Peter Berry Consultancy Pty Ltd

Hogan Assessment Systems Inc

The Hogan 360
The good news is that leadership can absenteeism, customer satisfaction, productivity and
profitability. Leadership should be seen as a resource for
be learnt. It takes focus, motivation, the group.
deliberate practice and support. The
The global 360 market is growing. The multi-rater
Hogan 360 is critical to starting with
assessment is now becoming a mainstream HR
focus. practice. Coaching of managers is now a well-
established practice. Coaching should be science
360 feedback is not just for personal development.
based using 360 and personality assessments.
It lays the foundation for self-awareness to drive
Use of people and business analytics is becoming of
the business imperatives of high performing teams,
great interest. Best practice is when you can establish
employee engagement and KPIs.
the causal link between people and business analytics
to drive better business outcomes. Measurements of
The best leaders care more about their people than
leadership effectiveness are crucial.
themselves. They value feedback, understand the
importance of emotional intelligence and are open to
learning. An internal study demonstrated
The global 360 market is growing. The Hogan 360 is
a strong relationship between
becoming a core HR practice. The Hogan 360 can be leadership and performance.
trusted because it is built on very strong measurement Using 360 assessments, the
properties. organisation was able to
The Hogan 360 is a world class multi-rater assessment understand the causal effect
that captures a manager’s workplace brand as seen between engagement and
typically by manager, peers and direct reports. Combining business results, including
the Hogan 360 with the Hogan personality assessments
safety performance.
captures the complete person. The 360 captures the
‘what’ (i.e. a person’s performance and reputation at The organisation found a
a given point in time) and the personality assessments strong association between
explain the ‘why’ (i.e. why certain behaviours are being team engagement and
displayed). This combination is the most efficient and
360-based leadership
cost-effective measurement of leadership effectiveness.
competencies. Leadership
Research shows that leadership drives engagement at the team or organisational
which in turn drives performance. Leadership at
level accounts for 50% of
the individual and team level has a huge impact on
employee engagement. Engagement drives retention
engagement.”
and performance which can be measured across safety, - Multinational Petrochemical Company

The Hogan 360 2

Measuring and
improving key
business drivers
There are five types of assessments
available to businesses.
There are 3 measures of leadership. They are personality
assessments, a 360 review and a team assessment. The
next two assessments relate to stakeholder satisfaction
that measure employee engagement and customer
satisfaction. They pick up on both the employee and
“Give me a manager’s Hogan
customer experience. personality assessments and
their Hogan 360 results, and
The challenge is to understand, measure and improve
the causal link between leadership, engagement and
they have no place to hide.”
performance. - Peter Berry

1. 2. 3.

Measuring and improving Measuring and improving Delivering better

leadership effectiveness engagement business results

• Hogan Personality • Employee Engagement • Organisational

Assessments Survey Performance
• Hogan 360 • Customer Satisfaction
• Team Assessment Survey

