Rick YvanovichRegional National DirectorWith the Profiles International South East Asia Blog, it is our mission to help organizational leaders and HR professionals improve their performance and workforce productivity.
Contrary to the popular phrase, ignorance is not bliss! Especially if you’re managing two workers who genuinely don’t get along. When employees dislike each other, their animosity can turn a healthy working space into a toxic environment. Coworker conflict is inevitable; you can’t be everyone’s best friend.
Every week I find people searching for this phrase on Google. I imagine you are probably applying for a job and the employer uses these tools as part of the selection process. Or, maybe you are in a work environment where they want to benchmark their employees for recruiting, team alignment, or other reasons. Whatever the purpose of the assessment, you want to come away impressing the company, recruiter, or manager assessing you.
DISC based profiling is widely used in recruitment. So widely used, in fact, that most applicants for any positions have taken one of the many DISC-based profiles several times. As with any test taken frequently, it is easy for candidates to learn the ‘preferred’ answers to the questions and hence manipulate their responses in order to look like the perfect candidate.
The results a DISC assessment provides can be of great value for hiring, training, as well as employee and team management:
Clear identification of learning and working styles – These information will let the manager know which training method or which management style is suitable for each direct report, therefore enhancing overall effectiveness of the work unit.
The DISC Model Theory is not a recent development. As long ago as 1928, Dr. William Moulton Marston published the “Emotions of Normal People” in which he described it. The DISC language and the descriptive categories that make possible the practical application of his theory were derived from Dr. Marston’s work.
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