Case studies
Case study - Succession Planning at Siemens Romania
Using Hogan Assessment System as external Tool for Succession Planning in Siemens Romania:
- Siemens Corporation is having a well-structured Succession Planning Process as well as internal Assessment, Learning and Development Structures.
- If necessary, external tools could be used also especially outside Germany, where local supplier can add value to the process.
- Since last year SIEMENS Romania has used for certain positions HAS as a complementary assessment system either to validate, either to gather more qualitative data to be added to SIEMENS internal tools.
Siemens Romania used HAS as a result of six main criteria:
- Results Reliability confirmed during feed-back sessions (as “traits” where investigated it was easy to agree upon)
- Non-intrusive Items;
- Easy to administrate (on-line)
- Richness of quality data (given by HIC’s)
- Wideness of the area investigated (especially by HDS)
- The value added given by using all three instruments (HPI, MVPI, and HDS).
The results enriched our internal assessment tools results or 360, and added the personality “dark side” factors – the so called “Career derailers” or “Potentially Negative Behavior” by Mr. Hogan.
Case study - multinational FMCG company
A large international FMCG company aimed to identify 70 High Potentials capable of becoming future organizational leaders.
• A generic performance formula was created to define current performance across jobs and departments
• Multiple assessments were administered to the potential candidate pool (n = 350)
- Hogan assessments (HPI, HDS, MVPI, and HBRI)
- 360° feedback assessment
• The candidates received feedback and coaching based on their assessment results and participated in a one-day assessment center
Placement success was evaluated one year later
Hogan assessments, in combination with performance ratings, accounted for 41% of the variance in predicting leadership potential.
Case study - multinational company (production)
A large international production company wanted a system capable of gathering subjective and objective performance data and maintaining these data so they could be used to accurately move people into positions where their talent was needed most.
Job analysis and validation strategies were implemented to:
- Identify High Potential performance expectations
- Identify a definition of performance success in each part of the organization (by function and level)
Multiple assessments were used
- Three Hogan assessments (HPI, HDS, and MVPI)
- A 360° feedback assessment tool
Development and assignments were used to retain talent.
