Cultural Fit in Local Government Recruitment: A Methodology Using the Hogan Personality Inventory

In local government, recruitment is far more than a transactional process of filling vacancies. It is a strategic endeavour that shapes the character, capability, and cohesion of the organisation. Every appointment is an opportunity to reinforce values, drive innovation, and strengthen the connection between the council and the communities it serves.

As councils face mounting pressures from financial constraints and workforce shortages to rising public expectations and complex social challenges the need to recruit individuals who not only possess the right skills but also embody the organisation’s ethos has never been more critical. This is where the concept of cultural fit becomes central. It’s not about hiring people who “look like us” or “think like us,” but about ensuring alignment with shared values, behavioural norms, and the mission of public service. When done well, cultural fit enhances collaboration, resilience, and long-term performance.

To support this goal, many forward-thinking councils are turning to psychometric tools like the Hogan Personality Inventory (HPI). Developed by renowned psychologists Drs. Joyce and Robert Hogan, the HPI evaluates the “bright side” of personality how people typically behave when they are at their best. It offers a structured, evidence-based way to assess how well a candidate’s personality aligns with the demands of a role and the culture of the organisation.

When used in partnership with a recruitment agency that understands the nuances of local government, HPI becomes a powerful tool to enhance decision-making, reduce bias, and build values-driven teams.

Why Cultural Fit Matters in Local Government

Cultural fit refers to the extent to which a candidate’s personal values, behavioural tendencies, and preferred working style align with the ethos, mission, and operational realities of an organisation. In local government, this alignment is not just desirable it’s critical. Councils operate within complex, high-stakes environments where the interplay between politics, public accountability, and service delivery demands more than just technical competence.

A strong cultural fit ensures that individuals can navigate the unique pressures and expectations of public sector work. This includes:

• Operating in politically sensitive contexts, where diplomacy, discretion, and emotional intelligence are essential for managing relationships with elected members, stakeholders, and the public.

• Collaborating across departmental boundaries, often within matrix structures or multi-agency partnerships, where success depends on trust, shared purpose, and the ability to influence without authority.

• Demonstrating a deep commitment to public service, balancing the drive for efficiency and innovation with compassion, fairness, and responsiveness to community needs.

• Promoting and embodying diversity, equity, and inclusion, not only as organisational values but as lived practices that shape recruitment, service design, and community engagement.

• Upholding ethical standards and public accountability, where transparency, integrity, and responsible decision-making are non-negotiable and subject to scrutiny.

When cultural fit is overlooked during recruitment or onboarding, even highly skilled professionals can falter. The consequences of misalignment may include:

• Disengagement and low morale, as individuals struggle to connect with the organisation’s purpose or feel out of step with its values.

• Interpersonal conflict and poor team dynamics, especially when differing expectations around communication, leadership, or collaboration go unaddressed.

• Resistance to change or innovation, where misaligned hires may inadvertently slow progress or undermine transformation efforts.

• High turnover and instability, which disrupt continuity, erode institutional knowledge, and increase recruitment and training costs.

Conversely, when individuals feel a genuine connection to the council’s mission, values, and ways of working, the benefits are substantial:

• They are more likely to thrive professionally, finding meaning and motivation in their roles.

• They tend to contribute more fully, bringing energy, creativity, and commitment to collective goals.

• They often stay longer, reducing churn and preserving valuable organisational memory.

• They become ambassadors for the council, modelling its values in their interactions with colleagues, partners, and the public.

As Dr. Robert Hogan, founder of Hogan Assessments, famously observed:

“People don’t change organisations personalities do. The wrong personality in the wrong role can derail even the best strategy.”

This insight underscores the importance of looking beyond qualifications and experience to understand how someone will behave, lead, and collaborate in the real-world context of local government. In a sector where the stakes are high, resources are constrained, and public trust is paramount, getting cultural fit right is not a luxury it’s a strategic imperative.

Introducing the Hogan Personality Inventory (HPI)

The Hogan Personality Inventory (HPI) is a scientifically validated assessment tool grounded in the Five-Factor Model of personality, widely recognised in occupational psychology. It evaluates seven core traits that are strongly predictive of job performance, leadership potential, and interpersonal effectiveness making it particularly valuable in the context of public sector recruitment and development.

The seven traits measured by the HPI are:

1. Adjustment – Reflects emotional stability, resilience under pressure, and the ability to remain calm and composed in challenging situations.

2. Ambition – Captures drive, initiative, and the motivation to lead and achieve; essential for roles requiring strategic direction and influence.

