The online session takes about 15-20 minutes for each personality test, i.e. a maximum of one hour for HPI, HDS and MVPI. All Hogan questionnaires, tests and reports can be ordered online from Metaberatung GmbH (www.hoganassessments.de) or directly through the Hogan Assessment Link Online (HALO); access codes are available from Metaberatung GmbH, +49 211 41559590. The HALO System is available around the clock, and makes it easy to manage test IDs and reports as well as various report options. Hogan reports are created automatically in a few seconds and emailed to an address provided by the customer, or printed off and mailed, or else read by the candidate online, whatever the customer wants. The questionnaires can be managed and carried out online through a secure Internet connection (128-bit SSL).

There are no requirements on the user apart from being able to use an Internet-enabled computer, and knowing the basics of a web browser. In fact, even a Year 4 schoolchild would be able to understand the questionnaires.

Metaberatung GmbH offers Hogan Workshops on marketing the various Hogan reports. Our staff are available at all times to answer questions concerning the technicalities and the content, and to offer tips in specific feedback situations. Refreshers and supervision are also available, and are invoiced at cost. Groups of certified customers can access the latest information, ask questions and exchange experience on line on the social networks Xing and LinkedIn. Depending on order volume, we also offer other free services such as rough process designs for selection and development projects, clarification of EU Safe Harbor and other data protection requirements, specifications for integration in IT systems or support for internal marketing.

Yes, it is possible to provide customised reports for customers in their CI branding, and also in line with the dimensions of their competence models. Hogan also offers comprehensive technical customer documentation as other customer-specific reports for use in creating profiles for requirements for specific positions, for validation studies, and for group analyses.

It is not possible to adjust the questionnaires individually (i.e. by eliminating items) for statistical and test theory reasons, as this would affect the evaluation codes and standard values.

There are no limits to individual adjustments of the reports and integration in other systems. Technical interfaces are available for lots of "Applicant Tracking Systems" and other HR software such as eRecruit Module of Peoplesoft, ADP Systems, ERC Dataplus, Inc., Hiredesk, HR Logix, Kenexa, Pan (VITA), Peopleclick, Inc., Resume Mirror, Inc., Taleo Corporation portals, and many more. Inclusion in client Intranets is possible.

Integrations can range from the use of a website with a company logo that then takes the candidate back to the company's own ATS for the presentation of the results, to a completely seamless integration in which the candidate's questionnaire is presented in the ATS, and so appears as a further step in the application process in the company's application system. The candidate does not have the impression of ever leaving the customer's system, and can receive the results of his questionnaire in his ATS account within seconds of completing the document.

Group evaluations can be carried out immediately if desired. The results are provided either purely as data with graphics, or with a detailed report on all three questionnaires. Depending on market maturity, various standards have been developed for different countries and target groups. Quality (reliability of the statistical assumptions, such as the standard distribution of the scales and factor stability plus consistency and test-retest reliability) are constantly checked by our research departments. Validation studies are regularly carried out for clients and ourselves. Hogan Assessment Systems has a large number of validation studies with actual clients, all provided in accordance with APA guidelines (Uniform Guidelines of the American Psychological Association). This means that validation results can be provided for almost any position, anywhere in the world - currently almost 400. Before Hogan offers cut-off scores, it should be confirmed that the respective Hogan questionnaires provide valid predictive values for the performance at work. These client and position-specific thresholds can then be saved in Hogan reports to select applicants.

As an online instrument, the Hogan Job Evaluation Tool (JET) questions approx. 15 of the client's experts, and others if necessary, who are familiar with the position to establish its performance-related characteristics, possible performance barriers, the working environment, the intellectual aspects, and the skills required. Various forms of validation study are possible and recommended for saving client and position-specific cut-offs in the Hogan reports and selecting applicants.

Hogan is 100% online. The process is fully automated, from ordering to allocating IDs to the clients and processing the questionnaires, to issuing and sending out the reports by email, and it is impervious to user errors. This means that maximum objectivity can be guaranteed right until the report is issued. Hogan Assessment Systems (HAS) has its own IT system (HALO) that can also be used directly by clients.
Applications and assessment routines are all available on Hogan Assessment Systems' computers. Data is managed at a secure data centre in Dallas (USA).

