CASE STUDY: HARNESSING 360 FEEDBACK FOR NEW LEADERS USING HOGAN 360

The Brief:

In 2023, our client, a Property and Valuations organisation, sought to reengage us to conduct 360 Degree Feedback for their newly appointed leaders. The objective was to gain comprehensive insights into their leadership capabilities and provide a platform for individual development. The project involved 13 participants, and the same scope was applied as in the previous 360 Degree Feedback conducted for leaders in 2021 given the success of the previous engagement.

In selecting the appropriate tool for this initiative, we considered options such as Hogan 360, TMS 360, and a custom design. Ultimately, Hogan 360 was chosen due to its ability to measure self-awareness, assess both behavioural and business competencies, and relationship and cognitive skills.

The project scope included built-in flexibility to accommodate any unforeseen circumstances or emerging requirements from the client, ensuring a collaborative and responsive approach.

The Solution:

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To ensure the success of this project, the following sequence of activities was implemented:

1. Participant Briefing/Group Briefing Sessions: These sessions provided an overview of what a 360 Degree Feedback entails, clarifying the rating process for both participants and raters. The briefing sessions also emphasised the importance of providing illustrative and useful feedback to the participants in the open comments sections (not just “great job!”).
2. Hogan 360 Degree Tool Administration and Application: The selected tool, Hogan 360, was administered to gather feedback. ?This process involved the collection and analysis of data related to each leader's competencies.
3. Reporting: Detailed individual and group reports were generated, incorporating benchmarking data and insights. These reports provided a comparison between the organisation's leadership population and the global population, enabling an evaluation of strengths, and areas for improvement.
4. Feedback and Coaching: Each leader received personalised 1:1 feedback and coaching sessions by Zoe Sharan, focusing on interpreting the insights and developing a tailored development plan. This phase aimed to guide leaders in leveraging their strengths and addressing their areas of development.
5. Executive Briefing: A comprehensive group report was prepared, along with a presentation delivered to the company's executives. The report highlighted key findings, recommendations, and actionable steps for the organisation's leadership team.

The Outcome:

Through this 360 Degree Feedback initiative, several outcomes were achieved:

A comparative analysis between the 2021 and 2023 feedback highlighted progress and growth within the organisation's leadership cohort.

The organisation gained insights into their leaders' performance in relation to global benchmarks and internal population benchmarks.

Strengths and development areas were identified for each individual leader, enabling personalised recommendations for leveraging strengths and addressing development needs.

Recommendations were provided on how leaders could utilise the feedback reports to establish objectives and drive their professional growth.

Risks associated with not utilising the feedback data for leadership development were identified, emphasising the importance of leveraging the insights gained.

Recommendations were made regarding diversity in future leadership appointments.

Additionally, after reviewing the aggregate data, development needs were identified for the entire leadership group. Coaching, workshops, and other leadership development solutions were proposed for the client's consideration.

Furthermore, the benefits of engaging an external coach were realised. Internal resources, such as Human Resources, may face challenges in exploring open conversations due to their existing relationships with counterparts. An external coach can provide an objective perspective and create a safe space for leaders to delve into their motivations, values, and self-limiting factors, without concerns about an internal working relationship.