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Using Hogan with Teams 1.

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Presentation on theme: "Using Hogan with Teams 1."— Presentation transcript:

1 Using Hogan with Teams 1

2 A 28-year history of producing measurable results supports our mission
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 2

3 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?

4 Representative Clients
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 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

5 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

6 Using Hogan with Teams 6

7 Team Building Goals Use assessment results to… Facilitate Alignment
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 Organizational Goals Team Goals Individual Goals

8 Team Building Report Use graphic results as a foundation for conversation & team planning Create summary report based on graphic data

9 Tips to get the best out of Hogan

10 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.

11 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.

12 The Bright Side 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.

13 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).

14 The Dark Side 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%.

15 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.

16 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).

17 The Inside 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.

18 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.

19 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…$$$

20 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.

21 Configural Scoring

22 PBC 360… Hogan Compatible 1. Self Management
2. Relationship Management Awareness Composure Integrity Partnerships Setting Agendas Persuasion Skills 3. Working ‘In’ the Business (Operational) 4. Working ‘On’ the Business (Strategic) Job Capacity Efficiency Performance Strategy Culture Execution

23 2. Relationship Management
1. Self Management 2. Relationship Management Awareness Composure Integrity Partnerships Setting Agendas Persuasion 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.

24 3. Working ‘In’ the Business (Operational)
4. Working ‘On’ the Business (Strategic) Job Capacity Efficiency Performance Strategy Culture 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.

25 3. Working ‘In’ the Business (Operational)
1. Self Management Awareness Composure Integrity 3. Working ‘In’ the Business (Operational) Job Capacity Efficiency Performance This is the world of management. This is “business as usual”… transactional. We hire for skills and fire for personality.

26 4. Working ‘On’ the Business (Strategic)
This is the world of leadership. These organisations are reinventing themselves. Best practice companies are pushing their peoples’ efforts into these two boxes. 2. Relationship Management Partnerships Setting Agendas Persuasion Skills 4. Working ‘On’ the Business (Strategic) Strategy Culture Execution

27 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.

28 Configural Scoring 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).

29 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”.

30 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.

31 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.

32 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.

33 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%.

34 Development Plans 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.

35 Using Hogan with Teams 35

36 “Life is about getting along, to get ahead” Bob Hogan

37 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

38 The Basics Invite individuals to share their strengths and opportunities Compare the team profile against other team profiles Analyse the team profile against the strategic plan

39 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

40 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.

41 Case Study – Construction Engineering
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.

42 The Bright Side

43 The Dark Side

44 The Inside

45 Self Management Scales CEO Exec Manager Adjustment 19 62 46 Prudence
34 58 42 Excitable 78 48 68 Skeptical 43 56 69 Hedonism 70 64 Tradition 63 51 32 Security 37 35 41

46 Relationship Management
Scales CEO Exec Manager Interpersonal Sensitivity 39 41 23 Sociability 59 64 49 Bold 57 50 Colourful 18 69 37 Leisurely 1 58 68 Reserved 21 44 72 Affiliation 90 62 35 Altruism 17 33 25 Recognition 22

47 Operational CEO Exec Manager Inquisitive 83 60 54 Learning Approach 95
82 51 Diligent 81 59 63 Dutiful 45 Cautious 58 71 Aesthetics 57 52 38 Science 79 50 66

48 Strategic “On” Strategic “On” CEO Exec Manager Ambition 87 78 53
Imaginative 70 71 59 Mischievous 62 65 Commerce 85 61 48 Power 79 58

49 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.

50 Summary of Executives 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”.

51 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.

52 Summary of Managers 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.

53 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.

54 Strategic Business Plan
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.

55 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.

56 Conclusion 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.

57 Future Actions 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.

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