Is DISC a Good Recruitment Tool?
Who should you hire for that role?
There are a range of selection tools out there. One tool that is particularly useful in candidate selection is DISC profiling, a behavioural assessment that categorises individuals based on their individual mix of four behavioural styles.
Because DISC defines a person’s preferred ways of working, it’s effective at predicting how a person will ‘fit’ with a team’s and organisation’s culture.
What makes DISC profiling an effective recruitment selection tool?
At its core, DISC profiling provides insights into an individual’s behavioural tendencies and interaction styles. The beauty of DISC lies in its simplicity; it puts complex human behaviours into manageable categories that can be easily understood and applied in a workplace setting.
DISC does not say how well a person would do their job; it maps how they will do their job. In other words, how the person will likely fit in a team or organisation’s culture and ways of working, by making it easy to compare their natural ways of working with others in the group.
4 Reasons To Use DISC Profiling in Candidate Selection
1. Cultural Fit: An organisation’s success is often tied to its culture. Using DISC profiling allows recruiters to assess not only the skills of a candidate but also their fit within the organisation’s culture. For instance, a company that values collaboration may benefit from hiring candidates with high Influence scores, as these individuals are typically persuasive, social, and supportive. Conversely, roles demanding precision may require candidates with elevated Conscientiousness.
2. Tailored Interview Processes: Imagine walking into an interview equipped not just with a resume, but with a nuanced understanding of a candidate's behavioural style. By leveraging DISC results, recruiters can tailor their interview questions to explore areas of concern or interest more deeply. For instance, a candidate with a high Dominance score may respond well to direct questions that appreciate their assertiveness and decision-making skills.
3. Objective Decision-Making: Interviews are subjective; there accuracy is compromised by unconscious biases and a tendency to favour candidates who are similar to the interviewer. Using DISC profiling introduces a greater degree of objectivity into the process. By focusing on behavioural traits as well as qualifications and experience, organisations can make better cultural ‘fit’ hiring decisions..
4. Predictive of Performance: While DISC doesn’t say how well a person will do their job, it does offer insight as to whether a candidate’s ways of working fit with what’s needed in a role. For example, sales positions often benefit from candidates with high Influence characteristics, while project management roles may favour individuals who display Conscientiousness.
What About Induction?
The effective induction of a new person is extremely valuable for a team, organisation, and the new person.
Using DISC means they, and their new colleagues, spend far less time learning about one another and working out how to work together. It sets the stage for their success, increasing the speed and effectiveness of their integration.
DISC can be used in these specific ways …
Understanding a new hire’s DISC profile provides valuable insights into how they can best be inducted. For instance, a Steadiness-oriented individual may appreciate a structured onboarding plan, whereas a Dominance-oriented new hire might prefer greater autonomy and opportunities to take initiative from day one.
New hires informed about their own DISC profiles and those of their colleagues will find it easier to navigate conversations with people they do not yet know. For example, a new hire with a high Influence (I) style whose manager has a D style can understand from the start how to best communicate with their boss, and vice versa.
DISC profiling promotes a culture of feedback. During the induction process, managers can explain how the DISC assessment will inform performance discussions. Employees will appreciate knowing that feedback will be based on observable behaviours rather than subjective opinions, leading to an environment conducive to growth and improvement.
In a world where people move between roles and organisations more frequently, the efficiency that DISC brings to selection and induction is extremely valuable.