The Hogan 360 3

Global 360
assessment picture
The 360 market continues to grow and can provide a key insight as to whether the manager
is leading an engaged team. Strategic self-awareness
is now well established in HR practices. comes from benchmarking one’s results against an
The 360 multi-rater assessment has evolved from being external benchmark.
simply a development and feedback assessment for
Personality plus chosen behaviour equals workplace
individuals to a mainstream HR practice. It was originally
reputation. Leadership is observable, measurable and
designed to create self-awareness but there was often
improvable by understanding personality, performance
no obligation to have in place a development plan and
and reputation. The 360 assessment is best used in
measures of success. The 360 assessment is now being
conjunction with a well-validated personality assessment
used for performance management, talent identification,
where the tests have been developed according to
promotion and even salary reviews. The 360 is being used
established psychometric procedures. This is the most
to drive behavioural and reputational change to improve
effective way to assess leadership capability. It will explain
individual and team performance around employee
the ‘what’ one does and the ‘why’ one does it. It gives
engagement and business outcomes.
a complete picture of personality and behaviour which
constitute one’s brand. Together, the assessments expand
There has been growing support for the philosophy
the learning and coaching journey aimed at delivering
of leadership driving engagement and engagement
greater leadership effectiveness and improved business
driving performance where leadership at the team
results.
or organisational level has the biggest impact on
engagement. However, the goal when using 360
Global engagement surveys
assessments is not simply to improve engagement results “PBC’s show that 30-35 percent of
but to link it in the strongest possible way to the strategic leadership employees are disengaged.
business plan and the delivery of key performance
research They are ready to quit their
indicators. manager, team or job.
based on
A growing trend when using 360 assessments is to their 360 Gallup research shows
look for a return on investment. This can be measured
by individual and team performance and ultimately by
process is that 70% of the variance
in engagement can be
employee engagement. This is best understood and first rate.”
attributed to the team
managed by using people analytics. The challenge is - Dr. Robert Hogan manager.
being able to connect people data with operational and
financial data. A huge opportunity in the future is to The 360 market will continue to grow as will coaching and
measure leadership and team effectiveness and track leadership development programs. One study found that
and improve employee engagement and organisational 92% of organisations use a 360 assessment for coaching.
performance. Measuring and improving leadership effectiveness will
increasingly be tied to return on investment data by
Understanding self-awareness is an important part of the combining people and business analytics. The two key
360 journey. Some people may have blind spots, derailers metrics will increasingly be employee engagement and
or be lacking in confidence. A 360 should measure organisational performance.
self-awareness by comparing the self-ratings against the
ratings by selected raters. These are typically managers, It is essential to establish scientific evidence for
peers and report ratings. The ratings from direct reports the quality of the 360 assessment.

The Hogan 360 4

Who benefits from
the Hogan 360?
• T
 he Hogan 360 is perfect for leadership understanding of how they are truly perceived by others
development for individuals, teams and high and thereby improve their leadership potential.
potentials. Anyone looking for improvement
opportunities will benefit greatly. There are two main benefits of multi-rater feedback tools.
As previously mentioned, it provides a measurement of
• T
 he Hogan 360 creates self-awareness around a leader’s effectiveness, and research into multi-rater
strengths to be leveraged and opportunities to feedback ratings has demonstrated links to a variety
be addressed. of important organisational outcomes (e.g. profitability,
engagement, customer satisfaction).
• T
 he results are compared to our global database
of over 29,000 leaders. The benchmark score Second, results from multi-rater feedback tools can
is expressed against percentiles from the provide the foundations for development. The results
bottom 10th percentile through to the top 90th can help pinpoint the strengths and opportunities, which
percentile. can then be used to formulate targeted strategies for
improvement. It is important to use a multi-rater tool with
• B
 ehavioural and business competencies are
sound reliability and validity, as well as a consistent and
measured and create sustainable learning and
best practice approach to administering the tool.
coaching opportunities for the next year.
The Hogan 360 includes:
• T
 he Hogan 360 can improve leadership
effectiveness which enhances team • 5
 0 scaled items (7-point scale) mapped to the four
performance, employee engagement and quadrants of the Hogan 360 Leadership Model and
organisational results. their corresponding sub-themes

Leadership is concerned with the success of teams, • S

 trengths and opportunities tables that identify key
groups, and organisations. Therefore, leadership strengths and opportunities
effectiveness can be measured by how positively a
leader’s behaviours and performance are evaluated • T
 hree open-ended questions focusing on strengths,
by those they work with. The multi-rater aspect of the opportunities, and overused strengths
Hogan 360 ensures evaluations are elicited from multiple
sources from within the leader’s work circle (e.g., from • A
 ppendices - Frequency tables that enable additional
direct reports, peers, and managers). These diverse insights into the ratings provided
perspectives help provide a real-time snapshot of a
The ratee’s overall Hogan 360 score is calculated by
leader’s attitude, behaviour, and performance, and reveal
averaging all ratings across the 50 items, yielding an
strengths and development opportunities that may not be
seen from a single perspective. overall Hogan 360 score between 1.00 and 7.00. This
overall score is compared to a global benchmark sample
Further, due to the confidential and anonymous nature of which is updated annually. The sample is comprised of
the responses, the Hogan 360 allows raters to provide leaders and executives that represent the international
honest feedback that might otherwise be difficult to working population across a broad number of industries.
solicit. The report uses an easy-to-interpret leadership The comparison between an individual’s overall score
framework, offers constructive feedback and sets and the benchmark mean yields a percentile ranking that
priorities for improvement. Therefore, the Hogan 360 aims allows leaders to gauge their performance in relation to
to help leaders at any level of an organisation gain a better others around the world.