Hogan reports are available for personnel selection processes (HoganSELECT), for personnel development (HoganDEVELOP) and for management development (HoganLEAD). They range from basic short reports to detailed descriptions of the strengths and weaknesses of an individual with detailed guidance on development. The results are provided as graphics as well as texts. Hogan reports are available in over 40 languages, and are written in language that is easy to understand.

Standards are available for many countries and levels of hierarchy for use in evaluating the questionnaires in order to make sensible statements on the individual with regard to a selected comparative group (e.g. 80% of all people in the Global General Norm have the same high or low result under ambition as you).

Hogan predicts subjective and objective performance indicators in the workplace.

Hogan Assessment Systems are available in over 40 languages in all the main regions of the world, including British and American English, Russian, Arabic and Chinese, see http://www.hoganassessments.de/sprachenuebersicht.html.

Depending on the recruitment quote, level of applicant suitability and existing selection mechanisms, Hogan can help organisations to improve their recruitment decisions by up to 20% to 40%. Fluctuations and a lack of skilled staff are reduced, and customer service and satisfaction ratings improved. Studies have also confirmed increases in sales figures, reductions in accidents at work, and a reduction in loss reports to insurance companies.

Hogan records relatively stable characteristics and cognitive productivity that describe how people behave in various situations and solve problems. Hogan's reports offer information on the working styles that are best suited to a candidate, and the behaviour methods at which employees are particularly good. The result is a comprehensive picture of personal characteristics in respect of success in industry and the individual's own career potential. This includes the ability of leading others in other positions and managing tasks. However, the behaviour risks that become particular evident under stress are also analysed, as are the values and drivers, thinking styles, and the drawing of tactical and strategic conclusions.

The MVPI has 200 items, HPI: 206, HDS: 168.

The candidates' data input (in other words, their answers to the questions) is entered via an SSL encoded connection (128-bit) on the Internet, and the evaluation is completed at a secure data centre in the USA. Predetermined evaluation algorithms are used to evaluate the scales and subscales, the entire process being completed electronically. This ensures that the results are not influenced by a personal judgement. The evaluation code for the electronic algorithm has never been and never will be published. Following the computer-controlled issue of the report, it is important to know what information each questionnaire provides. The questionnaires should never be interpreted without the specific application context. We recommend attending a certification before using the Hogan processes in order to gain an understanding of the content and practise using them.

The Hogan Personality Inventory (HPI) measures the normal personality. It is used in the first instance for select personnel selections, individual assessments, development and career decisions. It provides detailed information on the "strong side" of an individual's personality as it is revealed in social interaction, and how it encourages or prevents an individual from getting along with other people and achieving their own educational and professional goals.

The Hogan Development Survey (HDS) was developed in order to record 11 general dysfunctional dispositions. These dispositions are (a) caused by an individual's distorted assumption of how others see or treat them, and (b) negatively influence a person's career and satisfaction in life. As background information for a better understanding of the HDS it is important to know that the 11 dimensions correlate to the personality disorders of DSM-IV (Diagnostic and Statistical Manual of Mental Disorders of the American Psychiatric Organisation). However, the HDS is not a clinical Assessment Instrument.

The Motives, Values, Preferences Inventory (MVPI) was developed with two important intents. First, it facilitates an appraisal of aptitude between an individual and an organisation and its culture. This is particularly important because, no matter how talented a person is and how hard they work, if their values are not compatible with those of the company's culture - and the culture is often determined by the values of its top management - then he or she will never perform very well in that company. Secondly, the MVPI is quite unique in that it allows an individual's motives to be measured directly. Other tests merely allow a conclusion of an individual's motives based on the professional decisions that are expressed. However, the MVPI provides the full extent to which someone is motivated at work, e.g. by money, security or fun.

The Hogan Business Reasoning Inventory (HBRI) offers an excellent option for differentiation between participants in the upper cognitive range (above-average intelligence). The test offers a business-based estimation of cognitive abilities based on the differentiation between tactical and strategic thinking and the style of thinking. Like all the other Hogan tests, it is performed online but under supervision.

