Chris Duffy
Chris manages all aspects of Hogan’s customer facing business and client development practice, working closely with clients and prospects to identify innovative ways to help their organizations implement effective assessment solutions. Chris’s dynamic team of business and client development professionals provides a continuity of service to help companies make informed hiring decisions, develop their key talent, and take leadership to the next level. Over his professional career, Chris has worked in a multitude of business development environments, and has practical experience in a variety of marketing and supply channels across industries. He holds an MBA in International Business and Marketing from the University of Oklahoma and is a member of the Hogan Leadership Team.
Posts by Chris Duffy
I was recently working with a long-term client of Hogan when my contact made the above statement. As the discussion continued, the client cited behaviors such as arrogance, emotional outbursts, lack of decisiveness, stubbornness, poor interpersonal skills, inflexibility, and ass-kissing as a few of the reasons why their last senior-level hires did not work out. When we examined the company’s track record over the past two years in hiring senior level talent, more than half of the hires did not work out. How could this be? It’s a Fortune 500 company, a leader in its industry, and its hiring process was refined.
You don’t have to be in the professional world long before you will likely encounter some form of a competency model in your organization. While the development of an effective competency model is no small task, the end result is simple, easy to understand, and very effective at establishing a framework for success. When developed correctly and with the support of the organization, a competency model can be an effective foundation for strategic staffing, training and development, and performance management. However, that is where the simplicity ends. 
