1. HOGAN Practitioners & Client Conference
Hogan DEVELOP and LEAD
HOGAN Practitioners & Client Conference

2. Agenda HoganDEVELOP HoganLEAD Employee Development On-boarding
Leadership Development
Integrating Performance Management Tools

3. Reports, Planning, Implementation
HOGAN DEVELOP

4. “We provide all new hires with developmental feedback”
HoganDEVELOP
Organizations 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. HoganDEVELOP
Regardless of the type of report generated, information from the assessment process can serve as a foundation for…
Facilitating
Productive Coaching Conversations
Considering Opportunities
Gaining Self Awareness
Seeking Feedback
Development Planning
Goal Setting

6. HoganDEVELOP How assessments can facilitate development:
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
Self Insight
Goal Setting
Accountability

7. Employee Development Cycle
Building strategic self-awareness is the foundation for development
Internalize Changes
Build Awareness
I 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. JS
Modify Reputation
Target Behaviors
Seek Feedback

8. 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

9. HoganDEVELOP: On-Boarding
Demonstrate commitment to new hire success:
Organizations continue to benefit from assessment data after selection decisions have been made
Committed employees are less likely to turnover
Regardless of job, show commitment to new hires via provision of Hogan development reports and feedback
Help new hires hit the ground running
Provide new employees information they can use to enhance their performance from day one
Help the individuals who have the greatest impact on employee satisfaction – Managers
Help 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 Report
Hogan Career Report
Provides information managers can use to manage & develop the respondent
Development-focused report for non-leadership level employees

11. HoganDEVELOP: On-Boarding
For entry to mid level employees….
Hogan Compass Report
Based on results of the MVPI
Provides descriptive information
Includes tips for Career Development
How 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 role
Management Development Report

13. HoganDEVELOP: Team Reports
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

14. HoganDEVELOP: Team Reports
Use graphic results as a foundation for conversation & team planning
Create summary report based on graphic data

15. Reports, Consulting, Implementation
HOGAN LEAD

16. HoganLEAD
Spotlight on solutions specifically focused on Senior-level talent management
Ready-to-use candidate screening solutions focused on leadership competencies
Several consulting options to accompany candidate screening solutions
Lead: Select
Leadership-specific …
Feedback
Development recommendations
Team-building applications
Talent audits
Lead: Develop

17. HoganLEAD: Leadership Forecast Reports
Detailed reports for leaders & developing leaders…
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

18. HoganLEAD: Leadership Forecast Reports
Detailed analysis of each scale…
General behavioral implications
Implications related to performance in a leadership role
Linkages to common leadership competencies

19. HoganLEAD: Leadership Forecast Reports
Developmental suggestions included in each report
Capitalizing on strengths
Areas to focus on for development

20. 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

21. 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

22. HoganLEAD: High Potential Report
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

23. HoganLEAD: High Potential Report
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

24. HoganLEAD: High Potential Report
Includes an Interview Guide for thorough evaluation

25. 9-Box Talent Mgmt System
High
Potential
Average
Low
Lagging
Meeting
Exceeding
Performance

26. 9-Box Talent Mgmt System
High
Potential
Average
Low
Lagging
Meeting
Exceeding
Performance

27. The challenge…improve the culture and the “bottom line”.
Case Study
Significant retailer.
200 stores, 4000 employees.
The challenge…improve the culture and the “bottom line”.

28. 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?

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 Study
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.

31. 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

32. 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.

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 Study
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.

35. Strategic Plan
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”.

36. Hogan Profiles (HPI)

37. Hogan Profiles (HDS)

38. Hogan Profiles (MVPI)

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 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.

44. 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.