3. Sociability – Measures interpersonal engagement, comfort in social settings, and the tendency to build relationships key for stakeholder management and team cohesion.

4. Interpersonal Sensitivity – Assesses empathy, tact, and the ability to navigate complex interpersonal dynamics with diplomacy.

5. Prudence – Indicates reliability, conscientiousness, and adherence to rules and procedures critical in governance and compliance-heavy environments.

6. Inquisitiveness – Reflects intellectual curiosity, openness to new ideas, and creativity in problem-solving.

7. Learning Approach – Gauges enthusiasm for learning, academic interests, and the pursuit of professional development.

These traits are mapped against occupational scales to provide insights into how well a candidate is likely to perform in specific roles and organisational cultures. In local government, where leadership often requires balancing political nuance, operational rigour, and community engagement, the HPI offers a robust framework for evaluating not just what a candidate can do, but how they are likely to behave and lead.

Case Study: Team Culture and Bias in Leadership Recruitment

A compelling example of the HPI’s value in local government comes from a 2020 study by occupational psychologist Dr. David Biggs, which examined how Hogan assessments were used to explore cultural fit and unconscious bias within a council’s senior leadership team.

In this study:

• Seven senior leaders completed the HPI, the Hogan Development Survey (HDS) which identifies potential derailers under stress and the Motives, Values, Preferences Inventory (MVPI), which explores core drivers and cultural alignment.

• The results revealed consistently high scores in Ambition and Sociability, suggesting a leadership culture that was dynamic, outgoing, and assertive.

• However, elevated scores in Excitable and Mischievous traits on the HDS indicated potential risks under pressure such as emotional volatility or rule-bending behaviour.

• The MVPI results showed strong preferences for Hedonism and Commerce, pointing to a team culture that valued enjoyment, recognition, and financial success.

Crucially, the study found that the team tended to recruit in their own image, unconsciously favouring candidates who mirrored their values and behavioural styles. As Biggs noted:

“They unknowingly attracted individuals who mirrored their own values, potentially excluding those who were more data-driven or security-oriented.”

This insight highlights a common pitfall in leadership recruitment: the assumption that cultural fit means similarity. In reality, true cultural alignment should allow for diversity of thought, style, and motivation especially in public sector organisations that serve varied communities and face multifaceted challenges.

By using validated tools like the HPI, councils can:

• Uncover blind spots in team dynamics and recruitment practices.

• Ensure diversity of perspective, which is essential for innovation, resilience, and inclusive decision-making.

• Support succession planning and leadership development, by identifying traits that complement existing strengths and address strategic gaps.

In an era where local government must do more with less, and where leadership credibility is under constant scrutiny, tools like the HPI offer a powerful way to recruit and develop leaders who are not only capable but culturally attuned and psychologically equipped to succeed.

Building a Methodology with Your Recruitment Partner

A Structured Methodology for Integrating HPI into Recruitment

To embed the Hogan Personality Inventory (HPI) meaningfully into your recruitment process, especially in partnership with a specialist agency, it’s essential to follow a structured, transparent, and collaborative approach. This ensures that personality insights are used ethically and effectively to enhance not replace human judgment.

Step 1: Define Cultural Anchors

Begin by identifying the cultural attributes that define your organisation’s ethos and working style. These are the behavioural norms, values, and expectations that shape how people interact, make decisions, and deliver services.

Work with your recruitment partner to explore:

• Strategic priorities: What behaviours support your council’s goals?

• Team dynamics: What traits are missing or overrepresented?

• Leadership style: What kind of leaders thrive in your environment?

Use tools such as:

• Staff surveys to gather perceptions of culture

• Exit interviews to understand why people leave

• Organisational values statements to anchor desired behaviours

For example, a council undergoing transformation may value innovation, resilience, and collaborative leadership, while a regulatory-focused department may prioritise prudence, accountability, and attention to detail.

This step sets the foundation for aligning personality traits with cultural expectations.

Step 2: Create a Benchmark Profile

Once cultural anchors are defined, work with your recruitment partner to translate them into a benchmark profile using Hogan’s occupational scales. This profile outlines the ideal personality traits for the role, based on both performance requirements and cultural alignment.

For instance, a Head of Planning might require:

• High Prudence – to ensure compliance and manage complex regulations

• Moderate Ambition – to lead effectively without dominating

• High Inquisitiveness – to drive innovation in spatial strategy

Meanwhile, a Director of Transformation might benefit from:

• High Adjustment – to remain calm under pressure

• High Sociability – to engage stakeholders and build coalitions

• Low Prudence – to challenge norms and embrace change

This profile becomes a reference point for interpreting HPI results and comparing candidates objectively.

