Signium Leveraging Hogan Assessments Throughout its Global Networks
November 26, 2018 – Executive search consortium Signium has added Hogan Assessments, a global provider of personality assessment and leadership development, to its range of leadership consulting solutions.
Chicago-based Signium will use Hogan’s distributor network to equip its global leadership consultants in nearly 30 countries with the necessary tools and certification requirements to provide its clients with Hogan’s highly vaunted personality assessments.
“Signium agreed three years ago to build on its global leadership consulting capability as part of a long-term plan for the organization,” said, Alastair Paton, Signium chairman. “While we currently have a strong and very diverse group of partners around the world who are able to offer clients a wide range of tools and techniques, we wanted a common foundation for the global practice.”
Supporting Customers
Hogan’s strong reputation for predicting performance, its skill at evaluating talent and its well-established international distributor network were the primary factors in the decision. “We chose Hogan because of its internationally recognized and respected suite of assessment and leadership development tools,” said Mr. Paton. “This addition will further enhance Signium’s ability to support our customers globally.”
Signium has 45 offices in 30 countries serving clients in the Americas, Europe/ Middle East/ Africa and the Asia-Pacific regions. The firm delivers talent acquisition and management solutions for global companies across industry sectors, including consumer goods, financial services, technology, industrial, life sciences and professional services.
Among the search firms to employ Hogan Assessments is Russell Reynolds Associates, which formed a partnership two years ago designed to increase the success rate of executive appointments and accelerate the development of rising leaders.
The alliance combined Russell Reynolds’ expertise in advising senior executives and boards on executive search and succession planning with Hogan’s suite of assessment instruments, data assets and scientific acumen.
Driving Performance
The firms have worked together on a range of initiatives designed to drive C-suite performance, with an initial emphasis on creating a new, co-branded assessment approach designed to predict executive performance in C-level roles.
“The cost of betting on the wrong leader has never been higher,” said Clarke Murphy, chief executive officer of Russell Reynolds Associates. “That said, innovation in the executive assessment space has not kept pace with the rate of change confronting senior executives. We are excited to partner with Hogan to accelerate innovation and deploy new assessments that dramatically increase the success rates of executive selection and succession decisions.”
Mr. Murphy said the initial stage of working with Hogan would be “sharply focused” on the creation of an assessment approach that is purpose-built to predict success (both short- and long-term) in senior executive roles. “For decision-makers, ‘increasing predictability’ really means ‘reducing risk,’” he said. “The risk associated with executive selection and hiring has always been high. But, as executive roles have become more complex, the risk of making the wrong hiring decision has increased meaningfully.”
In the case of Russell Reynolds Associates, increased and expanding client demand changed how it now conducts assessments during a search.
The Top Priority
A recent study by CEB, a best practice insight and technology company, revealed that managers today estimate that one in five employees should not have been hired. This may be because applicants failed to meet basic requirements (65 percent won’t), the cultural fit with the organization was lacking or the hiring manager did not have the evidence-based tools to make a good decision.
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A recent study by CEB, a best practice insight and technology company, revealed that managers today estimate that one in five employees should not have been hired. This may be because applicants failed to meet basic requirements (65 percent won’t), the cultural fit with the organization was lacking or the hiring manager did not have the evidence-based tools to make a good decision.
Talent assessments are considered invaluable in helping employers reduce the number of regretted hires and ease recruiter pressure, while enabling leaders to focus their energies on core growth strategies to drive the business forward.
“While there is sometimes skepticism around assessments, these science-based assessment tools – together with human interpretation of the results – have been established as a far more reliable way to make recruitment, development, and promotion decisions than human judgement alone,” said Jean Martin, talent solutions architect, CEB. “Given the current labor market and the pressure for companies to get hiring and leadership development right, it’s no longer a question of whether to use talent assessments or not. It’s about finding ways for companies and candidates to gain greater value and insight from the experience.”
Contributed by Scott A. Scanlon, Editor-in-Chief; Dale M. Zupsansky, Managing Editor; Stephen Sawicki, Managing Editor; and Andrew W. Mitchell, Managing Editor – Hunt Scanlon Media
