Hogan DEVELOP and LEAD HOGAN Practitioners & Client Conference

Hogan DEVELOP and LEADHOGAN Practitioners & Client

Conference

Agenda

• HoganDEVELOP– Employee Development– On-boarding

• HoganLEAD– Leadership Development– Integrating Performance Management Tools

HOGAN DEVELOPReports, Planning, Implementation

HoganDEVELOP

Regardless of the type of report generated, information from the assessment process can serve as a foundation for…

Development Planning

FacilitatingProductive Coaching

Conversations

Gaining Self Awareness

Goal Setting

Considering Opportunities

Seeking Feedback

HoganDEVELOP

How assessments can facilitate development:

Self Insight Goal Setting Accountability

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

Employee Development Cycle

Internalize Changes

Build Awareness

Target Behaviors

Seek Feedback

Modify Reputation

Building strategic self-awareness is the foundation for development

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

HoganDEVELOP: On-Boarding

Committed employees are less likely to turnover

Regardless of job, show commitment to new hires via provision of Hogan development reports and feedback

Demonstrate commitment to new hire success:

Help the individuals who have the greatest impact on employee satisfaction – ManagersHelp leaders learn how to best manage new employees and manage behavioral tendencies that have the potential to impact their subordinates

Organizations continue to benefit from assessment data after selection decisions have been made

Help new hires hit the ground runningProvide new employees information they can use to enhance their performance from day one

Hogan Manage ReportProvides information managers can use to manage & develop the respondent

Hogan Career ReportDevelopment-focused report for non-leadership level employees


For entry to mid level employees….

Hogan Compass ReportFor entry to mid level employees….


•Based on results of the MVPI

•Provides descriptive information

•Includes tips for Career Development

Helps a new manager understand how to be most effective in his/her new role

Management Development Report


For managers…

HOGAN LEADReports, Consulting, Implementation

HoganLEAD

Spotlight on solutions specifically focused on Senior-level talent management

Lead: Select

Lead: Develop

Ready-to-use candidate screening solutions focused on leadership competencies

Several consulting options to accompany candidate screening solutions

Leadership-specific …FeedbackDevelopment recommendationsTeam-building applicationsTalent audits

HoganLEAD: Leadership Forecast Reports

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

Detailed reports for leaders & developing leaders…


Detailed analysis of each scale…

General behavioral implications Implications related to

performance in a leadership role

Linkages to common leadership competencies


Developmental suggestions included in each report

Capitalizing on strengthsAreas to focus on for

development

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

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


• 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


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


Includes an Interview Guide for thorough evaluation

9-Box Talent Mgmt SystemPo

tenti

alPo

tenti

al

PerformancePerformance

Low

Aver

age

Hig

h

Lagging Meeting Exceeding

9-Box Talent Mgmt SystemPo

tenti

alPo

tenti

al

PerformancePerformance

Low

Aver

age

Hig

h

Lagging Meeting Exceeding

Case Study

•Significant retailer.

•200 stores, 4000 employees.

•The challenge…improve the culture and the “bottom line”.

Case Study

• 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

• 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.

• 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

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• Financial • People

• Leadership • Productivity

• Culture • Product/service performance

• Customers • Corporate social responsibility

Other Opinions

• 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.

Best Practice Leadership

• “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.

• 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

• 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

Hogan Profiles (HPI)

Hogan Profiles (HDS)

Hogan Profiles (MVPI)

Hogan Summary – Self Management

• 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.

Relationship management

• 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.

Working “in” the business

• 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 “on” the business

• 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.

Next Hogan Steps

• 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.

Conclusion

• 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.

Documents

Hogan DEVELOP and LEAD HOGAN Practitioners & Client Conference