HOGAN

HIGH POTENTIAL 360

Feedback Guide
First Edition | 2018

© Peter Berry Consultancy Pty Ltd

Hogan Assessment Systems Inc
This guide should only be used by individuals trained in interpretation of the Hogan High Potential 360
Introduction

This guide is designed to assist practitioners when providing feedback on the Hogan High Potential
360 Report. The process outlined in this document can be followed to ensure key sections of the
report are debriefed effectively and typically takes approximately 60-90 minutes to complete.
For interpretative information about the Hogan High Potential 360, please refer to the Hogan High
Potential 360 Technical Reference and Administration Guide (Peter Berry Consultancy, 2018).

General Feedback Tips

1. Ideally the report and debrief should presented in person, however, there may be times when
the debrief needs to be delivered by phone. In this instance, send the Hogan High Potential
360 Report to the individual being debriefed no more than 24 hours before the session. This will
allow the individual to become familiar with the style and format of the reports without becoming
overwhelmed by the actual content. In the event that personality data (such as the Hogan High
Potential Talent Report) are also available, it can be sent at the same time.

2. It is always important to build rapport with the individual being debriefed. There are many ways to
build rapport, however, some key aspects include introducing yourself and your role in the debrief
process, informing the individual of the purpose of the session and how the data will be used,
and asking the individual being debriefed to provide you with some information about themselves
(e.g. current role, goals, development targets).

3. It is useful to ask the candidate about what their experience was like when they were completing
the assessments as this may give you some clues about comments or questions they raise
during the feedback session.

4. It is important to have a clear understanding of the individual’s job requirements (or future job
requirements) when providing developmental feedback. This helps to provide context when
interpreting results and when identifying strengths to leverage and opportunities to develop.

5. As you are going through the results, it is important to ask the individual for comments so that
you can gauge their level of understanding and engagement with the feedback.

6. Feedback sessions tend to be most useful when they conclude with a focus on development
planning or at least some tips on how to make the most of the results. When engaging in
development planning, it is important to first consider the job (or target job) and the organisation.
It is also important to focus on leveraging strengths in addition to addressing development
opportunities.

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Feedback Checklist

This checklist should be followed to ensure key sections of the report are debriefed effectively.
A more in-depth breakdown of each step in the process is included after the checklist.

1. Introduce the purpose of the session

and the context for why the Hogan High
8. Review the individual’s scores by
leadership dimension (pp. 8-14).
Potential 360 is being used. What are Highlight any differences between rater
the goals of and expected outcomes of groups and any differences between
the session? self-ratings and those given by others.
To gain additional insight into the various
raters’ views, refer to the Appendices
2. Invite the individual to share information
about their role, responsibilities and
section.

future career aspirations. What are their

key goals? What are the key challenges
they currently face? How are they
9. Review the Top Strengths and Top
Opportunities to Improve (pp. 15-16).
tracking with regard to their aspirations? Highlight the top scoring items for
each section and discuss the rankings
compared to the global benchmark.
3. Introduce the Hogan 360 Leadership
Model and the Hogan High Potential 360
Model (p. 2).
10. Review the Comments section (p. 17
onwards) and highlight any common
phrases and themes.
4. Explore the Raters, Overall Hogan 360
Score and explain the Benchmarking
and Scoring System (p. 3).
11. Explain the development planning
process and how to identify
development commitments. Link back
5. Explore key insights from the Overall
Items Ratings (pp. 4-5). Highlight the top
to goals discussed in steps 1 and 2.

10 and bottom 10 items, and explore

any interesting differences with the
Global Average Score.
12. Facilitate the completion of the
Development Plan (pp. 20-21)
using SMARTER goals.

6. Explore key insights from the HiPo Items

Ratings (p. 6).
13. If the individual has also completed the
Hogan High Potential Talent Report,
explore the connections between the
7. Examine the individual’s High Potential
Competency Scores (p. 7).
reports.

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Introduction and Establishing Background

1. Introduce the purpose of the session and

the context for why the Hogan High Potential
360 is being used. What are the goals of
and expected outcomes of the session?

