Hogan Development Survey by Robert Hogan, Ph.D & Joyce Hogan, Ph.D.
HDS Feedback Summary Report
PRIVATE AND CONFIDENTIAL
Candidate Name:
Sophie Sample
Gender:
Female
Issue Number:
HDS/138592/114644/PCL
Date Test Completed:
07 July 2011
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Introduction The Hogan Development Survey (HDS) is designed to identify prominent personality features and the patterns of behaviour that best define one’s interpersonal style. Because these are distinctive characteristics and typically what sets us apart from other people, they are likely to have played a critical role in shaping our careers and achievements. However, because they are extreme, these same characteristics can become counterproductive and even dysfunctional if they are not managed effectively - disrupting relationships and interfering with the achievement of career goals. Any dysfunctional tendencies will be most obvious to other people at those times when you have become distracted, let down your guard, or when you have become relaxed about the social impression you are making. This would include times when you are stressed, tired, bored, or seriously burdened by work or family pressures, or when you are simply being self-indulgent. Report Structure Only HIGH or VERY HIGH scores are discussed in this report. VERY HIGH scores are defined as scores at or above the 90th percentile and are considered diagnostically very significant in terms of their potential counterproductive effects. However, for the purposes of this report we are also concerned with HIGH scores; HIGH scores are those between the 85th and 89th percentiles and are of interest because they would generally be considered to be outside the normal range. If, on any scale, your score is above the 84th percentile i.e. in the HIGH or VERY HIGH range, this suggests a distinctive aspect of your personality that will have an impact on others. It is likely to have both positive and negative implications and may at times lead you to behave in ways that adversely affect others and undermine your reputation. If all your scores are at or below the 84th percentile, this would suggest that your personality will cause you few interpersonal problems. However, even if you have no HIGH or VERY HIGH scores, it may be helpful to give your HDS profile some consideration and this report will assist you in this.
There are four points to remember when reading this report: First, virtually everyone needs to improve some aspect of their social performance - 9 out of 10 people completing the HDS will receive at least one HIGH or VERY HIGH score - and the HDS identifies potential issues and personal development goals. Second, research shows that individuals with lower scores on the HDS tend to have fewer problems at work. Third, people may be unaware of the aspects of their interpersonal behaviour that need improvement, either because they are oblivious to them, or because no one has given them feedback about their behaviour. Fourth, remember that the HDS focuses specifically on behaviours that may only be apparent under certain conditions and it will not provide a balanced picture for that reason. In order to put things in perspective, the findings conveyed by this HDS report need to be considered alongside a full profile of your personality (e.g. the Hogan Personality Inventory, HPI); this will describe your typical style of social interaction. A third perspective may be gained by assessment of your personal values (e.g. the Motives, Values, Preferences Inventory, MVPI).
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Sophie Sample's HDS Profile ........................................................................................................................................................................................................... . High Very High
Excitable
85
Sceptical
88
Cautious
80
Reserved
62
Leisurely
98
Bold
67
Mischievous
5
Colourful
34
Imaginative
80
Diligent
67
Dutiful
93 0
10
20
30
40
Norms: UK Total Sample 2010
50
60
70
80
90
100
Percentile
The graph above shows your scores on each scale. Scores shown are in percentiles. The percentile scores indicate the percentage of people from a comparison (or norm) group who score at or below your obtained score. The norm group used is indicated below the profile. Social Desirability Scale The Social Desirability scale identifies people who are attempting to present themselves in an unusually positive manner. Your score on the Social Desirability scale is in the normal range. The HDS is valid and interpretable.
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HDS High Score Concerns This section of the report will discuss HDS scales on which you gained a high score. These high scores indicate prominent and distinctive aspects of your personality that are likely to have contributed to your success. However, extreme personality characteristics nearly always involve a vulnerability to styles of interpersonal behaviour that can become counterproductive. Such behaviours may not be typical of your social performance, but may find expression at times of pressure, distraction, relaxation or self-indulgence - times when you are not paying careful attention to the way that your behaviour is impacting on others. All scales on which you score above the 84th percentile, that is your HIGH and VERY HIGH scores, are discussed below. Your VERY HIGH scores, i.e. those at or above the 90th percentile, are considered particularly significant. Each of your high scoring HDS scales are described, together with a number of questions that will assist you in exploring which aspects of the scale are most relevant to you. Since each HDS scale has a number of different facets, it may be that some of the questions strike a chord with you but others do not. If you have difficulty in understanding how the HDS could have placed you at such a high point on any scale, it might be useful to discuss this report with someone you trust and who knows you well.
Excitable - High Score ........................................................................................................................................................................................................... .
This scale concerns an individual's passion and enthusiasm and a tendency to invest incidents and events with high levels of emotion. The concern about extreme high scorers is that such people have a tendency to take things personally, and can become hard to work with if they seem temperamental, unpredictable or hard to please. Read through the following questions and think about whether they apply to you: ........................................................................................................................................................................................................... .
