HOGAN

HIGH POTENTIAL 360

technical reference
& administration guide
First Edition | 2018

© Peter Berry Consultancy Pty Ltd

Hogan Assessment Systems Inc
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COntents

1. Introduction 5
1.1 Development of the Hogan High Potential 360 5
1.2 The Hogan High Potential 360 Model 5
1.3 Applications of the Hogan High Potential 360 6

2. Structure of the Hogan High Potential 360 9

2.1 Scaled Items 9
2.2 Strengths and Opportunities Ranking 11
2.3 Comments 12
2.4 Development Plan 13
2.5 Appendices 13

3. Benchmark Data 15

4. Administering the Hogan High Potential 360

4.1 Administration
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20
4.2 Privacy & Informed Consent 20

5. Additional Available Resources 22

6. References 24

7. Appendix 26
Sample Individual Report 26

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 1.
introduction

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There has been an increased awareness of the importance of identifying and developing high potential
employees in order to cultivate an effective and promising leadership pipeline (Conger & Fulmer, 2003;
Groves, 2007; Stahl et al., 2012). This has resulted in various types of assessments increasingly being
used to help identify and develop high-potential employees (Church & Rotolo, 2013; Church et al.,
2015). For instance, Church and colleagues (2015) found that 80% of top companies use assessments
extensively for high-potential employees, with the majority of these companies viewing assessments as
having a moderate to heavy impact on organisational results (Church et al., 2015). Similarly, in a global
survey conducted by Peter Berry Consultancy in 2017, over 80% of the respondents advised that their
organisation currently uses validated psychometric assessments to identify and develop high performing
employees. The most common type of assessment used was personality-based assessments, however,
multi-rater, cognitive ability, skills-based and values-based assessments were also reported to be used.

One type of assessment that is likely to be particularly beneficial in enhancing the development of high-
potential employees is multi-rater assessments such as 360 feedback. Various research has shown that
when multi-rater assessments are used appropriately they can have a broad range of benefits for both
individuals and organisations (e.g. Garavan & Morley, 1997; London & Beatty, 1993; McCarthy & Garavan,
2001). However, there is currently a need for multi-rater assessments that are specifically designed to
measure competencies associated with leadership potential, such as those identified in the Hogan High
Potential 360 Model (Hogan Assessment Systems, 2017).

1.1 Development of the Hogan High Potential 360

The Hogan High Potential 360 was developed by Hogan and Peter Berry Consultancy (PBC) in response to
the growing need for research-based measures that help organisations identify and develop high potential
employees. The goal was to design a multi-rater tool that measured the key characteristics associated
with the Hogan High Potential 360 Model that allowed high potential employees to receive structured real-
time feedback designed to enhance their ongoing development.

1.2 The Hogan High Potential 360 Model

Figure 1: The Hogan High Potential 360 Model

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Leadership Foundations concerns the degree to which people are rewarding to deal with and good
organisational citizens. The three competencies underlying the Leadership Foundations dimension are:
• Getting Along: being cooperative, pleasant and rewarding to deal with
• Thinking Broadly: being able to solve a wide range of business-related problems by adopting
a strategic perspective and thinking outside the box
• Following Process: complying with organisational rules and conventions

Leadership Emergence concerns the degree to which people stand out from their peers, build business
relationships and networks, exercise influence and seem leader-like. The three competencies underlying
the Leadership Emergence dimension are:
• Standing Out: making others’ aware of one’s contributions
• Building Connections: creating networks and business relationships
• Influencing Others: persuading co-workers to pursue certain desired outcomes

Leadership Effectiveness concerns the degree to which people are able to build and maintain high-
performing teams and push those teams to accomplish organisational outcomes. The three competencies
underlying the Leadership Effectiveness dimension are:
• Leading People: persuading people to put aside personal agendas and pursue shared goals
• Leading the Business: achieving critical business unit or organisational outcomes
• Managing Resources: securing, optimising and deploying key material, financial and
personnel assets effectively

1.3 Applications of the Hogan High Potential 360

The Hogan High Potential 360 is a multi-rater feedback survey designed to aggregate the performance
perceptions of key stakeholders who work with the individual. It is also designed to track their
performance in real-time in an objective, structured and systematic way. The Hogan High Potential 360
helps individuals understand their degree of effectiveness across the key competencies underpinning the
Hogan High Potential 360 Model.

