DISC Personality Profile Diagram

DISC Personality types diagram below shows the 4 key personalities that can emerge both under the normal circumstances but also in the crisis. DISC stands for Dominant, Influential, Steady and Compliant personality types. Dominant is someone who is direct and decisive but may be demanding and appear not as a people person. Influential is someone who is inspirational and interactive but may appear irritating. Steady is someone who is stable and supportive but may appear slow and sensitive. Compliant is someone who is careful but may appear calculating. Dominant and Compliant are Task / Process focused while Influential and Steady are People focused. Dominant and Influential are Leadership / Active personality types while Steady and Compliant are more Reflective and Supportive types. DISC diagram below is a good summary of these personality types and can help one thrive in the organizational environment.

HR Strategy

HR Strategy – HR Strategy Analysis – Human Resources Strategy – Hr Strategy Framework – HR Strategy Business Methodology – hr strategy model is essential for the development of talent and leadership within a company, key to the long-term success of a company.

Human resources is one of key business functions and its strategy stands on the following key pillars: leadership development, performance management, talent management, employee engagement and succession planning. Below sample images are examples of HR Strategy used in business management.

hr strategy

Change Management

Change Management  – Change management is a step-by-step process that enables an organization to go through changes, achieve transformation, while ensuring the changes are properly managed.  Change management analysis involves understanding of the impact of the proposed transformation, identifying relevant stakeholders and understanding their needs, designing communication strategy, updating processes, procedures and delivering training. Change management framework below will help organization through transition.

Change is painful for the organization, its employees and culture. While in transition, many employees are unhappy, and communication and motivation become key in making sure everyone is aligned with the change and its impact (e.g. technological or process change). Below is an examples of a change management process.

change management

Job Satisfaction Hierarchy

Job satisfaction can be tricky to find. Many people feel that while they are generally happy with their employment, their job is missing certain aspects that would contribute to a more rewarding work experience.

Seven steps to complete job satisfaction have been identified and arranged in a hierarchy. Starting from the most basic job satisfaction attribute, each step in this hierarchy is a higher-order feature that, once achieved, contributes to greater employment satisfaction and happiness.

1. Having a job: A lot of people draw satisfaction, a sense of pride and security from having a job in the first place. The feeling is an important contributor to overall job satisfaction.

2. Being well-paid: The importance of the monetary compensation for one’s work is two-fold. First, in a very direct practical sense it influences the kind of life-style a person can afford to have. Second, it often acts as a measure of success.

3. Having job security: This is another quite basic aspect that means LACK of constant threat of being fired. If someone is working in a role, where better candidates are always available or the person lacks skills for, they would be under constant threat of being fired. Working under such stress could seriously affect job satisfaction. Having job security would mean that the person has most of the necessary skills and attributes for the position and his or her superiors are not looking for replacement.

4. Enjoying the work/people/process: This is a transition step from basic to more higher-order attributes of job satisfaction. Once Step 1,2 and 3 have been fulfilled, the job content becomes important. What one does on the daily basis, as well as the kind people and processes one works with can greatly affect one’s job satisfaction.

5. Utilizing your potential/feeling needed/delivering value: Even higher-order job satisfaction components come from within the person. These aspects are highly subjective and stem from the interaction between the worker’s talents, life experiences and ambitions with the nature of his or her job. For instance, if a person feels that they are highly capable in a certain area, but work in another, they might feel that their abilities are being underutilized. In the same way, if the person does not feel that their work is needed or that they are delivering value, he or she will not be completely satisfied with their job.

6. Experiencing growth/self-improvement: Personal growth and self-improvement can be a nice bonus in any life experience. However, it is especially valuable in the workplace where a person typically spends a lot of time on the daily basis. If a person feels he or she is learning and improving in their field, as opposed to doing monotonous work, they will likely feel more satisfied about their job.

7. Finding ultimate meaning: This final step is probably the most difficult to achieve. The sense of ultimate meaning at work comes as a result of a match between one’s values, life experiences and goals with aspects of one’s job. This match can happen via different scenarios. For instance, a person who believes in saving the environment works for an environmental protection association and feels that his or her everyday contribution furthers the goal of the association. In another example, a heart surgeon or a fire fighter would derive meaning by saving peoples’ lives.

Whatever the scenario, finding ultimate meaning in one’s job would greatly contribute to workplace satisfaction. At the same time, it is important to recognize that other steps are also crucial and no step by itself can replace the satisfaction missing if some of the steps are unfulfilled.

Job Satisfaction Chart


What is trust?

Many wonder how to build trust with a client. It is important to realize that trust is a function of credibility, reliability and intimacy, the three essential components to any long term business relationship.

