Distributor Spotlight: A&D Resources Helps Drive Hogan's Global Proliferation

Posted by Hogan Assessments on Thu, Feb 16, 2017

Hogan’s reputation as the global leader in personality assessment and leadership development didn’t form overnight. In the organization’s early years, Bob and Joyce Hogan knew the only way to improve the global workforce was through the use of the Hogan assessments, and that meant putting the products in the hands of those who could spread their message far and wide. What started as a daunting endeavor eventually evolved into the Hogan Distributor Network – a robust collection of the world’s finest I/O psychologists and HR practitioners spanning 60 countries.

A&D Resources, a 15-year Hogan distributor serving Denmark and the Benelux region, is a perfect example of Bob and Joyce’s original vision – empower talented people with the best personality assessments in the industry and then get out of their way. That’s exactly what A&D Founder & Managing Director Joan Jakobsen did. She is solely responsible for introducing the Danish adaptation of Hogan products, and has since built a team of extremely talented psychologists to build on that success. Her passion and drive continues to elevate the Hogan brand and develop more Hogan advocates. This was demonstrated recently in a LinkedIn post authored by Thomas Hedegaard Rasmussen, Vice President of HR Data & Analytics at Shell, who worked with Joan to implement Hogan tools at his organization.     

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“There is one really easy way to deliver more impact in HR. It's about being evidence-based and providing an excellent user-experience: Insist on only working with HR companies and HR products that are evidence-based and make the science easy to use - i.e. they make it a pleasure to work with stuff that actually has a proven effect. I'd like to start an evidence-based-HR-peer-to-peer-word-of-mouth recognition round by thanking Joan Jakobsen (pictured here) & A&D Resources for supporting Shell's implementation of Hogan Assessments’ Leadership 360 & Leadership Development tools (HPI, MVPI, HDS): Evidence-based, easy-to-use, to-the-point, clear edge and global benchmarks - tools that help provide excellent feedback to leaders. That is important because Leadership matters for the value companies create for employees, shareholders, and other stakeholders. If you know a great HR company with an HR product that is evidence-based and easy to use, let the rest of us know - they deserve the spotlight via some evidence-based-peer-to-peer-word-of-mouth recognition.”  

Testimonials like this are why the Hogans got into the assessment business, and why the organization remains at the forefront of the industry decades later. The company’s commitment to science and validation, coupled with a global network of partners, clients, and distributors such as A&D Resources, make Hogan the premier choice for every organization’s selection and development practices.

Topics: personality, distributors, distributor, 360 feedback

3 Tips for Combining 360 and Personality Assessment Feedback

Posted by Scott Gregory on Fri, Aug 21, 2015

When introduced and interpreted effectively, both 360 feedback instruments and personality assessments play significant roles in helping participants develop greater strategic self-awareness. Here are three tips on introducing the feedback combination to participants:

1. Participants should understand that each of these sources of feedback is based on a different time horizon. Snapshot perspective: 360 feedback comes from a particular group of people, while a participant is in a particular role, and is provided at a particular point in time. One way to think about this type of feedback is that it’s like a snapshot. The participant is the subject, the moment is frozen in time, and the picture includes a fixed setting and group of people. Motion picture perspective: Personality assessment results, as measured by the Hogan Personality Inventory, the Hogan Development Survey, and the Motives, Values, Preferences Inventory, on the other hand, are more like a motion picture; they provide information about participants’ reputations or characteristics that tend to be stable and predictive of performance across many contexts, many groups of people, and over time.

2. Not all personality assessments are not created equal. Participants often have completed a type-indicator at some point in their careers that measured their identity, not their reputation. Making the distinction between reputation — which is enduring and stable over time — and identity, which may be highly changeable, is a critical one if participants are to take seriously the notion of undertaking development steps based on their personality characteristics. It only makes sense to do so if the personality characteristics being measured are stable, enduring characteristics over time. We would expect little consistency between 360 feedback and personality as measured by highly changeable type-indicator results. Personality measured as one’s reputation, however, often shows sensible relations with 360 data.

3. By its nature, 360 feedback includes various perspectives, and sometimes those perspectives may disagree. Often these differences in perspective are driven by differing opportunities to observe the participant exhibit a particular behavior. For example, direct reports typically will have the most frequent and most accurate observations about a supervisor’s level and style of delegation. The participant’s manager, on the other hand, may have few opportunities to see the supervisor delegating to others, but may have frequent opportunities to observe the outcomes of the team’s work. It is important to let participants know that personality assessment tends to smooth out these differing perspectives by focusing on characteristics that are stable, enduring over time, and that may be descriptive of the individual in general, versus focusing on a particular set of behaviors at a particular point in time, as 360 instruments do.

Interpreting 360 results within the larger and more enduring context of personality strengths and development needs helps participants integrate information from both in order to create a development plan. Such a plan enables the participants to develop strategic self-awareness to apply on-the-job and over the long term.

Topics: feedback, assessment feedback, 360 feedback

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