The Hogan Advantage is a quick (5 minutes) online assessment for the selection of applicants. It makes statements on an applicant's employability, and is particularly useful in large personnel selection processes and applicant flows. The test dimensions are reliability, resistance to stress and customer orientation. The approx. 70 questions are taken from the Hogan Personality Inventory.

The HDS scales assess dysfunctional tendencies that may emerge during periods of high stress at work. Accordingly, stressful jobs (e.g., management jobs, first-responders) may elicit more derailer behaviours than more routine jobs. However, it remains true that all jobs entail some level of stress, so derailer behaviours associated with each HDS scale can emerge across jobs.

Elevated HDS scores indicate the risk of the negative behaviour in the workplace. Through self-awareness, coaching, or other developmental activities, individuals can learn to manage this risk and minimise the negative behaviours.

Research by Hogan, in conjunction with Peter Berry Consultancy, indicates that there are minor differences in the derailers exhibited by various subgroups. These differences are statistically significant but small in magnitude. Thus, for practical purposes, there are no meaningful group differences. Nevertheless, these minor group differences underscore the importance of estimating and tracking Adverse Impact (AI) data to ensure that the inclusion of Hogan profiles in personnel selection does not negatively impact population subgroups. No Hogan selection profile has been subject to legal challenge for Adverse Impact.

In reality, none of the HDS derailers occur more often than others. But certain derailers may be more detrimental in specific contexts or occupations. For example, Hogan research indicates that managers and executives tend to be more Cautious, Bold, Mischievous, Colourful, and Imaginative than other occupational categories. Thus, managers and executives may “derail” if they take unnecessary risks (Mischievous), follow trends and fads (Colourful), avoid making decisions (Cautious), or pursue wild ideas just to be different (Imaginative).

Apparent conflicts or contradictions between scales and inventories often provide important insights into an individual’s behaviour. Therefore, these conflicts or contradictions should not be dismissed as assessment errors. Rather, they should be probed to see how unique combinations of personality factors are manifested in the workplace.

From a coaching perspective, those derailers producing the least amount of observable behaviour in the workplace can be challenging. For example, behaviours (or the lack thereof) associated with an elevated HDS Cautious scale score (measuring an unwillingness to make decisions) can be tough to detect and, likewise, to coach. Conversely, the HDS derailers that produce the greatest amount of observable behaviour in the workplace tend to provide an easier target for change and tracking for improvement. For example, behaviours associated with an elevated HDS Excitable scale score (measuring emotional outbursts and over-reacting under stress) are typically easy to detect and coach.

No. For the HPI, we use direct summative scoring to generate scores for Homogenous Item Composites (HICs) as well as the primary and occupational scales. We use the same process to score the Hogan Development Survey (HDS) and Motives, Values, Preferences Inventory (MVPI) scales. Hogan does not use item weights to score any scale on our assessments.

In developing the HPI, the Hogan's discovered that each of the seven primary dimensions of normal personality breaks down into a group of related sub-themes. For example, the Adjustment scale contains themes about worry, regret, complaints, patience, irritability, and so forth. Because the items in these sub-themes clustered together, they referred to them as Homogenous Item Composites, or HICs. Hogan researchers subsequently refined these HICs to arrive at the current set of 41 HICs across the seven primary scales. In sum, the HPI HICs reflect a 30-year process of item development, empirical and theoretical refinement, and factor analyses.

The HPI Manual notes that some HICs are related to more than one primary scale. The final placement of the HICs on primary scales was the result of a long process of pilot testing, and subsequent refinement and factor analysis. For example, the “Empathy” HIC is placed on the Adjustment scale instead of the Interpersonal Sensitivity scale because (a) correlational analyses indicate that Empathy is more closely related to the Adjustment scale than the Interpersonal Sensitivity scale; and (b) factor analyses illustrate that the Empathy HIC loads on the Adjustment scale.

The skewness of certain scales has evolved over time. We compensate for it while we are working to remove it. Changing items on scales to remove skewness creates huge problems that cascade through our entire international system, so we necessarily must proceed cautiously.

