hds full int sample

Hogan Development Surveyby Robert Hogan, Ph.D & Joyce Hogan, Ph.D.

HDS Interpretive Report

PRIVATE AND CONFIDENTIAL

Candidate Name:

Gender:

Issue Number:

Date Test Completed:

© Psychological Consultancy Limited8 Mount Ephraim, Tunbridge Wells, Kent TN4 8ASTelephone: 01892 559540

Sophie Sample

Female

HDS/138592/114644/PCL

07 July 2011

Introduction

Report Structure

Page: 2© Psychological Consultancy Limited8 Mount Ephraim, Tunbridge Wells, Kent TN4 8ASTelephone: 01892 559540

The Hogan Development Survey (HDS) is designed to measure eleven patterns of interpersonal behaviour thatmay have had a positive effect on the development of Sophie's career, but which in some circumstances maybecome counterproductive and even dysfunctional - disrupting relationships with others and interfering with theachievement of her career goals. These tendencies will be most obvious to others at those times when Sophiehas relaxed, let down her guard, or otherwise become distracted and unconcerned about the social impressionshe is making. This would include times when Sophie is stressed, tired, bored, or seriously burdened by work orfamily pressure.

This report discusses Sophie's scores on the HDS using the following format:

The next page defines the dispositions associated with high scores on each HDS scale.

Page 4 displays Sophie's graphic profile on the HDS and the comparative norm group used. Scores from the 1stto 69th percentile are considered low risk. Scores from the 70th to 84th percentile are considered to be elevated.Scores from the 85th to the 89th percentile are considered to be high and scores from the 90th to the 99thpercentile are considered very high.

A summary of Sophie's relatively problem free areas, where her scores fell into the low risk ranges, begins onPage 5. Generally, people with lower scores on any HDS scale will experience fewer problems at work in the areadescribed by the scale.

The remaining pages describe Sophie's elevated and high or very high scores; above average scorers on anyHDS scale should consider whether certain patterns of behaviours associated with that scale may in fact berelevant to their interpersonal style in high pressure situations. This will allow Sophie to decide which issues needattention in development, and provide the first step in learning how to manage them.

Finally, a summary of HDS Discussion Points associated with each above average score is provided on aseparate sheet.

There are four points to remember when reading this report.

First, virtually everyone needs to improve some aspect of his or her social performance, and the HDS identifiespotential issues that may become apparent when an individual feels stressed or under pressure.

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, eitherbecause they are oblivious to them, or because no one has given them feedback about their behaviour.

Fourth, the HDS should always be interpreted alongside other information about the individual's everydayperformance, either provided by a measure of normal personality, or in discussion. This is because the HDS dealswith negative behaviours the importance of which depends on the person's strengths and competencies.

HDS Scale Descriptions

Each HDS scale is associated with both positive and negative behaviours as indicated by their scale names. Describedbelow are the negative dispositions associated with high scores on each scale that are likely to emerge when anindividual is distracted from the usual concerns about creating a positive social impression - either by heavyworkloads,fatigue, anxiety or other sources of pressure.

Excitable

The concern for high scorers is that such people have a tendency to take things personally, and can become hard towork with if they seem temperamental, unpredictable or hard to please.

Sceptical

High scorers on this scale are in danger of seeming suspicious, mistrustful, and will become hard to work with if they arealways questioning the motives and true intentions of others.

Cautious

Because they are overly concerned about making mistakes or being criticised, high scorers can become hard to workwith if they are perceived to be reluctant to express challenging points of view, to stand up for the valid needs of theirteam, or to fight their corner.

Reserved

The concern for extreme high scorers is that such people may come across as aloof, uncommunicative and lackinginterest in or awareness of the feelings of others.

Leisurely

The difficulty for high scorers is that they may seem reluctant to work to anyone else’s agenda. Such people may beconsidered hard to work with if they seem set in their ways and determined to work to their own methods and timescale,reluctant to be hurried, ignoring other peopleÕs requests, and becoming irritable if they persist.