Specifically, the tool enables individuals to identify and build upon their strengths and development
opportunities, using a feedback process that is specifically designed to help them reach their potential.
The multi-rater aspect of the Hogan High Potential 360 ensures evaluations are elicited from multiple
sources from within the individual’s work circle. These diverse perspectives help to provide a real-time
snapshot of a person’s attitude, behaviour and performance, and reveal strengths and development
opportunities that may not be seen from a single perspective.

Self-awareness is also a critical component of development. We can compare a person’s ‘self’ scores with
other raters’ scores, to gain an understanding of their level of self-awareness. Specifically, when a person’s
‘self’ scores are similar to other raters’ scores, this typically indicates greater self-awareness. Where
there is discrepancy, such as consistently over-rating or under-rating their capability, this opens up an
opportunity for a coaching discussion around confidence versus competence (Chamorro-Premuzic, 2013).
Self-awareness is a meta-competency critical for any meaningful development (Goleman, 2002).

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Applications of the Hogan High Potential 360 include:
• Self-awareness and career development
• Talent identification
• High potential development
• Succession planning
• Leadership development

Although the Hogan High Potential 360 report is useful alone, it is much more effective to combine the
behavioural ratings with results from other assessments. Providing additional sources of information helps
to increase the depth and breadth of an individual’s awareness and enhances the impact of the results.
The Hogan High Potential 360 can also be readministered once the individual has had sufficient time to
make changes (e.g. 12 months). A comparison of the initial and subsequent scores can help identify and
track changes in behaviour and performance.

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 2.
Structure
of the hogan
High Potential 360

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The Hogan High Potential 360 contains:
• 58 Scaled items
• 26 Ranked Strengths
• 26 Ranked Opportunities to Improve
• Open ended comments
• Development plan
• Appendices

2.1 Scaled Items

The scaled items consist of 36 items from the standard Hogan 360 (Peter Berry Consultancy, 2015)
that were identified as mapping onto the competencies in the Hogan High Potential 360 Model plus
22 additional items that were developed to measure competencies unique to the Hogan High Potential
360 Model. The scaled items are scored on a 7-point scale - Does not describe this person at all (1) to
Describes this person exactly (7) with a Not Applicable/Not Observed option available. The overall High
Potential score is calculated by averaging all ratings across the 58 items, yielding an overall score between
one (1) and seven (7). These scaled items are presented in Table 1.

Table 1: Scaled Items

LEADERSHIP FOUNDATIONS

Getting Along

This person treats people with respect

This person is polite and considerate, never rude or abrasive
This person is calm and even tempered, not volatile or moody
This person manages emotions maturely and intelligently in stressful situations
This person has very good communication skills
This person has excellent people skills
This person is always friendly, warm, and thoughtful in relationships with others
This person gets along well with others
Thinking Broadly

This person has the right knowledge and ability to be very effective
This person often suggests new and original ideas
This person thinks long-term about new opportunities
This person stays up-to-date with current developments in his/her field
This person effectively solves important business problems
This person takes a strategic perspective when solving problems
Following Process

This person behaves to very high ethical standards

This person consistently applies our organisation’s policies to avoid double standards
This person's behaviour provides a positive role model for others
This person is hardworking and has a good work ethic
This person completes work in a professional manner
This person follows organisational rules/processes

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Table 1: Scaled Items (continued)

LEADERSHIP EMERGENCE

Standing Out

This person brings a positive attitude to work

This person is assertive and energetic
This person is very competitive and driven
This person is active in promoting his/her achievements
This person is effective at standing out from their peers
This person stands out from others because of his/her contributions and accomplishments
Building Connections

This person shares information and keeps people informed

This person appropriately shares resources, knowledge and time
This person builds very strong relationships with others
This person is proactive in networking with others
This person effectively uses networking opportunities to grow their business contacts
This person builds strategic business relationships
Influencing Others

