1 / 41

Hogan DEVELOP and LEAD

Hogan DEVELOP and LEAD. HOGAN Practitioners & Client Conference. Agenda. HoganDEVELOP Employee Development On-boarding HoganLEAD Leadership Development Integrating Performance Management Tools. Reports, Planning, Implementation. HOGAN DEVELOP. HoganDEVELOP.

kevork
Download Presentation

Hogan DEVELOP and LEAD

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Hogan DEVELOP and LEAD HOGAN Practitioners & Client Conference

  2. Agenda • HoganDEVELOP • Employee Development • On-boarding • HoganLEAD • Leadership Development • Integrating Performance Management Tools

  3. Reports, Planning, Implementation HOGAN DEVELOP

  4. HoganDEVELOP Regardless of the type of report generated, information from the assessment process can serve as a foundation for… Facilitating Productive Coaching Conversations Considering Opportunities Gaining Self Awareness Seeking Feedback Development Planning Goal Setting

  5. HoganDEVELOP How assessments can facilitate development: • Facilitate self awareness • Identify behavioral tendencies to keep, stop, and grow • Accelerate the coaching process • Identify gaps between rewards/desired conditions & behaviors • Reflect on motivations capable of impacting behavior • Serve as the foundation for developmental planning Accountability Goal Setting Self Insight

  6. Employee Development Cycle Building strategic self-awareness is the foundation for development Build Awareness Internalize Changes Modify Reputation Target Behaviors Seek Feedback

  7. Implementation: Development • Elements of a Development Plan • Assessment • Hogan suite, plus other assessments • Feedback • Hogan Certified User to deliver feedback and integrate with other assessment (e.g., 360o) • Coaching • Guide the participant to emphasize strengths and make behavioral changes to weaknesses • Follow-up • Check on progress, offer suggestions, address new areas for improvement

  8. HoganDEVELOP: On-Boarding Demonstrate commitment to new hire success: Organizations continue to benefit from assessment data after selection decisions have been made • Committed employees are less likely to turnover • Regardless of job, show commitment to new hires via provision of Hogan development reports and feedback Help new hires hit the ground running • Provide new employees information they can use to enhance their performance from day one Help the individuals who have the greatest impact on employee satisfaction – Managers • Help leaders learn how to best manage new employees and manage behavioral tendencies that have the potential to impact their subordinates

  9. HoganDEVELOP: On-Boarding For entry to mid level employees…. Hogan Manage Report Hogan Career Report Provides information managers can use to manage & develop the respondent Development-focused report for non-leadership level employees

  10. HoganDEVELOP: On-Boarding For entry to mid level employees…. Hogan Compass Report • Based on results of the MVPI • Provides descriptive information • Includes tips for Career Development

  11. HoganDEVELOP: On-Boarding For managers… • Helps a new manager understand how to be most effective in his/her new role Management Development Report

  12. Reports, Consulting, Implementation HOGAN LEAD

  13. HoganLEAD Spotlight on solutions specifically focused on Senior-level talent management • Ready-to-use candidate screening solutions focused on leadership competencies • Several consulting options to accompany candidate screening solutions Lead: Select • Leadership-specific … • Feedback • Development recommendations • Team-building applications • Talent audits Lead: Develop

  14. HoganLEAD: Leadership Forecast Reports Detailed reports for leaders & developing leaders… Based on the HPI Provides insight regarding how others describe the participant’s day-to-day approach to work and leadership Based on the HDS Highlights stress- or complacency-induced response tendencies capable of impeding the participant’s performance Based on the MVPI Helps the participant understand the work-related motivators and values that influence his/her leadership style Integrates HPI, HDS, & MVPI Results Provides a template for development planning

  15. HoganLEAD: Leadership Forecast Reports Detailed analysis of each scale… • General behavioral implications • Implications related to performance in a leadership role • Linkages to common leadership competencies

  16. HoganLEAD: Leadership Forecast Reports Developmental suggestions included in each report • Capitalizing on strengths • Areas to focus on for development

  17. HoganLEAD: Summary Report • Integrates HPI, HDS, &MVPI results into easy-to-read descriptive information • High level summary, presented in terms of major job dimensions • Describes general characteristics related to effective performance • Reports can assist with coaching, development, decision making & on-boarding

  18. HoganLEAD: High Potential Report • Predicts leadership potential • Based on HPI, HDS, MVPI • Aligns with business competencies • Provides quality information for: • selection decisions • on-boarding • development • Easy to implement and use

