Why do i like DISC so much?
It was my first encounter with a profiling tool and its ease and workability amazed me.
If you had to describe DISC to someone who is new to profiling, how would you describe it?
I would liken D (which stands for Dominance), I (i.e. Influence), S (known as Steadiness, or according to Marston, submission) and C (otherwise referred to as Conscientiousness) to the 3 primary colors (i.e. Red, yellow, blue) and the intensity of light. With these 4, the entire spectrum of colors can be shown – likewise one's behavior can also be portrayed and better understood using these 4 elements, because they not only look into one's method of communication, or persistence, but they also factor in details such as pace.
Does that mean that this tool is to fit me into a box, that others can know how to kick me the hardest?
This profiling tool is not meant for that purpose. Rather, it is to better understand yourself as others see you, so that you can see your blind spots and navigate better.
Why then do you say it can be used for team building?
This is because all people have strengths and weaknesses. For instance, the Cs may be wonderful at planning meticulous ideas, Ds have a flair for showcasing them. Ss sit on the bench and cheer the others on, while Is keep inspiring all with words of inspiration.
How can you say the test is simple, if it can be used in such a wide array of methods?
That's the beauty of it!
Simply put, just try it out for yourself to understand! You're welcome to ask any questions you may have, and can email me at pamela.hee@gmail.com – I'll be only too happy to point you in the right direction!
Yours,
Pamela
Monday, November 3, 2008
Keywords
Keywords are more than just a buzz word of yesteryear. (pardon the pun) But rather, they help not just in being a key component in the process of scanning through resumes, be it done by employers or recruiters, through electronic gagetry or with their eyeballs. Why such a frenzy over such a small word? Because if the eyes are the window to the soul, words are (so employers believe) the door to the prospective employee.
Illustrations of what terms are used and how:
Using the term human resources, training & development, recruitment, human resource information systems (HRIS), compensation and benefits are bu
t a few of the terms that people would expect you to know inside out, and outside in.
When sales is brought up instead, quotations, negotiations, client relationship management, product launching, consumer spending patterns and cyles, presentations, branding are something they come to assume you have at your fingertips.
However, for all the emphasis on keywords, it is not to say that they are the all in all – but rather, as this does not mean that the keywords alone will be a ticket to the show, but do remain mindful that qualifications, skills, length of experience and other soft skills are still pertinent to landing that chance to showcase yourself.
All the best!
Illustrations of what terms are used and how:
Using the term human resources, training & development, recruitment, human resource information systems (HRIS), compensation and benefits are bu
t a few of the terms that people would expect you to know inside out, and outside in.
When sales is brought up instead, quotations, negotiations, client relationship management, product launching, consumer spending patterns and cyles, presentations, branding are something they come to assume you have at your fingertips.
However, for all the emphasis on keywords, it is not to say that they are the all in all – but rather, as this does not mean that the keywords alone will be a ticket to the show, but do remain mindful that qualifications, skills, length of experience and other soft skills are still pertinent to landing that chance to showcase yourself.
All the best!
Types of Interview
Types of interview
Nowadays not all interviews are necessarily one-to-one, and you may be in for a rude shock if you were to assume so. These are a summary on what other interviews are like.
Panel Interview
The panels usually comprise of two or more members, for instance, Personnel Officer and Head of Section/Foreman/Supervisor.
Look at the person asking the question, and occasionally make eye contact with the others as you reply. Try not to be intimidated by this although feeling uneasy is normal. Bearing in mind the fact that the decision will be made by more than one person which in turn may increase your possibility of success.
Competency-based Interview
These interviews are designed to allow you to showcase your compentency level, particularly in key areas of the job. You might be asked to discuss examples of your previous work and achievements. The examples you give should be different from those on your original Application Form, lest the interviewer think those are the only ones or they are stale. Before the interview it is useful to list the competencies needed for the job, though thinking about things you have done which help build up your case would be the icing on the cake.
Group Interviews
You may be invited to be assessed together with other candidates. This is to test how you might work as part of a team. Be prepared to take an active part in the discussion/task and put f
orward your ideas in an assertive but not aggressive way.
Skills Tests
These are designed to measure your understanding of the job or, the level of your knowledge. These might take the form of typing tests, driving tests, manual dexterity, etc. Find out what the test will involve and try to practice before the interview, if so briefed in advance.
Personality/Behavioural Tests
You could face questions on your thoughts, feelings and behaviour. Do bear in mind that they are not interested in how you behave most of the time, but rather, during work time. The end result is used as a guide to see if the person fits the job advertised. Analysis of these tests is highly skilled and may be used by organisations to supplement other recruitment methods. There is no such thing as a right or wrong answer as the overall picture is what is important, and if you were to falsify your results, and you end up employed, you may end up a wrong fit for the organisation – inevitably shortchanging either yourself or the company, or worse, both.
