hogan assessment insights building strategic self awareness hpi hds mvpi

Hogan Assessment InsightsBuilding Strategic Self Awareness HPI HDS MVPI

• Underlies our behavior, actions, reactions, and interactions with others

• Helps predict how we manage change, conflict, & execute business strategies – perform on the job

• Influences our effectiveness in building and maintaining relationships--- interpersonal effectiveness

WHY IS PERSONALITY IMPORTANT

• Stable over time

• No such thing as an “ideal” personality profile or “good” or “bad” scores

• There are strengths and opportunities associated with scores in each part of the scale ranges we’ll discuss

• The descriptions indicate probabilities – not certainties

• Diverse styles are important!

• The goal is self-awareness…not personality change

A FEW CONSIDERATIONS ABOUT PERSONALITY

THE VALUE OF SELF -AWARENESS

“I am able to control only that of which I am aware. That of which I am unaware controls me.”

John Whitmore

from Coaching for Performance

SELF-AWARENESS & REFLECTION IS KEY

• seek feedback in multiple forms

• accept feedback

• are more successful than those who don’t

• act on the feedback

• miss feedback messages (blind spots)

• ignore feedback they do receive (denial)

• are slow to change over time (obsolete)

• top-out or derail (fail)

Leaders who know themselves . . .

Leaders who lack self-awareness . . .

RESEARCH VIEW ON SELF- AWARENESS

““The YOU that YOU know is hardly worth knowing.”The YOU that YOU know is hardly worth knowing.”- Robert Hogan- Robert Hogan

““The YOU that YOU know is hardly worth knowing.”The YOU that YOU know is hardly worth knowing.”- Robert Hogan- Robert Hogan

• You respond to items based on your identity

• Your response pattern is correlated with a description

• Each description is derived from a research-based reputation

• The descriptions are compiled into a report

• A report is a summary of a person’s likely reputation

KEY CONCEPT: “REPUTATION”

Reputation is strongly related to a person’s Reputation is strongly related to a person’s past, present, and future performancepast, present, and future performance

Reputation is strongly related to a person’s Reputation is strongly related to a person’s past, present, and future performancepast, present, and future performance

“I am a fun, spontaneous individual that looks forward to starting each day with a clean slate, ready to meet whatever challenges life has to offer.”

Prudence items

1. I frequently do things on impulse.

2. People think I’m a non-conformist.

3. I like to do things on the spur of the moment.

4. I never know what I will do tomorrow.

5. Sometimes I enjoy going against the rules.

TrueFalse

IDENTITY

IDENTITY

Identity is the “you” that YOU knowIdentity is the “you” that YOU knowIdentity is the “you” that YOU knowIdentity is the “you” that YOU know

“Individuals responding this way tend to be inattentive to details, resist supervision, ignore small process steps, not plan ahead, and rarely think through the consequences of their actions.”

Prudence items

1. I frequently do things on impulse.

2. People think I’m a non-conformist.

3. I like to do things on the spur of the moment.

4. I never know what I will do tomorrow.

5. Sometimes I enjoy going against the rules.

TrueFalse

REPUTATION

REPUTATION

ReputationReputation is the “you” that is the “you” that WEWE know knowReputationReputation is the “you” that is the “you” that WEWE know know

• Present results from three different assessments

• Hogan Personality Inventory (HPI)

• Assesses your normal personality as it relates to everyday job performance

• Hogan Development Survey

• Assesses behaviors that can lead to leadership derailment

• Motives, Values, Preferences Inventory

• Values and preferences that motivate you and drive your behavior

HOGAN LEADER FORWECAST REPORTS

• 7 primary scales and 41 subscales

• Data presented in terms of percentiles:

• 65% + > are High

• 36%-64% are Average

• 35% + < are Low

• Interpretation is job-specific—scores more successful/effective in one job may be detrimental in another

• Strengths and shortcomings associated with scores in all parts of the ranges; Extreme scores >90% or <10% can hinder performance

