Using Hogan with Teams. Hogan Assessment Systems at a Glance. Mission We provide state-of-the-art assessment solutions capable of enhancing the effectiveness of individuals and organizations. A leading provider of assessments used for employee selection & development
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We provide state-of-the-art assessment solutions capable of enhancing the effectiveness of individuals and organizations
A 28-year history of producing measurable results supports our mission
Use assessment results to…
to get the best
out of Hogan
Add scores for Calmness, Even Tempered and No Complaints…low scores suggest external stress…“letting off steam”.
Healthy stress keeps people focused and alert, unhealthy stress needs to be addressed.The Bright Side
Check the score for Accomplishment…a score of 4 or less out of 6 can suggest low moods or frustration with one’s life achievements… a major concern.
Look at the score for Identity, 0 or 1 out of 3 suggests some lack of satisfaction with job, employer, or industry.The Bright Side
The Bright Side
The first 5 items constitute the “moving away” syndrome (the loner), the next 4 items are the “moving against” syndrome (the leader), and the last 2 are the “moving towards” syndrome (the doer).The Dark Side
The categories Bold, Mischievous, Colorful and Imaginative indicate executive potential for the private sector. Look for at least 2 scores above 70%.
The Dark Side
People who have no scores above 70% in any of the scales should have very stable, enduring relationships, but may lack a bit of “magic” in terms of what they bring to the table…check the MVPI for motivators.
The Dark Side
The Dark Side
Executive profiles normally have high scores for Power, Commerce and Hedonism…but not always…Maggie Beer 95% Aesthetics, 9% Commerce.
If there are lots of scores above 65%, the person may need coaching around goal setting and priorities, otherwise their wheels could be spinning.
If a person has nothing above 35% it is likely that they are easily pleased and that others set their agendas.The Inside
Males are stronger on control and command and show a passion for business and money…$$$Gender issues
Gallup worldwide employee surveys show 26% of staff are truly engaged, 55% turn up to do their job and 19% are actively disengaged…and they share their “misery”.
The point is…effective leadership is the key to culture and performance.Statistics
For executive “horse power” look for Ambition, Power, Commerce, Bold, Mischievous, Colorful and Imaginative (high scores in 5 or more).
For extraversion check HPI sub-scales, No Social Anxiety, Exhibitionistic, Entertaining and HDS Colourful and MVPI Affiliation and Recognition.
EQ…look for a good Adjustment score and a low Excitable with no “moving away” syndrome and good people skills in Sociability, Interpersonal Sensitivity, Affiliation (high scores) and low Reserved.
Capture the impact of the improvement opportunities on their team, if they get the connection there is more impact.
Talk about getting the right balance between “in” the business and “on” the business, typically moving from 90% in / 10% on to 75% / 25%.Development Plans
The extra time “on” the business should be put into relationships and adding value (innovation, continuous improvement, strategy).
The poor performers that I need to challenge are…?
The plan should identify ongoing coaching opportunities.
The plan should incorporate a 360 review.
along, to get ahead”
One-on-one coaching finishing with a development plan
Consider 360 feedback to capture the behaviours at workThe Basics
The process – conduct employee opinion survey, 360 feedback and Hogan profiling.
The teams – team building workshops to share Hogan results, understand self, each other and team.Case Study – Construction Engineering
Adoption of leadership team model, common language around IQ/EQ and working “in” and “on” the business.
Development of 3 year business plan to grow from $2B to $3B.
Leadership program for middle managers.
Case Study – Construction Engineering
Relationship Management…sound people skills, strong dynamic personalities, good networkers/relationship skills, “it’s not about me” and they pay their taxes.Summary of Executives
Strategic…awesome scores for competitiveness, leadership, confidence, drive, adventure and vision…favourite song “Money, money, money”.
Summary of Executives
Relationship management…more task than people focused, can be blunt, have less colourful personalities, relationships are not as important…it’s the job…technical excellence.Summary of Managers
Strategic…less ambitious/confident, more modest ego, not so big picture, not as passionate about business and money.
Summary of Managers
Create a high performance culture through teamwork, leadership, accountability and effective leadership.
Employ, train and retain the right people.
Be recognised as a tier one engineering and construction player.
Strategic Business Plan
The executive has an awesome profile which explains growth in the last 4 years from $500 million to $2 Billion… and on their way to $3 Billion.Conclusion
They are working hard to improve their culture and to become an employer of choice… they understand that having the right people and culture drives the success of the project.Conclusion
Run leadership programs for middle management to build the leadership pipeline.
One-on-one coaching to develop individuals.
Use the Employee Opinion Survey annually to measure and improve culture.
Review the strategic plan quarterly and use it as a communication tool to engage the workforce.Future Actions