Bold

The challenge to the extreme high scorer is to ensure that they are not too strident in their views and opinions. Suchpeople may come across as having strong feelings of entitlement and as overestimating their talents or capabilities. Theyare at risk of being considered overbearing, unwilling to admit mistakes or listen to advice.

Mischievous

The danger for extreme high scorers is that they may at times seem to use their talent for charm manipulatively. Theymay also be hard to work with because they seem to enjoy taking risks and testing the limits, are easily bored and have acraving for excitement.

Colourful

The concern for the extreme high scorers is that their pleasure in being the centre of attention can become an end initself. Such people become hard to work with if they are unable to turn it off, or allow themselves to appear selfindulgent,attention seeking or shallow.

Imaginative

Having too many ideas can be counterproductive and those with high scores on this scale need to ensure that theircontribution remains focused and purposeful. Such people can also be uncomfortable to work with if they misjudge theimpact of unconventional ways of thinking and behaving.

Diligent

High scorers need to be careful about applying uniformly high standards indiscriminately in tasks where a moreapproximate or casual approach would have been appropriate. They may also need to guard against being both overcritical of the performance of others and reluctant to delegate.

Dutiful

The concern for extreme high scorers is that they may appear so eager to please everybody and that this may raisedoubts about their ability to make decisions and their capacity to take independent action.


Page: 4

Social Desirability Scale

Excitable

Sceptical

Cautious

Reserved

Leisurely

Bold

Mischievous

Colourful

Imaginative

Diligent

Dutiful

Percentile

Elevated Very HighHigh

Norms:

0 10 20 30 40 50 60 70 80 90 100

Sophie Sample's HDS Profile............................................................................................................................................................................................................

UK Total Sample 2010

The graph above shows Sophie's scores on each scale. Scores shown are in percentiles. The percentile scoresindicate the percentage of people from a comparison (or norm) group who score at or below Sophie's obtainedscore. The norm group used is indicated below the profile.

The Social Desirability scale identifies people who are attempting to present themselves in an unusually positivemanner. Sophie's score on the Social Desirability scale is in the normal range. The HDS is valid and interpretable.

85

88

80

62

98

67

5

34

80

67

93

© Psychological Consultancy Limited8 Mount Ephraim, Tunbridge Wells, Kent TN4 8ASTelephone: 01892 559540


Low Risk Scores Summary............................................................................................................................................................................................................Sophie received a low risk score on the scales listed below. A low risk score on an HDS scale indicates thatSophie will be unlikely to have the problems associated with that scale. However, this section covers a wide rangeof scores and it is worth remembering that a person scoring at the upper end of this range i.e. approaching the70th percentile, may have a slight tendency to display some of the counterproductive behaviours associated withthat scale.

ReservedThis scale is concerned with the tendency to be independent, self-sufficient and indifferent to social feedback orthe moods and feelings of others. As a result, such people seem to be uninsightful about social cues or officepolitics, and seem unaware of how their actions affect other people. They may seem uninterested in otherpeople's problems and become rather withdrawn when stressed. Although they seem unafraid of rejection orconfrontation, others may find them hard to work with because they are so independent and self-focused.

Score = 62nd percentile (raw score = 4 )Because Sophie received a low risk score on this scale this should not be a problem area for her.

BoldThis scale is concerned with the tendency to overestimate one's talents and to have a strong sense of entitlement.High scorers may tend to place a lot of emphasis on their accomplishments whilst ignoring or minimising theirshortcomings and pushing the responsibility for mistakes on to others. For these reasons, they may have clearbut unrealistic career goals. Although such people are often charismatic and typically make a good firstimpression, others may find them hard to work with because they also tend to be demanding, opinionated,self-absorbed and unwilling to learn from their mistakes.

Score = 67th percentile (raw score = 8 )Because Sophie received a low risk score on this scale this should not be a problem area for her.

