Dear all,
Can anyone tell me what would be the ideal DiSC profile of an HR Manager in any organization? 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 a justification for your answer, please? (Recently, someone told me that an HR Manager should predominantly have an Influencing profile rather than a Dominating profile. I do not fully agree with this view.)
Govardhan
From India, Madras
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18Can anyone tell me what would be the ideal DiSC profile of an HR Manager in any organization? 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 a justification for your answer, please? (Recently, someone told me that an HR Manager should predominantly have an Influencing profile rather than a Dominating profile. I do not fully agree with this view.)
Govardhan
From India, Madras
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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.
Thanks,
Govardhan
From India, Madras
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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.
Thanks,
Govardhan
From India, Madras
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Dear Govardhan,
I have practiced DISC profiling a bit (been exposed to it since 2001, got certified the same year & yet I don't 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, let's 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 that he perceives 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 dominance, 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 inappropriate to take a generic profile for an HR manager, but look at the job description. Focus on the KRA & KPI & then do an 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.
Regards,
K. Amruth Kumar
Chief Consultant
Greatscope Consulting
From India, Mumbai
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I have practiced DISC profiling a bit (been exposed to it since 2001, got certified the same year & yet I don't 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, let's 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 that he perceives 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 dominance, 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 inappropriate to take a generic profile for an HR manager, but look at the job description. Focus on the KRA & KPI & then do an 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.
Regards,
K. Amruth Kumar
Chief Consultant
Greatscope Consulting
From India, Mumbai
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Hi Amruth,
What you said is right. HRM has different profiles, depending mainly on the job description. It varies for those who handle core HR, training, and recruitments.
Normally, for an HR executive, the profile will have low D, high I, low S, and high C, I think. However, managers should be high in D but lower in I. They should have a dominating profile but not excessively high, as that may lead to some problems. This profile suits a Marketing role well. A high I makes a manager a people person, which is advantageous.
Vinuker
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What you said is right. HRM has different profiles, depending mainly on the job description. It varies for those who handle core HR, training, and recruitments.
Normally, for an HR executive, the profile will have low D, high I, low S, and high C, I think. However, managers should be high in D but lower in I. They should have a dominating profile but not excessively high, as that may lead to some problems. This profile suits a Marketing role well. A high I makes a manager a people person, which is advantageous.
Vinuker
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Dear Friends 😃,
I agree with the general view that the DISC profile would vary from organization to organization and the level of the incumbent. At the 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, involving decision-making. The tragedy is the opposite case. If, instead of listening and understanding others and trying to persuade in a subtle manner, a working-level executive assumes an aggressive role, they become a liability to the function and organization. A top HR functionary, similarly, instead of being decisive and dominating, would render himself ineffective by being democratic and adopting a laissez-faire approach. Such instances are not uncommon. The same is the proportion with regard to S and C. C will be more at the working level, whereas C will be less at the top level. This is what my experience tells.
Thanks,
KK Nair
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I agree with the general view that the DISC profile would vary from organization to organization and the level of the incumbent. At the 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, involving decision-making. The tragedy is the opposite case. If, instead of listening and understanding others and trying to persuade in a subtle manner, a working-level executive assumes an aggressive role, they become a liability to the function and organization. A top HR functionary, similarly, instead of being decisive and dominating, would render himself ineffective by being democratic and adopting a laissez-faire approach. Such instances are not uncommon. The same is the proportion with regard to S and C. C will be more at the working level, whereas C will be less at the top level. This is what my experience tells.
Thanks,
KK Nair
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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 it is about managing the Human Resource of the organization, which is more valuable compared to any other resource of the organization. Managing Human Relations is only a part of Human Resource Management.