This person presents ideas and concepts clearly while speaking

This person has strong influencing and negotiation skills
This person takes initiative in driving courses of action
This person is able to persuade others to follow specific courses of action
This person considers others’ perspectives when generating solutions
LEADERSHIP EFFECTIVENESS

Leading People

This person makes people feel valued

This person builds trust and loyalty with others
This person holds others accountable for completing their work
This person holds people accountable to the organisation’s values and expectations
This person works hard to improve morale
This person helps create a positive working environment that encourages people to work to their full potential
This person is effective in coaching and developing others
This person inspires commitment from others towards shared goals
This person improves the performance of others around him/her
Leading The Business

This person has the passion to make a difference

This person is effective in setting long-term stretch goals
This person sets high expectations for performance and performance improvement
This person promotes and communicates a long-term vision for our organisation
This person effectively prioritises the strategic needs of the business
This person achieves key outcomes for the organisation
This person demonstrates persistence to get things done
Managing Resources

This person encourages those working in different areas to pull together to achieve common goals
This person always looks for improvement opportunities and to deliver better results
This person effectively manages resources to achieve outcomes
This person responds flexibly to changes in organisational requirements
This person is comfortable taking calculated risks

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2.2 Strengths and Opportunities Rankings
In addition to the 58 scaled items, raters are asked to identify the ratee’s top four strengths and top
four opportunities to improve. Respondents are asked to select the top four in each section, where the
top ranked item is allocated four (4) points, the second highest ranked item three (3) points, the third
highest ranked item two (2) points, and the fourth ranked item one (1) point. The totals presented in the
Hogan High Potential 360 Report are the summation of these presented in decreasing order of selection
frequency multiplied by the weighting of the selection. These items are presented in Tables 2 and 3.

Table 2: Top Strengths Items

Top Strengths

1 Builds effective relationships

2 Challenges poor performance
3 Good at planning and thinking ahead
4 Good sense of humour
5 Has a positive and enthusiastic attitude
6 Has a professional approach
7 Has high ethical standards and integrity
8 Has solid technical ability, experience and knowledge
9 Has strong leadership skills
10 Has strong people skills
11 Is a positive role model
12 Is action-oriented and gets things done
13 Is competitive and determined
14 Is customer focused, and good with clients
15 Is empathetic and supportive
16 Is good at solving problems
17 Is steady and calm under pressure
18 Is visionary and strategic
19 Is well organized
20 Makes the tough decisions
21 Motivates and inspires others
22 Sets clear goals and drives results
23 Shows loyalty
24 Strong communication skills
25 Suggests new and innovative ideas
26 Works hard with a strong work ethic

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Table 3: Top Opportunities to Improve Items

Top Opportunities

1 Acquire better job and/or industry knowledge

2 Be less aggressive
3 Be less moody and control your temper
4 Be more action-oriented and make it happen
5 Be more assertive
6 Be more available and visible in the workplace
7 Be more of a team player
8 Be more open to change
9 Be more positive
10 Build more effective relationships
11 Challenge poor performance
12 Communicate better
13 Delegate more
14 Give appropriate feedback
15 Improve your people and interpersonal skills
16 Improve your time management and organisational skills
17 Listen more and let others have their say
18 Look at the big picture - the organisation’s overall goals
19 More customer and/or client focus
20 Motivate others and improve morale
21 Set clear goals and performance indicators
22 Share knowledge and resources
23 Show leadership on issues
24 Show more empathy
25 Stop taking on too much and spreading yourself too thin
26 Treat people fairly and without favouritism

2.3 Comments
The Hogan High Potential 360 includes a section where raters can provide qualitative feedback. They are
invited to provide feedback on:
1. The person’s leadership potential
2. What the person needs to develop to fulfil their potential as a leader
3. The person’s general opportunities to improve

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2.4 Development Plan
This section of the Hogan High Potential 360 Report provides a place for the individual to create a
personal development plan. This plan should include behaviours that they want to keep doing, start doing
and stop doing. These actions should be achievable and represent changes that the person would like
to make based on the feedback provided in their report. They can use the Development Commitment
framework that provides for actions to take, support/resources required, realistic timeframes for
achievement and measures of success.

