Internal Profile

The Internal Profile reflects the candidate's true motivations and desires. This is the type of behaviour that often appears outside a working environment, or when an individual is placed under pressure.

Dominance: 34%
Influence: 44%
Steadiness: 87%
Compliance: 59%




External Profile


The External Profile describes the candidate's perception of the type of behaviour they should ideally project. This shape usually represents the type ' of behaviour that an individual will try to adopt at work.

Dominance: 23%
Influence: 67%
Steadiness: 64%
Compliance: 28%



Summary Profile

In reality, candidates will usually act in ways consistent with elements from both profiles. The Summary Profile is a combination of the other two graph shapes, describing a person's likely normal behaviour.

Dominance: 26%
Influence. 59%
Steadiness: 74%
Compliance: 48%





Shift Pattern

The Shift Pattern graph shows the changes between the candidate's Internal and External Profiles, and so highlights the adaptations the candidate is making to their character.

Dominance:     Down by 11%
Influence:        Up by 23%
Steadiness:     Down by 23%
Compliance:    Down by 31 %











Primary Traits: Passive and Open




A steady, amiable type of person, relating to the DISC factor of Steadiness, can be described as a Planner. People of this kind are patient and persistent, dislike change, and like to take time to plan carefully before acting (hence the name of the style).


• Overview: Patient




• Values: Support (and Attention)

• Seeks: Time (and Approval)

• Avoids: Change (and Isolation)

• Pressure Response: Compromises (may also Attack)

• Approach: Patient


• Strategy: Promise (also responds to People)

Trait Analysis

Strong Traits

Strong Traits are traits that are particularly well represented in an individual's typical behaviour. This candidate's profile indicates the following strong traits-

• Patience

• Technical Potential

• Thoughtfulness

• Social Orientation


Weak Traits

Weak Traits are traits that are not normally seen, or at least are not well represented. The weak traits indicated by this candidate's profile are Sell-Motivation and Enthusiasm

Simulated Traits

Simulated Traits are traits that are not present in a candidate's underlying behavioural pattern, but are being simulated to meet the needs of the current condition. This candidate is simulating the following traits at present:

• Self-Confidence

• Enthusiasm

• Friendliness



Stress Analysis






This candidate is suffering from some stress, but this is relatively low and unlikely to be impacting on their performance. This stress is negative in nature - that is, it cannot be channelled in a positive way by the candidate to provide a source of motivation. The stress level shown is most likely to have its source in the work environment.


A dependable, loyal and patient person, Dicki is naturally suspicious of change, and hence tends to prefer the status quo. He will seldom deviate from the tried and tested paths of life, and finds sudden or radical change extremely uncomfortable. Being conservative by nature, Dicki is someone who, to a large extent, prefers to know what the future holds and views risk as unnecessary and dangerous.


Amiability is another key factor in his personality; he will wish to be on good terms with other people, and will generally react in a friendly and open way.


Behavioural Adaptation


Some of Dicki's natural caution and reticence is being masked in his approach to work and he is, instead, showing a more confident, socially oriented style. He is spending less time concentrating on the details of his work, and more time interacting with other people - these people may be his work colleagues, or may represent clients or others outside his organisation. In either case, he is taking pains to show himself as more self-confident than is, in fact, the case.




Dicki has remarkable reserves of patience, a fact that lends him the ability to work in slow or repetitive jobs while experiencing far less sense of frustration than many other styles would feel in such circumstances. His undemanding and understanding nature makes him ideal for supportive or administrative roles, and he has a great sense of loyalty and trust.




Dicki's is a somewhat unresponsive personality style. He is a person who prefers to work steadily at a specific task, operating at his own pace, and hence finds it difficult to break out of this task to respond to urgent interruptions or obstacles that may require a reconsideration of his original alms. His unhurried approach can create particular problems in an environment where time-scales and deadlines are important.


This person's wish to present himself as more extrovert and expansive in his everyday life may have a negative side that merits consideration. The more enthusiastic style that he is currently putting forward can, on occasion, lead him to act inconsiderately, reacting to an idea or an impulse just because it seems appealing, without adequately considering the consequences.


Communication Style


While he values positive contact with others, Dicki tends to lack the self-confidence to initiate communication. His normal approach is to waft for others to make contact, and respond positively to this. He is naturally trusting, and ready to be open and even frank, but he must be sure that this attitude will be appreciated by those around him before he will feel comfortable in adopting it.


Because he will usually depend on others to initiate a relationship, he greatly values those contacts that he does form, and will show considerable loyalty and warmth to people close to him. He is genuinely interested in others' feelings and ideas, and responds effectively in this kind of close social setting.

Decision Making

Dick! has a social and amiable style, considerate of the views and feelings of others, and his decision making process is no exception to this. It is a priority for him to ensure that any decisions he might make will have minimal negative effects on his colleagues or other individuals. Because he bases many of his judgements on his personal feelings, he will need to exercise care to check more thoroughly when making particularly important decisions.


Dicki does not see caution or research as an important part of his work at present, and this perception will clearly affect his decision making style. Instead, he is placing emphasis on, and developing, his social skills - an adaptation of the personality that will have an indirect affect on the implementation of his decisions.


