Hogan Assessment: Why We Chose as our Exclusive Partner

| 12-08-2016

TillmanCarlson’s ongoing partnership with Hogan has allowed us to provide our clients with a formal assessment methodology. By utilizing the Hogan Assessment, we are able to identify and focus on strengths, gaps, and cultural alignment to assist during the selection and onboarding process. Robert Hogan, Founder and President of Hogan Assessment, highlights his path for success.

Why qualitative data should support your hiring decisions

CEO Talk: Robert Hogan, Hogan Assessment

Source: The Huffington Post 04/26/2016

Robert Hogan is the Founder and President of Hogan Assessment, which advises organizations on hiring the right people, developing key talent, and evaluating leadership potential. He was the first psychologist to demonstrate the link between personality and organizational effectiveness. Today he is the leading international authority on personality assessment and leadership.

Hogan is the author of more than 300 journal articles, chapters and books. He was McFarlin Professor and chair of the Department of Psychology at The University of Tulsa for 17 years. Prior to that, Hogan was professor of Psychology and Social Relations at The Johns Hopkins University. Hogan received his Ph.D. from the University of California, Berkeley, specializing in personality assessment.

Tell me about your early years.
I grew up poor. I was selling magazines when I was 5 years old, and I had my first job when I was 13. Between the ages of 28 and 60, I had two or three different jobs, I worked really hard. That’s what you do when you want to be successful. There is no substitute for working hard. You can plan all you want, but if you want to be successful, you have to be ready to work all the time.

When I was in high school, I read articles written by Sigmund Freud and Charles Darwin. I thought that were really interesting and fascinating, particularly the idea that unconscious ideas in your head could lead you to do things that you didn’t fully understand. So Freud and Darwin were revolutionary influences on me. In my daily life, being a military officer was a big influence where I learned how to deal with authority and learned about how organizations work and don’t work.

Did you have clear career goals when you went to college?
No, I just thought I wanted to be successful, but I didn’t know what it meant to be a success. My parents had little formal education. My father finished the third grade, my mother grew up on the farm, and I didn’t have a role model for success. I just had to figure it out for myself. My parents instilled a strong work ethic, though. My mother was a housewife, and she was very ambitious and smart. She was the first feminist that I knew and she pushed me very hard to be successful.

What are some key leadership lessons you’ve learned over the years?
Leadership is an important element for the success of any organization. Good leaders have integrity; they keep the word and you can depend on them. Good leaders make good decisions. That doesn’t mean they always get the answer right, but it means they try to get it right and when they make mistakes, they fix them right away. Good leaders know what they are talking about and every employee can benefit from good coaching. If you don’t know what you are talking about, you can’t coach your employees. Leaders must have a vision. A leader must be able to tell people why what they are doing matters.

What are you most proud of in your career?
I’m pretty proud of the business. I had no background in business and certainly no experience with business. After we were in business for about ten years, a very influential businesswoman came to me and said, “I’d like to buy your business. I’ll give you three million dollars.” And that point of my life, three million was a lot of money, so I thought about it and said, “If you give me seven million dollars, I’ll sell it.” The deal didn’t go through and, ultimately, I am glad that it didn’t. My team and I not only survived through hard times, but we’ve grown to become one of the leading provider of online personnel assessments in the world.

How do you hire?
We have this psychological assessment for potential job candidates. We give them the test that the job requires and try to match their profile to the job requirements. We do it using numbers in a quantitative method, and we try to keep personal preferences and intuition out of it. The qualities of the candidates depend on the job. If it is an accounting position, you want someone who is careful and detailed. If it’s marketing position, you want someone who has big ideas and is creative. If it’s a sales job, you want someone who has good social skills.

What advice do you give to new college graduates?
They need to identify their strengths and weaknesses, how they can leverage strengths in an occupational context and how they can minimize their weaknesses. That’s not easy; it takes some thought. Most people don’t really know where they excel and where they fall short.

I think you have to be strategic about your career; you can’t just leave things to chance. Life is like a military campaign; you have to plan very carefully. And if you don’t plan, you go nowhere. Planning is everything.

This interview has been condensed and edited for clarity. This post is part of “CEO Talk” series, which features leaders around the world speaking about their journeys. What does it take to become a successful entrepreneur or CEO? What is the path to success? What challenges did people face and how did they overcome them? Lan Anh and her guests answer all these questions and much more.


