Dear all,
Can anyone tell me what would be the ideal DiSC profile of HR Manager in any organisation? What should be the DiSC proportion? I mean, how much D, how much i, how much S and how much C in terms of percentage? (Example: D=25%, i=50%, S=12.5%, and C=12.5%)
Can you also give justification for your answer, please?
(Recently someone told me that HR Manager should predominantly have Influencing profile rather than a Dominating profile. I do not fully agree with this view.)

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Dear Friends,
It would be really interesting and useful to take this topic for your analysis and reaction. This topic assumes importance and needs serious discussion when we are talking about the role of HR to be strategic in the organization.
I request our friends of the HR fraternity to respond.

From India, Madras

Dear Govardhan,

I have practised DISC profiling a bit ( been exposed to it since 2001, got certified the same year & yet I dont consider myself an expert)

In my Opinion, the profile should be according to the specific needs/ situation of the organization. You could maybe do the HJA ( Human Job Analysis) first & then derive the ideal profile.

That said, lets try to look at what the role of the HR manager is.

HR - means Human Relations & this can be best done by using Influence over others ' most of the time & not a Dominant attitude.

I was speaking to the HR manager of a logistics company this morning & he said thet he percieves his role as ' the oil that lubricates the cogs( depts) of the organization.'

This means that the HR person largely has to be of an Influencing type ,but of course needs to have a fair bit of Domnance , not to forget Compliance & Steadiness.

But here is an interesting twist:

If the HR person is into Training & Development he must be a High I D with a good measure of Compliance.

If he is into recruitment, labor laws, wages, ESI ,PF etc , then the Influence factor can be toned down but the Compliance & Steadiness factor needs to be high.

Therefore , it would be inapppropriate to take a generic profile for an HR manager, but look at the Job Description. Focus onthe KRA & KPI & the do a HJA . this will be - in my opinion- the best way to derive the 'ideal profile'.

And the profile is not put in terms of percentages but a point system.

I 'll end my case here & wait for the learned members of the forum to add more value to this thread.


K.Amruth Kumar

Chief Consultant

Greatscope Consulting

From India, Mumbai
Yes Amruth What you said is right.
HRM have different profiles. It depends upon the job description mainly.
It varies for one who does the core hr, training and recruitments.
Normally for HR executive the profile will be low D, high I, Low S and high C i think.
But the managers should be a high D but lesser than I. He should be dominating profile but not too high. Too high will have some problems. It suits a Marketing profile. High I makes him a peoples person, which is an advantage.


Dear Friends :D :D I agree with the general view that the DISC profile would vary from orgn. to organ. and the level of incumbent. At working level an HR executive's skill would lie in influencing and persuading people (integrating function) whereas at the top level it could be more of a dominating one., being decision making. The tragedy is being the opposite case. If instead of listening and understanding others and try to persuade in a subtle manner a working level executive assumes an aggressive role and becomes a liability to the function and organisation. A top HR functionary, similarly, instead of being decisive and dominating, would render himself ineffective by being democratic and by adopting lassex-faire approach. Suh instances are not uncommon. Same is the proportion with regard to S and C. C will be more at working level whereas C will be less at top level. This is what my experience tells. Thanks KK Nair


Dear Amruth and Prasanth,

Thank you for your responses. Your ideas on the subject are really thought provoking.

I think HR is not just about Human Relations, but is about managing the Human Resource of the organization, which is the more valuable compared to any other resource of the organization. Managing Human Relations is only a part of Human Resource Management.

And, an employee in my opinion should not be just a cog in the wheel, but part of the driving force that drives the whole organization in the market situation that is very dynamic today. They need to drive the company against so many odds - the competition, resource constraints, etc.etc.The departments or the employees are not cogs in the wheel. They are rather the engine. The HR person should be the fuel pump kept nearest to the engine feeding the fuel, that burns and transforms its chemical energy into heat energy ultimately converted into mechanical energy that causes speedy movement. HR is not the the lubricant, a viscous oil that sits between the mechanical parts for days together causing slippery everywhere. HR person burns his own fuel also- his knowledge. skill, sometimes his personal ambitions - to the glory of his organization in the process of aligning all the employees with the organization's goals and objectives. This calls for great level of leadership. HR, I feel, should not be confined to departmental boundaries, as this function has to cut across the organization for ensuring organizational effectiveness. We talk about HR driven organizations. What does it mean? Does it mean HR should play a dominating role or influencing role? I do not know.

