the situations we're in. The nature of those situations influences our stress level,
which in turn has an impact on our behavior. For example, you can act aggressively in one
stressful situation but courteously in another. Which side of your personality do you want to
show on the test?
The experience JobTestPrep has gained from preparing tens of thousands of job applicants
since 1992 tells us that the facts are different:
A person who tends to be aggressive can act politely if he or she is made aware of the
behavior and understands the benefits of behaving more courteously. A person who is
typically shy can be more assertive if made aware of the fact that shyness may impede his or
her chances of moving up the corporate ladder.
In summary, you shouldn't expose yourself completely to the assessors. Instead, you should
make them analyze who you want to be depending on the desired position.
Misleading Instruction #2: There are no right or wrong answers. One thing test administers always say about personality tests is that there are no right or
wrong answers. This is obviously not true. Personality tests are used for screening purposes to
select the best candidate for a particular job. Recruiters will, therefore, recommend candidates
that best fit the required criteria and job description and disqualify candidates
that don’t match the criteria. This means that there are right and wrong answers as related to
specific job criteria.
Misleading Instruction #3: Give the first answer that comes to your mind.
The aim of this sentence is to encourage you not to think about your responses and to be as
spontaneous as possible. But, in fact, a spontaneous, natural response is not necessarily the best
one, neither in life nor on a selection test.
For example, if your boss has treated you rudely at work, telling him or her off would likely be a
foolish mistake that might cost you your job.
Most people realize that it is usually best to swallow the insult, cool down, and approach the
situation in a more rational manner later on. On the personality test, as in situations in real life,
you should be cautious and calculated; you must think before answering and take into account
the results of your actions.
Misleading Instruction #4: Nobody is flawless; everyone has made mistakes. It's all about being able to admit them. Many personality tests use this sentence in an effort to make you think that they are looking at
your honesty, when, in fact, they are actually trying to 'open you up' and have you recount
y o u r weaknesses. The personality test is not the forum to mention hidden fears, doubts, or
occasional mood swings; it isn’t your friend nor your therapist. On the day of the test, you
should emphasize your strengths, not your weaknesses.
Hogan Assessments Hogan Personality Assessments produces two tests, each of which explores your personality
from a different perspective. The Hogan Personality Inventory (HPI) evaluates your self-
presentation or, as they put it, your reputation—the way you are perceived by others in a
workplace setting. The Hogan Development Survey (HDS) investigates the negative aspects of
your personality, those that inhibit you from growing and that impair your relationships with
other people.
Usually, these two assessments are administered together, and their results are interpreted as
an integral picture—, a profile—rather than as two separate tests. Typical profiles, as well as
detailed scale descriptions, were given a specific name by test developers and will be described
Adjustment scale – measures the degree to which a person appears calm and self-
accepting.
HIC Our Scale Short Description Sample Item
Empathy Empathic Involvement Concern for others I feel upset when I see someone’s misery.
Not Anxious Anxiety (reversed) Absence of worry Deadlines don’t bother me.
No Guilt - Absence of regret I rarely feel guilty about the things I have done.
Calmness Self-Control Not volatile I keep calm in a crisis. Even Tempered Service Orientation Patience I hate to be interrupted. No Complaints - Complacence I almost never receive bad
service. Trusting Interpersonal
Trust/Integrity Values Belief in others People really care about one
another. Good Attachment Conformity Good relations
with authority In school, teachers liked me.
Positive and Negative Performance Implications High scorers tend to be very industrious and stress resilient people who are able to endure heavy workloads. However, they may sometimes be insensitive and too demanding. They are distinguished by their ability to trust others, but they tend to be irresponsive to critique and to overestimate their workplace contributions. Average scorers are stable and even-tempered people who remain calm under pressure, yet they may appear indifferent in their approach to work. They are attentive and they apply received feedback, but oftentimes they give unrealistic estimations of their circumstances. Low-scoring individuals are sensitive to others, and they are careful and concerned about their work. However, they are overly self-critical and hypersensitive to criticism and rejection. They look for feedback in hopes of improving their work, but they are perceived as moody, tense, edgy, and remorseful. They tend to fail when under pressure, and they are annoyed by setbacks and inconveniences.
Ambition scale – measures the degree to which a person is leader-like, competitive,
energetic, and socially self-confident.