The Hogan 360 5

 contain 26 ranked items that were identified as the most
commonly cited strengths and opportunities based on a

Cultivating qualitative analysis of over 87,000 open text responses from

the global benchmark. Raters are asked to choose the top 4

strategic self-
strengths and opportunities from a list of 26 items. The top
opportunity has a weight of 4, the second has a weight of 3,
the third has a weight of 2 and the fourth of 1.
awareness The results are presented with the votes unequivocally
highlighting the top 3 or 4 strengths and opportunities.
The Hogan 360 measures self-awareness Whether there are eight or eighteen raters there is remarkably
always a consensus around the major strengths and
by comparing the self-ratings against the opportunities. Here is a sample snapshot of an individual’s
ratings of selected raters. high scoring items for both the strengths and opportunities.
They are ranked by highest scores and have a global
These are typically manager, peer and direct report ratings. average which is the ranked benchmark.
The 360 also benchmarks one’s scores on the competencies
against other managers and also shows strengths and Global Your Strengths Total
Ave Rank Score
opportunities relative to others. This benchmarking creates
10 1 Has strong leadership skills 31
the opportunity for strategic self-awareness. 20 2 Is visionary and strategic 24
6 3 Has a positive and enthusiastic attitude 10
A key component of the Hogan 360 is the combination
17 4 Sets clear goals and drives results 10
of behavioural and business competencies. We 12 5 Strong communication skills 9
measure both soft and hard skills. Understanding one’s
real self helps build the ideal self. Global Your Opportunities to Improve Total
Ave Rank Score
13 1 Listen more and let others have their say 27
The behavioural competencies measure the display of
Stop taking on too much and spreading
emotional intelligence (EQ), in managing self and others 1 2 18
yourself too thin
to get the best results. It’s about getting along to get
24 3 Be less aggressive 9
ahead. The business competencies measure capability 3 4 Delegate more 9
to be operational and strategic. High scores demonstrate 7 5 Give appropriate feedback 9
competence around service/operational excellence and
being strategic about the bigger picture. A person’s brand is always well known to others and is
best captured in our strengths and opportunities tables.
The Hogan 360 items are highly job related and written
This makes the development planning and coaching
in business language that is user friendly. The items are
more powerful and accurate. We do this by both
observable and specific so that ambiguity is avoided.
leveraging the strengths and addressing opportunities,
including any derailers, by using the tables.
The Hogan 360 uses a 7-point scale which we believe
is superior to other 360s that use a 5-point scale. When
This approach of using the strengths and opportunities
reporting one’s results the benchmarking is very important by
tables for development planning is superior to other 360
having cutoffs to capture 10th/ 25th / 50th / 75th and 90th providers who focus excessively on strengths or who mainly
percentiles. This is better done and more easily understood coach off the low scoring items, using 1 to 5 or 1 to 7
when using a 7-point scale. Strategic self-awareness comes scales. The problem here is the low scoring items may not
from clearly understanding where one sits in the percentile be the top priorities for improvement. On the other hand, the
range. These are currently our percentile benchmarks on the strengths movement (play to your strengths and ignore the
seven-point scale. weaknesses) invites executive derailment by ignoring dark
side potential, where strengths can become weaknesses.
10 th 25 th 50 th 75 th 90 th
percentile percentile percentile percentile percentile The Hogan 360 also collects narrative comments around
strengths, opportunities and strengths being overused. The
last item contains unique and insightful information about
5.0 5.4 5.7 5.9 6.2
how a manager could be derailing which is a special feature
of the Hogan 360. By understanding and managing derailing
One powerful advantage of the Hogan 360 is the strengths habits one can better build performance, reputation and
and opportunities tables which are unique. The tables career success.

