Leadership Series

By | Hogan

The Hogan Leadership Forecast Series includes four development-focused reports. Based on Hogan’s trademark assessments, the Hogan Personality Inventory, Hogan Development Survey, and Motives, Values, Preferences Inventory, each report offers information regarding the characteristics, competencies, and values that underlie how a leader approaches work, leadership, and interaction with others in the workplace.

Uses the following Reports

The Hogan Approach to Leadership Development:

Leadership Derailment: What we know is that perhaps two-thirds of the people currently in leadership positions will fail; they will then be fired, demoted, or kicked upstairs. The most common reason for their failure will be their inability to build or maintain a team. Their inability to build a team is typically a function of certain dysfunctional interpersonal tendencies that can be identified through the HoganLead process.

Identify High-Potential Leaders: The HoganLead leadership development reports are based on 30+ years of research and socioanalytic theory that identify competencies, derailers, and values of top leaders. From day-to-day interactions to situations of stress and pressure to goals that drive behavior, HoganLead identifies high-potential leaders within organizations worldwide.

Beyond Succession Planning: The key to succession management is to create a match between the company’s future needs and the aspirations and abilities of its leadership team. By using HoganLead in your leadership development process,you can foster professional growth of the leaders within your company and evaluate a leader’s impact on the climate and culture of an organization.

Leadership Significance: Leadership is the most important topic in the social, behavioral, and organizational sciences. When good leadership prevails, organizations and people prosper.
Bad leadership is almost always accompanied by corporate corruption and business disasters.

The Potential Report outlines an individual’s day-today leadership style, including behavioral descriptions, leadership competencies, and comprehensive development recommendations. The Potential Report’s seven dimensions of normal personality address different components of leadership performance.

The Challenge Report  describes a leader’s characteristic way of interpreting the world and treating subordinates while under stress and pressure. The Challenge Report predicts career-derailing behaviors that interfere with the ability to build a cohesive and high-performing team, the hallmark of effective leadership.

The Values Report  explores a person’s core values and goals that ultimately drive a leader’s behavior, aspirations and expectations about life. What a person values determines how he/she will lead; this determines the kind of environment a leader will create and the sort of organizational culture the person will do the best work.

The Coaching Report is a self-guided, comprehensive development planning tool for individual leadership development. It integrates the information from the Potential, Challenge, and Values reports into a five step planning process. By completing this process, a leader produces a powerful, personal development plan designed to foster professional growth.

Hogan Assessments

By | Hogan

Hogan Personality Inventory (HPI)

The Hogan Personality Inventory (HPI) describes normal, or bright-side personality – qualities that describe how we relate to others when we are at our best. Whether your goal is to find the right hire or develop stronger leaders, assessing normal personality gives you valuable insight into how people work, how they lead, and how successful they will be.

Hogan Development Survey (HDS)

The Hogan Development Survey (HDS) describes the dark side of personality – qualities that emerge in times of increased strain and can disrupt relationships, damage reputations, and derail peoples’ chances of success. By assessing dark-side personality, you can recognize and mitigate performance risks before they become a problem.

Motives, Values, Preferences Inventory (MVPI)

The Motives, Values, Preferences Inventory (MVPI) describes personality from the  inside

– the core goals, values, drivers, and interests that determine what we desire and strive to attain. By assessing values, you can understand what motivates candidates to succeed, and in what type of position, job, and environment they will be the most productive.

Hogan Business Reasoning Inventory (HBRI)

The Hogan Business Reasoning Inventory (HBRI) describes reasoning style – the ability to evaluate sets of data, make decisions, solve problems, and avoid repeating past mistakes. By assessing reasoning style, you can identify candidates’ problem-solving style, understand their capacity, and identify areas for development.

Judgement

The Judgement assessment combines cognitive ability, bright- and dark-side personality, and values to measure participants’ information-processing style, decision-making approach, decision-making style, reactions to feedback, and openness to feedback and coaching.

Good judgement involves being willing to acknowledge and fix bad decisions, and learn from experience.

