Hogan Assessment Suite

• Hogan Personality InventoryHPI explores characteristics associated with how people typically approach work and how their everyday behavior may be experienced by colleagues and stakeholders.
• Hogan Development SurveyHDS helps participants examine behavioral tendencies that may become more visible or less effective when pressure, strain, fatigue or reduced self-monitoring increases.
• Motives, Values, Preferences InventoryMVPI explores core values, interests and drivers that can influence what someone finds motivating, rewarding and important in their work and environment.
• Bring HPI, HDS & MVPI TogetherSome of the most useful development insight appears between assessments.

Principles for reading results

• There is no single ideal Hogan personality profile.
• Higher and lower scores are not automatically better or worse.
• A characteristic that creates value in one context can become less effective when overused or poorly matched to the situation.
• Potential derailers describe behavioral risks to understand and manage rather than fixed character flaws.
• Motives and values provide insight into likely drivers and preferences; they do not dictate a person's career choices.

• Recognize the PatternIdentify the assessment patterns that appear most relevant to current professional behavior and goals.
• Test It Against RealityCompare the profile with real experience, professional reputation, feedback and workplace context rather than accepting every interpretation automatically.
• Choose the BehaviorTranslate the most useful insight into something observable that can be practiced differently in a relevant professional situation.
• Practice, Review & AdaptUse behavioral experiments, feedback and reflection to determine what improves effectiveness and where further development is needed.

Ground rules for team use

• Personal scores remain private unless the individual explicitly chooses to share them
• Team sessions can work with appropriate aggregated or shared development themes
• The focus remains development rather than ranking team members
• Employer outputs should use appropriately licensed or de-identified information