  19. HoganLEAD: High Potential Report • 10 Leadership Competencies • Relevant for virtually any leadership position • Assessment results and interview questions provided for each competency • Results compared to over 1,000 High Potential candidates for global brands such as Johnson & Johnson

  20. HoganLEAD: High Potential Report HiPo Report • Incorporates data from HPI, HDS, and MVPI • Normed on a sample of global high potentials • Uses the Hogan Domain Model • Can be implemented instantly

  21. HoganLEAD: High Potential Report Includes an Interview Guide for thorough evaluation

  22. 9-Box Talent Mgmt System High Potential Average Low Lagging Meeting Exceeding Performance

  23. 9-Box Talent Mgmt System High Potential Average Low Lagging Meeting Exceeding Performance

  24. Significant retailer. 200 stores, 4000 employees. The challenge…improve the culture and the “bottom line”. Case Study

  25. First step, conduct Employee Opinion Survey to measure culture. Satisfaction/engagement scores ranged from 50% to 92%. The norm is 69% and the gold medal is 75%. What caused this variation? Case Study

  26. The answer is Management! The high scoring stores have 10% staff turnover, below average sick leave and high levels of sales and productivity. The low scoring scores have 70% staff turnover, double the sick leave and modest sales and productivity. Case Study

  27. Conclusion…leadership creates the culture and culture delivers results. Therefore an investment in leadership is an investment in “the bottom line”. Action…leadership program using Hogan. Case Study

  28. Business Excellence Model 1. Leadership • Self management…awareness, composure, integrity • Relationship management... partnerships, setting agendas, persuasion skills • Working ‘in’ the business…capacity, efficiency, performance • Working ‘on’ the business…strategy, culture, execution • Working on the IQ and the EQ, getting the balance right between ‘in’ and ‘on’ the business, cohesive management teams and zero tolerance for silos. 2.Culture • Having a three year strategic plan • Having a one year plan with clear goals (external/internal) and milestones • Having values supported by behaviours that come from employees • The right people (who feel valued), with the right attitude • Great processes…get it right first time every time • Customer focus (internal/external)…think ‘customers for life’ • A high performing culture produces motivation, discretionary effort, retention and delivery of strategy. 3. Performance

  29. When at GE Jack Welch had managers assessed for living the values and delivering the numbers. Daniel Goleman, “Emotional Intelligence” guru says leadership success is 20% IQ and 80% EQ. PepsiCo evaluate managers 50% for the way they lead people and 50% for their results, because it’s through people that we deliver performance. Other Opinions

  30. “The Leadership Advantage” (Fulmer/Bleak, 2008) defines best practice leadership. Leadership programs are based on business strategy. Leadership programs help managers communicate strategy and engage staff. Developing people is a measure of executive success. Return on learning is measured by corporate success. Best Practice Leadership

  31. Leadership programs based on return on investment…this is best practice! Return on investment is measured by improving Employee Opinion scores, reducing staff turnover and increasing sales and productivity. Case Study

  32. Business planning…key challenges are to double the number of stores and therefore employees. Be an employer of choice. Grow the reputation of the brand. Reduce staff turnover. Grow sales/productivity, the “bottom line”. Strategic Plan

  33. Hogan Profiles (HPI)

  34. Hogan Profiles (HDS)

  35. Hogan Profiles (MVPI)

  36. They are emotionally resilient, will stay calm under pressure. They will be watchful, fault finding and have a sixth sense. They are hedonistic, they will enjoy good times and good people. Hogan Summary – Self Management

  37. They have good people skills, they enjoy variety, socialising and networking. They have strong relationship skills, enjoy setting agendas and leading people. They have confident personalities and should present as robust individuals. Relationship management

  38. They will be detail oriented, conscientious, their work will be of high quality. They may be nit-picky, fault finding and sometimes hard to please. They prefer “science” to the “arts”, they will be good trouble shooters and problem solvers. They prefer functionality over appearance. Working “in” the business

  39. Wow!!! Their Ambition, Power and Commerce scores are through the roof. They are super confident, competitive, leader like and assertive. They have passion about business and finance. They believe that the purpose of life is to win. Working “on” the business

  40. Consider using Hogan for screening, selection, on-boarding and development. Continue to use Hogan for future leadership programs. Use Hogan for coaching. Consider using PBC 360 as a companion piece for further development. Next Hogan Steps

  41. Investing in leadership is an investment in the “bottom line”. The Hogan Assessments are an incredible tool to use in leadership programs. The purpose of leadership is to create a great culture that delivers great results. Conclusion

More Related