Step 3: Administer the HPI Assessment

Candidates complete the HPI via a secure online platform. The assessment typically takes 15–20 minutes and is designed to be user-friendly and non-invasive.

Key considerations:

• Ensure candidates receive a clear explanation of the purpose and process

• Offer support for neurodiverse candidates or those unfamiliar with psychometrics

• Maintain confidentiality and comply with data protection regulations

Results are interpreted by a certified Hogan practitioner often embedded within your recruitment agency who provides a detailed report highlighting strengths, potential risks, and cultural alignment.

This step adds a layer of psychological insight that complements traditional evaluation methods.

Step 4: Integrate Results into Shortlisting

Use HPI results alongside CVs, application forms, and initial interviews to inform shortlisting decisions. The goal is not to eliminate candidates based on scores, but to understand how their personality might influence performance and fit.

For example:

• A candidate with low Adjustment may struggle with high-pressure environments consider whether the role offers sufficient support.

• A candidate with high Ambition may be a strong leader but could clash with a consensus-driven team explore their leadership style in interviews.

As Milica Stefanovic, Hogan-certified consultant, explains:

“Hogan assessments don’t replace interviews they enhance them. They help you ask better questions and understand how someone might behave beyond the polished surface.”

This step ensures that personality insights are used constructively and contextually.

Step 5: Use Results in Final Interviews

In final-stage interviews, use HPI insights to guide behavioural questions and explore alignment with cultural anchors. This creates a richer, more targeted dialogue and helps validate the assessment findings.

Sample questions include:

• High Sociability: “Can you share a time when your ability to connect with others helped resolve a conflict or build consensus?”

• Low Prudence: “How do you ensure compliance and attention to detail in your work, especially when under pressure?”

• High Inquisitiveness: “Tell us about a time you challenged the status quo what was the outcome?”

This approach allows candidates to reflect on their traits and demonstrate how they manage potential risks or leverage strengths.

It also helps interview panels move beyond surface-level impressions and explore deeper behavioural patterns.

Step 6: Post-Hire Development Planning

HPI results shouldn’t be discarded after appointment they can be a valuable tool for onboarding, team integration, and leadership development.

For example:

• A new Director with low Interpersonal Sensitivity might benefit from coaching on stakeholder engagement and emotional intelligence.

• A Service Manager with high Excitable traits (from the Hogan Development Survey) may need support managing stress and maintaining consistency under pressure.

Use the insights to:

• Tailor induction plans

• Identify training needs

• Support succession planning

• Build complementary teams

This step ensures that recruitment is not a one-off event but part of a continuous talent development strategy.

Benefits for Local Government

Integrating the Hogan Personality Inventory (HPI) into recruitment, team development, and succession planning offers a range of strategic advantages for local authorities. In a sector where leadership credibility, team cohesion, and public accountability are paramount, the ability to make informed, psychologically sound decisions is a game-changer.

Here are the key benefits:

1. Evidence-Based Decision-Making

Traditional recruitment often relies heavily on interviews, CVs, and subjective impressions. While these have value, they can be prone to bias and inconsistency. The HPI introduces a data-driven approach, enabling hiring managers to assess candidates against validated personality traits that correlate with job performance. This reduces reliance on gut instinct and enhances the objectivity and rigour of selection processes.

2. Bias Reduction and Inclusive Hiring

Unconscious bias is a persistent challenge in recruitment, particularly in leadership roles. The HPI helps uncover hidden preferences and assumptions by providing a neutral lens through which to evaluate candidates. By focusing on behavioural tendencies and values rather than background or presentation style, councils can promote diversity of thought, experience, and leadership style, leading to more inclusive and representative teams.

3. Improved Retention and Engagement

When individuals are placed in roles and environments that align with their personality and values, they are more likely to feel fulfilled, motivated, and connected to the organisation’s mission. This sense of alignment fosters higher levels of engagement and job satisfaction, which in turn reduces turnover, preserves institutional knowledge, and lowers recruitment costs.

4. Enhanced Team Dynamics

The HPI doesn’t just assess individuals it helps build complementary teams. By understanding the personality profiles of existing team members, councils can identify gaps, avoid duplication of traits, and create balanced groups with a mix of leadership styles, communication preferences, and problem-solving approaches. This leads to stronger collaboration, reduced conflict, and more resilient teams.

5. Early Identification of Leadership Risks

Through tools like the Hogan Development Survey (HDS), councils can identify potential derailers traits that may emerge under stress or pressure and negatively impact performance. Recognising these early allows for targeted coaching, support, and development interventions, ensuring that emerging leaders are not only capable but also emotionally and behaviourally equipped to handle the demands of public sector leadership.

