DISC Case Study: Invalid Personal Analysis

How an Invalid Extended DISC Personal Analysis Report confirmed a Manager's Suspicions.

Jenny (not her real name) is imployed in a pressure role.

She has daily meetings with some high powered individuals and the demands on her expertise and experience requires a lot of stamina! She is very professional and although she does not naturally possess “C” characteristics, she is careful and systematic in her work role. This is more of a “learned behaviour” than a natural behaviour for her, and is something she has taught herself to address after some fifteen years in her current role.

Her immediate manager has been concerned about her lately, and has been worried that she has not been taking care of herself to the extent he thought she should. The pressure of her job, especially over the last couple of years seems to be taking its toll, and for this reason he decided that she should complete an Extended DISC Personal Analysis Report. The company has a copy of Personal Analysis Reports for all their employees on file and these are used to remind them of the motivators and natural strengths of each individual. The reports also remind them of the things the individual naturally tries to avoid and of their “development areas”. The manager wanted to see what had changed from the original report.
Extended DISC Personal Analysis Profile

 Just as importantly, the reports can identify emotional issues such as stress, frustration, uncertainty of role and insecurity. They also recognise pressure and of course this is one of the reasons the manager decided to obtain an updated report on Jenny.

Jenny completed the online questionnaire and a message was back in the manager’s Inbox within a few minutes. However the message was not one the manager expected! It simply stated that the report was “invalid” and therefore unreliable! As he had attended an Extended DISC training course, he guessed the reason for this, but called our office anyway for our assessment of the situation. The server will not print out an unreliable report, but a copy of the Profiles are shown opposite.

The reason for the unreliable report was immediately obvious. All of Profile II is above the middle line and this translates to extreme pressure. In such circumstances the report will not print out and normally we would suggest the candidate be asked to complete the questionnaire a second time, - maybe in the following week or at least after a day’s break.

As the shape of the two Profiles were similar, we had no doubt that the result really did indicate pressure and was not the result of someone trying to “beat the system”.

A day later, Jenny completed the questionnaire again, and the Profiles from the second report are shown opposite.

Although Jenny’s natural behavioural style (Profile II) was clearly 60% “S”, 25% “I” and 15% “D” in the valid second report, she admitted that the report

Extended DISC Personal Analysis Report Profileswas accurate and she felt that it correctly explained her behavioural style.

Profile I (her perceived need to adjust) was close to her natural style, recording 80% “S” and 20% “I”. The movement in the Profiles (from Profile II to Profile I) indicates however, that she may feel that her freedom to take action has been limited in some way and she may feel that her work does not quite offer the challenges she would like it to. These issues were of course detailed in the “Suggested Interview Questions” page and this gave the manager the opportunity to discuss Jenny’s present responsibilities and to review her role.

This is not an isolated case. Extended DISC Personal Analysis Reports provide tangible evidence of “gut feelings” of managers and HR professionals on a regular basis. The experience of those in control of personnel is of course invaluable but it is always beneficial to have a document that invites a candidate to talk about issues that are sometimes difficult to discuss for the individual.

The other important factor is that Extended DISC has the unique feature of identifying reports that may be unreliable, - something that other behavioural style instruments cannot identify. This of course ensures the integrity of the reporting.

More information about Invalid Reorts is available in our previous article earlier this year.


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