Using Hogan with Teams

Hogan Assessment Systems at a Glance

A leading provider of assessments used for employee selection & development

Assessed over 3.5 million working adults performing over 450 different jobs across 40 countries

Over 25 years of research and implementation experience

Continuous system testing, research, and support improvement

Legally defensible: Never been successfully challenged

Predictive, with demonstrable bottom-line results ranging from improved employee performance to reduced turnover and recruiting expense

Mission

We provide state-of-the-art

assessment solutions capable of enhancing the effectiveness of individuals and organizations

History

A 28-year history of producing measurable

results supports our mission

Hogan Assessment Overview

Hogan Personality Inventory (HPI) How does this person typically approach work and

interaction with others? What strengths can this person rely on to facilitate his/her

performance?

Hogan Development Survey (HDS) What tendencies could derail this individual’s career or

performance? How is this person inclined to respond when stressed,

under pressure, or not self monitoring?

Motives, Values, Preferences Inventory (MVPI)

What motivates and “drives” this individual? What type of work environment will he/she consider most

motivating? What is he/she likely striving to attain?Hogan Business Reasoning Inventory

(HBRI) How does this individual identify and solve problems? How will this individual approach problem solving in the

real world?

• Manufacturing– Alcoa– BMW– DuPont– General Electric– Pepsi

• Pharmaceutical– Bristol-Myers Squibb– Johnson & Johnson– Schering-Plough

• Retail– ALDI– Adidas– Home Depot– Wendy’s– YUM! Brands

• Technology– Sony Corporation– Spherion Technology

Group– Solectron– DELL– Cisco

• Transportation– Qantas– TOLL – American Airlines– CSX Transportation

• Communications– Cox

Communications– Sprint– Qwest

• Construction– Brookfield Multiplex– St Hilliers– McConnell Dowell– The Haskell

Company– Manhattan

Construction• Consulting

– Hay Group– Hewitt Associates– MDA Consulting– DDI– Right Management

Consultants– Russell Reynolds– Towers Perrin

• Energy– BHP– Duke Power– Ferrellgas– Halliburton– Downer

Engineering– BP

• Education– University of Sydney– Adelaide University– University of Maryland– Melbourne Business

School• Financial Services

– ANZ– NAB– Capital One– Wachovia– JPMorganChase– Bank of America

• Government– State, Federal and

Local Government Depts

– NASA– U.S. Postal Service

• Healthcare– Blue Cross / Blue Shield– Humana– Mayo Clinic– Novo Nordisk

• Hospitality– Bass Hotels & Resorts– Starwood Hotels &

Resorts– Trump Casino & Hotel

Representative Clients

Peter Berry Consultancy Pty Ltd

Formed in 1990

Change Management Consultants

Distributor of Hogan Assessment Systems

Distributor of Employee and Organisational Profiles

Core Competencies:– Leadership– Business Planning– People & Culture

Using Hogan with Teams

Help Team develop a common understanding of itself

Facilitate awareness Encourage team dialogue As a foundation for discussing

team’s goals & vision for the future

Determine strengths, barriers, and opportunities to maximize team potential

Individual Goals

Team Goals

Organizational Goals

Facilitate AlignmentUse assessment results to…

Team Building Goals

Use graphic results as a foundation for conversation & team planning

Create summary report based on graphic data

Team Building Report

Tips to get the best

out of Hogan

The Bright Side

• In the Adjustment scale add the scores for Empathy, Not Anxious and No Guilt… low scores show internal stress.

• 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

• In the Ambition scale add the scores for competitive and leadership, 90% of managers score 10 or 11 out of 11…it shows drive.

• 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.

• In Interpersonal Sensitivity check the Likes People score, 4 or less out of 6 suggests a strong technical bias (IQ) and maybe lacking on the people side (relationships…EQ). This is a key measure of whether someone can be a “people person” or is serious and task focused.