The Hogan 360 6

 “A manager’s behaviour predicts employee engagement; employee
engagement predicts business unit performance. A proper 360°
process is the best way to evaluate managers’ behaviour, and the
PBC 360 process is one of the very best.”
- Dr. Robert Hogan

BENCHMARKING A UNIQUE VALUE COMBINATION

In 2022 we updated the Hogan 360 technical manual 1. A
 seven point scale with clearly defined global
supplement. It provides the latest in our benchmarking benchmark percentiles.
research. We now have 29,026 managers in our data 2. T
 ables showing strengths and opportunities relative to
base. This provides for a very strong global benchmark of the global benchmark.
leadership. We can offer clients benchmarks by industry,
3. W
 ritten text including identification of any derailers.
sector, job level and even at top quartile results.

RELIABILITY AND VALIDITY STRENGTHS AND OPPORTUNITIES

Our research shows that senior and high performing
The Hogan 360 is supported by a technical
leaders have different strengths that stand out from the
manual which outlines the theoretical rationale
and development of the Hogan 360 and provides rest of the management population. We also know that
evidence for its reliability and validity. there are two big opportunities shared at all levels of
managers.
The Hogan 360 has been the feature of numerous
whitepapers applying the robust data set to a range of There are four meta competencies seen in senior
topics. Extensive research has produced correlations and highly rated managers:
between the Hogan 360 and the Hogan personality • Achievement focused
assessments. There is an impressive degree of validity • Strategic
coefficients for both assessments, which other 360
• Inspiring
providers cannot match. We are currently developing
further research and white papers looking at 2500 • Emotional intelligence
matched sets of Hogan personality assessments with
There are two opportunities that apply for all levels
Hogan 360 reports.
of management:
360 users have every right to ask for technical • Better workload management
reports and validation studies when choosing
• Challenging poor performance
a supplier. It is important to establish scientific
evidence for the quality of the 360 assessment. We Armed with this information we can help
also have a development guide, a feedback guide and the organisations:
interpretive guide linking the Hogan 360 to the Hogan
1. C
 reate leadership competency models
Personality Assessments.
2. Inform training needs analysis
The Hogan 360 has been widely used globally and is 3. S
 hape content for leadership development programs
backed by a robust contemporary global benchmark
4. A
 ssist with talent identification and development
which is updated annually. The Hogan 360 has both
reliability [consistent information about performance] and 5. Influence coaching practices
validity [accurate assessment of performance]. 6. C
 onnect people and business analytics

The Hogan 360 7

Standard and fully
customised 360
assessments
Many organisations are looking A selection of up to 3 item banks can be added
on a complimentary basis following scoping with
for customised 360 assessments.
PBC. These additional item banks are benchmarked
Typically, they will reflect the values, items for the following common 17 competencies/
strategy and leadership competency capabilities:
framework of the organisation.
• Agile Leadership
PBC offers several customised options. • Agility
• Change Leadership
We can maintain a core set of items and capabilities from
our standard 360 so that a robust external benchmark with • Change Management
percentiles can be used. The remainder of the 360 can then • Commercial Acumen
be customised and ideally starts with our bank of items that
• Digital Focus
also has benchmarks. For brand new items/competencies
with no benchmarks we can develop the benchmarks 3 • Diversity & Inclusion
months prior to rolling out the 360 assessments. • Humility

Customised assessments are focused on designing • Judgment and Decision Making

items and competencies that reflect business • Leadership Effectiveness
imperatives. These normally cover the desired • Learning Agility
behavioural and performance characteristics for
• Managing Risk
organisational success.
• Project Management
Our database includes 30 core competencies and over
• Psychological Safety
250 benchmarked items. This is a good place to start the
mapping. This involves aligning the benchmarked Hogan • Safety Leadership
360 items to the organisations competency/capability • Strategic Intent
framework. It means you can have external benchmarks
• Work Life Alignment and Wellbeing
to create strategic self-awareness with the results. The
benchmark score is expressed against percentiles from the To discuss further customisations including the
bottom 10th percentile through to the top 90th percentile. design of additional items please contact PBC.

