Personality Test for Organization

1. Name of Test: Hogan Development Survey
Definition of Test
The Hogan Development Survey (HDS) is the industry standard for assessing derailers –
counterproductive behavioral tendencies that emerge in times of stress and complacency.
Organizations around the world rely on the HDS for identifying behaviors that disrupt or
interfere with effective performance. Learning and development professionals understand the
value of the HDS for shedding light on critical blind spots, increasing strategic self-awareness,
and driving personal growth. They also know coaching, when coupled with HDS results, can
help individuals manage problematic tendencies. Since its introduction, the HDS has been used
by organizations across the globe to identify and mitigate personality derailers through
applicant screening or employee development. The 11 primary scales of the HDS fill a niche
in personality assessment by providing valid information that can be used by organizations and
individual employees about derailing personality characteristics. Because each HDS scale
manifests itself through different behaviors, cataloging these behavioral themes provides a
finer-grained description of each person’s derailers. For example, two individuals with high
Excitable scale scores may behave differently when under stress. One may become emotionally

2. volatile and moody, whereas the other may give up on people or projects. Thus, when
interpreting HDS results it is useful to explore deeper levels of how each derailer manifests
itself. This technical supplement details the development of a subscale structure for the HDS,
presents new psychometric evidence, provides an overview of scale and subscale interpretation,
and describes testimonials from experts using HDS subscales in applied contexts. The job of
assessment is to predict outcomes, and the more significant the outcomes predicted, the more
useful the assessment. They designed the new form of the HDS to predict outcomes, with each
scale designed to assess a theme of interpersonal behavior that usually has negative
implications for a person’s ability to build relationships and establish a career.
Introduction about the test
Two separate lines of inquiry led to the development of a subscale structure for the HDS. First,
years of interpreting HDS results led to the recognition of predictable behavioral themes
associated with each of the 11 primary scales. Second, clients began asking for more detailed
information for each HDS scale. These observations signaled a need to review each HDS scale
to identify subscales represented by behavioral themes. To address this need, the Hogan
Research Division created a task force led by four senior psychologists with Ph.D.s and an
average of 24 years of professional experience. They reviewed the content of the scales and
identified three behavioral subscale themes for each of the 11 primary scales.
THE EVOLUTION OF THE HDS
Hogan updated items and added subscales to the HDS in keeping with our philosophy of Kaizen
Psychometrics, which is the belief in continually improving our assessments based on research
and experience. These improvements build on the unique measurement properties of the HDS
and bring a new level of precision to the assessment of derailment patterns. New features
include:
1. Subscales: Derailers are multi-faceted. Derailment behaviors are complex and multi-faceted.
Over the years, we have observed a growing need and customer demand for the inclusion of
subscales to assist in the interpretation of HDS profiles. Although inherently imbedded within
the HDS, subscales were not originally defined or presented in reports. Perhaps the most
exciting improvement to the HDS, the new subscales provide in-depth insight into the many
faces of derailment.
• HDS subscale results are available on the Challenge, Flash, and Insight Reports.
• On these reports, each of the 11 derailers feature a subset of three underlying behavioral
themes.
• Similar to the scoring of HDS primary scales, each subscale is scored as a risk rating
indicating the strength of the behavior and degree to which the theme contributes to the overall
score.
2. Low Score Implications: Deeper insight into underused strengths. Although high-risk
derailers pose the greatest threat to leadership effectiveness in the form of overused strengths,

3. extreme low scores can represent underused strengths. In other words, high scorers may get
fired; low scorers may get overlooked. This does not diminish the view of higher scores, but
demonstrates the value of examining the full range of scores on a given scale. New low-score
features with the HDS include:
 Additional training on low scores in Hogan’s advanced certification workshops
 New options for coaching individuals whose HDS profiles do not include any elevated
scores
 Definitions for both high and low scores on each HDS subscale
3. Psychometric Properties: Enhanced measurement mechanics. Hogan regularly evaluates
and updates our inventories to ensure they exceed the highest standards of testing excellence.
Enhancements are essential to maintaining our commitment to advancing the science of
personality assessment. Psychometric improvements made to the HDS include:
• Replacement of outdated assessment items
• Updates to the HDS norms
• Additional validation work to ensure the effective prediction of workplace behaviors
Attributes of Test
The following interpretive guide provides an overview of the behaviors measured by each HDS
subscale. Each derailer includes a description, sample item, behavior range from low to high,
and subscale descriptions anchored at both the low and high ends of the spectrum. The
advantage of this structure is it allows for a more precise interpretation of behaviors
contributing to a scale score.