HOGAN PERSONALITY INVENTORY

SCALESSCALES DESCRIPTIONSDESCRIPTIONS

Adjustment Remains calm under pressure or heavy workloads

Ambition Leader-like, competitive, and results-focused

Sociability Needs social interaction, approachable

Interpersonal Sensitivity

Perceptive, tactful, friendly

Prudence Planful, conforming, dependable

Inquisitive Creative, & a resource for ideas & problem-solving

Learning Approach

Enjoys learning, achieving, and staying current

HPI SCALES

• Measures occupational derailment characteristics

• High Risk (90+): likely negative impact on performance

• Moderate Risk (70-89): potential negative impact on performance

• Low Risk (40-69): less likely to experience negative impact

• No Risk (0-39): unlikely to experience negative impact

• Lower scores generally better

• Most people have at least 1-2 elevations; if not, moderate risk scores become more meaningful

HOGAN DEVELOPMENT SURVEY SCALES

• after prolonged exposure

• during times of stress

• in conditions of change

• when workload is heavy

• when the person isn’t paying attention

• when someone feels comfortable enough that they are no longer “managing” their public image

DERAILERS TEND TO APPEAR…

Derailers CAN be addressed with self-awareness Derailers CAN be addressed with self-awareness and a development focus! and a development focus!

Derailers CAN be addressed with self-awareness Derailers CAN be addressed with self-awareness and a development focus! and a development focus!

Excitable

Skeptical

Cautious

Reserved

Leisurely

Bold

Mischievous

Colorful

Imaginative

Diligent

Dutiful

No Risk Low Risk Moderate Risk High RiskMoody, hard to please and a tendency to erupt

Alert, mistrustful, and easily offended

Unassertive, defensive & fearful of making mistakes

Unconcerned about the feelings of others, aloof

Overtly cooperative, but privately irritable & uncooperative

Unusually self-confident with inflated views of competency

Socially skilled, carefree, risk taking & excitement seeking

Dramatic and enjoys being the center of attention

Acts & thinks in creative and sometimes eccentric ways

Meticulous, perfectionistic, compulsive, and conscientious

Eager to please, ingratiating, and reluctant to take action

HDS SCALES: BRIEF DEFINITIONS

Moving Toward People

Moving Against People

Moving Away from People

Excitable

Skeptical

Cautious

Reserved

Leisurely

Bold

Mischievous

Colorful

Imaginative

Diligent

Dutiful

HDS SCALES CLUSTERD

• Define compatibility with organizational culture

• Define employee motivation factors

• Define career motivation

• Define leadership environment one might create

MOTIVES, VALUES, PREFERENCES INVENTORY

The values measured in this report have a The values measured in this report have a significant number of important consequences: significant number of important consequences:

The values measured in this report have a The values measured in this report have a significant number of important consequences: significant number of important consequences:

The critical aspect of this inventory is what it says about theThe critical aspect of this inventory is what it says about thetype of environment a leader will likely create!type of environment a leader will likely create!

The critical aspect of this inventory is what it says about theThe critical aspect of this inventory is what it says about thetype of environment a leader will likely create!type of environment a leader will likely create!

• Highest 3 or 4 scales are key

• High scores = 65th percentile and above

• Average scores = 36th – 69th percentile

• Low scores = 35th percentile and below

• People prefer to work with others who share their values

• High scores indicate true or driving motivation

• Low scores indicate indifference or lack of motivation (not de-motivation)

MVPI

MVPI SCALES

SCALESSCALES DESCRIPTIONSDESCRIPTIONS

Aesthetics Interested in culture, good taste, and attractive surroundings

Affiliation Enjoys frequent and varied social interaction

Altruistic Concerned about the welfare of others and improving society

CommerceInterested in financial and business-related matters and money

Hedonism Motivated by fun, pleasure, and good company

Power Desires success, accomplishment, status, and competition

Recognition Responsive to attention, approval, praise, and recognition

Science Desires knowledge and the pursuit of data

Security Desires certainty, predictability, order, and control in their life

Tradition Dedicated to established procedures and conservative values

2009, Hogan Assessment Systems

Decision Making Style

Financial Interests

Social InterestsSocial Interests

Status InterestsStatus Interests

Recognition

Power

Hedonism

Altruistic

Affiliation

Tradition

Security

Commerce

Aesthetics

Science

Recognition

Power

Hedonism

Altruistic

Affiliation

Tradition

Security

Commerce

Aesthetics

Science

MVPI SCALE CLUSTERS