The HDS measures the dark side of personality; overused strengths and ineffective behaviours that emerge in times of stress, increased strain, and complacency. From a selection perspective, the HDS enables organisations in making more informed hiring decisions by assessing risks that are not typically observed during a job interview. From a development perspective, the HDS helps individuals and teams in building awareness and identifying and mitigating performance risks, as well as developing more effective behaviours when dealing with challenging situations.
The HDS is composed of eleven primary scales and 33 subscales.
Excitable: tendency to be moody, become easily stressed, anxious, and emotional under pressure
Sceptical: tendency to be cynical, distrustful, and suspicious of others
Cautious: tendency to avoid risk and be resistant to change, slow to make decisions and overly careful
Reserved: tendency to be overtly cooperative, but privately irritable, stubborn, and uncooperative
Leisurely: tendency to be slow-paced, indecisive, and resistant to change
Bold: tendency to be overconfident, arrogant, and entitled
Mischievous: tendency to be impulsive, risk-taking, and prone to breaking rules
Colourful: tendency to seek attention and be theatrical, attention-seeking, and interruptive
Imaginative: tendency to be overly creative, to think and act in eccentric ways, and to have difficulty communicating with clarity
Diligent: tendency to be perfectionistic, micromanaging, be hard to please, and overly focused on details
Dutiful: tendency to be overly conscientious, dependant on the view of others, loyal, and eager to please authority figures
Selection – Dependable and consistent performance in any job role is reliant on the personality of the individual. The HDS has been developed to measure an individual’s risk profile and derailment tendencies to predict performance in line with the demands of the job.
Critical Hires – Defining a candidate profile that will outperform the competition is the key to filling influential and prominent positions. Only Hogan’s unique approach can uncover the facets of personality that predict high performance, while assessing risks that can hinder it.
Development – The key to development is self-awareness. The HDS enhances an individual’s self-awareness by providing feedback on which personality traits are assets and which will limit performance. Through the HDS data, individuals can learn to manage attitudes and tendencies to enable greater career success.
Leadership Assessment and Development – The HDS helps to identify derailment risks and behaviours to assess leadership potential. Feedback from the HDS can also anticipate how others will perceive them and the impact that behaviours may have on an individual’s reputation. Hogan’s approach to leadership development not only gives a comprehensive description of how personality can drive or hinder success, but it also provides tools and services to overcome weaknesses and maximise strengths.
High Potential Development - One of the hardest parts of finding high potential employees is defining what potential means. Armed with the industry-leading database of personality research, Hogan have pinpointed key characteristics used to find and develop high potential employees.
Professional & Career Development – Research shows that companies that invest in professional development consistently outperform those that don’t. That’s why Hogan created professional development options that are equally accessible and impactful. With Hogan, your employees will have the strategic self-awareness needed to grow and increase productivity.
Retention - By appointing individuals to roles that match their personalities you can reduce unnecessary staff turnover. The HDS can also be used to address counterproductive behaviours, leading to a more engaged workforce.
Team Development - Achieving the right mix of skills, experience, and personality is the key to forming productive teams. Get that mix wrong, by even just one individual, and the results can be disastrous. Hogan develops teams by analysing the strengths and risk areas that exist within the group.
No invasive or intrusive items
Increase diversity with unbiased assessment data
From entry-level hiring to leadership development
Identify potential problematic behaviours before they cause problems