MischievousThis scale is concerned with the tendency to be charming, friendly, fun-loving, and insightful, but also to beimpulsive, excitement-seeking, manipulative and carefree. High scorers usually make a favourable firstimpression, but others may find them hard to work with because they tend to test the limits, ignore their mistakes,and take risks that may be ill-considered. Although they may seem decisive, they can make bad decisionsbecause they are often impatient and hard to advise and don't fully evaluate the consequences of their choices.



ColourfulThis scale characterises people who have a talent for impressing others and expect to be seen as interesting andworthwhile. They enjoy selling their vision but may misjudge the degree to which others are interested in whatthey have to say. They are not necessarily outgoing - some are actually shy and reserved - but they know how tocreate an aura, they want to be listened to, and they usually perform well in public. They typically make a strongfirst impression, and they may do well in sales. Although they appear charismatic and competent, others may findthem hard to work with because they can be impulsive, over committed and hard to reach, unwilling to listen -especially to negative feedback - and too quick to take the credit.


DiligentThis scale is concerned with the tendency to be unusually conscientious, orderly, and attentive to detail. Peoplewith high scores on this scale tend to be organised, careful and hardworking. Nonetheless, others may find themhard to work with because they can also be fussy, critical, and stubborn about their work. They may create morestress for themselves by trying to do too much, by not delegating, and by trying to do every task equally well.



Elevated Scores Summary............................................................................................................................................................................................................Sophie received elevated scores on the scales described below. An elevated score indicates that Sophie'sinterpersonal effectiveness may at times be influenced by some of the more problematic tendencies associatedwith these scales.

CautiousThis scale reflects a tendency to be over concerned about making mistakes, and to be reluctant to take theinitiative for fear of being criticised or embarrassed. Although these people are usually good corporate citizens,others may find them hard to work with because of their need to stick to the rules and their unwillingness to takechances or express controversial opinions.

Score = 80th percentile (raw score = 5 )Sophie received an elevated score on this scale. She will probably come across as a fairly careful person when itcomes to expressing her views, and she will probably be quite concerned about adhering to the rules of theorganisation.

However, when they feel stressed people who score at this level may have a tendency to be slow to act or makedecisions. Their fear of failure may make them appear resistant to changes in policies and procedures, andperhaps reluctant to try new methods. Because of this they may be viewed as rather unadventurous. Such peoplemay require encouragement to speak up and make a contribution when faced with change or with challengingassignments.

ImaginativeThis scale is concerned with the tendency to think and act in ways that are unusual, different, striking and perhapsat times odd. People with high scores tend to be entertaining, creative, and often quite visible. They tend to beeither very socially insightful, or else entirely socially inappropriate, and others may find them hard to work withbecause they can be impulsive, eccentric, and unaware of how unusual their own ideas may be.

Score = 80th percentile (raw score = 7 )Sophie received an elevated score on this scale. This suggests that on the positive side she will appear to bequite curious and original. People who score at this level will probably be able to see things from a differentperspective to others.

In their unguarded moments, people with scores at the same level as Sophie may have a tendency to adopt anunconventional approach and they may seem to be unaware of how their actions might affect others.


High and Very High Scores Summary............................................................................................................................................................................................................Sophie received a high or very high score on the scales described below. This is where the HDS is most useful,highlighting behaviours that may prevent people from realising their full potential. Although there are some jobtypes and work situations in which high scores positively affect work performance, this section is mainlyconcerned with identifying the problems that may emerge. The dysfunctional interpersonal behaviours describedare most likely to be evident in stressful situations where the social judgement which would usually moderateextremes of personality becomes impaired; for example, through pressure, lack of feedback or simply not payingadequate attention to the way we interact with others or the impression we are creating. In these circumstances itis not unusual for people to be unaware that their behaviour has gone beyond normal limits and may now beinterfering with productive working relationships.

The discussion points below given for each HDS scale on which Sophie received an above average score can beused to help Sophie begin to appreciate whether or not any of these tendencies might be a concern for her. Theoutcome of this process can then be used to plan appropriate developmental strategies. It is important toremember that high or very high scorers on an HDS scale will not necessarily display exactly the samecounterproductive behaviours; in Sophie's case it may be that all of the discussion points listed below are relevantbut it is more likely that only some of them will be recognisable as part of her range of potentiallycounterproductive characteristics.