The Bright Side

The Dark Side

• Most managers have a couple of items in the 90’s and a couple more in the 70’s/80’s. These are strengths potentially becoming weaknesses, through lack of self management.

• 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).

• About 20% of the population have the moving away syndrome, where at least 4 of the first 5 items score more than 70%. These people cope with their frustrations by withdrawing. 360 feedback may show “not a team player” and “uncommunicative”. Some people move away at work, at home or when exercising.

• 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

• The final 2 scales indicate “head down, bum up”…the priority is around high quality work and loyalty…”in” the business, not “on” the business.

• 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

• Some people have elevated scores across nearly all of the items. These people potentially have a lot to offer but can be high maintenance…they have 3 personalities in one…the loner (moving away), the leader (moving against) and the doer (moving towards).

The Dark Side

• The MVPI is a person’s “hot buttons”, it’s what you want out of life.

• 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.

The Inside

• If a person has no “hot buttons” look for the “warm buttons”, between 35%-65%.

• If a person has nothing above 35% it is likely that they are easily pleased and that others set their agendas.

The Inside

Gender issues

• Females score higher on strategic drive, risk taking, people skills and innovation…and may have a bit more EQ!

• Males are stronger on control and command and show a passion for business and money…$$$

Public Sector

• Lower Ambition, Power and Commerce.• More “buttoned down” personalities.• More Altruistic…here to improve the

world!• Are not risk takers…higher Cautious and

Security.• More Leisurely…confident, independent,

like setting agendas, individual contributors.

Configural Scoring

PBC 360… Hogan Compatible

1. Self Management2. Relationship

Management

AwarenessComposure

Integrity

PartnershipsSetting AgendasPersuasion Skills

3. Working ‘In’ the Business

(Operational)

4. Working ‘On’ the Business

(Strategic)

Job CapacityEfficiency

Performance

StrategyCulture

Execution

1. Self Management

2. Relationship Management

AwarenessComposure

Integrity

PartnershipsSetting AgendasPersuasion Skills

•This is the world of EQ.

•This is where we measure behaviour (KBI’s).

•This is where organisational values are created (GE).

•PepsiCo measure their managers 50% on leading people.

3. Working ‘In’ the Business

(Operational)

4. Working ‘On’ the Business

(Strategic)

Job CapacityEfficiency

Performance

StrategyCulture

Execution•This is the world of IQ, including street smarts.

•This is where we measure performance (KPI’s).

•This is where we need to get the right balance of working “in” and “on” the business.

1. Self Management

AwarenessComposure

Integrity

3. Working ‘In’ the Business (Operational)

Job CapacityEfficiency

Performance

•This is the world of management.

•This is “business as usual”… transactional.

•We hire for skills and fire for personality.

2. RelationshipManagement

PartnershipsSetting AgendasPersuasion Skills

4. Working ‘On’ the Business (Strategic)

StrategyCulture

Execution

•This is the world of leadership.

•These organisations are reinventing themselves.

•Best practice companies are pushing their peoples’ efforts into these two boxes.

Statistics

• Our 360 research shows that 12.1% of managers have unacceptable ratings…about 1 in 8 are underperforming and providing inadequate leadership.

• 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.

• Connecting the dots between the 3 profiles provides best value.

• For executive “horse power” look for Ambition, Power, Commerce, Bold, Mischievous, Colorful and Imaginative (high scores in 5 or more).

Configural Scoring

• For relationships look at Sociability, Interpersonal Sensitivity (especially Likes People), Affiliation (high scores) and Reserved (low score). This can indicate whether a person is task focused (IQ, technical excellence) or a “people person”.

Configural Scoring

• Sometimes there may appear a contradiction…say high Sociability and Affiliation, but low Interpersonal Sensitivity and High Reserved…a people person but on their own terms, “I am outgoing but I use people to achieve my agendas”.

• For extraversion check HPI sub-scales, No Social Anxiety, Exhibitionistic, Entertaining and HDS Colourful and MVPI Affiliation and Recognition.