In my opinion, an employee should not just be a cog in the wheel but a part of the driving force that propels the whole organization in the dynamic market situation of today. They need to drive the company against many odds - the competition, resource constraints, etc. The departments or the employees are not cogs in the wheel; they are 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 lubricant, a viscous oil that sits between the mechanical parts for days causing slipperiness everywhere. The HR person burns his own fuel also - his knowledge, skill, sometimes his personal ambitions - for the glory of his organization in the process of aligning all the employees with the organization's goals and objectives. This calls for a great level of leadership. HR, I feel, should not be confined to departmental boundaries, as this function has to cut across the organization to ensure organizational effectiveness. We talk about HR-driven organizations. What does it mean? Does it mean HR should play a dominating role or an influencing role? I do not know.
I agree that depending on the specific role of the HR person and what their primary role is - training, IR, recruitment, etc. - and their level in the organization, every HR person should look at their desirable DiSC profile that would bring out the best of their performance. But they should not forget that HR owns the responsibility of keeping the organization's human resource competent, flexible, sensitive to 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 it or not. HR may take all the beatings from all around, but it has to stand by this mission.
Though there is light humor 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 analyze 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 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.
Regards,
Govardhan
From India, Madras
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Thank you for your responses. Your ideas on the subject are really thought-provoking.
I think HR is not just about Human Relations, but it is about managing the Human Resource of the organization, which is more valuable compared to any other resource of the organization. Managing Human Relations is only a part of Human Resource Management.
In my opinion, an employee should not just be a cog in the wheel but a part of the driving force that propels the whole organization in the dynamic market situation of today. They need to drive the company against many odds - the competition, resource constraints, etc. The departments or the employees are not cogs in the wheel; they are 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 lubricant, a viscous oil that sits between the mechanical parts for days causing slipperiness everywhere. The HR person burns his own fuel also - his knowledge, skill, sometimes his personal ambitions - for the glory of his organization in the process of aligning all the employees with the organization's goals and objectives. This calls for a great level of leadership. HR, I feel, should not be confined to departmental boundaries, as this function has to cut across the organization to ensure organizational effectiveness. We talk about HR-driven organizations. What does it mean? Does it mean HR should play a dominating role or an influencing role? I do not know.
I agree that depending on the specific role of the HR person and what their primary role is - training, IR, recruitment, etc. - and their level in the organization, every HR person should look at their desirable DiSC profile that would bring out the best of their performance. But they should not forget that HR owns the responsibility of keeping the organization's human resource competent, flexible, sensitive to 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 it or not. HR may take all the beatings from all around, but it has to stand by this mission.
Though there is light humor 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 analyze 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 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.
Regards,
Govardhan
From India, Madras
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Dear all,
Bravo! That was thought-provoking and analyzing ourselves as to where we are in the growth of our organization, and what we do... There comes our role as Strategic Business Partner. An awakening call to all HRs to take the organization to new heights.
Happy teaming,
Joseph
From India, New Delhi
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Bravo! That was thought-provoking and analyzing ourselves as to where we are in the growth of our organization, and what we do... There comes our role as Strategic Business Partner. An awakening call to all HRs to take the organization to new heights.
Happy teaming,
Joseph
From India, New Delhi
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Hi All,
I felt it appropriate to put forward my views on the discussion, as I am part of the organization that has taken the DISC profiling to some of the largest companies in India. Also, having analyzed at least 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 viewpoints 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 example, 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.
With respect to 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 behavioral 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
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I felt it appropriate to put forward my views on the discussion, as I am part of the organization that has taken the DISC profiling to some of the largest companies in India. Also, having analyzed at least 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 viewpoints 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 example, 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.
With respect to 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 behavioral 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
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Hi all,
Vidhya here from Textech International Pvt. Ltd., Chennai. We are finalizing our policy for employees on the night shift, especially for women who travel at night.
I have reviewed the Tamil Nadu Shops and Establishments Act, and it does not address this issue.
Is there a law regarding drop facilities for female employees after a specific time in Chennai? This is urgent, folks... Please help!
Warm regards,
Vidhya
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Vidhya here from Textech International Pvt. Ltd., Chennai. We are finalizing our policy for employees on the night shift, especially for women who travel at night.
