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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
HoganDEVELOP: On-Boarding
For entry to mid level employees….
Hogan Compass ReportFor entry to mid level employees….
HoganDEVELOP: On-Boarding
•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
HoganDEVELOP: On-Boarding
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…
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
HoganLEAD: Leadership Forecast Reports
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
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
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
HoganLEAD: High Potential Report
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.