Hogan Assessment Insights
Building Strategic Self Awareness HPI HDS MVPI
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
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 well discuss
The descriptions indicate probabilities not certainties
Diverse styles are important!
The goal is self-awarenessnot personality change
THE VALUE OF SELF -AWARENESS
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
RESEARCH VIEW ON SELF- AWARENESS
Leaders who know Leaders who lack self-
themselves . . . awareness . . .
miss feedback messages
seek feedback in multiple
(blind spots)
forms
ignore feedback they do
accept feedback
receive (denial)
are more successful than
are slow to change over
those who dont
time (obsolete)
act on the feedback
top-out or derail (fail)
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 persons likely reputation
Reputation is strongly related to a persons
past, present, and future performance
IDENTITY
Identity is the you that YOU know
Prudence items True False
1. I frequently do things on IDENTITY
impulse.
2. People think Im a non- I am a fun,
conformist. spontaneous individual
that looks forward to
3. I like to do things on the starting each day with a
spur of the moment. clean slate, ready to
meet whatever
4. I never know what I will challenges life has to
do tomorrow. offer.
5. Sometimes I enjoy going
against the rules.
REPUTATION
Reputation is the you that WE know
Prudence items True False
1. I frequently do things on REPUTATION
impulse.
2. People think Im a non- Individuals responding
conformist. this way tend to be
inattentive to details,
3. I like to do things on the resist supervision,
spur of the moment. ignore small process
steps, not plan ahead,
4. I never know what I will and rarely think through
do tomorrow. the consequences of
their actions.
5. Sometimes I enjoy going
against the rules.
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
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-specificscores 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
HPI SCALES
SCALES DESCRIPTIONS
Adjustment Remains calm under pressure or heavy workloads
Ambition Leader-like, competitive, and results-focused
Sociability Needs social interaction, approachable
Interpersonal
Perceptive, tactful, friendly
Sensitivity
Prudence Planful, conforming, dependable
Inquisitive Creative, & a resource for ideas & problem-solving
Learning
Enjoys learning, achieving, and staying current
Approach
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
DERAILERS TEND TO APPEAR
after prolonged exposure
during times of stress
in conditions of change
when workload is heavy
when the person isnt 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!
HDS SCALES: BRIEF DEFINITIONS
No Risk Low Risk Moderate Risk High
Excitable Risk
Moody, hard to please and a tendency to erupt
Skeptical Alert, mistrustful, and easily offended
Cautious Unassertive, defensive & fearful of making mistakes
Reserved Unconcerned about the feelings of others, aloof
Leisurely Overtly cooperative, but privately irritable & uncooperative
Bold Unusually self-confident with inflated views of competency
Mischievous Socially skilled, carefree, risk taking & excitement seeking
Colorful Dramatic and enjoys being the center of attention
Imaginative Acts & thinks in creative and sometimes eccentric ways
Diligent Meticulous, perfectionistic, compulsive, and conscientious
Dutiful Eager to please, ingratiating, and reluctant to take action
HDS SCALES CLUSTERD
Excitable
Skeptical
Cautious Moving Away from People
Reserved
Leisurely
Bold
Mischievous
Moving Against People
Colorful
Imaginative
Diligent
Moving Toward People
Dutiful
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!
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)
MVPI SCALES
SCALES DESCRIPTIONS
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
Interested in financial and business-related matters and
Commerce
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
MVPI SCALE CLUSTERS
Recognition
Power Status Interests
Hedonism
Altruistic
Affiliation Social Interests
Tradition
Security
Financial Interests
Commerce
Aesthetics
Decision Making Style
Science
2009, Hogan Assessment Systems
