Hogan Assessment Insights Building Strategic Self Awareness HPI  HDS  MVPI

1. Hogan Assessment Insights Building Strategic Self Awareness HPI  HDS  MVPI

2. WHY IS PERSONALITY IMPORTANT • 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

3. A FEW CONSIDERATIONS ABOUT PERSONALITY • 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

4. THE VALUE OF SELF -AWARENESS

5. SELF-AWARENESS & REFLECTION IS KEY “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

6. 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) RESEARCH VIEW ON SELF- AWARENESS Leaders who know themselves . . . Leaders who lack self-awareness . . .

7. KEY CONCEPT: “REPUTATION” “The YOU that YOU know is hardly worth knowing.” - 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 Reputation is strongly related to a person’s past, present, and future performance

8. IDENTITY • Prudence items • I frequently do things on impulse. • People think I’m a non-conformist. • I like to do things on the spur of the moment. • I never know what I will do tomorrow. • Sometimes I enjoy going against the rules. True False           Identity is the “you” that YOU know IDENTITY “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.”

9. REPUTATION • Prudence items • I frequently do things on impulse. • People think I’m a non-conformist. • I like to do things on the spur of the moment. • I never know what I will do tomorrow. • Sometimes I enjoy going against the rules. True False           Reputation is the “you” that WE know REPUTATION “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.”

10. HOGAN LEADER FORWECAST REPORTS • 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

11. HOGAN PERSONALITY INVENTORY • 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

12. HPI SCALES

13. HOGAN DEVELOPMENT SURVEY 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

14. DERAILERS TEND TO APPEAR… • 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 CAN be addressed with self-awareness and a development focus!

15. HDS SCALES: BRIEF DEFINITIONS No Risk Low Risk Moderate Risk High Risk Excitable Skeptical Cautious Reserved Leisurely Bold Mischievous Colorful Imaginative Diligent Dutiful Moody, 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

16. HDS SCALES CLUSTERD Excitable Moving Away from People Skeptical Cautious Reserved Leisurely Bold Moving Against People Mischievous Colorful Imaginative Diligent Moving Toward People Dutiful

17. MOTIVES, VALUES, PREFERENCES INVENTORY The values measured in this report have a significant number of important consequences: • Define compatibility with organizational culture • Define employee motivation factors • Define career motivation • Define leadership environment one might create The critical aspect of this inventory is what it says about the type of environment a leader will likely create!

18. MVPI • 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)

19. MVPI SCALES

20. MVPI SCALE CLUSTERS Recognition Status Interests Recognition Power Power Hedonism Hedonism Social Interests Altruistic Altruistic Affiliation Affiliation Tradition Tradition Security Security Financial Interests Commerce Commerce Decision Making Style Aesthetics Aesthetics Science Science 2009, Hogan Assessment Systems