Configural Scoring

• There can also be tension between an appetite for adventure and caution at the same time. High Mischievous/Imaginative/Inquisitive maybe the “accelerator in the car” but high Security/Prudence/Cautious can be the “brake”. Check these combinations carefully, these opposites exist in many successful CEO’s…producing responsible risk taking. This apparent contradiction is of great value to many people to explain these opposite impulses.

Configural Scoring

• EQ… using emotions intelligently to get the best out of relationships.

• 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.

Configural Scoring

Development Plans

• Capture the strengths and opportunities, the opportunities will need some detail.

• 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%.

• I will do more of and I will do less of.• 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.

Development Plans

Using Hogan with Teams

“Life is about gettingalong, to get ahead”

Bob Hogan

The Basics

• Get the team to complete the Hogan inventories.

• Generate the individual reports and team spaghetti chart

• Conduct the team building workshop• Everyone shares their results…because

there is no right or wrong• Use human histograms…make it fun

• Invite individuals to share their strengths and opportunities

• Compare the team profile against other team profiles

• Analyse the team profile against the strategic plan

The Basics

• Analyse the team profile for EQ...relationship strengths

• One-on-one coaching finishing with a development plan

• Consider 360 feedback to capture the behaviours at work

The Basics

Case Study – Construction Engineering

• The challenge – work with the executive and second tier management teams to build high performing teams, stretch business goals and a great culture.

• 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.

• One-on-one coaching and development plans

• 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

The Bright Side

The Dark Side

The Inside

Self Management

Scales CEO ExecManage

r

Adjustment 19 62 46

Prudence 34 58 42

Excitable 78 48 68

Skeptical 43 56 69

Hedonism 70 69 64

Tradition 63 51 32

Security 37 35 41

Relationship Management

Scales CEO ExecManag

er

InterpersonalSensitivity 39 41 23

Sociability 59 64 49

Bold 49 57 50

Colourful 18 69 37

Leisurely 1 58 68

Reserved 21 44 72

Affiliation 90 62 35

Altruism 17 33 25

Recognition 22 35 35

Operational

CEO ExecManag

er

Inquisitive 83 60 54

LearningApproach 95 82 51

Diligent 81 59 63

Dutiful 59 45 51

Cautious 63 58 71

Aesthetics 57 52 38

Science 79 50 66

Strategic “On” 

Strategic “On”  CEO Exec

Manager

Ambition 87 78 53

Imaginative 70 71 59

Mischievous 62 65 65

Commerce 85 61 48

Power 79 58 48

Summary of Executives

• Self Management…strong emotional resilience, measured risk taking, strong on values (right and wrong).

• Relationship Management…sound people skills, strong dynamic personalities, good networkers/relationship skills, “it’s not about me” and they pay their taxes.

• Operational…active brains - open minded/curious, bright/up to date, reasonably meticulous/careful, good balance between aesthetics/science.

• Strategic…awesome scores for competitiveness, leadership, confidence, drive, adventure and vision…favourite song “Money, money, money”.

Summary of Executives

Summary of Managers

• Self management…more anxiety/nervous energy/stress, better at fault finding/more critical around detail.

• 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.

• Operational…more narrow focused brain/good at implementation/follow through, more meticulous and careful/doesn’t like mistakes, good trouble shooter/investigator/researcher.

• Strategic…less ambitious/confident, more modest ego, not so big picture, not as passionate about business and money.

Summary of Managers

Strategic Business Plan

• Grow from $2B to $3B by 2012.• Everyone goes home without harm

everyday.• Grow the volume of overseas work.• Target new markets, including

energy/rail.• Build social infrastructure capability

in education and health.

• Build strong customer relationships for repeat business.

• 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

Conclusion

• The CEO has a very strong personality and is better understood by the executives.

• 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.

• They are exceptionally strong on relationships which delivers emotional value, not just functional value… customers for life.

• 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

• Continue to use Hogan and 360 for leadership development.

• 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