Case study: People’s reputation influences their acceptance as managers

(Hogan 360)

Personality in the workplace plays an important role. The use of the Hogan Assessment Suite not only increases the strategic self-awareness of managers, but also enables targeted, customized personnel development that leads to greater leadership effectiveness and increased management success. We would like to show you this using the following case study:

An established medium-sized company with approx. 250 employees, which works with various start-ups, grows by almost 20% every year. This rapid growth requires that management responsibility be transferred to experienced employees. Senior management wants to make sure that the “right” person is placed in the position of disciplinary responsibility. The senior management team is aware that their own perception of the selected prospective leaders may only partially match that of employees, colleagues and clients. Recognizing how essential the right person in the right position is for the success of the company, the staff selection and development process has been strategically realigned.

To this end, the Human Resources department initially drew up a concept for management development that included all 30 managers.  In addition, as part of its HR strategy, HR developed a competency model that met the requirements of a company that wants to promote agility and innovative spirit. The starting point for the executive development was the Hogan Leadership Forecast Series with an intensive two-hour feedback session in which the foundations for further development planning were laid. Each manager had the opportunity to come closer to achieving their development goals through an executive coaching process – one session per month for a period of 15 months. The mid-sized company also provided everyone with a selection of various short online learning modules and a budget for management literature. And as part of the “CEO Challenge”, the management awarded three different project assignments (Action Learning) on strategically relevant topics to the participants.

About two years after the start of executive development, HR wanted to know how much the executives had actually developed in the perception of others and how much their leadership success had increased. To do this, HR – the decision was again made in close cooperation with the participants – used a 360-degree survey – the Hogan 360. This is what distinguishes the Hogan 360:

  • Managers, colleagues, employees and the participants themselves form so-called feedback groups, for which the participating manager nominates appropriate colleagues and employees and agrees this list with their manager and HR. A total of 10 – 12 people should provide feedback. This means that a self-assessment and an external evaluation takes place.
  • The responses of the manager and participating manager (= feedback recipient) are openly displayed in the Hogan 360 report, those of the other feedback provider groups are displayed anonymously. This is only possible if at least three people from a feedback group respond.
  • The questionnaire contains 50 items that are rated on a scale of 1 – 7 by different feedback giver groups. In addition, three open questions are asked, which are answered as free text. Answering the questionnaire takes about 15 – 20 minutes. Those involved in the 360° feedback process of the medium-sized company found the questionnaire really good and helpful.
  • The Hogan 360 is based on the following management model:
    • Self-management: Measures the ability to organize and pay attention to how you are perceived
    • Relationship Management: Captures the ability to achieve better results by managing relationships
    • Work in the company: Measures the ability to deliver services and operational excellence on time and efficiently
    • Work on the company: Captures the ability to add value to the business through innovation, strategic planning and internal development.
  • The Hogan 360 can be optimally used in combination with the Hogan Assessments, as the underlying management model can be easily transferred to the Hogan Scales. However, this is not a must. The Hogan 360 can also be used in isolation.
  • By comparing the autopilot from the Hogan Leadership Forecast series, through which the participating executives went at the beginning of their development journey, and the Hogan 360, the personality of the executive can be viewed in a more differentiated manner and the developmental success can be made visible.

The overall conclusion of HR and the participating managers on their learning experience was very positive. Particularly impressive was the transparency of the development progress through the use of the Hogan Leadership Forecast series and the Hogan 360. In detail:

  • The Hogan Leadership Forecast Series provided them with a helpful starting point for increasing strategic self-awareness, identifying autopilot and blind spots, and defining development steps for more leadership effectiveness.
  • Feedback on the four dimensions of the Hogan 360 from the perspective of different groups of people (supervisors, colleagues, partners, customers) provided managers with a “reality check” and information on how strongly they control their autopilot behavior. Statements from people in their direct sphere of influence about which qualities are clearly perceived relieved, encouraged and motivated the manager in question. She learned what she is appreciated and recognized for.
  • On the other hand, it became clear where further development efforts could be worthwhile. What employees, partners and colleagues wanted more was reflected in an appreciative manner. Executives rarely receive honest feedback and are therefore not sure whether their way of leading motivates employees to perform at their best in the long term and thus contributes to the company’s success in the long term. They want to compare their behavior with the hopes and expectations of their employees, colleagues and superiors.
  • The Hogan 360 is an elegant way to shed light on this. The ability of the raters to answer open questions in free text also consolidates the feedback. In order to ensure the best possible objective results from the Hogan 360 survey, we recommend that the raters be carefully selected in cooperation with superiors and HR.

Judith Bergner is a customer of RELEVANT Managementberatung. The medium-sized company in our case study is Judith’s client. Judith is a Dipl. Psych., Executive MBE (HSG), Registered EuroPsy Psychologist and mother of two adult sons. Judith’s coaching practice is located in Munich. Her main topics are: Aptitude diagnostics; competence measurement, change management, leadership development and coaching. Her coaching approach has been published in “Karriere Einsichten”.

We at RELEVANT have been using Hogan Assessments for years in the selection and development of people on a daily basis. We would be happy to consult with you on how to transfer the results of the Hogan 360 into your company-specific competencies or your own leadership model. Hogan is the world’s leading provider of research-based assessment solutions. RELEVANT helps companies use its personality diagnostics to reduce turnover and increase productivity by hiring the right people, developing key talent and identifying leadership potential.

Contact us. We are only an e-mail or a phone call away.

We know people. We care for your business. We provide solutions.