Based on the Five Factor Model, the HPI was built as follows: The things that a person could say or do to create the impression that they are shy or extrovert were defined for a specific topic or concept, such as "sociability". Questions were then written, reflecting this judgement. For instance, "I hate speaking in front of a group" could be an introvert question, while "I like meeting new people" could be a more extrovert question. Once several questions had been written for a topic, it was established to what extent these questions formed a cohesive group, and how this group of questions predicts a person's reputation in the sense of (a) descriptions of characteristics by independent third parties, and (b) subjectively and objectively raised performance in the workplace. Hogan has been studying the correlation between the HPI responses of employed adults since the 1970s. From the results Hogan Assessment Systems knows very well how people consistently describe other people who respond to the questionnaires in this way or that.

To develop the MVPI, Hogan researchers examined over 80 years of theory and research on motives, values, and interests. Although the labels used in earlier taxonomies differed, there was and is considerable overlap in the attitudes, values, needs, interests, goals, and commitments prior researchers identified as core dimensions. The dimensions used in previous research can be summarized pretty well with the 10 “core value” scales of the MVPI.

To develop the MVPI, Hogan researchers examined over 80 years of theory and research on motives, values, and interests. Although the labels used in earlier taxonomies differed, there was and is considerable overlap in the attitudes, values, needs, interests, goals, and commitments prior researchers identified as core dimensions. The dimensions used in previous research can be summarized pretty well with the 10 “core value” scales of the MVPI.

Although people have baseline levels of values and preferences, these levels may change, to a certain extent, as a function of life circumstances, critical events, or transitions. For example, a young single person renting a first apartment after college graduation may value having a good time (MVPI Hedonism) more than order and predictability (MVPI Security). However, ten years later, if that same individual is married with two young children, a career, mortgage, and other significant financial obligations, he or she may place more value on security and less on hedonism. Although these life changes do not result in extreme value shifts (e.g., from placing no value to placing ultimate importance on Security), life changes and other critical events may cause a person to re-evaluate their values around normal, baseline levels.

We find only small changes in motives, values, and preferences related to age. We find that respondents over age 40 place a higher value on history, well-established principles of conduct, and conventional morals (Tradition) than respondents under 40. We observe a similar pattern with the Security scale, noting that certainty, predictability, and order is more highly valued by those 40 and over than by younger respondents. Because these differences could potentially lead to adverse impact in a selection environment, we interpret these scales only in context with more stable predictors from the HPI and HDS, and emphasize the need for clients to monitor selection systems using of the MVPI to guard against any unintended adverse impact.

Scores across assessment translations differ for more reasons than cultural; see Meyer & Foster (2008) for a review of these factors. However, recent research (“Research on Australia’s Workforce DNA” white paper) examining the workforces of Australia, New Zealand, the United States, and the United Kingdom shows that minor differences do exist on certain value profiles. However, these differences appear small in magnitude. This research concludes that one can place little value in drawing definitive conclusions about a person’s value set based on their culture or country of origin – we are more alike than we are different.

The content of the questionnaires is based on observable examples of behaviour of different personality traits (HPI), dysfunctional personality traits (HDS) or important personal values and drivers (MVPI). A very high level of objectivity is guaranteed by the high standardisation of the survey, its data management and assessment. The objectivity of the processes can be further increased if the candidate ensures that he or she is not interrupted when completing the questionnaire, and if the users of the questionnaire attend a certification workshop in order to familiarise themselves with the content of Hogan's processes before using the tests.

Personality research shows that an individual's personality remains relatively stable over time. Although people are capable of learning and demonstrating learn new forms of behaviour, this does not necessarily mean their personality changes. A personality is most likely to change as the result of so-called critical life events (relocating into a new culture, losing one's job). However, these changes, usually judged subjectively as extremely strong, do not have a significant effect in comparison with other people in the norm, and people continue to receive a value in the lower, middle or upper third of the scale. Furthermore, we also summarise the results from the various personality perspectives in the configural scoring (red threads), which forms the base for three development recommendations. Isolated changes in one dimension have little effect on this summary. In most cases, it is not necessary to complete the questionnaires a second time within 5 years.