9. Parameters of Measurement:
Sample HDS Profile Interpretations
1. HDS “Moving Away” Profile
This profile is dominated by elevated scores on the primary scales comprising the first factor
of the HDS
This profile describes a person who is prone to emotional swings between enthusiasm and
distaste (Excitable, Volatile and Easily Disappointed), vigilant for signs of betrayal, and given
to retaliation (Skeptical, Cynical and Mistrusting). Beneath this volatile exterior, he is insecure
and afraid of criticism (Cautious, Fearful), resentful of superiors (Leisurely, Passive
Aggressive and Irritated), but also quiet and withdrawn (Reserved, Introverted and Unsocial).
As such, his insecurity and resentment should go largely unnoticed. These characteristics

10. maintain distance between this man and other people. In addition, he is nonconforming
(Dutiful, Conforming) and flexible (Diligent, Perfectionistic). While he is alone, he generates
interesting and sometimes far-fetched ideas about his life and what is happening to him
(Imaginative, Eccentric and Creative Thinking).
2. HDS “Moving Against” Profile
This profile is characterized by elevated scores on the scales comprising the second factor of
the HDS.
This person is outgoing and insightful (Reserved, Introverted and Unsocial), dramatic and
attention seeking (Colorful, Public Confidence and Self-Display), impulsive and limit-testing
(Mischievous, Risky and Impulsive), bright and charismatic (Bold, Overconfidence and
Fantasized Talent), and creative and innovative (Imaginative, Eccentric and Creative
Thinking). He tends to distrust others and to feel exploited (Skeptical, Cynical and
Mistrusting), and his public self-confidence may obscure private self-doubt. Not hidden,
however, is arrogance (Bold, Overconfidence) that is likely to emerge in stressful
circumstances. In these contexts, his need to dominate, dazzle, or intimidate others can be
expected to emerge.
3. HDS “Moving Toward” Profile
This profile is characterized by elevated scale scores on the third HDS factor.
This person is mild-mannered (Excitable, Volatile), good-natured (Skeptical, Cynical and
Mistrusting), pleasant (Leisurely, Passive Aggressive and Irritated), modest (Bold,
Overconfidence), quiet (Colorful, Self-Display), and reluctant to take risks (Mischievous,
Risky). She is concerned about others’ feelings (Reserved, Tough), but also moderately
concerned about opinions others have of her (Cautious, Fearful). Problems may emerge due to
her high standards and perfectionism (Diligent, Standards and Perfectionistic) and her need to
be held in high regard by supervisors (Dutiful, Ingratiating and Conforming). In many ways
she is an exemplary employee because she follows rules and is eager to please. However, high
Diligent and Dutiful scores suggest she will be reluctant to take initiative, will resist innovation,
and will tell colleagues what they want to hear. She is so perfectionistic that she may miss
deadlines and micromanage subordinates.
4. HDS “Corporate Guerilla” Profile
This profile is characterized by with elevated scale scores on the second factor of the HDS and
low scale scores on the third factor of the HDS.
The “corporate guerilla” seems confident and self-promoting (Bold, Entitled and
Overconfidence), dramatic and attention-seeking (Colorful, Public Confidence and Self-
Display), innovative but distractible (Imaginative, Eccentric and Creative Thinking),
indifferent to others’ needs (Reserved, Tough), decisive (Dutiful, Indecisive), and unconcerned
with details (Diligent, Perfectionistic). This person appears assertive, but may also resent others
(Leisurely, Irritated) and behave impulsively (Mischievous, Impulsive). He may present
himself as motivated toward meeting corporate goals, but covertly sets his own rules, resents