The Hogan 360 Leadership Model and 14 core competencies

Self-Management Relationship Working in Working on

1. Integrity Management the Business the Business
2. Resilience 3. Communication 7. Capability 11. Accountability
4. People skills 8. Efficiency 12. Motivation
5. Team Player 9. Results 13. Strategy
6. Engaging 10. Customer 14. Innovation

The Hogan 360 8

Turn leadership
into an exact
science with
research
Our research is extensive and we are happy to share cutoffs to capture 10th/ 25th / 50th / 75th and 90th
our learnings. Senior, high performing leaders have percentiles. Strategic self-awareness comes from clearly
different strengths that stand out from the rest of the understanding where one sits in the percentile range.
management population. These four meta competencies
are achievement focused, strategic, inspiring and Most customised assessments aim to be unique but as
emotional intelligence. We know the items that support much as 85% of content can be similar. Typically, most
these competencies. 360s will cover intra-personal, inter-personal, business
and leadership skills. The Hogan 360 covers self-
We also know that the two most common opportunities management, relationship management and working in
for all levels of managers are better workload and on the business (being operational and strategic).
management and challenging poor performers. We also
have leading edge research between Hogan personality The purpose of the 360 needs to be clear. Opportunities
assessments and Hogan 360. The construct validity is include linking it to personality assessments, employee
excellent. This research can help inform the construction engagement and business unit performance. There
of the customised 360. We think that combining is research scope by combining people and business
personality assessments with a 360 review is the most analytics to better understand the causal link that can
productive way to gather information about potential and improve organisational performance. Many organisations
performance. are wanting to measure return on investment.

Suppliers of customised 360s should be able to Customised 360 checklist

demonstrate that their model has been developed 1. The competency model should have scientific rigor.
in accordance with well-established psychometric We can help with the mapping.
procedures. A technical manual which outlines the
2. The Hogan 360 items and competencies have
theoretical rationale behind the development of the
proven reliability (consistent information about
assessment should provide evidence for reliability and
performance) and validity (accurate assessment of
validity of the assessment. Beware of 360 marketing
performance) and can be used to construct a 360.
materials that are not supported by scientific
evidence for the quality of the assessment. 3. External benchmarks are important to understand
and compare results. It can allow for setting a goal
There also needs to be rigorous benchmarks that are of top quartile scores to encourage more effective
both global and industry specific. These benchmarks leadership.
should also exist for different levels of the organisational 4. In addition to your item banks you can get great
hierarchy covering board members, c-suite executives, value by using our strengths and opportunities tables
middle managers, frontline supervisors and high and soliciting written text responses.
potentials. The benchmarks must be updated annually.
5. Be clear about the purpose of the 360 from the start
The external benchmarks enable a reliable score to and use our best practices for administration.
be given against a global population. Otherwise the 6. Measures of leadership should be integrated and
score has no relative meaning. When reporting one’s aimed at driving team performance, employee
results the benchmarking is very important by having engagement and organisational results.

The Hogan 360 9

The 360 market
continues to grow
and is now well
established in HR
practices
The 360 multi-rater assessment has evolved for leader development and succession planning, to help
from being simply a development and feedback leaders transition to leadership roles, and to develop
assessment for individuals to a mainstream HR executive presence.
practice. It was originally designed to create self-
awareness but there was often no obligation to have in No longer the realm of top executives, career coaching is
place a development plan and measures of success. exceedingly being used at the middle management level.
The 360 assessment is now being used for performance This ensures middle managers are well prepared to take
management, talent identification, promotion and senior leadership positions, rather than coaching for the
even salary reviews. The 360 is being used to drive role once they are in it.
behavioural and reputational change to improve
individual and team performance around employee Employees and coaches alike report that target
engagement and business outcomes. development areas for coaching include executive
presence, emotional intelligence, ability to influence
CoachSource is a global coaching and research others and communication skills. In addition, practice
business. Their 2018 and 2020 research provides managers identified communicating vision and strategy
invaluable data on coaching trends. A 360 tool is used as key development areas. These are the skills that
92% of the time and Hogan personality assessments influence a leader’s ability to get along with others,
71% of the time. impacting their reputation and ability to lead effectively.

360 The average engagement timeline for coaching is now

six months with an average of one to two sessions per
month. Most coaching programs include 11-20 hours of

92% 71%
coaching, followed by those including 21-30 hours, with
face to face coaching preferred.