HIC Our Scale Short Description Sample Item Competitive Competitiveness Desire to win I want to be a success in life. Self-Confident Self-Confidence Self-assurance I expect to succeed at
everything. Accomplishment Proactivity Personal
effectiveness I am known as someone who gets things done.
Leadership Dominance Leadership tendencies
In a group, I like to take charge of things.
Identity Optimism and Well- Being Satisfaction with one’s life
confidence I don’t mind talking in front of a group of people.
More relevant scales:
Assertiveness Decisiveness Being outspoken Autonomy Being a quick
decision-maker the ability to work without instructions
It is easy for me to express my opinion. I don’t like to hesitate. I am able to work without close guidance.
Positive and Negative Performance Implications High-scoring individuals strive for leadership and achievement, so if they see no room for advancement, they usually move on to other opportunities. They are driven, energetic, and self- confident, and they feel at ease speaking in public. However, they may compete with their peers and disregard others’ input when coming up with solutions. Average-scoring individuals are reasonably hardworking. While they are good team players, they may fall short of leadership potential. As supportive persons who are not driven by status concerns, they may be taken advantage of or appear somewhat passive. Low-scorers are good followers. They are cooperative and work well in team and subordinate roles. They may have a hard time standing up for themselves, making important decisions, and setting defined goals. Advancement does not motivate such people; rather, they are relatively complacent and pessimistic about their lives. They may lack initiative and confidence, but they follow instructions well Sociability scale – measures the degree to which a person seems to need and/or
enjoy interactions with others.
HIC Our Scale Short Description Sample Item Likes Parties Sociability/Friendliness Affability I would go to a party every
night if I could. Likes Crowds Team Player/Need for Affiliation
Company Being part of a large crowd is exciting.
Experience Seeking Excitement Needs variety Seeking/Need for Change
I like a lot of variety in my life.
Exhibitionistic Modesty (reversed) Showing off I like to be the center of attention.
Entertaining -- Being witty and engaging
I am often the life of the party.
More relevant scales:
Need for Attention and Looking for approval Recognition Feeling at ease in
Interpersonal Sensitivity scale – measures the degree to which a person is seen as
perceptive, tactful, and socially sensitive.
HIC Our Scale Short Description Sample Item Easy to Live With -- Being easy-going I work well with other people.
Sensitive Perspective Taking Being considerate I always try to see the other person’s point of view.
Caring Active Consideration Social sensitivity I am sensitive to other people’s moods.
Likes People Need for Company Companionable I enjoy being with other people.
No Hostility Tolerance Respect for others who are different
I readily accept people who voice views opposite to mine.
More relevant scales:
Directness Deliberation
Straightforwardness Thinking through
I express my requests in a direct manner. I think twice before saying
Positive and Negative Performance Implications High-scoring individuals are seen as tactful, trustworthy, civil, and willing to help. They are perceptive of others’ feelings and points of view, thoughtful, and cooperative. As team members, they try to build and maintain good relations with others. Their drawback is that they have a propensity to avoid confrontation; they can tend to focus too much on getting along with others instead of addressing poor performance issues. Average-scoring individuals are cooperative and benevolent, but they are still able to stand their ground. However, they may be unable to bear the brunt of prolonged conflicts in the workplace and experience hardships managing subordinates who are morally independent. Low-scoring individuals confront nonperformance issues promptly, using a frank and direct approach. They are not swayed easily by others’ emotions or personal concerns, and they are comfortable enforcing tough rules and procedures. Sometimes, they may be too direct, tough, insensitive, harsh, and indifferent to others’ feelings.
Positive and Negative Performance Implications High-scoring individuals are approachable, outgoing, and sociable. They are good at fitting into a crowd, but they may have difficulty holding their tongue and may frequently interrupt others. They are good at making a positive first impression, especially in high- profile situations. They have no problem meeting strangers, enjoy interacting with others, and are seen as being socially skilled by both peers and customers. Yet, they often have too much presence and may annoy others trying to occupy the center stage. Average-scoring individuals are friendly and congenial, but not overly attention seeking. They are willing to listen to others’ needs before offering suggestions. On the other hand, they tend not to voice their ideas and opinions to avoid drawing too much attention to themselves. Low-scoring individuals enjoy and excel at solitary tasks. They are good listeners, but they a r e perceived as being reserved, quiet, somewhat shy, and even cold and socially aloof. They are not motivated by recognition and they avoid company, so they do not need continuous social interaction to keep them interested and satisfied with their jobs. They may not give enough feedback and seem unapproachable, but they are more business focused and task oriented because of their lack of engagement in small talk.