I have reviewed the Tamil Nadu Shops and Establishments Act, and it does not address this issue.
Is there a law regarding drop facilities for female employees after a specific time in Chennai? This is urgent, folks... Please help!
Warm regards,
Vidhya
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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, and software groups. I wanted to know how one decides 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, Kankana
From India, Delhi
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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, and software groups. I wanted to know how one decides 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, Kankana
From India, Delhi
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Hi, Experienced people here, plz put some more light on the Basics of DISC profiling... am new in HR and hope to learn a lot from you guys here..... Thanks ~Shehwar
From India, Madras
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From India, Madras
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Dear Jawadahmed,
Thank you for your explanation. It was really very useful. I think our members can benefit from your company's help with DiSC profile analysis of their key employees. I am sure DiSC will be a useful tool for matching people with jobs or identifying gaps and making improvements.
It would be helpful if you could elaborate on the D and I aspects desirable for an HR Manager, although you have mentioned that an HR manager should have high D and high I. What style should the HR manager adopt when dealing with peers who are heading other functions or departments?
Thanks a lot!
Regards,
Govardhan
From India, Madras
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Thank you for your explanation. It was really very useful. I think our members can benefit from your company's help with DiSC profile analysis of their key employees. I am sure DiSC will be a useful tool for matching people with jobs or identifying gaps and making improvements.
It would be helpful if you could elaborate on the D and I aspects desirable for an HR Manager, although you have mentioned that an HR manager should have high D and high I. What style should the HR manager adopt when dealing with peers who are heading other functions or departments?
Thanks a lot!
Regards,
Govardhan
From India, Madras
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Hi Govardhan,
I am a staff member at Resources Unlimited, an Inscape Publishing distributor. I would highly recommend completing the DiSC Role Behavior Analysis. The Role Behavior Analysis (RBA) provides specific DiSC behavioral statements for defining, describing and discussing expectations for role-based behavior. The Role Behavior Analysis uses the DiSC System to collect and process perceptions of the behavioral expectations of ‘how’ a job, position, or role needs to be fulfilled to achieve maximum effectiveness.
The online version is very cost-effective at only $ US. Order online at: http://www.resourcesunlimited.com/sh...sis_Online.asp
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I am a staff member at Resources Unlimited, an Inscape Publishing distributor. I would highly recommend completing the DiSC Role Behavior Analysis. The Role Behavior Analysis (RBA) provides specific DiSC behavioral statements for defining, describing and discussing expectations for role-based behavior. The Role Behavior Analysis uses the DiSC System to collect and process perceptions of the behavioral expectations of ‘how’ a job, position, or role needs to be fulfilled to achieve maximum effectiveness.
The online version is very cost-effective at only $ US. Order online at: http://www.resourcesunlimited.com/sh...sis_Online.asp
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Hello Mr. Goverdhan,
As per our recommendation, there's a hard-core HR Workforce Management software which will take care of all the organization's HR activities. Implementing it will definitely increase not only the performance of the workforce but also help in increasing efficiency and the growth of the organization. The price of the software designed is affordable and attractive.
Unlike other HR products in the market, HR Align permits seamless integration of workforce management with the best-in-class HR practices to unleash the hidden potential and latent talent of your human capital. A lot of effort has gone into making this software user-friendly by linking People, Strategy, and Performance in an organized and efficient manner. It improves performance and accountability by providing a matrix of critical tools, workflow, and information that helps companies drive business results from HR activities.
Many more new concepts are coming up which will reinforce all the core areas in an organization at large, such as:
1. HR Scorecard
2. Succession Planning
3. OHEI Health survey
4. CRM
5. KMS
They can be reached at 09967200517 / 9892022091.
Contact Persons:
- Vaibhav Dongare
- Taran Bhatia
Regards,
HR Experts
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As per our recommendation, there's a hard-core HR Workforce Management software which will take care of all the organization's HR activities. Implementing it will definitely increase not only the performance of the workforce but also help in increasing efficiency and the growth of the organization. The price of the software designed is affordable and attractive.
