Understanding Why Behavioural Reports Change Over Time

Understanding Why Behavioural Reports Change Over Time

Many consultants begin a training or development programme by having a participant complete a Behavioural Report. A second report is then often completed at the end of the programme. This comparison helps identify changes in Profile I, which represents the individual’s perceived need to adjust. This is particularly important when the original report shows a large difference between Profile I and Profile II.

Behavioural comparisons are also useful during recruitment. An initial report can be compared with a follow-up report taken after about twelve months. If an individual is struggling in their role or not performing to expectations, the second report can reveal emotional issues or behavioural challenges that may be contributing to the problem. These insights allow managers and consultants to take appropriate action.

In the example below, the first Behavioural Report was not reviewed until eighteen months later when a second report was obtained. The profiles from the second report were placed beneath the original profiles.

The consultant asked for assistance in understanding the reason for the changes. Below is the response originally provided by email.

Our Assessment of the First and Second Reports

1. Was the first report completed during recruitment?

The first report displayed patterns commonly seen during the recruitment process. Profile I suggested a lack of self-confidence, signs of role uncertainty, and a possibility that the candidate was trying to hide something while completing the questionnaire. The profile also suggested that she felt a need to appear more outgoing for the role.

2. What Profile II indicated in the first report

Profile II suggested the candidate was careful, systematic, compliant, and likely somewhat withdrawn or timid.

3. Suppression of the “C” trait in Profile I

In the first report, Profile I showed suppression of the C trait compared to Profile II. This usually indicates a need for stronger instructions or a feeling of being tightly controlled. This individual may have felt it was safer to do nothing than risk failure. Although not extreme, the indicator clearly reflected her emotional state at the time.

4. Insights from the second Profile I

The second Profile I remained tight, showing continued low self-confidence. It suggested a need for a clearer job description and ongoing uncertainty regarding her role. The profile also indicated that she still felt pressure to be more outgoing, social, and friendly.

5. The shift in Profile II in the second report

Profile II showed a large shift compared to the first report. It indicated significant pressure, to the point where the report almost became invalid. A small movement in the D trait would have caused an invalid result.

6. New insights from the second Profile II

The second report suggested she felt more predictable than before, more restrained, and was trying to display increased friendliness and patience.

Interpreting the Change in Behavioural Style

The major challenge was understanding why her S behavioural trait changed from an opposite trait in the first report to the main trait in the second report.

It is important to note that Profile II represents the individual’s natural behavioural style. This is the most accurate and lasting behavioural indicator used by Extended DISC. When Profile II changes significantly, it usually reflects major events or environmental pressures that have forced the person to adapt in order to succeed.

It is important to realise that Profile II is Extended DISC®’s most accurate and lasting illustration of a person’s natural behaviour. Any changes in it usually mean significant events and changes in the immediate environment of the individual that are forcing him/her to seek new ways to succeed.

Summary of the Situation Provided by the Employer

• The first report was completed immediately after recruitment.
• The candidate exhibited DI traits during the interview, which appealed to the employer, who was searching for an outgoing and competitive sales professional.
• She explained that she had felt restrained in her previous job and wanted a fresh start.
• Within weeks she began struggling in the sales position, which led to the first behavioural report being obtained.
• She participated in several sales training courses to improve her performance. The employer supported her and paid for the training.
• She recognised that the role required her to be more outgoing. Her attempt to make this adjustment over eighteen months led to the pressure and shift shown in Profile II of the second report, moving from a C style to an S style.

This explanation aligned with our analysis. Both reports placed her on the introverted side of the diamond. The tight Profile I in the second report indicated that the employer needed to reconsider her job description, possibly moving her from sales into customer service.

Had a Behavioural Report been used during recruitment, both the employer and candidate would have realised that the sales role did not suit her natural behavioural style. This would have prevented unnecessary pressure for the employee and avoided the expenses and challenges faced by the employer.

Behavioural Reports are an essential step in the recruitment process.