Prudence scale – measures the degree to which a person seems conscientious, conforming, and
dependable.
HIC Our Scale Short Description Sample Item Moralistic* -- Self-righteousness I always practice what I
preach. Mastery* -- Diligence I do my job as well as I
possibly can. Virtuous* -- Perfectionism I strive for perfection in
everything I do. Not Autonomous Conformity Rule acceptance Other people’s opinions of
me are important. Not Spontaneous Planning/Good
Organization Planning skills I always know what I will do
tomorrow. Impulse Control Self-Control Emotional stability I rarely do things on impulse.
Avoids Trouble Risk Taking Claimed integrity When I was in school, I rarely gave the teachers any trouble.
*Attention! The Moralistic, Mastery, and Virtuous subscales together form the Hogan impression management embedded measure. Beware not to get an extreme score on these three scales (together)! Some of these types of questions are included in our Impression Management scales. One such question is, 'I have never deliberately told a lie'.
Positive and Negative Performance Implications High-scorers are orderly, dependable, and responsible. They are demanding about their own and others’ performance, procedurally driven, and attentive to details. In addition, they are rule- obedient and dependable. However, they may be overly controlling and have difficulty managing change. They will gather all the information necessary to make an informed decision, but they can also fall prey to micro-managing the details of projects and being unable to delegate tasks to others. Average-scoring individuals are still very diligent and thorough, but they are more flexible and less perfectionistic. However, they may still have difficulty prioritizing tasks and dealing with uncertainty. Low-scoring individuals are quick to act and make things happen within the organization. They are flexible, open, and comfortable with change, innovation, and new initiatives. However, they tend to miss the details, resist supervision, and forget to plan ahead.
Inquisitive scale – measures the degree to which a person seems conscientious,
conforming, and dependable.
HIC Our Scale Name Short Description Sample Item Science Analytical Skills Analytical I am interested in science. Curiosity Motivation to Learn Investigative I have taken things apart just
to see how they work. Thrill Seeking Excitement seeking Stimulus seeking I would like to be a race car
driver. Intellectual Games Motivation to Learn Likes to solve puzzles I enjoy solving riddles.
Generates Ideas Generate Ideas Ideational fluency I am known for having good ideas.
Culture Aesthetic Sense Cultural interests I like classical music. Positive and Negative Performance Implications High-scoring individuals tend to be imaginative, possess a lot of ideas, and be resourceful and creative problem solvers. These individuals are usually strategic, "outside-the-box” thinkers who can bring a variety of ideas and solutions to the table. Yet, they may become easily bored without new and stimulating activities, have difficulty diagnosing the pract ical ity of ideas and concepts, downplay operational matters, and prefer conceptualizing over implementation. While contributing to the strategic planning of the organization, average-scoring in d iv idua ls tend to stay in the background and evaluate ideas rather than generate their own. They often enjoy taking visionary ideas and translating them into workable s o l u t i o n s , but they may lack the ability to generate new ideas on their own as well as be somewhat indifferent to change and advancement in technology or operating procedures. Low-scoring individuals are practical, level headed, and process focused. They are tolerant workers who possess a hands-on approach to problem solving. On the other hand, they are cautious with new ideas, and they prefer the good old way of doing things.
Learning Approach scale – measures the degree to which a person enjoys academic
activities and values educational achievement for its own sake.
HIC Our Scale Name Short Description Sample Item Good Memory Motivation to Learn Remembering many
things I have a large vocabulary.
Education Motivation to Learn Being good at learning As a child, school was easy for me.
Math Ability Numerical capabilities I do mental arithmetic quickly.
Reading Love for reading I would rather read then watch TV.
The developers of this test saw fit to control for erratic or careless responding. For that
p u r p o s e , they developed a 14-item scale consisting of items that imply a certain response
with a very high likelihood. For example, 99% of the population will answer 'True' to items like
'Basically I am a co-operative person' or 'I do my job as well as I possibly can'. Similarly, most
respondents will answer 'False' to the item 'My success means little to me'. If you respond
'unreasonably' to four or more statements, your whole test report will be considered invalid
and thus uninterpretable.
HPI Summary
As with many other personality tests, the key to success lies in being able to recognize to which
scales each item belongs and knowing the qualities demanded for the job you are applying for.