The HPI internal consistency (Cronbach's α) is between .57 and .83 per scale. Test-retest (TR) reliability with two to three weeks between tests is between .69 and .87 per scale. If there are eight years between the two measuring periods, then the TR reliability moves between .30 and .73 per scale.

The HDS internal consistency (Cronbach's α) is between .43 and .68 per scale. With three months between Test-retest, reliability is between .64 and .75 per scale. If the period is nine to twelve months, TR reliability is .52 to .75 per scale.

The MPVI internal consistency (Cronbach's α) is between .70 and .84 per scale. The TR reliability over a three-month test period is between .71 and .85 per scale, and with nine to twelve months between tests it is .70 to .83 per scale.

Join research by Hogan Assessment Systems and Peter Berry Consultancy looked at the various scale figures for different countries and generations. To summarise, although there are minor differences between the "Baby Boomers" (born between 1946 and 1964), Generation X (born between 1965 and 1977) and Generation Y (born between 1978 and 1994), they are not statistically significant. With regard to an individual, the year of their birth does not say anything about their personality or their own system of values.

Coefficients of the convergent construct validity are given in the respective technical manuals, and for the HPI are on average between .30 and .69 per scale to Goldberg's "Big Five" comparison scale (e.g. NEO-PI-R and PCI). A criterion-based validity (correlation between performance data and results from the questionnaires) can be defined for each of the customer's positions. Should this not be possible, then the validity can be generalised using Hogan archive data (Validity Generalisation).

Questionnaires such as those of Hogan Assessment Systems have validity scales that enable us to pursue and measure attempts at faking. Research has shown that the frequency of attempts at faking in personnel and management development projects is almost 0%, and 3% in selection projects. Hogan provides the results of these measurements in its reports. Furthermore, HPI measures the ability to control one's effects on others ("impression management"). This can lead to someone answering individual questions in a socially desirable way. This ability should be taken into account in the interpretation of the results.

As a general rule, it is difficult to falsify the questionnaires because (a) candidates do not know how the questions are assessed (e.g. what does it mean if you answer yes or no to the question, "I would like to be a racing driver") because they (b) cannot know how much importance is paid to a particular characteristic in the assessment (e.g. "I am a competitive person" is difficult to falsify because on the one hand you could think that you should be competitive, but on the other you might believe that too much competitiveness would thwart any attempts to work in a team) because (c) current research shows that most people that their way of viewing the world is the right way, and they are not willing to change their beliefs for others. As a consequence, some may think that they have significantly changed their scale figures through faking, although in reality all they have done is change their response to one of five questions on a subscale. Still, Hogan Assessment Systems protects itself against faking by assessing validity scales that indicate when someone has attempted to fake the results.

There are no accreditation costs or license fees. The only costs that arise are for the reports and for optional training, which is a requirement for certification. Certification is recommended for people who will be making decisions using the Hogan reports or providing feedback. The costs for a Hogan Certification Workshop (2 days including completion of their own questionnaires and extensive materials on CD) are given in our training brochure (http://www.hoganassessments.de/uebersicht.html). Hogan has standardised this workshop worldwide, and it is carried out under license by Metaberatung GmbH. The first day is used to provide a basic knowledge of all three questionnaires (HPI, HDS and MVPI). The second day is used for practising the interpretation of the results and feedback. Every participant receives personal certification. Participants will also receive the technical manuals, sales and marketing materials.

Investment varies according to requirements and specifications. They depend on the results reports, the order volume and the number of participants. The HoganLEAD series contains reports for leadership staff, HoganDEVELOP for management and sales, and HoganSELECT for personnel selection. The only costs for each report are based on the transaction. You will find the current price list in our online shop at (http://www.hoganassessments.de/id-bestellung-2011.html).

There are no costs for provision, no annual fees, and no hotline costs. Clients receive free access to our knowledge database (Hogan Lounge) and the hotline. There are no contracts or other ties.