2.5 Appendices
The Hogan High Potential 360 appendices consist of:
1. Appendix I: Tables showing rater frequencies by items which contain the standard deviations
and frequency distributions by rater group for each of the scaled items.
2. Appendix II: Tables showing rater frequencies by strengths and opportunities which display a
count of the number of times each strength or opportunity was given the weight of 1, 2, 3 or 4.
This is based on the top selection per rater being given a weight of 4, the second selection a
weight of 3, the third selection a weight of 2 and the fourth selection a weight of 1.

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 3.
Benchmark Data

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Although an individual’s scores can inform their own relative strengths and opportunities, further value is
added when they are compared to a frame of reference to identify strengths and opportunities relative to
others. For this reason, the Hogan High Potential 360 includes a global benchmark sample that allows
individuals to evaluate their strengths and opportunities against a global sample of leaders and a broader
worldwide standard.

Statistical analysis of the items was conducted upon the benchmark sample. The Mean and Standard
Deviation (SD) of each item is presented in Table 4.The Mean is the average score out of 7, the SD is the
average deviation of ratings from the Mean.

Table 4: Hogan High Potential 360 Item Descriptive Statistics

LEADERSHIP FOUNDATIONS Mean (/7) SD

Getting Along 5.66 1.18

This person treats people with respect 5.76 1.12
This person is polite and considerate, never rude or abrasive 5.60 1.29
This person is calm and even tempered, not volatile or moody 5.55 1.27
This person manages emotions maturely and intelligently in stressful situations 5.51 1.23
This person has very good communication skills 5.51 1.17
This person has excellent people skills 5.32 1.29
This person is always friendly, warm, and thoughtful in relationships with others 5.51 1.21
This person gets along well with others 5.76 0.84
Thinking Broadly 5.65 0.94
This person has the right knowledge and ability to be very effective 5.87 1.07
This person often suggests new and original ideas 5.38 1.21
This person thinks long-term about new opportunities 5.44 1.21
This person stays up-to-date with current developments in his/her field 5.76 0.66
This person effectively solves important business problems 5.58 0.72
This person takes a strategic perspective when solving problems 5.58 0.75
Following Process 5.89 1.02
This person behaves to very high ethical standards 5.88 1.04
This person consistently applies our organisation’s policies to avoid double standards 5.70 1.10
This person's behaviour provides a positive role model for others 5.44 1.28
This person is hardworking and has a good work ethic 6.08 1.02
This person completes work in a professional manner 5.87 1.00
This person follows organisational rules/processes 5.85 0.64

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Table 4: Hogan High Potential 360 Item Descriptive Statistics (continued)

LEADERSHIP EMERGENCE Mean (/7) SD

Standing Out 5.65 0.99

This person brings a positive attitude to work 5.74 1.13
This person is assertive and energetic 5.64 1.15
This person is very competitive and driven 5.52 1.23
This person is active in promoting his/her achievements 5.08 0.83
This person is effective at standing out from their peers 5.45 0.79
This person stands out from others because of his/her contributions and accomplishments 5.48 0.79
Building Connections 5.53 1.00
This person shares information and keeps people informed 5.38 1.24
This person appropriately shares resources, knowledge and time 5.46 1.18
This person builds very strong relationships with others 5.34 1.20
This person is proactive in networking with others 5.64 0.78
This person effectively uses networking opportunities to grow their business contacts 5.63 0.80
This person builds strategic business relationships 5.57 0.79
Influencing Others 5.57 0.91
This person presents ideas and concepts clearly while speaking 5.61 1.15
This person has strong influencing and negotiation skills 5.41 1.20
This person takes initiative in driving courses of action 5.68 0.70
This person is able to persuade others to follow specific courses of action 5.44 0.69
This person considers others’ perspectives when generating solutions 5.44 0.79
LEADERSHIP EFFECTIVENESS