6. Strategic Succession Planning

By mapping personality traits against future leadership needs, councils can proactively develop talent pipelines. The HPI supports succession planning by identifying individuals with the right mix of ambition, prudence, and interpersonal sensitivity to step into senior roles, ensuring continuity and stability in leadership transitions.

7. Alignment with Organisational Values

Local government organisations often have clearly defined values such as integrity, transparency, community focus, and innovation. The HPI helps assess whether candidates are likely to live those values in practice, not just espouse them in interviews. This strengthens cultural alignment and ensures that new hires contribute positively to the council’s reputation and service ethos.

As one council HR director shared anonymously:

“We used Hogan to recruit a new Head of Service. It helped us spot a candidate who was technically brilliant but likely to struggle with collaboration. We adjusted our onboarding plan accordingly and it worked.”

Challenges and Considerations

While the Hogan Personality Inventory (HPI) offers a robust framework for evaluating cultural fit, its use in recruitment especially within the public sector requires careful thought and ethical application. Misuse or misinterpretation can undermine the very goals it seeks to support. Below are key considerations to ensure responsible and inclusive implementation:

1. Informed Consent and Transparency

Before administering any psychometric assessment, candidates must be fully informed about:

• What the HPI measures

• How their data will be used

• Who will have access to the results

• How it will influence the recruitment decision

This is not just a legal requirement under GDPR it’s a matter of trust. Candidates should feel empowered, not scrutinised. As one public sector HR lead put it:

“Psychometrics should be a mirror, not a microscope. Candidates deserve to know what’s being reflected back.”

Providing a clear explanation and offering the opportunity to ask questions helps foster transparency and reduces anxiety.

2. Qualified Interpretation

The HPI is a sophisticated tool that requires expert interpretation. Only certified Hogan practitioners often psychologists or trained consultants should analyse and present the results. Misreading scores can lead to unfair conclusions or biased decisions.

For example, a low score in Prudence might suggest flexibility and creativity in some roles, but could be misinterpreted as recklessness in others. Context matters.

Recruitment partners should ensure that:

• Reports are interpreted in relation to the role and organisational culture

• Feedback is constructive and strengths-based

• Hiring managers are briefed on how to use the insights appropriately

3. Complementarity, Not Replacement

HPI should never be used in isolation. It is one piece of the puzzle, complementing:

• Structured interviews

• Work sample tests

• Reference checks

• Values-based questions

Over-reliance on psychometrics risks reducing candidates to scores rather than seeing them as whole individuals. As Dr. Tomas Chamorro-Premuzic, a leading expert in personality science, warns:

“No test can capture the full complexity of human potential. Use them wisely, not blindly.”

A balanced approach ensures that personality insights enrich rather than dominate the recruitment process.

4. Inclusivity and Neurodiversity

One of the most important considerations is ensuring that the use of HPI does not inadvertently exclude neurodiverse candidates or those with atypical communication styles. For example:

• A candidate with autism may score differently on Sociability or Interpersonal Sensitivity, but still be highly effective in analytical or strategic roles.

• Someone with ADHD might score lower on Prudence, yet excel in fast-paced, creative environments.

Recruiters must be trained to interpret scores through an inclusive lens, recognising that diversity of thought and personality is a strength, not a liability.

This means:

• Avoiding rigid benchmarks that penalise difference

• Considering reasonable adjustments in interpretation

• Using HPI to support inclusion, not gatekeeping

As one neurodiversity advocate in local government shared:

“Psychometrics can be a tool for inclusion if used with empathy. But they must never become a barrier to opportunity.”

5. Cultural Sensitivity and Bias Awareness

Personality assessments are shaped by cultural norms. What is considered “ambitious” or “prudent” may vary across regions, ethnicities, and professional backgrounds. Local government teams must be aware of:

• Potential cultural bias in interpretation

• The need to contextualise scores within diverse lived experiences

• The risk of reinforcing dominant norms at the expense of innovation

Partnering with practitioners who understand the public sector and its diversity goals is essential. This ensures that assessments support equity and reflect the values of the communities councils serve.

Conclusion: A Smarter Way to Recruit

In an era where local government must do more with less, hiring the right people is mission-critical. By partnering with a recruitment agency that uses the Hogan Personality Inventory, councils can bring rigour, fairness, and insight to their hiring processes.

This isn’t about perfection it’s about alignment. As Robert Hogan reminds us:

“The best predictor of future behaviour is personality. And personality is measurable.”