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 we’ll discuss
• The descriptions indicate probabilities – not certainties
• Diverse styles are important!
• The goal is self-awareness…not 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
themselves . . .
• seek feedback in multiple
forms
• accept feedback
• are more successful than
those who don’t
• act on the feedback
Leaders who lack selfawareness . . .
• miss feedback messages
(blind spots)
• ignore feedback they do
receive (denial)
• are slow to change over
time (obsolete)
• 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 person’s likely reputation
Reputation is strongly related to a person’s
past, present, and future performance
IDENTITY
Identity is the “you” that YOU know
Prudence items
True
False
1. I frequently do things on
impulse.


2. People think I’m a nonconformist.


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.
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.”
REPUTATION
Reputation is the “you” that WE know
Prudence items
True
False
1. I frequently do things on
impulse.


2. People think I’m a nonconformist.


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.
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.”
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-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
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
Sensitivity
Perceptive, tactful, friendly
Prudence
Planful, conforming, dependable
Inquisitive
Creative, & a resource for ideas & problem-solving
Learning
Approach
Enjoys learning, achieving, and staying current
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 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!
HDS SCALES: BRIEF DEFINITIONS
Excitable
No Risk
Low Risk
Moderate Risk
Risk
Moody, hard to please and a tendency to erupt
High
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
Dutiful
Moving Toward People
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
Commerce
Interested 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
MVPI SCALE CLUSTERS
Recognition
Power
Status Interests
Hedonism
Altruistic
Affiliation
Social Interests
Tradition
Security
Commerce
Financial Interests
Aesthetics
Decision Making Style
Science
2009, Hogan Assessment Systems