Summary based on the podcast The Science of Personality episode “The Talent War: A Conversation with George Randle,” published by Hogan Assessments.
In the episode, Hogan hosts Ryne and Blake speak with George Randle (Managing Partner at Randall Partners) about his book, The Talent War: How Special Operations and Great Organizations Win on Talent, and how he uses Hogan assessment tools to improve hiring decisions, with additional reflections on coaching and talent development.
With this month’s newsletter focused on talent acquisition, here are the most relevant takeaways for recruiters, HR leaders, and hiring managers.
1) The “talent shortage” might be a clarity challenge, not a people challenge
George challenges the idea that there’s simply “not enough talent.” In his view, organizations often narrow the candidate pool because they haven’t clearly defined what success actually looks like in their environment. They screen for signals like pedigree or past titles, rather than the character and behavioural attributes that predict performance in context.
Hiring implication: before sourcing, get specific about the “success DNA” for the role:
- What behaviours are required day-to-day (influence, pace, stakeholder management, decision-making)?
- What does success look like in this team’s culture and operating style?
- What characteristics matter most under pressure?
When those answers are clear, the search aperture widens and fit improves.
2) Fit is role + environment (and it goes both ways)
Using sports analogies, the episode reinforces a practical truth: performance depends on whether someone matches the “system” they’re entering. A candidate can be exceptional, but placed in the wrong context, you’ll often see that they disengage more quickly and ultimately leave.
Hiring implication: assess fit in both directions:
- Is the person a match for the role and environment?
- Is the role and environment a match for the person?
This framing reduces costly mis-hires especially in senior or high-impact roles.
3) Hogan assessments add depth and challenge interview impressions
George describes how Hogan assessments added scientific rigour to his hiring work by confirming what he was seeing in interviews—or revealing what he missed. Two patterns stood out:
- The “great interview” candidate whose Hogan results suggest misalignment or risk (including how they may show up under stress).
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The “diamond in the rough” who doesn’t interview as strongly, but whose Hogan profile indicates high potential—someone you might otherwise overlook.
Hiring implication: use Hogan results to guide targeted follow-up questions (rather than relying on polish, confidence, or likeability).
4) Reducing bias: less “chemistry,” more evidence
A recurring message is how easily hiring decisions drift toward likeability, familiarity, and prestige, especially when a candidate shares background markers with decision-makers (schools, networks, style). George argues that Hogan assessments can help counterbalance those biases and bring decisions back to evidence.
Hiring implication: treat assessments as a structured lens that supports decision quality, particularly when emotions (or similarity bias) are high.
5) People are the biggest investment, yet often the least rigorously evaluated
The conversation also highlights how organizations scrutinize expensive technology purchases more intensely than hiring decisions, even though the true cost of hiring (and mis-hiring) can be enormous.
Hiring implication: if hiring is a strategic investment, the evaluation process should be equally strategic, especially for leadership and revenue-impacting roles.
6) Coaching and talent development: extending the value after the hire
While hiring is the focus, George notes that assessment-based coaching creates a shared, non-judgmental starting point for development. It supports self-awareness, helps leaders anticipate stress reactions, and enables a more customized growth plan.
Talent implication: stronger hiring decisions become even more valuable when paired with intentional development because you’re protecting and growing the investment you just made.
Practical takeaways for talent acquisition teams
- Define success first (five to seven observable attributes tied to real context).
- Use Hogan assessments to sharpen interviews, not replace them. Focus on what to verify, probe, and de-risk.
- Watch for “too much chemistry” in interviews; it can signal bias more than fit.
- Don’t over-reward polish. Use structured data to spot both risks and hidden strengths.
Source
Hogan Assessments — The Science of Personality Podcast, Episode: “The Talent War: A Conversation with George Randle” (posted September 5, 2023)