Jack (not his real name) seemed to be a contented manager who did not stand out as a “mover and shaker” but nevertheless went about his duties carefully enough to get by.
The company’s management initially had identified Jack as a future leader and were somewhat disappointed that he was not performing to the level expected. He was carrying out his duties in accordance with his job description well enough, but wasn’t the standout performer the Managing Director had expected.
Jack was recommended to the firm by their recruitment company as his qualifications and background seemed to fit the role required but no behavioural assessment was used in the selection process. The use of this methodology would not have changed the decision to employ Jack. Had a Behavioural Assessment been obtained, the Managing Director would have known from the get go what motivated Jack, what he would try avoid and what his development areas were. Without this information, the managing director relied solely on his experience in working closely with Jack to help him achieve his objectives.
As part of the annual performance review, the Managing Director decided to engage a Human Resource consultant who recommended the use of Extended DISC in the process, not just for Jack, but for the entire staff of 300 plus people. This provided a reference point for future Human Resource management. Jack’s