4 “We provide all new hires with developmental feedback” HoganDEVELOPOrganizations have a wide variety of unique employee development needs…“We want to incorporate an assessment & feedback process into our leadership development program”“Our coaches simply need data to use while preparing for coaching sessions”“We provide all new hires with developmental feedback”“We just formed a new team – it needs to spend time discussing how it can work most effectively”“We want to provide our high potentials information they can use to continue to grow and develop”
5 HoganDEVELOPRegardless of the type of report generated, information from the assessment process can serve as a foundation for…FacilitatingProductive Coaching ConversationsConsidering OpportunitiesGaining Self AwarenessSeeking FeedbackDevelopment PlanningGoal Setting
6 HoganDEVELOP How assessments can facilitate development: Facilitate self awarenessIdentify behavioral tendencies to keep, stop, and growAccelerate the coaching processIdentify gaps between rewards/desired conditions & behaviorsReflect on motivations capable of impacting behaviorServe as the foundation for developmental planningSelf InsightGoal SettingAccountability
7 Employee Development Cycle Building strategic self-awareness is the foundation for developmentInternalize ChangesBuild AwarenessI moved this slide out of the onboarding section into the development section and couched it after the slide that stresses Building Awareness as the first step in the development cycle. JSModify ReputationTarget BehaviorsSeek Feedback
8 Implementation: Development Elements of a Development PlanAssessmentHogan suite, plus other assessmentsFeedbackHogan Certified User to deliver feedback and integrate with other assessment (e.g., 360o)CoachingGuide the participant to emphasize strengths and make behavioral changes to weaknessesFollow-upCheck on progress, offer suggestions, address new areas for improvement
9 HoganDEVELOP: On-Boarding Demonstrate commitment to new hire success:Organizations continue to benefit from assessment data after selection decisions have been madeCommitted employees are less likely to turnoverRegardless of job, show commitment to new hires via provision of Hogan development reports and feedbackHelp new hires hit the ground runningProvide new employees information they can use to enhance their performance from day oneHelp 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
10 HoganDEVELOP: On-Boarding For entry to mid level employees….Hogan Manage ReportHogan Career ReportProvides information managers can use to manage & develop the respondentDevelopment-focused report for non-leadership level employees
11 HoganDEVELOP: On-Boarding For entry to mid level employees….Hogan Compass ReportBased on results of the MVPIProvides descriptive informationIncludes tips for Career DevelopmentHow about adding in a Career Builder as well? JS
12 HoganDEVELOP: On-Boarding For managers…Helps a new manager understand how to be most effective in his/her new roleManagement Development Report
13 HoganDEVELOP: Team Reports Use assessment results to…Facilitate AlignmentHelp Team develop a common understanding of itselfFacilitate awarenessEncourage team dialogueAs a foundation for discussing team’s goals & vision for the futureDetermine strengths, barriers, and opportunities to maximize team potentialOrganizational GoalsTeam GoalsIndividual Goals
14 HoganDEVELOP: Team Reports Use graphic results as a foundation for conversation & team planningCreate summary report based on graphic data
16 HoganLEADSpotlight on solutions specifically focused on Senior-level talent managementReady-to-use candidate screening solutions focused on leadership competenciesSeveral consulting options to accompany candidate screening solutionsLead: SelectLeadership-specific …FeedbackDevelopment recommendationsTeam-building applicationsTalent auditsLead: Develop
17 HoganLEAD: Leadership Forecast Reports Detailed reports for leaders & developing leaders…Based on the HPIProvides insight regarding how others describe the participant’s day-to-day approach to work and leadershipBased on the HDSHighlights stress- or complacency-induced response tendencies capable of impeding the participant’s performanceBased on the MVPIHelps the participant understand the work-related motivators and values that influence his/her leadership styleIntegrates HPI, HDS, & MVPI ResultsProvides a template for development planning
18 HoganLEAD: Leadership Forecast Reports Detailed analysis of each scale…General behavioral implicationsImplications related to performance in a leadership roleLinkages to common leadership competencies
19 HoganLEAD: Leadership Forecast Reports Developmental suggestions included in each reportCapitalizing on strengthsAreas to focus on for development
20 HoganLEAD: Summary Report Integrates HPI, HDS, &MVPI results into easy- to-read descriptive informationHigh level summary, presented in terms of major job dimensionsDescribes general characteristics related to effective performanceReports can assist with coaching, development, decision making & on- boarding
21 HoganLEAD: High Potential Report Predicts leadership potentialBased on HPI, HDS, MVPIAligns with business competenciesProvides quality information for:selection decisionson-boardingdevelopmentEasy to implement and use
22 HoganLEAD: High Potential Report 10 Leadership CompetenciesRelevant for virtually any leadership positionAssessment results and interview questions provided for each competencyResults compared to over 1,000 High Potential candidates for global brands such as Johnson & Johnson
23 HoganLEAD: High Potential Report HiPo ReportIncorporates data from HPI, HDS, and MVPINormed on a sample of global high potentialsUses the Hogan Domain ModelCan be implemented instantly
24 HoganLEAD: High Potential Report Includes an Interview Guide for thorough evaluation
25 9-Box Talent Mgmt System HighPotentialAverageLowLaggingMeetingExceedingPerformance
26 9-Box Talent Mgmt System HighPotentialAverageLowLaggingMeetingExceedingPerformance
27 The challenge…improve the culture and the “bottom line”. Case StudySignificant retailer.200 stores, 4000 employees.The challenge…improve the culture and the “bottom line”.
28 Case StudyFirst 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?
29 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.
30 Case StudyConclusion…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.
31 Business Excellence Model 1. LeadershipSelf management…awareness, composure, integrityRelationship management... partnerships, setting agendas, persuasion skillsWorking ‘in’ the business…capacity, efficiency, performanceWorking ‘on’ the business…strategy, culture, executionWorking 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.CultureHaving a three year strategic planHaving a one year plan with clear goals (external/internal) and milestonesHaving values supported by behaviours that come from employeesThe right people (who feel valued), with the right attitudeGreat processes…get it right first time every timeCustomer focus (internal/external)…think ‘customers for life’A high performing culture produces motivation, discretionary effort, retention and delivery of strategy.3. PerformanceFinancialPeopleLeadershipProductivityCultureProduct/service performanceCustomersCorporate social responsibility
32 Other OpinionsWhen 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.
33 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.
34 Case StudyLeadership 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.
35 Strategic PlanBusiness 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”.
39 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.
40 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.
41 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.
42 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.
43 Next Hogan StepsConsider 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.
44 ConclusionInvesting 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.