Unlike other HR products in the market, HR Align permits seamless integration of workforce management with the best-in-class HR practices to unleash the hidden potential and latent talent of your human capital. A lot of effort has gone into making this software user-friendly by linking People, Strategy, and Performance in an organized and efficient manner. It improves performance and accountability by providing a matrix of critical tools, workflow, and information that helps companies drive business results from HR activities.
Many more new concepts are coming up which will reinforce all the core areas in an organization at large, such as:
1. HR Scorecard
2. Succession Planning
3. OHEI Health survey
4. CRM
5. KMS
They can be reached at 09967200517 / 9892022091.
Contact Persons:
- Vaibhav Dongare
- Taran Bhatia
Regards,
HR Experts
Acknowledge(0)Amend(0)
Hi Dinesh,
Your idea on DiSC profile is really excellent. It is true that the phase of the company (whether it is a startup company or a young company, etc.) is an important determinant of the desired profile.
Thanks for your valuable input.
Hi friends,
Thanks to everyone who responded and improved my outlook on the subject.
Thanks a lot.
Regards,
Govardhan
From India, Madras
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Your idea on DiSC profile is really excellent. It is true that the phase of the company (whether it is a startup company or a young company, etc.) is an important determinant of the desired profile.
Thanks for your valuable input.
Hi friends,
Thanks to everyone who responded and improved my outlook on the subject.
Thanks a lot.
Regards,
Govardhan
From India, Madras
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Human resources is used to describe both the people who work for a company or organization and the department responsible for managing resources related to employees. The term human resources was first coined in the 1960s when the value of labor relations began to garner attention and when notions such as motivation, organizational behavior, and selection assessments began to take shape.
HR also called personnel or talent management, human resource Management take care of all things which related to managing an organization’s human capital.
Human Resource Management is in this manner concentrated on various real regions, including
Recruiting and staffing
Compensation and benefits
Training and learning
Labor and employee relations
Organization development
Due to the many areas of human resource management, it is typical for professionals in this field to possess specific expertise in one or more areas. Just a few of the related career titles for HR professionals include:
Training development specialist
HR manager
Benefits specialist
Human resource generalist
Employment services manager
Compensation and job analysis specialist
Training and development manager
Recruiter
Benefits counselor
Personnel analyst
Hence, Human resource management involves developing and administering programs that are designed to increase the effectiveness of an organization or business. We, Seven HR Consultancy are well established with Resource Recruitment and are one of the top Recruitment, Placement, Job & Manpower Consultant in mumbai, Navi Mumbai & Thane. Many startup, SME and corperates are relying on us as best recruitment consultant.
Website link : https://www.7consultancy.in/
From India, Mumbai
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HR also called personnel or talent management, human resource Management take care of all things which related to managing an organization’s human capital.
Human Resource Management is in this manner concentrated on various real regions, including
Recruiting and staffing
Compensation and benefits
Training and learning
Labor and employee relations
Organization development
Due to the many areas of human resource management, it is typical for professionals in this field to possess specific expertise in one or more areas. Just a few of the related career titles for HR professionals include:
Training development specialist
HR manager
Benefits specialist
Human resource generalist
Employment services manager
Compensation and job analysis specialist
Training and development manager
Recruiter
Benefits counselor
Personnel analyst
Hence, Human resource management involves developing and administering programs that are designed to increase the effectiveness of an organization or business. We, Seven HR Consultancy are well established with Resource Recruitment and are one of the top Recruitment, Placement, Job & Manpower Consultant in mumbai, Navi Mumbai & Thane. Many startup, SME and corperates are relying on us as best recruitment consultant.
Website link : https://www.7consultancy.in/
From India, Mumbai
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Please visit this website: https://www.startuphrtoolkit.com
From India, Ahmedabad
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From India, Ahmedabad
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