Hogan HPI | HDS | MVPI – 3E Learning Studio

Hogan HPI | HDS | MVPI

Personality from the Outside

Hogan Assessment HPI | HDS | MVPI

The Hogan Assessment describes personality as it is viewed by the outside world what can also be referred to as Reputation. It describes how a person's behavior is evaluated after repeated interactions with other people. This assessment can be used to predict behavior in new situations and also predict performance.

The Hogan Insight assessment comprises of three distinct assessment and reports - the Hogan Personality Inventory is a measure of normal personality that uses seven primary scales to describe a person's performance in the workplace including how the person manages stress, interacts with others, approaches work tasks and solves problems

The HDS or Hogan Development Survey evaluates eleven forms of interpersonal behavior that can cause problems in work and in life. Behaviors associated with elevated HDS scores can be strengths, but when overused can derail relationships and careers.

The MVPI or Motives Values and Preferences Inventory describes peoples core values, goals, and interests. This information is crucial for understanding the kinds of jobs and work environments people find congenial and will help them make better career decisions.

Personality from the Outside

Hogan Business Reasoning Inventory HBRI

The Hogan Assessment describes personality as it is viewed by the outside world what can also be referred to as Reputation. It describes how a person's behavior is evaluated after repeated interactions with other people. This assessment can be used to predict behavior in new situations and also predict performance.

The Hogan Insight assessment comprises of three distinct assessment and reports - the Hogan Personality Inventory is a measure of normal personality that uses seven primary scales to describe a person's performance in the workplace including how the person manages stress, interacts with others, approaches work tasks and solves problems.

The assessment consists of a series of work and business relevant questions that has been proven to predict performance in a wide variety of occupational settings. The report has three components, each providing unique information about how the individual makes decisions in business and workplace contexts.

Hogan Judgement Report

The judgment of leaders is reflected in their decisions. Although leaders’ decisions determine the fate of their organizations, on average, half of their decisions will be wrong. Therefore, good judgment involves not only making good decisions but also responding appropriately to bad ones

ecause bad decisions are so common and have grave consequences, it is essential to try to improve decision-making. Becoming aware of one’s decision-making style and becoming more coachable can help people make better decisions and correct bad ones more quickly. The Hogan Judgment Report describes the decision-making style in terms of three components

Threat Avoidance vs Reward Seeking

Some people make decisions based on a desire to avoid financial, legal, physical, and other threats, they focus on the negative side of the risk-reward equation and try to minimize their potential losses. Other, people make decisions based on a desire to pursue all possible rewards. They are attracted to the positive side of the risk-reward equation and consistently try to maximize their gains

Tactical vs Strategic Thinking
Some people make decisions focusing on the immediate context and relevant details. They focus on short-term issues such as cost, implementation, and crisis management, and may be less concerned about larger strategic issues. Other people make decisions based on a future-oriented, big-picture perspective. They focus on generating new possibilities and may be less concerned about practical issues such as cost and implementation.
 
Data Driven vs Intuitive Decisions

Some people make decisions by carefully reviewing relevant data and other facts. They may also review their past decisions periodically to adjust them based on updated data. Other people are more intuitive in their approach; they often make decisions based on their past experience and move on