The increases in Dicki's self-confidence and general sociability in his work environment are probably due to factors unrelated to decision making. Nonetheless, his personality adaptation will have an indirect affect on his decision making style. As a candidate emphasises their more extrovert side (as in Dicki's case), they naturally place less importance on questions of accuracy and precision, and this means that their decisions will be based more on an instinctive appraisal of a situation than on careful research.


Organisation And Planning


Formality and rigid structure can be quite stifling for an individual of Dicki's kind, and he tends to work better in a more open environment in which less control is placed on his actions. Hence, he is not a natural planner, although on an individual basis he does possess soma ability to think before acting.


The adaptations that Dicki is making in his working personality include a heightening of his social side, somewhat at the expense of his more thoughtful, planning-oriented abilities. In a situation where planning is a crucial part of his work, which does not appear to be the case at present, he is likely to adapt somewhat to the needs of that



The indications in Dicki's personality adaptation suggest that organisation and planning are not an important part of his current work. Indeed, he is accentuating confidence and social ability at the expense of his more accurate, cautious side, which suggests that, under ideal circumstances, he may be a more effective planner than the above comments suggest.


Dicki's primary motivational factors are twofold. First, he needs to feel completely comfortable in a situation before he can respond effectively to it, Second, he needs time to consider and plan his actions, and will respond negatively if he is forced to come to rapid conclusions or work within tight deadlines.


Dicki is currently displaying an enthusiastic; and energetic approach to his work. This is rather less defined in his underlying personality, suggesting that his present effusive nature is a temporary phenomenon intended to correspond with his current working conditions.


Under present circumstances, Dicki appears to be adapting his personality to present a more outgoing and confident style than is in fact the case. Because of this, he may appear to need little in the way of support or structure. It must be emphasised that his present sociable style is due to his personality adaptation, and not to his natural personality. In fact, given the freedom to revert to his more naturally structured and careful nature, he will require greater clarification of his role if he is to perform effectively.


Managing Style


Dicki will tend to see the manager's role mainly in terms of his relationships with members of his team. He takes time and trouble to engender an open, positive environment, and his staff will normally find him approachable and friendly. He will, whenever possible, avoid becoming involved in confrontation with others, and this can reduce his effectiveness as a manager if he is working in a high-pressure situation.


The more outgoing and communicative approach that Dicki is currently adopting in his management technique, as well as his more general style, is likely to be the indirect result of a need for a more reactive, urgent rate of work than he feels comfortable with. Where such pressures do not apply, he can be expected to adopt a more receptive, thoughtful stance.


In Dicki’s case, his relaxed, open management style is a reaction to his understanding of the organisation's needs, or may alternatively reflect his view of the most effective way to manage his staff. In either case, it should be noted that it is not his preferred approach to management - in fact, he is more attuned to a rather formal, structured management style.

Style of Management Required

Dicki will require considerable amounts of patience to be managed effectively. Ho takes time to reach conclusions, a factor that can be frustrating for his manager, but he responds very badly to direct criticism or pressure, and will work far more productively if his manager shows him a positive, understanding attitude.


It is likely that, because of his personality adaptation, Dicki will appear relatively outgoing, extrovert and energetic at present. It should be noted that this does not necessarily reflect his true motivations, and it is likely that he will wish to be given the chance (at least occasionally) to work at a slower, more thoughtful pace.


The indications of Dicki's profile are that, while it may appear unnecessary at present, he will in fact benefit considerably if his manager takes the time to discuss and clarify his role. More specifically, he will work more effectively if he fools that he can bring apparently minor problems to his manager for guidance. While he may presently appear quite confident, he will also value support from management in terms of presenting his ideas or results.




Job Match Analysis


This Job Match analysis has been compiled in Recruitment Mode, and is suitable for matching this candidate's behavioural style against roles other than that which they currently fill. It contains Job Profiles from all available



Software Designer (Technical) 88%

Book-Keeper (Administration) 84%

VDU Operator (Administration) 84%

Computer Service Engineer (Technical) 81%


Administrator (General) 79%

Driving Instructor (Misc.) 78%

Quality Controller (Administration) 76%

Computer Programmer (Technical) 71%

Network Administrator (Technical) 71%

Systems Analyst (Technical) 70%

Possibly Acceptable

Clark (Administration) 69%

Analyst (General) 68%

Telephone Sales Person (Sales) 68%

Accountant (Administration) 67%

Credit Controller (Administration) 66%

Quality Manager (Management) 64%

Trainer (Administration) 63%


Artist (Misc.) 59%

Information Technology Manager (Management) 58%

Photographer (Misc.) 58%

Project Manager (Management) 58%

Receptionist (Administration) 58%

Communicator (General) 54%

Chef (Misc.) 53%

Financial Controller (Management) 53%

Human Resources Officer (Administration) 53%

Retail Sales Person (Sales) 53%

Secretary (Administration) 53%

Typist (Administration) 53%

Company Secretary (Executive) 48%

Customer Services Manager (Management) 48%

Finance Director (Executive) 48%

Production Manager (Management) 48%

Representative Sales Person (Sales) 48%

Sales Director (Executive) 48%

Office Manager (Management) o 43%

Site Manager (Management) 43%

Managing Director (Executive) 38%

Sales Manager (Management) 38%

Negotiator (General) 34%

Direct Sales Person (Sales) o 33%

Personal Assistant (Administration) 33%

Highly Unsuitable

Entrepreneur (General) o 29%

Marketing Director (Executive) 28%