The most important part of any feedback session is to establish a comfortable environment for the
individual. Start by introducing the session and providing context for the Hogan High Potential 360.
Then discuss the goals that you and the individual would like to achieve by the end of the session.

Background/Context: Summarise the purpose and background of the session.

Goals of the Session: Identify the goals for the session.

1.

2.

3.

4.

2. Invite the individual to share information about their role,

responsibilities and future career aspirations. What are their
key goals? What are the key challenges they currently face?
How are they tracking with regard to their aspirations?

Understand the context of the individual to ensure the feedback is relevant and specific.
Try to establish what the individual aspires to in their career, whether it is leadership or otherwise.
Also discuss the key challenges they currently face, as well as their specific goals. Ask the individual
what they believe they need to do to achieve their future career aspirations.

Information about the Individual: Describe the individual’s context, challenges and goals.

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Interpreting the Hogan High Potential 360 Report

3. Introduce the Hogan 360 Leadership

Model and the Hogan High Potential 360
Introduce them to the Hogan 360 Leadership
Model and Hogan High Potential Model on page
Model (p. 2). 2 and define each of the dimensions. This can be
done at a high level.

4. Explore the Raters, Overall Hogan 360

Score and explain the Benchmarking
Discuss the breakdown and selection of raters
with the individual to provide some context.
and Scoring System (p. 3). Identify the individual’s Overall Hogan 360 Score
and explain that it is made up of the 50 items
which underpin the Hogan 360 Leadership Model.
Make sure you also explain the Benchmarks and
Scoring System on page 3.

Overall Score: Identify the Overall Score and how this compares to the Global Benchmark.

5. Explore key insights from the Overall Items

Ratings (pp. 4-5). Highlight the top 10 and
bottom 10 items, and explore any interesting
differences with the Global Average Score.

During the feedback session, you can ask the individual to highlight their top 10 items and bottom
10 items on pages 4 to 5 and discuss the key themes that emerge from them. Explore any notable
differences with the global overage score as well. Note you don’t have to limit yourself to looking at
just the top and bottom 10 items.

Overall Item Ratings: Review the top 10 and bottom 10 items and identify the key themes.

Key themes from Overall Items:

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 6. Explore key insights from the HiPo Items
Ratings (p. 6).

When exploring the HiPo Item Ratings it can be useful to focus on the top 5 items and bottom 5
items and discuss any themes that may emerge. However, you don’t need to limit yourself to looking
at just these items.

High Potential Item Ratings: Review the items and identify any emerging themes.

7. Examine the individual’s High Potential

Competency Scores (p. 7).

Identify the individual’s Overall High Potential Score on page 7 and explain that it is made up of the
items which underpin the Hogan 360 Leadership Model and Hogan High Potential 360 Model.
Then explore the individual’s scores on each of the High Potential Competencies. Identify and
explore insights at an overall level (i.e., what are the scores?) and at a relative level (i.e., differences
between competencies).

High Potential Competency Scores: Review the scores and highlight any key insights.

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 8. Review the individual’s scores by leadership dimension
(pp. 8-14). Highlight any differences between rater
groups and any differences between self-ratings and
those given by others. To gain additional insight into the
various raters’ views, refer to the Appendices section.

When reviewing the individual’s scores on pages 8-14, use the ‘funnel approach’ whereby you
start at the overall leadership dimension level (e.g., Leadership Foundations), then the underlying
competencies (e.g., Getting Along), and lastly the item level if appropriate. Pull out any notable
differences between rater group scores and discuss these with the individual. To gauge self-
awareness, look at the self-ratings and how they compare with other rater groups. The Appendices
section of the Hogan High Potential 360 Report can provide interesting insights around the
frequencies of specific item ratings.

Scores by Leadership Dimension: Review the individual’s scores by leadership dimension, underlying
competencies and items, and highlight any interesting themes and/or differences based on rater group.

Leadership Foundations:

Leadership Emergence:

Leadership Effectiveness:

9. Review the Top Strengths and Top Opportunities

to Improve (pp. 15-16). Highlight the top scoring
items for each section and discuss the rankings
compared to the global benchmark.

