How to use DISC for Talent Acquisition

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Research by the Harvard Business Review shows that acquiring top talent could ultimately be the difference between success and mediocre result. In fact, vetting and positioning incoming talents, based on strengths and abilities, isn’t always enough. With every “ying,” there’s a “yang.” Therefore, both are necessary in finding the right talent for your organization.

We need to find balance in everything we do. We must position the new amongst the existing in order to strengthen our organization, overall, and therefore gain greater footing within the markets. Where one lacks, we should find one that excels. Examining the behavior of incoming talents for predictive hiring will allow us to decide if they have what it takes to fulfill the role that they are after, if they work better alone or in a group setting, and who they may best collaborate with – in turn, increasing productivity and quality for the organization.

Let’s begin with identifying the role that you are trying to fulfill. Will you need someone that takes risks, or will you need someone that operates strictly, based on the numbers? Differentiating your immediate hiring needs, from the overall needs of the firm, can be vital. Sometimes, we won’t realize the weaknesses elsewhere within the organization until we do this. Handpicking talent based on strengths and weaknesses will allow us to find that balance between new and existing, leading us to exceed “mediocre” by equipping our workforce with the resources that we need to succeed.

Take a look at the DISC model on DISCInsights by PeopleKeys, and decide which personality style describes your current position.