11. management, fails to consider the consequences of his actions, and advances his own agenda
at others’ expense.
5. HDS “Insecure Showboat” Profile
This profile is characterized by an unusual and complex pattern of HDS scores with at least
one significant elevation on scales from each of the three factors.
The “insecure showboat” is perceived by others as arrogant and entitled (Bold, Entitled and
Overconfidence), expressive and dramatic (Colorful, Public Confidence and Self-Display), but
not creative (Imaginative, Creative Thinking). However, she also distrusts others (Skeptical,
Mistrusting) and easily gives up on projects when frustrations arise (Excitable, Volatile and
Easily Disappointed). Although uncharacteristic for someone with high Bold and Colorful
scores, she fears embarrassment (Cautious, Fearful) and seeks favor with supervisors (Dutiful,
Ingratiating and Conforming). These behaviors are likely a veneer for private self-doubt, as she
may impress others as self-confident but is likely to become emotional and critical when things
go awry. The atypical pattern of HDS scale and subscale scores indicates that her self-centered,
attention-seeking, and arrogant behaviors compensate for underlying self-doubt.
6. HDS “Litigious” Profile
A “litigious” profile is characterized by high scores on the Excitable, Leisurely, Skeptical,
Imaginative, and Diligent scales and relevant subscales.
This person is easily upset (Excitable, Volatile), resents perceived inequities (Leisurely,
Unappreciated and Irritated), distrustful about others (Skeptical, Cynical and Mistrusting), and
has unusual ideas (Imaginative, Eccentric and Creative Thinking). He can also be critical and
overly focused on how things ought to be (Diligent, Standards and Perfectionistic). His
charisma and interpersonal skill (Bold, Overconfidence and Entitled) will mask his tendency
toward delinquent behaviors (Mischievous, Risky and Manipulative).
7. HDS “Fear-Driven Salesman” Profile
This profile is characterized by elevated scores on the scales comprising the second
HDS factor. this man will seem outgoing and confident (Bold, Entitled and
Overconfidence), risk-taking and impulsive (Mischievous, Risky and Impulsive),
dramatic and entertaining (Colorful, Public Confidence and Self-Display), and creative
and eccentric (Imaginative, Eccentric and Creative Thinking). Scores on other scales
and subscales suggest he is socially engaged (Reserved, Introverted), unconcerned
about others (Cautious, Avoidant and Fearful), and independent (Dutiful, Indecisive).
Although dynamic, charming, socially skilled, bright, and imaginative, he has some
private self-doubts. He is likely to be easily irritated by others (Leisurely, Irritated), and
to clash with his supervisors (Excitable, Volatile).
How are subscale results shown on the reports?
Each subscale is scored behind the scenes, and the results are displayed as 4 boxes consistent
with the interpretive ranges for HDS scales. One box represents No Risk (percentile scores 0-