Leading People 5.46 1.15

This person makes people feel valued 5.37 1.29
This person builds trust and loyalty with others 5.49 1.24
This person holds others accountable for completing their work 5.51 1.16
This person holds people accountable to the organisation’s values and expectations 5.52 1.14
This person works hard to improve morale 5.22 1.28
This person helps create a positive working environment that encourages people to work to their full potential 5.30 1.29
This person is effective in coaching and developing others 5.11 1.34
This person inspires commitment from others towards shared goals 5.42 0.80
This person improves the performance of others around him/her 5.30 0.83
Leading The Business 5.62 0.97
This person has the passion to make a difference 5.79 1.13
This person is effective in setting long-term stretch goals 5.22 1.25
This person sets high expectations for performance and performance improvement 5.48 1.14
This person promotes and communicates a long-term vision for our organisation 5.28 1.26
This person effectively prioritises the strategic needs of the business 5.57 0.70
This person achieves key outcomes for the organisation 5.69 0.71
This person demonstrates persistence to get things done 5.91 0.62
Managing Resources 5.58 0.92
This person encourages those working in different areas to pull together to achieve common goals 5.46 1.22
This person always looks for improvement opportunities and to deliver better results 5.57 1.12
This person effectively manages resources to achieve outcomes 5.44 0.76
This person responds flexibly to changes in organisational requirements 5.58 0.71
This person is comfortable taking calculated risks 5.39 0.80

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Tables 5 and 6 show the rank order of strengths and opportunities for improvement from highest to
lowest priority based on what raters observed. The “Weighted Sum” refers to the attribute selected and
weighted according to how highly it was ranked by the rater. The “No of Responses” refers to how many of
the raters chose that attribute - they were required to select a maximum of 4 items out of 26.

Table 5: Hogan High Potential 360 Response Rankings for Top Four Strengths

2017 Weighted Rater

Strengths
Rank Sum Count

1 Has solid technical ability, experience, and knowledge 82497 30941

2 Works hard with a strong work ethic 73562 28493
3 Is action-oriented and gets things done 56518 22263
4 Has a professional approach 52489 21248
5 Is steady and calm under pressure 49741 20148
6 Has high ethical standards and integrity 47746 18630
7 Has a positive and enthusiastic attitude 47568 18611
8 Is customer focused, and good with clients 45807 18103
9 Is competitive and determined 36863 14475
10 Has strong leadership skills 34552 13035
11 Builds effective relationships 33599 13712
12 Strong communication skills 33072 13289
13 Is good at solving problems 29899 12234
14 Has strong people skills 29741 11770
15 Is well organised 28842 11824
16 Is empathetic and supportive 27253 11185
17 Sets clear goals and drives results 26899 10731
18 Good at planning and thinking ahead 26137 10634
19 Shows loyalty 22877 9368
20 Suggests new and innovative ideas 22821 9414
21 Good sense of humor 22579 9746
22 Is visionary and strategic 21959 8568
23 Is a positive role model 19433 8039
24 Makes the tough decisions 18406 7716
25 Challenges poor performance 16258 7053
26 Motivates and inspires others 14874 6212

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Table 6: Hogan High Potential 360 Response Rankings for Top Four Opportunities to Improve

2017 Weighted Rater

Strengths
Rank Sum Count

1 Stop taking on too much and spreading yourself too thin 68586 24988
2 Challenge poor performance 58301 22815
3 Delegate more 55285 21051
4 Motivate others and improve morale 46940 18952
5 Show leadership on issues 42904 17018
6 Share knowledge and resources 42303 16806
7 Give appropriate feedback 39974 16503
8 Set clear goals and performance indicators 38488 15564
9 Be more available and visible in the workplace 38454 15139
10 Communicate better 37208 14893
11 Look at the big picture - the organisation’s overall goals 36178 14186
12 Listen more and let others have their say 35974 14179
13 Be more assertive 35875 13732
14 Build more effective relationships 34961 14087
15 Improve your time management and organisational skills 34470 13559
16 Improve your people and interpersonal skills 31716 12410
17 Be more action-oriented and make it happen 26430 10441
18 Be more open to change 23138 9434
19 Acquire better job and/or industry knowledge 22498 8868
20 Be more empathetic 20701 8349
21 More customer and/or client focus 17367 7040
22 Be more of a team player 17301 7062
23 Treat people fairly and without favouritism 16859 7022
24 Be less aggressive 15353 6229
25 Be less moody and control your temper 14909 6047
26 Be more positive 14292 5850

