Client success story
Multinational Petrochemical Company
Using a customised Hogan 360 to develop and identify future commercial and technical leaders
A large multinational organisation wanted a more scientifically robust way to assess leadership, identify high-potential talent and connect leadership data with broader organisational outcomes. PBC partnered with the organisation to customise the Hogan 360 to its leadership attributes and build a scalable global approach to development, succession and analytics.
Scale and context
The scale of the Multinational Petrochemical Company and the program provides important context for the work. This was a large, complex, global enterprise using the Hogan 360 as part of a broader leadership and talent system.
Program scale
2,462 Hogan 360s
Delivered by PBC across a three-year period.
Organisation size
90,000+ employees
A global workforce operating at significant organisational scale.
Market context
London Stock Exchange listed
A large publicly listed organisation operating across global markets.
The challenge
The Multinational Petrochemical Company is listed on the London Stock Exchange and has more than 90,000 employees worldwide. The organisation was looking for a new approach to developing and identifying high-potential leaders across its global business. As part of that work, it reviewed its existing leadership assessment suite and identified a need to strengthen the multi-rater component.
Its previous in-house 360 had been reviewed internally and found to have poor validity. The organisation therefore wanted a more scientifically robust assessment that could be aligned to its own leadership attributes and used consistently across different leadership streams.
The organisation also wanted the data to do more than support individual feedback. It needed an assessment that could contribute to succession planning, high-potential identification, organisational analytics and broader evidence-based HR decisions.
The approach
PBC collaborated with the organisation for approximately 12 months to customise the Hogan 360 and build an administration and reporting approach suited to its scale and leadership context.
Customisation
Aligned to leadership attributes
Several versions of the Hogan 360 were created to reflect different leadership streams while maintaining a consistent multi-rater methodology.
Administration
Built for scale
A self-administration platform was created for selected employees, including access to final reports and interpretation.
Benchmarking
Top-quartile comparison
PBC developed benchmarks that enabled leaders to compare their results with top-performing external global leaders.
Scale
2,462 Hogan 360s over three years
Across a three-year period, PBC delivered 2,462 Hogan 360 assessments, creating a substantial longitudinal dataset to support leadership development and organisational insight.
How the Hogan 360 was used
The customised Hogan 360 became part of a broader leadership and commercial talent system. It was used for both development and identification of potential, with the data applied at individual, team and strategic levels.
Leadership development
Develop future leaders
The assessment supported the development of business, functional and people leaders and helped identify future commercial and technical leaders for high-potential programs.
Succession planning
Inform senior talent decisions
Aggregated 360 data contributed to senior succession planning and enabled comparison with external top-quartile performance.
Strategic analytics
Understand strengths and gaps
The organisation used aggregate profiles to examine leadership strengths and gaps in relation to strategic priorities and different parts of the business.
Safety
Safety was a critical performance indicator for the organisation. Its own analytical work had shown that higher employee engagement scores predicted fewer safety incidents, and that leadership at team and organisational level accounted for a large proportion of engagement.
This made leadership behaviour relevant not only to development and talent decisions, but also to the organisation's safety agenda. The customised Hogan 360 helped the organisation identify leadership behaviours associated with engaging employees and provided data that could be used alongside other business and people measures.
Leadership behaviour
360 feedback provided a structured measure of the leadership behaviours being experienced across the organisation.
Employee engagement
The organisation's analytics showed a strong relationship between leadership, team engagement and performance.
Safety performance
Higher engagement scores were associated with fewer safety incidents, informing targeted interventions where personal safety needed improvement.
The outcomes
Benchmarking
External context
Leaders and cohorts could be compared with external benchmarks, including top-quartile performance.
Validation
Technical confidence
The organisation re-validated the factor structure of the Hogan 360 and highlighted the technical qualities of the assessment.
Business analytics
Connect people and performance data
360 data contributed to analysis of the relationship between leadership, engagement, sales and broader team performance.
Intervention
Translate insight into action
Findings informed leadership development, annual feedback to line managers, targeted strategy communications and personal safety interventions.
From assessment data to evidence-based HR
The customised Hogan 360 gave the organisation a scalable multi-rater assessment aligned to its own leadership model, while also creating an evidence base that could be examined alongside engagement, safety and commercial outcomes.
The data was used to support leadership development and potential identification, strengthen succession planning and educate internal stakeholders about the value of reliable and valid assessment data in people decisions.
Client success story
A leadership assessment designed to inform decisions at scale
Across 2,462 Hogan 360 assessments delivered over three years, the customised approach gave the organisation a consistent, benchmarked way to understand leadership behaviour and apply that insight across development, succession, organisational analytics and safety-related interventions.
