As a Hogan distributor since 2005, HRTOOLS has evolved into a regional leader in helping companies improve organizational performance. Led by CEO Victoria Zapata, the company continues to flourish as more and more organizations see the the effectiveness of using data and science over intuition when it comes to making informed talent decisions.
As is the case with successful companies in any industry, many organizations can become complacent and satisfied with the status quo. However, HRTOOLS continues to push forward by gathering and analyzing data to improve their already stellar record. In this installment of the Distributor Spotlight Series, Victoria Zapata takes a look at just one example of how HRTOOLS had done exactly that.
Do people change over time?
During the last 13 years being a Hogan Distributor, we can tell that the market evolved, HRTOOLS as well, and of course, Hogan. I can remember our first year, trying to offer a whole new concept in “performance prediction”. The term was so wide and profound, that it was hard for our prospects to understand the whole meaning.
Once we were able to understand that the market needs simple solutions to solve their complex talent challenges, HRTools developed specific packages to support them with the most common needs: selection, high potential, talent mapping, succession planning, team effectiveness, safety, and leadership development, which are the core problems that almost any company face.
It is quite interesting to find out that there is nothing new on the horizon. Most companies are looking to solve the same problems. Different companies, same talent challenges. We have observed that the market is becoming more aware of the need to have data to make accurate decisions. It is very satisfying to see an increasing number of customers who call us to make their most critical talent decisions and to have a very positive outcome in their bottom line some time after their talent decisions. Most of our new customers come from a referral from existing customers. This tells us that we are making a difference and winning the race for talent.
Although personality is stable over time, we have found interesting Hogan personality profile changes after some years. Particularly, one of our customers mapped its talent (more than 5,000 participants) between 2009 and 2017. This year, they are re-assessing the participants that were assessed in 2010. What interesting changes did we find?
Let’s talk about three particular cases. What do participants have in common?
- They are young professionals (same generation) who occupied individual contributor roles in different areas of the organization in 2010.
- Their performance has been permanently outstanding since 2010.
- They were assessed with HPI & HDS, and received feedback after their first Hogan assessment in 2010.
- They designed a personal development plan.
- They did not receive professional coaching.
- They all were promoted to managerial roles and their career plan is to continue growing in the company.
What about the differences? The general differences they present are related to age, areas of expertise, marital status, and place of birth.
What changed over time? In the following chart we can find differences in their Hogan HPI & HDS grades between 2010 and 2017 (differences are marked when their scores graded in a different range):
| HPI Hogan Scales | Participant 1 | Participant 2 | Participant 3 |
| Adjustment | = | = | = |
| Ambition | = | Increased 1 range | Decreased 1 range |
| Sociability | = | = | Decreased 2 ranges |
| Interpersonal S. | Increased 1 range | = | = |
| Prudence | = | = | |
| Curiosity | = | = | = |
| Learning Approach | = | = | = |
| HDS Hogan Scales | Participant 1 | Participant 2 | Participant 3 |
| Volatile | Increased 1 range | = | Decreased 1 range |
| Skeptical | Decreased 1 range | Increased 1 range | Increased 1 range |
| Cautious | Decreased 1 range | Decreased 1 range | Increased 1 range |
| Reserved | = | Decreased 2 ranges | Decreased 1 range |
| Leisurely | Increased 1 range | = | Increased 1 range |
| Bold | = | Decreased 1 range | Increased 2 ranges |
| Mischievous | = | = | Increased 2 ranges |
| Colorful | Increased 1 range | = | Increased 1 range |
| Imaginative | Increased 1 range | Decreased 1 range | = |
| Diligent | Increased 1 range | = | Increased 3 ranges |
| Dutiful | Increased 3 ranges | Increased 1 range | = |
It has been interesting for us to see some differences in the re-assessed participants. And, we would like to share these three specific cases.
When we had individual conversations with the participants to compare their results between 2010 and 2017 and to provide a new feedback, we asked them several standard questions and we found a common pattern in their professional life between 2010 and 2017:
- They were promoted to leadership roles. They perceived that their new role demanded them to stretch their abilities and challenged them to maintain their outstanding reputations and results.
- Their responsibilities were higher and involving people to lead and develop.
- They all paid attention to their personality profiles in 2010 and they made conscious efforts in their individual development throughout the time.
Although we know that three cases do not make a case, we observed that:
- The HDS had significantly more changes than the HPI.
- Personal and professional changes affected their experiences and believes.
- It seems that the strengths (HDS) had to operate more in order for them to adapt to the new environment.
- It is important to re-assess people at least five years after the previous assessment.