I agree that depending on the specific role of the HR person and what is his primary role - training or IR or Recruitment, etc. - and what is his level in the organization, every HR person should look at his/her own desirable DiSC profile that would bring out the best of his/ her performance. But he/she should not forget that HR owns the responsibilty of keeping the organization's human resource competent, flexible and sensitive to the market and technological changes and challenges, proactive, effective, and so on. The onus for this lies with HR by virtue of the position HR holds in the organization whether someone likes it or not or understands or not. HR may take all the beatings from all around, but it has to stand to this mission.

Though there lies a light humour in what Prashant has said about the pitiable condition that exists in many organizations, what he has highlighted is serious and needs to be critically looked into.

It would be useful if our CiteHR members analyse the relevant DiSC profile of the HR Manager given the above missionary role of HR function, though the function encompasses many components - Recruitment, Training, Legal Compliance etc.

I think the discussions on this subject of DiSC will prove to be useful for all the HR persons, who want to have self-introspection in the context of the role they are heading towards in the organizations they are working for. It may be that DiSC is inadequate to come to our total rescue in this regard. But, it is worth discussing to find out.



From India, Madras
Dear all,
Bravo !!
That was thought provoking and analysing ourselves as to where we are in the grwoth of our organization , and what we do ..
there comes our role as Strategic Business Partner.
An Awkening call to all HRs to take Org to heights..
Happy Teaming

From India, New Delhi
Hi All,

I felt it appropriate to put forward my views on the discussion, as i am part of the organisation that has taken the DISC profiling to some of the largest companies in india. Also, having analysed atleast 2000+ DISC profiles and trained more than 1000+ individuals on the Thomas Profiling tools (DISC based) has provided me with opportunities to address similar queries in the past.

I fully agree with most of the view points of my fellow members that it is absolutely important to understand the job description before we can even try to guess what the DISC profile will look like. However, what i do not agree with is the immediate conclusion of most individuals that a manager needs to have a HIGH "D" (Dominance) as part of his profile. I have had the opportunity to profile individuals and jobs within various sectors and industries and i can confidently tell you that many managerial roles do not have a Dominance profile.

Also, in the same breath i can tell you with certainty that there are roles within the HR dept that may not need a High "I" (influence) for eg: in roles that involve reference checks and background checks, the job demands the ability to demonstrate a need to stay at a distance from people to help make a more rational decision whereas the HIGH "I' Profile is known to be a more emotional profile.

W.r.t the question that Govardhan has raised, in our experience some of the best HR heads we have profiled have a HIGH "D" & HIGH "I" as part of their profile but, this can only be concluded by using one of our tools called the HUMAN JOB ANALYSIS (Find HJA document attached)

If you have a need to understand or assess the behaviourial requirements of a job or profile individuals, I can be reached at the following address:

Thomas Assessments Pvt Ltd (Thomas International, UK)

T-2, 3rd Floor

TNT Towers, Infantry Road

Bangalore - 560 001

landline : 080 -41120217

Thomas Assessments Pvt Ltd is the sole license holder for all Thomas International products and services in India & the SAARC with offices in all major cities of India.

Best Wishes,

Jawad Ahmed

Training Manager-Southern & Eastern region

Thomas Assessments Pvt Ltd

(0) 93424 42329

From India, Bangalore

Attached Files (Download Requires Membership)
File Type: doc human_job_analysis_564.doc (381.5 KB, 1691 views)


Hi all,
Vidhya here from Textech International Pvt. Ltd. Chennai. We are firming up our policy for employees in the night shift, especially women who travel at night.
I have gone through the Tamil nadu Shops and Establishments Act and it does not mention anything for this.
Is there a law for drop facility for women employees after a particular time, in Chennai. This is urgent folks....Please help!!!
Warm regards,


Dear All,
I have been following the above discussion quite keenly.
I am working with an IT company, in the recruitment team in HR. We use FIRO-B in our company, at senior levels - for sales, HR, software groups.
I wanted to know how does one decide which test would profile the candidates in the best possible manner? Additionally, if anyone has used or is using FIRO-B in their organization, could you share your insights and experiences on the same?
Warm regards,

From India, Delhi

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