12. 39), two boxes represent Low Risk (percentile scores 40-69), three boxes represent Moderate
Risk (percentile scores 70-89), and four boxes represent High Risk (percentile scores 90-100).
Is it only necessary to look at subscale results for high-risk derailers?
Subscale results are of most value for high-risk derailers because they describe how the
individual likely derails in terms of his or her behavior. However, elevated subscales
on lower-risk derailers may still be of value if they contribute to a common theme
occurring across an individual’s results on the Hogan Personality Inventory, Hogan
Development Survey, and/or Motives, Values, Preferences Inventory.
How do these subscales relate to the Moving Away, Moving Against, and Moving
Toward profiles?
The HDS subscales are consistent with the Moving Away, Moving Against, and
Moving Toward factors. The HDS Technical Supplement includes results from a factor
analysis demonstrating that each HDS subscale loads on the appropriate factor.
How do you leverage HDS subscales to strengthen interpretation?
The HDS predicts behaviors critical to career success. The addition of subscales makes
it more effective in predicting critical behaviors and improves the ability of those
trained to accurately interpret results. The underlying approach to interpretation is
fundamentally the same in that the primary interpretative focus remains at the scale
level. However, the addition of subscales allows for a better understanding of what
drives the overall scale score, the subsequent themes impacting the overall behavior,
and the developmental suggestions/actions that will be most beneficial.
Applications in Organizational Context:
Between demanding bosses, pressing deadlines, or mind-numbing monotony, the
working world is full of stressors. The problem is, the way you act when the pressure
is on could be wrecking your reputation, and, subsequently, your career.
Almost everyone tries to manage the impressions we make on others. We pay attention
to our hygiene and appearance, we show up to work on time, and we do our best not to
offend our coworkers. Bright-side personality describes how other people are likely to
perceive us when we are at our best – whether we’re ambitious, sociable, creative, self-
controlled, etc. Impression management is an important skill; research shows that
individuals who scored high on a measure of self-monitoring were more likely to get
promoted and have a successful career than their less tactful counterparts. But the more
time we spend under pressure, the less able we are to manage our behavior, and,
eventually, our dark sides emerge. Dark-side personality describes a group of
characteristics that can be strengths under normal circumstances, but, when individuals
aren’t self-monitoring, can become reputation-ruining interpersonal flaws. Under

13. increased stress or pressure, a cocky salesperson can become overbearing, the careful
accountant a micromanager. “Dark-side characteristics are the ones that emerge when
you’re being yourself – when you stop self-monitoring,” said Dr. Jeff Foster, Hogan’s
VP of Science. “Even though they only tend to show up in times of increased stress or
pressure, they can be extremely damaging to your reputation.”
Introduced in 1997, the Hogan Development Survey (HDS) was, and remains, the only
personality assessment that identifies the dark side of personality. The HDS measures
11 reputation-damaging, dark-side personality characteristics that can be categorized
into three groups based on how they react to conflict.
People who respond to conflict by moving away from people manage insecurities
by intimidating or avoiding others. This behavior is characterized by five HDS
scales:
Excitable – Some people are calm and level-headed under stress. Excitable people
aren’t. Prone to emotional swings, Excitable people typically react to stress with:
•Volatile emotions that are difficult to soothe
•Disappointment with people and projects
•Seeming directionless and regretting past decisions
Skeptical – The workplace requires a raised eyebrow here and there, but these people
believe their coworkers will cheat, lie, and steal at the first opportunity. They react to
stress with:
•Cynicism
•Mistrust of people and organizations
•Unwillingness to forgive offenses
Cautious – These individuals do more than look before they leap; Cautious people
cling to rules and protocol and react to stress or ambiguity by:
•Avoiding people or situations outside their comfort zone
•Avoiding making decisions to escape criticism
•Letting themselves get pushed around
Reserved – Reserved people cross the line between being self-reliant and being
reclusive, uncommunicative, and aloof. Under pressure, they:
•Become introverted and drop off the radar
•Act unsociable and limit close relationships
•Act indifferent to others’ feelings
Leisurely – Leisurely people can smile even when they’re privately angry or annoyed,
and you’ll only know their real feelings if you hear them from someone else. They react
to stress by:
•Passive aggressively subverting requests
•Feeling underappreciated
•Getting privately irritated by interruptions, requests, or suggestions