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 4.
Administering
the hogan
High Potential 360

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4.1 Administration
The Hogan High Potential 360 is typically administered online and takes approximately 15-20 minutes to
complete. Respondents are sent an email with a link that directs them to the Hogan High Potential 360
survey. Reminder emails can be sent if surveys are not being completed within the desired timeframes.

4.2 Privacy & Informed Consent

Participants are required to provide their informed consent prior to completing the Hogan High Potential
360. The informed consent document covers the following information:
• Multi-rater Feedback (Hogan High Potential 360) Instrument Consent Information (including
provision of demographic information)
• Purpose
• Data Usage and Storage
• Access to Data
• Primary Security
• Secondary Security

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 5.
Additional
available
resources

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The following additional resources are available to support use of the Hogan High Potential 360:
1. Hogan High Potential 360 Feedback Guide: this feedback guide is designed to assist
practitioners with providing feedback on the Hogan High Potential 360 Report. It contains a
checklist that practitioners can follow to ensure the key sections of the Hogan High Potential
360 Report are debriefed effectively.
2. Hogan High Potential 360 Development Activities Guide: this guide is designed for
practitioners using the Hogan High Potential 360 Report with high potential employees. It
includes information on how to best structure the feedback/coaching session, focuses on the
most common opportunities to improve and provides relevant questions for coaches to explore
with the high potential employee to create two-way conversations. Specific development
actions are provided to support these discussions and enhance the high potential employee’s
leadership competencies.

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 6.
References

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Chamorro-Premuzic, T. (2013). Confidence: Overcoming low self-esteem, insecurity, and self-doubt.
London: Profile Books Ltd.

Church, A. H., & Rotolo, C. T. (2013). How are top companies assessing their high-potentials and senior
executives? A talent management benchmark study. Consulting Psychology Journal: Practice and
Research, 65, 199-223.

Church, A. H., Rotolo, C. T., Ginther, N. M., & Levine, R. (2015). How are top companies designing and
managing their high-potential programs? A follow-up talent management benchmark study. Consulting
Psychology Journal: Practice and Research, 67, 17-47.

Conger, J. A. & Fulmer, R. M. (2003). Developing your leadership pipeline. Harvard Business Review, 81,
76-85.

Garavan, T. N., Morley, M., & Flynn, M. (1997). 360° degree feedback: its role in employee development.
Journal of Management Development, 16, 134-147.

Goleman, D. (2002). Primal Leadership: Realizing the Power of Emotional Intelligence. Boston,
Massachusetts: Harvard Business School Press.

Groves, K. S. (2007). Integrating leadership development and succession planning best practices. Journal
of Management Development, 26, 239-260.

Hogan Assessment Systems (2017). High Potential Talent Report Technical Manual (1st Edition).

London, M., & Beatty, R. W. (1993). 360‐degree feedback as a competitive advantage. Human Resource
Management, 32, 353-372.

McCarthy, A. M., & Garavan, T. N. (2001). 360° feedback process: Performance, improvement and
employee career development. Journal of European Industrial Training, 25, 5-32.

Peter Berry Consultancy Pty Ltd & Hogan Assessment Systems Inc. (2015). Hogan 360 Technical Manual
(1st Edition). North Sydney, Australia: Peter Berry Consultancy.

Peter Berry Consultancy Pty Ltd (2017). Global Talent Survey on High Potential Talent Management - 2017.

Stahl, G., Björkman, I., Farndale, E., Morris, Shad. S., Paauwe, J., Stiles, P., Trevor, J. & Wright, P. (2012).
Six principles of effective global talent management. Sloan Management Review, 53, 25-42.

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 7.
Appendix

25
sample individual report

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Peter Berry Consultancy Pty Ltd
[email protected] | www.peterberry.com.au

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