Aptitude Tests
These are designed to predict how well you might do certain tasks. They test abilities such as reasoning with words/number/diagrams; problem-solving; following instructions. These are usually set as a test paper which you have to complete within a stipulated time. Efficiency and accuracy can generally be improved by answering or completing practice tests.
~ You can find more such articles at
http://www.careerdiagnostics.com/authors/16/Pamela-Hee
If you wish to post these on your website, kindly contact me first. Thank you.
Nowadays not all interviews are necessarily one-to-one, and you may be in for a rude shock if you were to assume so. These are a summary on what other interviews are like.
Panel Interview
The panels usually comprise of two or more members, for instance, Personnel Officer and Head of Section/Foreman/Supervisor.
Look at the person asking the question, and occasionally make eye contact with the others as you reply. Try not to be intimidated by this although feeling uneasy is normal. Bearing in mind the fact that the decision will be made by more than one person which in turn may increase your possibility of success.
Competency-based Interview
These interviews are designed to allow you to showcase your compentency level, particularly in key areas of the job. You might be asked to discuss examples of your previous work and achievements. The examples you give should be different from those on your original Application Form, lest the interviewer think those are the only ones or they are stale. Before the interview it is useful to list the competencies needed for the job, though thinking about things you have done which help build up your case would be the icing on the cake.
Group Interviews
You may be invited to be assessed together with other candidates. This is to test how you might work as part of a team. Be prepared to take an active part in the discussion/task and put f
orward your ideas in an assertive but not aggressive way.
Skills Tests
These are designed to measure your understanding of the job or, the level of your knowledge. These might take the form of typing tests, driving tests, manual dexterity, etc. Find out what the test will involve and try to practice before the interview, if so briefed in advance.
Personality/Behavioural Tests
You could face questions on your thoughts, feelings and behaviour. Do bear in mind that they are not interested in how you behave most of the time, but rather, during work time. The end result is used as a guide to see if the person fits the job advertised. Analysis of these tests is highly skilled and may be used by organisations to supplement other recruitment methods. There is no such thing as a right or wrong answer as the overall picture is what is important, and if you were to falsify your results, and you end up employed, you may end up a wrong fit for the organisation – inevitably shortchanging either yourself or the company, or worse, both.
Aptitude Tests
These are designed to predict how well you might do certain tasks. They test abilities such as reasoning with words/number/diagrams; problem-solving; following instructions. These are usually set as a test paper which you have to complete within a stipulated time. Efficiency and accuracy can generally be improved by answering or completing practice tests.
~ You can find more such articles at
http://www.careerdiagnostics.com/authors/16/Pamela-Hee
If you wish to post these on your website, kindly contact me first. Thank you.
More about me - Specialties
Certified Human Behavior Analyst
Expertise in using Career tools to helping clients
Training & Development of people from all walks of life
Volunteer Management. (integrating HR & Case Management)
Medifund Criteria
Case management
Youth Work
R & D projects (in glycoslyation & apoptosis)
Supervision & management of staff
Animal Husbandry
Pre-clinical Trial Project Work (discussion & implementation)
Part of the Editorial team (portfolios include author since 1994 & editor since 2001)
Expertise in using Career tools to helping clients
Training & Development of people from all walks of life
Volunteer Management. (integrating HR & Case Management)
Medifund Criteria
Case management
Youth Work
R & D projects (in glycoslyation & apoptosis)
Supervision & management of staff
Animal Husbandry
Pre-clinical Trial Project Work (discussion & implementation)
Part of the Editorial team (portfolios include author since 1994 & editor since 2001)
Self-Introduction
Pamela is a Life Science graduate and Certified Human Behaviour Analyst who has been using behavioural profiling tools such as DISC since the late 1990s. Her first foray into publications was in 1994 and she has contributed to various agencies including The Salvation Army, Crisis Relief Society and National Youth Achievement Award. She also has been involved in career guidance since 1998. In addition, she is looking into the recruitment & training of volunteers in a full-time capacity.
* Recruitment, Orientation, Deployment & Retention of over 1000 volunteers engaged in various programmes within our organisation
* Certified Human Behaviour Analyst - profiling tool of preference: DISC
Facilitating clientelle (& their families) wellbeing one person (or family) at a time, engaging the help readily available in the family, community and beyond.
* Recruitment, Orientation, Deployment & Retention of over 1000 volunteers engaged in various programmes within our organisation
* Certified Human Behaviour Analyst - profiling tool of preference: DISC
Facilitating clientelle (& their families) wellbeing one person (or family) at a time, engaging the help readily available in the family, community and beyond.
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