Explain the scoring mechanics of this section (outlined at the top of page 15). Invite the individual to
highlight their top strengths and discuss how these relate to the scores you’ve already discussed.
Their key reputational strengths are those that have most consensus, usually the top 3. Also discuss
how these strengths compare with the global average (i.e., an individual might have “Has strong
leadership skills” as Rank 1, but it is Rank 14 for the global average. This is a unique top strength for
the individual.) Go through the same process for the top opportunities to improve.

Top Strengths and Opportunities to Improve: Highlight the top strengths and top opportunities to
improve, and discuss consistencies with item scores, and compare with the global average.

Top Strengths:

Top Opportunities to Improve:

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10. Review the Comments section (p. 17
onwards) and highlight any common
phrases and themes.

Mention that this section contains verbatim comments from all raters. Note any common phrases
and themes that emerge from the qualitative feedback.

Comments: Note the common themes from the Comments section (Leadership Potential, Development
Needs and Opportunities to Improve).

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Creating A Development Plan

11. Explain the development

planning process and how
The Hogan High Potential 360 Report contains a Development
Plan which requires individuals to identify specific actions
to identify development they can take for their professional development.
commitments. Link back Refer back to the individual’s goals that they identified at the
to goals discussed in beginning of the session, and ask them to identify the overall
steps 1 and 2. themes from the report. Finally, help the individual identify
2-3 development commitments that follow the SMARTER
goal format.

12. Facilitate the completion

of the Development
The Hogan High Potential 360 Development Activities
Guide can be used for more reflection and discussion
Plan (pp. 20-21) using questions, and includes relevant development activities that
SMARTER goals. practitioners can use to assist in developing an individual’s
leadership effectiveness.

SMARTER Goals: Use the development plan template provided in the High Potential 360 Report to
develop 2 to 3 goals using the following format:

S Specific
M Measurable
A Attainable
R Relevant
T Time-oriented
ER Enhance (Professional) Reputation

Development Commitments

1.

2.

3.

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LINKING WITH THE HOGAN HIGH POTENTIAL TALENT REPORT

13. If the individual has also completed the

Hogan High Potential Talent Report,
explore the connections between the
reports.

The Hogan High Potential Talent Report is designed to measure emerging leaders against three
integral components of leadership to prioritise areas for development and therefore maximise their
leadership potential.

When an individual has both sources of information available, the Hogan Personality Assessments
can provide insight into their typical behavioural characteristics, values and drivers (captured by the
Hogan High Potential Talent Report), while the Hogan High Potential 360 captures their effectiveness
at a specific point in time. As a result, it gives a realistic assessment of just how well individuals are
managing their personality-based impact in the workplace

In this discussion, you can explore any themes within the Hogan High Potential 360 and the Hogan High
Potential Talent reports. Look at any consistencies or inconsistencies between their scores across the two
reports. This can inform discussions about how (or if) the individual is managing their development areas
and how they are leveraging their strengths.

Notes:

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Additional Reference Materials

For practitioners interested in linking Hogan 360 results with Hogan Personality results, the following
resources have been developed to assist you in bringing this information together to enable greater
insights for individuals:

Hogan High Potential 360 Technical Reference & Administration Guide (2018)

HOGAN
HIGH POTENTIAL 360
technical reference
& administration guide
First Edition | 2018

Peter Berry Consultancy Pty Ltd

Hogan Assessment Systems Inc

Hogan High Potential 360 Development Activities Guide (2018)

HOGAN
HIGH POTENTIAL 360
Development Activities guide
First Edition | 2018

Peter Berry Consultancy Pty Ltd

Hogan Assessment Systems Inc

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Peter Berry Consultancy Pty Ltd
info@peterberry.com.au | www.peterberry.com.au

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T: +61 2 8918 0888 | F: +61 2 9929 5582
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No part of this work may be copied, reproduced or transferred to any other form or expression
without the expressed written consent of Peter Berry Consultancy Pty Ltd.