We’re in the Midst of a Multi-Year Consolidation of the Human Capital Industry

| 29-03-2016

The biggest of the big search firms is now calling itself “the preeminent global people and advisory firm.” Really? Who will be next to merge and acquire?

LOS ANGELES, Dec. 1, 2015 – Korn Ferry (NYSE:KFY), the preeminent global people and organizational advisory firm, today announced that it has completed its acquisition of Hay Group.

Through the talent, capabilities and insights of Hay Group, Korn Ferry now has an unrivaled ability to address the entire talent continuum, a move that affirms the critical role that people and leadership play in driving organizational performance.

“We need a new conversation on people. Never before has there been so much pressure on organizations to succeed. Yet by not applying the same rigor to their people strategy as they do in other areas of their business, organizations largely ignore their greatest lever for success,” said Gary D. Burnison, CEO of Korn Ferry. “We are without question the global leader in the business that enables business – the people business. The combination of our two firms brings together nearly 7,000 talented professionals who have a single purpose – helping leaders, organizations and societies succeed by releasing the full power and potential of people.”.

“The Korn Ferry-Hay Group combination marks a historic moment that will reshape the future of work,” said Stephen Kaye, CEO of Hay Group. “This is the perfect combination of two great firms that will be uniquely positioned to help clients achieve their strategic goals and highest aspirations. With more than a century of combined experience, and some of the most prolific people, data and insights in the world, we now have an incomparable capacity to deliver superior results for our clients – ensuring they have the right people, fully aligned, developed and engaged.”

Underpinning Korn Ferry and Hay Group is robust intellectual property and one of the most comprehensive leadership, reward and assessment databases in the world to accelerate client success.

Korn Ferry will serve clients through three business lines – Executive Search, Hay Group (which now includes Korn Ferry’s former Leadership and Talent Consulting segment) and Futurestep:

Executive Search leverages deep experience, knowledge and analytics to give clients an unparalleled advantage in attracting the best executive talent with the right fit. Industry-leading analytics generate proven data by function, industry, and level to help clients make the most informed hiring decisions.

Hay Group harnesses some of the most prolific people data and insights to help clients optimize performance. Hay Group aligns organizations and people; developing, engaging and rewarding them to achieve business success.

Futurestep delivers professional talent more impactfully by offering flexible, customizable recruitment solutions powered by Korn Ferry and Hay Group intellectual property.

More information on the combination of Korn Ferry and Hay Group can be found at kornferry.com/together.

About Korn Ferry

Korn Ferry is the preeminent global people and organizational advisory firm. We help leaders, organizations and societies succeed by releasing the full power and potential of people. Our nearly 7,000 colleagues deliver services through Korn Ferry and our Hay Group and Futurestep divisions. Visit kornferry.com for more information.

Forward-Looking Statements

This press release contains “forward looking statements” within the meaning of the “safe harbor” provisions of the United States Private Securities Litigation Reform Act of 1995. Forward-looking statements may be identified by the use of words such as “anticipate”, “believe”, “expect”, “estimate”, “plan”, “outlook”, and “project” and other similar expressions that predict or indicate future events or trends or that are not statements of historical matters. Such forward-looking statements include, but are not limited to, the expected benefits from Korn Ferry’s acquisition of Hay Group, including the combined company’s plans, objectives, expectations and intentions. Such statements are based on current expectations and are subject to numerous risks and uncertainties, many of which are outside of the control of Korn Ferry.

A number of factors could cause actual results or outcomes to differ materially from those indicated by such forward looking statements. These factors include, but are not limited to: (a) the ability to successfully integrate the operations and employees of Hay Group into Korn Ferry; (b) the ability to recognize the anticipated benefits of the acquisition of Hay Group which may be affected by, among other things, competition, the ability of Korn Ferry to grow and manage growth profitably, maintain relationships with customers and suppliers and retain key employees; (c) costs related to the acquisition of Hay Group; (d) changes in applicable laws or regulations; (e) the possibility that Korn Ferry or Hay Group or their respective subsidiaries and affiliates may be adversely affected by other economic, business, and/or competitive factors; and (f) other risks and uncertainties indicated from time to time in Korn Ferry’s filings with the SEC.

Korn Ferry undertakes no obligation to update or revise its forward-looking statements, whether as a result of new information, future events or otherwise.