Hiring, Training and Retaining: The Benefits of Behavior Profiling

by Kyle Clapham

You are about to embark on a hiring program. You’re seeking a salesperson; a sales manager; a production or office manager; an administrative assistant; a canvassing, showroom, or events manager—in fact, any of the critical positions that are so important to the success of your company in these times.

Now, enter the real world of recruiting, hiring and training. Evaluate some of the issues that make this such an important task: hiring the right person while avoiding those who might not be adaptable. Then effectively indoctrinating the newly hired person into becoming a team member while creating a positive learning environment and reducing the potential of early turnover.

The Realities of Hiring

  • There will always be some turnover in all types of organizations, yet excessive turnover is most often the outcome of improper selection or inefficient management. The cost of excessive turnover is seldom—if ever—independently identified in your operating statement.
  • Those with lesser hiring and training skills will often hire applicants with mediocre skills. This is particularly the case when recruiting salespeople.
  • The quality of the environment in which people are placed (after hire) will affect their optimism, frequently impairing their skill level.

Examine the use of measurement devices used by Dave Yoho Associates, such as the DISC Analysis Profile and the Sales Aptitude Appraisal. They are not structured to screen people out. However, they enable the recruiter to evaluate the potential outcomes of recruiting, training and managing others. They are also certified and have the highest ratings and effective use of statistics in our industry.

How Profiling Responds to the Needs of Home Improvement

  • It assists management in examining the behavior of those who have the potential to succeed in the job role and who within the organization will be the best trainer/manager to work with the new employee.
  • It assists management in determining those who may not have the skill or behavior to meet the specific requirements of the job.
  • It avoids the early termination of a hire who did not adjust to or fit the organization and operating model.
  • It assists management and those charged with the recruiting/interviewing process to avoid value judging, thus missing an applicant who may have a strong potential to succeed.
  • It measures the progress and skill development of those hired as well as those who do the training and managing.

Dave Yoho Associates has an extensive history in the study of human behavior. Early on we researched and experimented with numerous instruments and “ease of use” methods by which to utilize them effectively in large and small companies for hiring and training.

For more than 50 years, we have utilized DISC assessments to aid our clients in better understanding human behavior and how to improve interviewing, hiring, training and retaining as well as management skills.

Over this time, we have conducted hundreds of surveys and sponsored numerous studies in the use and effectiveness of DISC profiling methods. These includes hundreds of case histories and thousands of individual success stories, which were developed through the efficient use of the DISC Analysis Profile.

Note: If you own or manage a company, we will be happy to send you a free profile. Complete the brief form at www.daveyoho.com/compdisc.

The Behavioral Profile: Purpose and Goals


  • To aid those who manage/train to better understand the behavioral implications of those within their organization.
  • To search for the causes of costly turnover.
  • To seek out and correct unwise communication processes between employees, associates, customers and management.
  • To enable management to develop more efficient teams to fulfill desired goals.

Goals: To enable management to improve understanding of the use and benefits of behavioral profiling and its connection to selection, training and improving performance.

We acknowledge it is complicated to motivate people to do what you would like them to do, to fulfill management’s goals or even to do what is in their own best interest. Exhorting people to fulfill a goal by offering incentive compensation does not necessarily compute as a successful model.

If it did, why is it that many people succeed for a period of time in their role but ultimately fail in effectively fulfilling the requisites for which they were hired?

An example, a salesperson sells a specific “dollar volume” of business and is compensated on an incentive based on a percentage of the sale. In an effort to increase sales performance, management raises the amount of the incentive and believes this constitutes positive motivation.

Research indicates that frequently, as prices increase, the salesperson sells less business at a higher incentive and makes as much or more money as they had previously. The unintended consequences: The salesperson was motivated to perceive their increased incentive as a means to sell less or with less effort and earn the same amount or more.

When those who are hired understand their potential and can assess their current limitations, they are able to utilize their prevailing awareness to accomplish tasks and complete goals that might otherwise be unattainable.

Managers do not manage production, sales or budgets. They manage people who are hired to perform functions that will create improved efficiency, produce more sales and increase production while maintaining customer satisfaction and sustaining or increasing profitability.

A major requirement of improved management methods starts by having a greater understanding of the behavior, perception and value system of the person being recruited, and this begins during the interview process. It is supplemented using the Disc Analysis Profile, which describes in detail:

  • Can they do the job?
  • Will they do the job?
  • Do they or can they be taught to fit the organization and its model of operation?

The purpose of utilizing the 30-plus page DISC Analysis Profile is to detect issues that might not be apparent in a conventional interview. It also aids in the reduction of costly mis-hires. The proper use of the profile creates insights into the applicant’s perception and opens the door to better understanding the individual’s value system and what their motivational drives are.

Effectively utilized, the profile paired with the 72-page tutorial (available in book form or PDF format) aids management in seeking further information to make selections based on empirical (provable) data, as well as designating appropriate management techniques.

Potential outcomes with appropriate use of profile information include:

  • Utilizing information provided in the profile to uncover the behavior of someone who might succeed in the specific role.
  • Avoiding the selection of someone whose behavior might not fit the current role requirements.
  • Placing the hired individual in an optimistic environment that creates a potential for success.
  • Avoiding unwarranted “value judgments” regarding the capabilities, skill level and adaptability of those interviewed or selected.

A properly designed and validated instrument such as the DISC Analysis Profile goes beyond meeting the needs in the recruiting process; it has to be part of an administration process. For example, who will train and manage? What does their profile indicate?

Abundant research on what works best shows that:

  • It should be self-administered electronically with simple instructions and is adaptable to both large and small recruiting programs.
  • It should be utilized in developmental training for team-building or internal promotions by retaking it at measured intervals.
  • The instrument has the capability of immediate and simplified interpretation.
  • It should be used as an evaluation tool that is easy to understand and simplifies management’s comprehension of the complexity of human behavior as it applies to the environment in which an applicant will be trained and expected to function.
  • It should be designed to focus on behavior that allows management to de-personalize differences and conflicts.

The next step is to define how the hiree can be managed within the organization and who will be their trainer and manager. The profile can define the “who” by assessing the behavior and adaptability of the trainer/manager assigned to the task. Skill sets can be discovered, validated and then stimulated by managers who understand the behavior and the goal perceptions of those selected.

Effectively used, the DISC Analysis Profile enables the interviewer, after evaluating the report, to ask questions that will more efficiently determine whether the applicant fits the role for the position being offered. It also can aid in determining how the applicant will perceive circumstances that develop on a regular basis in the performance of a task and how the applicant might respond.

To claim your complimentary DISC Analysis Profile, complete the brief form daveyoho.com/compdisc or contact our office at (703) 591-2490 or admin@daveyoho.com. QR

Dave Yoho’s sales and sales management methods are used by the most successful organizations in the business. His success story emanates from founding a small sales organization, which when he sold his company in 1974 was doing more than $60 million in annual revenue, or $350 million in today’s dollars.

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