Would others tend to see you as moody and irritable rather than pleasant and stable? Have you considered the possibility that subordinates may be nervous or apprehensive about your reaction to their mistakes? Is it your experience that you are very enthusiastic about a project to begin with but that you then quickly lose interest if something disappoints you? Do you find that people are generally friendly and interesting to begin with but that they soon show their true (less flattering) colours? Do you believe it is better to let people know that they have upset you rather than take the trouble to hide signs of disappointment and disaffection? Can you recall occasions when you have abandoned commitments and obligations when they became difficult? Do you regard your life as having fewer fascinating and interesting possibilities than other people's lives? Do you feel that you have been more often disappointed in others than they in you?
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Sceptical - High Score ........................................................................................................................................................................................................... .
Being a shrewd judge of character and someone who is not easily fooled is generally considered a positive characteristic. However, people with extreme high scores on this scale are in danger of seeming suspicious, mistrustful, and will become hard to work with if they are always questioning the motives and true intentions of others. Evaluate the following points and see if they are true for you: ........................................................................................................................................................................................................... .
Might others think that you tend to focus on other people's faults rather than their good points? Do you feel it prudent to maintain some distance even with close colleagues? Are you sometimes too harsh in challenging the ideas of others because you are suspicious of their motives? Do you have a reputation for being a sceptic who is not inclined to give others the benefit of the doubt? Can you recall occasions when your efforts to get to the root of things have alienated work colleagues? Do you find it difficult to put your suspicions about people to the back of your mind? When people do you wrong, do you want to get your own back? Do you often recall incidents where those in authority have treated you badly?
Leisurely -Very High Score ........................................................................................................................................................................................................... .
This scale is concerned with the capacity to address tasks systematically, to take the trouble to develop detailed solutions and to be committed to those strategies. The difficulty for extreme high scorers is that they may seem reluctant to work to anyone else's agenda. Such people may be considered hard to work with if they seem set in their ways and determined to work to their own methods and time scale, reluctant to be hurried, ignoring other people's requests, and becoming irritable if they persist.
Consider whether the next questions relate to you: ........................................................................................................................................................................................................... .
Would you find it difficult to remain calm and attentive if interrupted while busy? Even when someone has really upset or irritated you at work do you tend to hide your resentment and annoyance? Can you remember ever retaliating when someone has annoyed you by being uncooperative, stubborn, or slow to respond? Are you late for meetings? Have you ever resented being asked for help when you're busy? Do you sometimes think your boss is incompetent? Do you tend to ignore others who challenge your methods or your work? If someone asks you to do an urgent job that you're not interested in do you tend to put it to one side for a while and continue with the work you already have?
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Dutiful - Very High Score ........................................................................................................................................................................................................... .
A concern to do a job to the best of one's ability and to meet the expectations of those in authority lies at the heart of this scale. Such people are happy to follow established procedures and will typically respect organisational values. The concern for extreme high scorers is that they may be so eager to please everybody and that this may raise doubts about their ability to make decisions and their capacity to take independent action.
Consider the questions below: ........................................................................................................................................................................................................... .
Do you find it easy to flatter someone in authority? If you think that your boss is being unfair are you more likely to remain silent rather than stand up for a colleague? Would you expect to consult the opinions and viewpoints of as many people as possible before committing yourself to a decision? Is it sensible to keep in step with superiors rather than risk standing up for an alternative point of view? Are you amazed when people speak out and express opposing views to their boss? Do you agree to take things on in an effort to please colleagues only to find you have difficulty in actually delivering the goods? Have you ever been disloyal to your staff in an effort to maintain a positive relationship with your boss? Has it ever occurred to you that your desire to be liked by others gets in the way of your ability to reach decisions?
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How to use this information If your answer to any of the questions above is yes, are you also able to see how, in some circumstances, these behaviours might have a negative impact on others? It is not unusual for us all to be somewhat self indulgent about our own behaviour and personality, and to expect others to be tolerant of it. However, the HDS was based on research into the factors that derail people in leadership roles and seriously interfere with their success. The characteristics that it has highlighted for you are worthy of serious consideration — even if you cannot see their relevance immediately. People around you may have an impression of you that differs from your own — particularly close friends, family or the people you are responsible for at work. Someone who you trust and who knows you really well may be able to help you in making the best use of this report. If there are high scores that you have difficulty in reconciling, this report will at least have planted the thought in your mind and it will ultimately be life experience that either confirms or disconfirms the significance of a particular HDS scale for you. The HDS highlights behaviour that is capable of undermining the loyalty and commitment of those we work with. Awareness of any vulnerabilities, and a recognition that such behaviours need to be managed carefully, provides the best basis for reducing or eliminating these potentially self-defeating tendencies.
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