Measuring the impact of an executive coaching program

Coaching has recently shifted to include a focus on is steadily gaining importance as businesses look to
social justice and ensuring workplace equality. Beyond ensure any investment makes a positive contribution
equality it also brings a focus on wellness, work life to the bottom line. 23% of respondents report linking
balance, diversity and inclusion. coaching to business results, while 36% do not
currently, but would like to. Measurement comes from
91% of respondents reported that the use of executive
self-assessment, manager assessment, surveys, 360
coaching has either increased or remained the same,
assessments and business impact.
demonstrating that it is maintaining impact when it
comes to leader development. In addition, Coach
certification and group coaching have increased in
Become a Hogan 360 Feedback
prominence since 2018. Certified Coach
It was found that where once coaching was used for We offer a complimentary online Qualification plus
remediation of ineffective leaders, today it is used more Application of Learning.

The Hogan 360 10

 Continuous improvement
coaching cycle
360 and personality
assessments

Hogan
Assessments

Employee engagement, Strengths, blind spots,

high performing team Return on True
derailers, values and
and KPIs Investment Self-Awareness opportunities

Changes
internalised, Becoming the
Confidence
improved
Gains Coaching person I need
performance to be
and behaviour

New mental Competence Being Having intrinsic drivers

muscles Gains Motivated

Rewiring Learning
the Brain Agenda

Deliberate practice, One or two goals;

working on habits and support needed

In PBC’s continuous improvement coaching cycle we use Hogan 360 and personality assessments as a
baseline. These assessments provide an information-rich basis from which we create a development program
aimed at helping leaders to build their self-awareness. Through focus, motivation, ongoing coaching and
deliberate practice, leaders can improve their leadership performance and behaviour and ultimately deliver a
return on investment in terms of employee engagement, high performing teams and other KPIs. This continuous
improvement cycle ensures improvement is measured, sustained and ongoing.

The Hogan 360 11

Standout Hogan
360 features
Consistent with all Hogan assessments, the Hogan 360 is Complimentary Online Certification
specifically designed and validated for use within working
Get Hogan 360 certified with our complimentary online
populations. Applications of the Hogan 360 include:
Qualification plus Application of Learning.
• Leadership Development
• Team Building Research and Resources
• Career Development  he Hogan 360 is supported by a technical manual
T
• Succession Planning which outlines the theoretical rationale and development
of the Hogan 360 and provides evidence for its reliability
• Monitoring Organisational Change
and validity. The Hogan 360 has been the feature of
• Internal & External Benchmarking numerous white papers applying the robust data set to a
• Talent Identification range of topics. The Hogan 360 is supported by a robust
• Talent Development contemporary global benchmark which is updated annually.

• Cohort Analytics The following research and resources are available:

• Research & Analytics • White paper and research topics
• Internal & External Benchmarking • Technical manual
• Mapping to Hogan personality assessments
Individual, Group & Analytic Reports
• Online qualification webinar
Individual Hogan 360 results can also be combined to
• Development reference guide
create a Hogan 360 group report. This captures data from
• Feedback guide
multiple individuals and generates scores for the group to
highlight group-level strengths and opportunities. • Facilitator materials
• Consulting services including data analytics.
Global Network
Our network of international partners and distributors in
Additional Hogan 360 Products
over 30 countries ensures that the 360 suite is supported In addition to the standard Hogan 360 the following 360s
locally. are also available:

Languages Hogan High Potential 360 is an ideal tool to support the

development of high potential talent. Based on Hogan’s
The Hogan 360 has been meticulously translated into model of high potential, this multi rater measures individuals
over 20 languages. Global benchmarks ensure standard against three integral components of leadership:
comparison across countries, industries and job levels.
• Leadership Effectiveness
• Leadership Emergence
Technology
• Leadership Foundations
The Hogan 360 is hosted on an industry leading, cloud
based platform is compliant with the most stringent data Hogan Leader Focus 360 is designed to assist leaders
security standards globally, including GDPR. understand their strengths and opportunities using six
leadership dimensions:
Various administration options are available, including
• Data Leader • Process Leader
self-administration super user access and bureau service.
Access to real time read- only dashboard to monitor • Results Leader • Thought Leader
completion status is also available. • People Leader • Social Leader