Comprehensive standards exist on various levels. There is a global standard (Global General Norm) for international comparisons which was created from results figure of individuals from various cultural circles and positions. Country- and profession-specific standards are also available. Each standard consists of at least 5,000 (and in some cases up to 150,000) employed adults. The quality is constantly checked, and the standards are regularly updated. Our clients are immediately informed if any of the standards are changed.

Depending on the results report, different information can be included that is specific to the particular profession (e.g. the hierarchy level, but also the working environment). You are welcome to contact us before picking a standard as the potential user of the questionnaires - we will be happy to help you make your choice!

The Hogan tools are based on Socioanalytic theory, a view of personality that combines Evolutionary theory, Sociology, and classic Psychoanalysis. Socioanalytic theory suggests that humans are social creatures by nature, and driven by needs to: (a) gain acceptance from others, (b) achieve status and power, and (c) make sense out of the environment. As people interact, they create reputations for themselves. Their reputations describe the way they generally interact with others at work and in private. The Hogan tools predict reputation, which reflects the stable patterns of behaviour individuals demonstrate while attempting to get along, get ahead, and establish order and predictability in their own environment.

360° performance appraisals describe "what people do". The Hogan assessments concern "why" people do what they do. Understanding personal and motivational characteristics is the foundation for understanding performance effectiveness.

The HPI was the first measure of normal personality based on the FFM and designed to predict occupational performance. The structure of the HPI and the FFM differ in two ways. First, the HPI breaks the FFM Extraversion factor into scales measuring Ambition and Sociability. Second, the HPI separates the FFM Openness factor into Inquisitive and Learning Approach. Otherwise, the HPI and the FFM are identical: FFM Neuroticism (Emotional Stability) links to HPI Adjustment, FFM Agreeableness links to HPI Interpersonal Sensitivity, and FFM Conscientiousness links to HPI Prudence.

Our answer to this question differs from all other test providers in three ways. First, when people respond to questions on our assessments, we do not believe they are reporting on their behaviour, but rather telling us how to think about them and how they want to be regarded - exactly as they would do in any conversation. Second, we don’t care how people respond to items; we only care about what their responses predict. Consider the item, “I take a different way home from work every night.” People who answer “True” tend to be creative and adventurous, and that is the important point. We don’t care whether they really take a different way home from work each night; we care about what it means to say that they do. Third, we are not trying to measure anything; we are trying to predict performance at work.

Hogan cannot provide mappings of specific items to competencies due to intellectual property concerns.

Hogan always provides the results of its personality tests as a benchmark. This enables companies to compare their staff and management with others anywhere in the world. These benchmarks are a low-cost, time-saving way for small and medium-sized companies in particular to avail themselves of international expertise.

Test methods are usually always used as part of a test system. Test candidates are invited to complete the tests. The test sequence is explained to them, and they are told who will assess the results and for what purpose. The actual test results are only used to help the company in the decision-making process. Shortlisted candidates should complete further tests and be given a personal interview so the interviewer can get to know them better. That is the only way to acquire a complete picture of them.

Companies that use personality tests demonstrate that an objective assessment of a candidate’s suitability and their options for development are just as important as a personal interview. Today, internationally recognised, valid methods are a building block in applicant marketing.

None of the Hogan tests puts anyone under any pressure – not even the cognitive performance tests. Even the HDS – which predicts risk behaviour under stress – uses a known response format, and there is no time limit.

Only about 2% of all candidates attempt to manipulate the test results by making false statements or answering questions randomly or not conscientiously. Hogan identifies these attempts with control questions. Fewer than 5% attempt to show themselves in a better light in the test. Hogan measures this ability and presents it in the reports so it can be taken into account in the interpretation and decision-making.

The Hogan results have tremendous credibility, which is confirmed by the numerous validation studies, some of which are published. Hogan is known for predicting performance at work, even over long periods of time. This can help to predict success at work, in sales, in management and in occupational safety, and also to predict many criteria that companies can define themselves.

Management staff can be tested for their potential to manage people and a business. This is the only way to avoid expensive placement errors and support job holders. The fact that a person holds a managerial position doesn’t necessarily mean that they are able to perform it.