For a number of years now, we’ve been using the DISC personality assessment to learn more about our employees so we can ultimately help them get into positions that capitalize on their strengths. Someone may be a great fit for one role but not as effective in another. The DISC assessment costs $55 and takes 15 to 20 minutes to complete, and it generates real data on who might fit where, rather than us simply trusting our gut.
DISC has also been a powerful tool in assisting us with new hires, getting the right people for the right jobs. It is a non-judgmental profiling system that measures the level of four traits: Dominance, Influence, Steadiness, and Conscientiousness.
It’s great because you can get an assessment that’s specifically tailored for certain key positions. For example, if you’re hiring a production manager or an operations manager, you can generate a report that will rate the candidate based on particular competencies and look at how well they will fit those jobs.
We also use DISC in our sales process. If we have a client who I can gauge is a high “C,” we would then tend to go through the contract very carefully with them, whereas if they’re obviously a strong “D,” we may just hit the high points.
DISC is a wonderful tool, but we always keep in mind that it’s not the be-all and end-all, and we need to remain flexible. I recently had a candidate who ended up profiling differently from what I needed for the job. He didn’t score as high a “C” on the DISC assessment as I thought he would and, since it was an estimating position, that quality is important. But I brought him onboard anyway. He wanted the job, had the experience we were looking for, and it felt like a fit. He’s been a great hire.
So, even though I highly recommend DISC assessments, they should be used as just one piece of a bigger puzzle.