To become a trusted advisor for a client involves moving through the key stages of relationship building. The first stage is a commodity stage where your advice is interchangeable with another person. Transactional stage is where the value is added to resolve a certain business problem. The partner stage is a strategic relationship. Trusted advisor stage is the stage when one is assisting with key and often intimate business challenges.

trust diagram

Stakeholder Management

Stakeholder Management Analysis (or a Stakeholder Map) is a framework for identifying stakeholders and understanding their needs. This is key to change management, project management and day-to-day activities of the business.

The stakeholder management includes identification the stakeholders, stakeholder analysis, stakeholder engagement, stakeholder information flow, abiding by agreements, stakeholder debriefing. Stakeholder mapping is the process of mapping stakeholders in terms of their power (influence) and interest. Another related framework is The Pig a metaphor that shows that everyone sees the pig differently, the butcher, the piglet, the farmer, the environmentalist and the store owner, etc.

stakeholder management

Five Factor Model of Personality

Five Factor Model Of Personality – Five Factor Model – Personality Model – Different Personalities Model – The 5 factor model of personality is a business psychology framework that helps analyze a stakeholder through openness to experience, emotional stability (neuroticism), extroversion, agreeableness and dependability (contentiousness).

Each stakeholder and/or individual is scored against these 5 factors. The score is then analyzed and depending on the result, one would adjust their actions or behavior to address the personality and the needs of the stakeholder. The analysis can be also completed on one self.

five factor model of personality

Team Formation

Team Formation – Group Formation – Team Formation Framework – Group Formation Diagram – Team Formation model is a business framework that identifies stages of group formation. The four stages of team formation are Forming, Storming, Norming and Performing. Each team goes through these stages in the life of a project. The faster the team can go through them, the more effective and efficient the team performance will be.

Forming is about socializing and questioning. Storming is group’s experience of conflict and resistance. Norming is a stage of conflict resolution. Performing stage is when the team has successfully formed and is fully delivering.

team formation

Recruitment Process

Recruitment Process – HR Recruitment – Recruitment Process Analysis – Recruitment Process Framework – A standard recruitment process within an organization allows for an effective and efficient hiring of candidates including employee onboarding. Hiring of individuals and broader talent management are key parts of company’s HR strategy.

Recruitment HR processes include position assessment, data base search, advertisement of roles, short listing, interviewing, sharing final shortlists, conducting final interviews, negotiating offers, arranging on-boarding, keeping backup candidates. The hiring processes are usually conducted by Recruitment officers, part of a Recruitment Centre of Excellence (COE).

recruitment process

Motivation in the Workplace

Motivation, defined in relation to employees in the workplace, is the extent to which persistent effort is directed towards a goal. The different factors motivating employees at work can be further subdivided into two broad categories – extrinsic and intrinsic. Extrinsic motivation stems from the work environment external to the task and it is usually applied by others (e.g. regular salary, fringe benefits, cash awards for excellent performance, etc.). Alternatively, intrinsic motivation, is thought to result from the direct relationship between the worker and the task and to come from within (e.g. one’s interest in the task, feeling competent, recognition, etc.).

While certain motivational factors fall clearly within these categories, there is some degree of overlap. For example, receiving a compliment or a promotion from a boss are both examples of extrinsic motivation. At the same time both are targeted at eliciting a positive feeling of competence and/or recognition of one’s achievement, both of which fall under the intrinsic motivation category.Thus, a given motivational event can be part-intrinsic and part-extrinsic.

It is also true that most of the employees are motivated by a variety of factors which are likely to come from both categories. Managers need to be aware of the diversity in the workplace and realize that the same conditions will not motivate everyone. Flexibility to employees’ needs is especially important given the increasing productivity demands placed on modern organizations. To stay globally competitive organizations need to replace rigid systems of rules, regulations and procedures by higher levels of initiative among its employees, which would help deliver greater levels of attention to customer needs. This, of course, requires that employees be motivated to add value by looking for ways to improve their performance as opposed to doing a base-line or even sub-par job.


How does a manager, then, determine what kind of motivation would work best for his or her employees? A few conclusions supported by a review of motivational research may help guide the search for optimal motivators.

First, employees motivated by intrinsic factors feel more in control of their motivation, as opposed to those motivated by extrinsic rewards. This results in more effective performance, especially on complex tasks. Therefore, if a manager’s goal is to solicit a performance improvement that may require the employee to identify and analyze possible deficiencies in their current job, the manager would need to ensure that the employee is intrinsically motivated.

This conclusion relates to the second fact discovered by a review of motivational research. It has been shown, that availability of extrinsic motivation may reduce the intrinsic motivation stemming from the task itself. In other words, when employees believe that they perform well as a result of external rewards, it makes them feel less in control of their own behaviour diminishing the power of the intrinsic motivation.

However, such negative effects of extrinsic rewards occur only under limited conditions and are avoidable. Moreover, in line with the idea of the blurred line between extrinsic and intrinsic motivation categories, when extrinsic rewards are seen as symbols of achievement they increase task performance. Thus, both reward types are important and should be combined to achieve greatest employee motivation in the workplace.