With Departments and Agencies turning their attention beyond the annual performance cycle, now is the time to consider how Hogan 360 data can support sustained leadership development across the SES cohort.
Drawing on our review of the maturity model and deep experience with Hogan 360 programs, we’ve identified how participants can use their feedback profiles and Individual Development Plans (IDPs) to drive meaningful growth aligned to APS capability frameworks.
By embedding Hogan 360 insights into ongoing development conversations, structured initiatives, and team-level engagement, organisations can foster a culture of feedback, accountability, and continuous capability building—ultimately strengthening leadership maturity over time.
Post the Performance Assessment cycle, the Development domain asks the “what next?” question. Post 360 cycle, there is an opportunity to consider how to leverage 360 insights overtime to enable sustained focus and delivering capability build and change outcomes.
Development
- As part of the structured delivery of Hogan 360 programs, participants receive their Hogan 360 report, along with an Individual Development Plan (IDP) aligned to relevant APS capability frameworks. The IDP prompts and captures development actions that form a key discussion points suitable to the start of a development cycle.
- Sustaining participant development can be resolved with a myriad of interventions beyond annual goal setting integrated with 360 insights. Examples could include intentionally designing development programs and initiatives where candidates are asked to reference back to their 360s or IDPs; the introduction of IDP development as an agenda item as part of a leaders 1:1s with direct reports or; or undertaking team level engagement around collective 360 data to share and understand how individual areas of strength and development needs play out at the collective level.
- Each of these moments provides the opportunity for candidates to reengage with their profiles, emphasising the organisations commitment to the development objective and building organisational norms regarding feedback and accountability of development
- We recommend the repetition of the Hogan 360 every 12-18 months as best practice for driving participant focus, accountability for their development and acting as an objective measure for capability growth.
9-box grid
- Hogan 360 data can be used as key inputs to succession planning to identify High Potential Participants and key areas of development to align growth opportunities. At PBC we regularly work with clients to establish scoring thresholds to map 360 feedback with 9-box grids.
- Measuring capability over multiple cycles provides critical insight to a succession candidate’s willingness to develop self-awareness and invest in growing leadership capabilities
360-degree feedback
Organisations and candidates adopting a systemic approach to 360-degree feedback can foster accepted norms for giving and receiving feedback, enhancing organisational development. This approach also improves the effectiveness of each 360 cycle by embedding expectations and accountability for acting on feedback. Unsatisfactory Performance
- Hogan 360 profiles provide valuable insight to a participant’s performance as viewed across various categories of Department Agency stakeholders. 360 exercises can often uncover where there are aspects in which the participant is not engaging to their full capability e.g. good at managing up but challenged with managing down.
- Repeat 360 scores can also help identify a pattern of underperformance, need for improvement, or decline in performance.
With all this in mind, we have 2 questions for you:
- How could you be using Hogan 360 insights to keep SES development active and accountable beyond the initial feedback cycle?
- What role could Hogan 360 data play in shaping your succession planning or identifying high-potential SES leaders in your Department or Agency over time?
Want to know more? Reach out to Alex Bond, Director of Business Strategy and Growth, at abond@peterberryconsultancy.com