ExcitableThis scale is concerned with the tendency to develop strong enthusiasms for people, projects or organisations,and then become disappointed with them. People with high scores tend to let little things bother them, becomeannoyed easily, and change jobs more frequently than others. Others tend to find people with high scores on thisscale hard to work with because they seem moody, irritable and hard to please. Under pressure they may beparticularly volatile and unpredictable.

Score = 85th percentile (raw score = 5 )Sophie received a high score on this scale. On the positive side this suggests that she will probably show greatenthusiasm for new projects, and enjoy a combination of routine mixed with change and variety in her work.Although occasionally inconsistent, Sophie will tend to have high standards and expectations about what shewants from others so, if a project is failing, she is unlikely to waste valuable time pursuing it.

However, there are certain behaviours associated with such a high score that may emerge when, for whateverreason, Sophie is not paying attention to the impression she creates. People with scores at this level may becomechangeable in mood, volatile and prone to emotional outbursts. They can become disappointed with people andprojects and may outwardly exhibit this disaffection. Such people are likely to give up on things very readily assoon as they become disillusioned with them. Moreover, because of a tendency to be alert for signs of rejection,they may be the sort of person who dwells on the negative aspects of failed personal relationships. Others mayfind it difficult to work with a person who displays such fluctuating moods, and it is not likely they will be endearedto or motivated by a person who is so easily offended.

Discussion points

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 totheir mistakes?

Is it your experience that you are very enthusiastic about a project to begin with but that you then quickly loseinterest if something disappoints you?

Do you find that people are generally friendly and interesting to begin with but that they soon show their true (lessflattering) colours?

Do you believe it is better to let people know that they have upset you rather than take the trouble to hide signs ofdisappointment 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?


ScepticalThis scale is concerned with the tendency to mistrust others' motives and doubt their intentions, to be alert forsigns that one is being deceived or mistreated, and to take action to defend oneself when wrongly treated.Although these people are shrewd and difficult to fool, others may find them hard to work with because they takecriticism personally, they readily feel misused, they tend to be suspicious, and they are prone to retaliate whenthey feel they have been wronged.

Score = 88th percentile (raw score = 7 )Sophie received a high score on this scale. There are several advantages to such scores. She is likely to be alertand shrewd, and extremely well tuned into the politics of an organisation. She is probably adept at picking upinconsistencies in the arguments of others and encouraging people to justify and think about their actions. Shewill be a difficult person to fool or take advantage of.

However, when they feel stressed people with profiles similar to Sophie may also exhibit tendencies towardsextreme suspicion, and may be likely to regard colleagues with an air of mistrust. High scorers on this scale maybecome especially wary of others' motives and be overtly fault finding or argumentative. They may make enemieseasily, and are unlikely to forget those who have tried to cross them. These people are more than willing to takeaction to defend themselves against perceived mistreatment, and others may find them difficult to work withbecause of this cynicism and readiness to misinterpret their actions.

Discussion points

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 your closest 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?


LeisurelyThis scale is concerned with the tendency to want to work according to one's own timetable and standards ofperformance. High scorers tend to resist being hurried or instructed by others and become resentful and irritatedwhen asked to increase the speed or quality of their performance; but they are likely to mask the resentment well.Although people with high scores on this scale can be outwardly pleasant and sociable, others may find themhard to work with because of their procrastination, stubbornness, and reluctance to be part of a team.

Score = 98th percentile (raw score = 10 )Sophie received a very high score on this scale. This suggests that, on a positive note, Sophie will seem to beobliging and pleasant towards her colleagues while able to remain focused; she will be able to stick to her ownagenda without being swayed by the comments and needs of others. On the whole, Sophie is probably very goodat maintaining a socially acceptable facade at work, even when things are bothering her.