As a Hogan Authorised Reseller and provider of Hogan Assessments we offer the full range of services and assessment tools.   As a Accredited provider of Assessment Services we provide client focused solutions that meets your needs.  Our unique evidence based approached enables organisations to select the right people, developing  key talent internally, build better executive and business leaders to enhance organisational performance.  

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    Having more women directors makes good economic sense

    By | Hogan | No Comments

    Suggesting ASX 200 companies’ boards be at least 30 per cent women in four years should spur all Australian boards to follow suit.

    Start Survey.fwThe case for increasing the representation of women on Australian boards is overwhelming. It is not only the right thing to do but the smart thing to do, in terms of improving business performance.

    And now the director community is setting itself a new and ambitious standard to help achieve that goal.

    This week the Australian Institute of Company Directors has announced a major step forward in efforts to increase the number of women on boards by setting a target of 30 per cent for female directors. For ASX 200 companies, the goal of having at least 30 per cent women is to be reached within the next four years.

    We are among the first major Australian organisations representing business to set such a target and the landmark policy is part of our long-running campaign to improve gender diversity in local boardrooms.

    Our aim is to encourage all Australian boards – not just those at our biggest listed companies – to make the decisions that will help their companies more quickly reach the “critical mass” of female representation where the optimal business benefits of gender diversity begin to flow.

    There is an undeniable business case for board diversity. Research over many years demonstrates a positive link between the level of female representation on boards and improved corporate performance.

    A 2012 report by Credit Suisse, for example, demonstrates a positive link between the number of women on boards and in senior management and improved financial and sharemarket performance. Catalyst research showed that US Fortune 500 companies with more women on their boards tend to be more profitable. And, McKinsey research has shown that companies with a higher proportion of women at board level typically exhibit greater organisational efficiency, above average operating margins and higher valuations.

    Research also suggests that the presence of three women, or 30 per cent of a typical 10-member board, is the proportion of representation where “critical mass” is reached in a group setting.

    It is at this level where the voices of the minority group become heard rather than being simply represented and where, therefore, this increased capacity for diversity to deliver value begins to be optimised.

    Our 30 per cent target will apply to all company structures, as the AICD has a broad membership of more than 35,000 that extends well beyond the top listed companies to small ASX entities, private business and not-for-profit organisations.

    The new objective is a significant extension of the AICD’s previous initiatives to increase diversity, which have made a significant contribution to a steady increase in female directors on ASX 200 boards in recent years, from 8.3 per cent in 2009 to 20 per cent today. For ASX 20 companies the figure has reached 23.3 per cent.

    The number of ASX 200 boards without any female directors has more than halved from 87 boards in June 2010 to 34 boards and there are now only four ASX 100 boards and two ASX 50 boards without a female director – and none in the ASX 20.

    The percentage of females among new director appointments to ASX 200 boards has meanwhile increased from just 5 per cent in 2009 to an average 30 per cent in 2014.

    We believe, however, that more needs to be done to further increase that number, at a faster pace, and we are confident our new policy will help accelerate the gains already made.

    We also believe that the director community setting its own 30 per cent target is a better approach than a mandated quota imposed by government. We have always said that companies should set their own measurable targets for gender diversity and to facilitate their efforts we are now nominating a minimum standard that we consider appropriate.

    The AICD will urge all boards to adopt the new target and regularly report on their progress towards it so that the results of this initiative can be transparent and monitored by all stakeholders.

    The AICD has long been the leader in the drive for greater board diversity in Australia. We will continue to pursue the practical programs we have had in place since we first launched our Board Diversity Initiative in 2009, including mentoring and scholarship programs which have helped many women gain directorships and played an important role in the progress already made in increasing the female presence in Australian boardrooms.

    We will also continue our leadership role in the development of ASX reporting guidelines on diversity and in publishing the only up-to-date monthly statistics on the number of women on ASX 200 boards.