The distinctive characteristic of the Hogan Personality Inventory is that it is aimed at
investigating your reputation rather than your true self. The test developers have stated that
there is no evident difference between answer distortion for impression management and self-
presentation of a socially apt individual. Even though an extremely high score on three of the
HPI scales may suggest socially desirable responding, the authors still offer a number of
Positive and Negative Performance Implications High-scoring individuals value education and love knowledge. They are constantly developing and are usually up-to-date with current trends in their profession. They push for learning and training opportunities for themselves and their staff. These individuals a l s o enjoy applying their knowledge to current situations and will work to improve their skills. Sometimes, unfortunately, these individuals tend to focus more on learning rather than on doing "non-interesting" yet required tasks. They may tend to jump on the newest technology without verifying its usefulness and may overwhelm others with their zeal for training opportunities.
Average-scoring individuals do seek learning opportunities, but not with great urgency. They may delay their learning of new information, which can be a detriment to the organization. Although the prevailing perception is that these individuals are informed of the latest procedures, they may be caught off guard by those who dig deeper into new advancements.
Low-scoring individuals usually prefer to apply old skills rather than to learn new methods and concepts. They often seem unconcerned with professional development, and they may ignore opportunities for continuing education for both themselves and their staffs.
Important: Unnecessary efforts to be consistent can cause an extreme score. For instance, if in
an attempt to be consistent you rate all the questions about a certain trait at the high end of the
scale. You can see more information about the significance of an extreme score in rule 5.
To illustrate this point, let's look at someone who applied for a position in a call center.
Working as a call center operator does not require a high degree of dominance. This means
that the applicant should aim for an average score on the dominance scale. (Note that to get
an average score on a trait does not mean you need to always choose the middle option.
Instead, you can receive an average score by favoring some of the statements, while rejecting
others.) Let's take a look at how the call center applicant should handle dominance questions:
• If I was the leader of a group, I would feel comfortable giving orders: true • I always enjoy leading people: false • I would be a good leader if given the chance: true
• I usually tell people off when they do things I disagree with: false
These examples illustrate the response pattern of a person who is capable of dominance, but
who isn't overly dominating. This pattern of responding is not considered inconsistent.
Rule 3: It's about how you behave at work.
Personality tests usually ask questions about your general life preferences, about how you
typically behave, about how your friends would describe you, and about how you believe
people should behave in general.
However, the recruiter isn't interested in knowing how you really behave in life; the sole
purpose of these questions is to assess how you would behave at work. Your future on-the- job
behavior is the only thing that interests the recruiter.
Here are a few examples of statements that refer to your personal life, but which really aim to
understand your work behavior:
• I aim to become a leader in my community.
• I have no problem telling people they're wrong.
• I read at least one book a month.
Recruiters assume that the way you act with friends and family, and that what you generally
have possibly prevented his promotion. Coming unprepared to a personality test and
displaying the wrong characteristics for the specific job you want can seriously harm your
career.
Rule 4: Each question focuses on a trait.
Personality tests contain long lists of questions that ask about your typical behavior and
feelings in different situations. Every personality test measures several traits. For example, the
famous 16PF questionnaire examines 16 traits. Each of these traits is measured using 10- 14
randomly presented questions.
Let's take one trait as an example and see how the following eight questions ask for almost the
same exact information.
1. When I sense that people dislike me, I usually feel offended.
2. If I sense that people dislike me, I get very anxious.
3. When I'm criticized, I avoid taking it personally. (reversed)
4. When I receive concrete criticism about my work, I don’t feel personally offended.
(reversed)
5. What others think of me is no concern of mine. (reversed)
6. I have a tendency to take things personally.
7. When I'm teased, I take it in stride. (reversed)
8. People are generally too vulnerable and touchy and should toughen up for their own
benefit. (reversed)
Can you guess which characteristic these questions are trying to measure?
The answer is Resilience. It might seem obvious when the questions are grouped together, but
the real test may be trying to measure over 30 different traits, with the questions being
randomized. This makes it harder to identify the exact traits being measured in any given
question.
A high level of Resilience may suggest that you are too thick-skinned and that you don't take criticism seriously enough. However, if you receive a very low Resilience score, this suggests to
the recruiter that you're highly sensitive and might not respond well to criticism, even if it is
constructive. Obviously, neither extreme is ideal, so it's best to aim for a score between the two.
For example, if a question asks if you feel offended when mocked in public, it is acceptable
to answer 'true'—after all, you're only human. In general, however, try not to indicate that