14. People who respond to stress by moving against people manage self-doubt by
manipulating and charming others. This behavior is characterized by four HDS
scales:
Bold – You’ll always know a Bold person, if only because they spend most of their
time making sure everyone knows who they are. They tend to handle pressure by:
•Demanding special treatment
•Being overly confident in their own abilities
•Asserting their belief that they are destined for greatness
Mischievous – Bond, James Bond. Mischievous people aren’t afraid to use their
cunning and charm to get what they want. Under pressure, they:
•Take risks and deliberately bend or break the rules
•Act impulsively
•Use their charm to manipulate others
Colorful – Colorful people need to be the life of the party, and usually are, but they can
also be self-absorbed and obnoxious. They tend to:
•Speak out of turn, and expect others to appreciate their performances
•Get distracted easily
•Grab the spotlight with dramatic displays
Imaginative – Bright and strikingly original, Imaginative people tend to get caught up
in outside-the-box thinking, even when the situation doesn’t call for it. They deal with
pressure at work by:
•Getting absorbed in novel, but often strange approaches to problems
•Asserting that they have a unique vision others don’t share
•Becoming easily bored and overconfident in their ability to solve problems creatively
People who move toward others manage insecurities by ingratiating others and
building alliances. This behavior is characterized by two HDS scales:
Diligent – Meticulous and perfectionistic, Diligent people find it difficult to prioritize
or delegate tasks. They react to stress by:
•Demanding unrealistically high standards for themselves and others
•Obsessing over the quality of work details of its completion
•Becoming inflexible about schedules, rules, and procedures
Dutiful – Dutiful people are agreeable and able to rise easily in organizations, but are
so eager to please their bosses that they throw subordinates under the bus. Under stress,
they:
•Have trouble making decisions or acting independently
•Tell their superiors what they want to hear
•Support their boss regardless of their personal opinion

15. So what if you have a few bad days at the office; shouldn’t your performance speak for
itself? Researchers at the Max Planck Institute for Evolutionary Biology performed an
experiment in which two types of information were available to participants: hard data
and gossip. Participants invariably believed the gossip over the data or their own
observations.
Gossip emerged over millions of years of human evolution as a social mechanism
geared toward coming to a common agreement about whether or not an individual can
be trusted. As lead author Ralf D. Sommerfeld noted: “If you know you already have
the full information about someone, rationally, you shouldn’t care so much what
someone else says. It could be that we are just more adapted to listen to other
information than to observe people, because most of the time we’re not able to observe
how other people behave. Thus we might believe we have missed something.”
A BAD REPUTATION CAN AFFECT YOUR JOB PERFORMANCE ON THREE
LEVELS:
•With your employees – More than half of people currently in leadership positions
will fail, most often because they are unable to build and maintain a high-functioning
team. If you have a reputation for micromanaging or being emotionally volatile, your
employees will be less likely to trust and follow you.
•With your coworkers – The ability to form productive relationships, or interpersonal
skill, is critical in the modern workplace. A bad reputation can make your coworkers
weary of dealing with you, which will hinder your performance.
•With your boss – As the previously discussed study showed, your boss is more likely
to pay attention to your reputation than your performance data. A bad reputation can
keep you from getting a raise or a promotion.
For most people, the biggest step toward improving how they handle stress is simply
understanding how they act when they’re bored or under pressure. This kind of self-
awareness, gained through use of objective measures of reputation like personality
assessment, 360° feedback or otherwise, can help you recognize when you’re going off
the rails and adjust your behavior to protect your reputation.
Recommendations:
1. Avoid over-emphasizing or over-generalizing subscales. The validity and
predictive power of a single subscale is too narrow to stand alone.
2. Use the subscales for deeper, more nuanced understanding of behaviors driving the
overall scale
3. Keep in mind the risk rating for each subscale mirrors the risk thresholds for overall
scale scores, ranging from no to high risk.

16. 4. Avoid drawing conclusions about low-risk scores (40-69%); these fall in an
interpretive gray area, which means behavioral inferences cannot be made.
5. Focus on moderate- to high-risk ratings (70- 100%). Advanced users may also
evaluate no risk scores (0-39%).
6. Interpret no-risk (0-39%) scores cautiously if you do not have extensive HDS
experience and have not attended advanced Hogan certification workshops.
7. Use the information you gain through analysis of the subscales to identify specific
developmental targets/actions that will deliver the greatest impact.
8. It is not advised to reference subscales directly during a debrief; rather, incorporate
the information into your overall analysis and feedback.
9. Look for opportunities to draw connections between the HDS subscales, as well as
to other behavioral themes emerging on the HPI and MVPI assessments.
10. Remember: there are 125 sub-dimensions across the three Hogan tools: 42 HPI
subscales, 33 HDS subscales, and 50 MVPI item theme scores. It is not useful to
examine every one; focus on extreme scores and those with the greatest impact.