    But we are now taking this leadership role to the next level. In setting this new numerical target, and an ambitious time frame for ASX 200 companies to achieve it, the director community is aiming for a higher standard that will more effectively achieve the important goal of greater diversity on our boards.

    John Brogden is the managing director and chief executive of the Australian Institute of Company Directors.

    http://www.smh.com.au/comment/having-more-women-directors-makes-good-economic-sense-20150410-1mgdae.html

     

    RESOURCES

    By | Hogan | No Comments

    As a Personality Testing and Assessment Reseller we are dedicated their careers to improving people’s lives through a better understanding of how personality influences personal and organizational effectiveness.  Urban Assessments is committed to driving Diversity adn Inclusive Leadership frameworks through thought leadership which are a reflection of that commitment to scientific research and development.

    The Good Practice, Good Business factsheets are designed to help promote diversity and prevent discrimination in your workplace. They can be downloaded individually or as a set of 12 factsheets and a policy template. They cover:

      • practical steps to create a fair a productive workplace;
      • what to include in a workplace discrimination and harassment policy;
      • how to ensure a fair and equitable recruitment process;
      • what the terms bullying, harassment and discrimination mean;
      • how the law applies to employees based on age, sex, pregnancy, family responsibilities, disability, race, sexual orientation and gender identity and other characteristics;
      • which discrimination laws apply to your workplace;
      • when you could be liable if discrimination or harassment occur in your workplace, and
      • what to do if an employee makes a complaint of discrimination or harassment.

    Links to factsheets

    Download all the Good practice, good business factsheets (Zip)

    Buying Hogan Assessments

    By | Hogan | No Comments

    Types of Hogan Assessments Accounts

    General Hogan Account

    Setting up an account is easy.  This will give you full access to all products for Hogan. These assessments include a variety of scales that create profiles to reveal competencies, derailers, values, reasoning skills and leadership characteristics. Hogan Assessments can help HR and senior management understand the underlying sources of employee behaviours. Data from the assessments produce easy-to-read reports that contain recommendations for hiring and development which help in making decisions regarding the selection and development of employees.

    Recruitment Screening Account

    The recruitment process can be challenging for many organisations. Our team can work with you to develop recruitment and selection processes internally (including graduate programs), induction and probationary programs to suit all levels of your organisation both inside your business or working with your recruitment partners.  The impartiality of our processes is important to meet the new Equal Opportunity and Diversity Standards expected of all organisations.

    Many employment organisational problems are ‘people issues’ resulting from poor selection, job fit, behaviour and performance. Poor selection can be costly – in terms of high staff turnover and absenteeism, failed relationships with colleagues and less than satisfactory customer service and quality. Putting in place effective recruitment, selection and on-boarding processes gives you significant return on investment.    Urban’s consulting services can help you establish a thorough recruitment and selection program that includes extensive employment history checking though Urban Verified, behavioural interviewing using Hogan profiling, effective induction and onboarding systems form Urban Assessments.

    Hogan Executive Solutions

     Your Emerging Organisational Leaders are the future of your business success.  Urban’s High Potential Leadership Executive Programs are designed to provide your future leaders with the skills required to meet our rapidly changing worlds.

    Our High Potential Leadership Executive Programs follow a Development  and Acceleration Mode Model for Excellence which identifies the key competencies of leadership you need for your business.

    What People are Saying About our Services

    Registration was easy. Found it the best way to be able to access what services we wanted without the hassle of speaking to several people just to get a price for an assessment.  Urban Assessments made it easy to use and we can track everything we do via their account.

    John Davidson, World Heath Services.

    This is a much better way to have access when we want the services.  We can go online and book our people and our needs and not have to wait for a consultant to get back to us.    Found Urban’s system good for managing our recruitment and assessment needs.

    Angelina Thomas,  Imperial College, London

    Finally a better way to book assessments.   We registered and had access to book assessments and pay easily and all in one spot.  Glad to see someone has finally taken away the hidden pricing that many providers have.  Really good systems to use.

    Grant Dearlover, Accredit Global.

     

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