However, when unguarded or feeling the pressure, negative tendencies may appear in the work style of peoplewith profiles similar to Sophie. As others make demands on their time, such people may dig their heels in evenmore, and resist being diverted from their own schedule. This may mean that they will procrastinate, ignore theopinions and needs of others, and put off tasks that seem personally irrelevant. This stubbornness may stem fromirritation towards those who make demands on them, and they may too readily blame these staff members, or alack of resources, when jobs fail to be completed effectively. People with high scores on this scale may covertlyquestion the capabilities of colleagues and ignore their constructive criticism, as part of their tendency to bequietly, and defensively, self-indulgent.

Discussion points

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 andannoyance?

Can you remember ever retaliating when someone has annoyed you by being unco-operative, stubborn, or slowto 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 whileand continue with the work you already have?


DutifulThis scale is concerned with the tendency to be eager to please others, to gain their approval, and to defer to theirjudgement in order to maintain an amicable relationship with them. Such people seem pleasant, agreeable andcompliant, and they usually make a positive first impression. Because of this desire for acceptance, they may endup being taken advantage of by others at work. Others may find them hard to work with because they arereluctant to make decisions on their own, and they are excessively careful to please their superiors.

Score = 93rd percentile (raw score = 10 )Sophie received a very high score on this scale. This suggests that, on the positive side, she will seem dutiful,affable, courteous and friendly. She will have few enemies at work, and remain agreeable and eager to please.Her colleagues will find her polite, approachable, trustworthy, compliant and a good team member. Sophie will begood at meeting new people and especially easy to get on with.

However, the potential problems associated with a high score on this scale revolve around a tendency to becomedependent and too concerned with pleasing others, particularly superiors. In pressured situations people withscores similar to Sophie may have trouble making any decision by themselves, and need a second opinion beforecommitting themselves to any course of action. When they feel the strain such people's excessive desire to beliked and accepted may result in them being taken for granted rather than respected. In their efforts to pleaseothers they may promise more than they can deliver. When push comes to shove, their verbal support for theirsubordinates may not be backed up by actions as they allow their reluctance to rock the boat to inhibit theirefforts.

Discussion points

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 committingyourself 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 actuallydelivering 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?


HDS Discussion Points............................................................................................................................................................................................................For feedback questioning

Research has indicated that a number of counterproductive tendencies are associated with above average scoreson the HDS scales. These dysfunctional behaviours tend to emerge when people feel under pressure, are upset,or, are so preoccupied that they are not as concerned as usual about the impression they make on others. Inthese circumstances it is not unusual for people to be unaware that their behaviour has gone beyond normal limitsand may now be interfering with productive working relationships.

The discussion points below given for each HDS scale on which Sophie received an above average score can beused to help Sophie begin to appreciate whether or not any of these tendencies might be a concern for her. Theoutcome of this process can then be used to plan appropriate developmental strategies. It is important toremember that high or very high scorers on an HDS scale will not necessarily display exactly the samecounterproductive behaviours; in Sophie's case it may be that all of the discussion points listed below are relevantbut it is more likely that only some of them will be recognisable as part of her range of potentiallycounterproductive characteristics.

ExcitableConcerns seeming moody and hard to please, being enthusiastic about new people or projects and then becomingdisappointed with them

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 theirmistakes?Is it your experience that you are very enthusiastic about a project to begin with but that you then quickly lose interest ifsomething disappoints you?Do you find that people are generally friendly and interesting to begin with but that they soon show their true (lessflattering) colours?Do you believe it is better to let people know that they have upset you rather than take the trouble to hide signs ofdisappointment 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?

ScepticalConcerns seeming cynical, mistrustful, and doubting the true intentions of others

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 your closest 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?


LeisurelyConcerns seeming independent, refusing to be hurried, ignoring other people's requests, and becoming irritable if theypersist

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 unco-operative, stubborn, or slow torespond?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 andcontinue with the work you already have?

DutifulConcerns seeming eager to please and reluctant to take independent action

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 adecision?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 thegoods?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?

hds full int sample

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