The Hogan 360 12

9 rules for best practice
Hogan 360 administration
the different rater groups and minimisation of any skew if
Sponsors should create a positive
1. there is one outlier.
environment and role model
participation Deliberate practice and coaching is
6.
The senior leader who sponsors the 360 process is required for behavioural change
responsible for creating a positive environment and The delivery of the reports and the coaching investment
communicating the importance of the exercise to should be planned ahead to suit the desired outcome.
participants. For team 360 exercises, the leader should The 360 results are best delivered in an initial 90-minute
participate to role model how to ask for and respond to development debrief, and subsequently supported by
feedback. ongoing coaching to help the leader to identify and build
new behaviours and competencies. Participants should
Make the purpose clear & consistent
2. work with coaches to set specific goals and identify how
It is important to establish a culture of trust and these will be measured. The coach should help the leader
transparency around the 360 process in order to create step outside of their comfort zone and encourage them to
psychological safety. Before the process begins, clearly seek continuous feedback.
and consistently communicate the purpose of the 360 for
your organisation. Is it simply a feedback exercise, or part Connect the leader’s performance to
7.
of a broader HR practice to build capability? Will results their team
be used for performance evaluation, talent identification To create meaningful behavioural change from the 360
or career progression? For greatest benefit, 360 results exercise, the participant should share their results with
should be integrated with important talent management their manager and discuss how the manager will support
and development processes. them. Team effectiveness can also be enhanced with
a group 360 report that combines individual results.
Choose an evidence-based 360
3. Leadership is about results, and teams deliver results.
The reliability & validity of the 360 tool is of critical Thus, best practice says we should evaluate the leader
importance to the value of the exercise. In order for the through the performance and behaviour of their team
results to be accurate and actionable for participants, the
report should have evidence of reliability & validity, and be Maximise the insight of 360s with
8.
supported by a technical manual. personality assessments
Integrating valid & reliable personality assessments with
Confidentiality is key to quality
4. the 360 is the most powerful and cost-effective way to
feedback assess leadership capability. 360s identify the ‘what’ in
It should be agreed at the start as to who will have access behaviours, whereas valid personality assessments explain
to the 360 reports, eg., the individual, manager and HR. the ‘why’ underlying these behaviours for deeper self-
Managers should understand that their feedback is not awareness. Capturing both the public & private sides of an
anonymous if they are the only manager nominated. The individual gives a complete picture of the individual’s likely
participant must be aware of how their data is shared and actual performance and behaviour.
before they participate and consent to the organisation
Measure improvement and
using it. 9.
return on investment
Standardise selection of 12-16 raters
5. A repeat 360 should be agreed upon at the start of the
There needs to be a standard process for process to take place 12 months after the first 360 to
selection of raters, including who selects the raters. Raters measure consistent changes in behaviour. Other measures
need to include self, manager/s, peers, direct reports and of return on investment should also be identified, such
potentially other stakeholders. An ideal number of raters is as performance metrics, KPIs, team effectiveness and
12-16. This will ensure solid data, better anonymity within employee engagement data.

The Hogan 360 13

About Peter Berry Consultancy (PBC)

PBC is a multidisciplinary global consulting firm with 30 years’ experience in

the delivery of solutions aimed at maximising the potential of individuals, teams,
leaders and organisations. We undertake research to support our evidence-based
solutions and have a network of partners and distributors globally.

PBC is the Australian distributor of Hogan Assessments and the authors of a

range of diagnostics including the Hogan 360 suite, Agile suite, High Performing
Team Assessment (HPTA), and co-authored the Hogan Safety Climate Survey.

Peter Berry Consultancy Pty Ltd

[email protected] | www.peterberry.com.au

Sydney Office
T: +61 2 8918 0888
Level 8, 201 Miller Street North Sydney, NSW 2060

Melbourne Office
T: +61 3 8629 5100
Suite 303, 430 Little Collins Street, Melbourne, VIC 3000

This document is confidential and should not be distributed without permission.

Copyright 2020 Peter Berry Consultancy.