Use disc for strategic staff reduction

The use of Disc's behavioral theory analysis technology can be used for recruitment, staff adjustment, team development, and leadership development. Among them, the use of disc for strategic staff editing is a new attempt in the current economic environment. Whether we are willing or not as an individual, when we face layoffs, we prefer to be given a "statement" instead of a verbal message or a cold email. Why do I leave the same job, not him? Why am I not suitable? Why am I not suitable?

Especially for large-scale layoffs, if detailed consideration is not given, it is very likely that mass incidents will evolve into a situation that cannot be cleaned up. In my opinion, downsizing is more important to the legitimacy of a process, not just the amount of compensation, because no matter how much compensation is required for the person to be laid, it is reasonable for the individual, but there must be a "face" and a truth to go.

When downsizing using disc, it is based on the graphic matching principle. Let's take a specific example. In a company, there is a position of Personnel Specialist in charge of compensation and benefits. Currently there are two employees a and B. Because of the downsizing, one employee must be reduced. We assume that other factors are similar and are determined only based on the disc behavior pattern. Below are two disc figures.

AThe employee figure is as follows:Internal behavior patterns, external behavior patterns, and cognitive behavior patterns:

BThe employee figure is as follows:Internal behavior patterns, external behavior patterns, and cognitive behavior patterns:

The disc diagram of a typical position of the compensation and welfare personnel specialist is as follows:

First, confirmAAndBThe two employees match their positions.

When matching jobs, we should first make it clear that the image should be selected for matching. For employees who have been working in the company for a period of time, we generally choose Graphics of cognitive behavior patterns or external behavior patterns rather than Matching Based on Internal behavior patterns. The principle is the subjective initiative of our individual behaviors, which determines that we can adjust our behavior methods based on different work scenarios.

So, do we use cognitive behavior patterns or external behavior patterns? Some disc theories hold that external behavior patterns should be used, because they are a behavior pattern of employees' self-expectation. In my theory, I think cognitive behavior patterns should be used, this image reflects the consistent behavior of employees and is more persistent and stable. However, in the process of downsizing, we recommend that you consider these two types of matching. First, we perform matching based on cognitive behavior patterns.

After a rough look, we can find that the figure of B is similar to the position illustration, both of which emphasize the accuracy of C and the stability of S. The difference between A and is not great, C is still dominant, but B is a little better in terms of similarity.

Let's take a look at the external behavior patterns:

In the comparison of external images, we obviously found that a's graphics produce "compression". In disc's theory, this means that the current environmental cognition is vague, b's chart is very relaxed and does not change much. It is very similar to the position chart.

In the first round, B wins.

Second, let's look at it.A,BThe current status of the two employees.

In disc theory, the current state of an individual can be studied by comparing the internal and external diagrams of the individual. This comparison can predict the potential stress of an individual. For example, if an internally stable person is shown as an exclusive person, this extreme internal and external inconsistency will make the individual experience a significant "pressure ". If the individual debugging capability is poor, this will lead to real pressure and affect the work performance.

AThe employee figure is as follows:, Respectively, internal behavior patterns, external behavior patterns:

BThe employee figure is as follows:, Respectively, internal behavior patterns, external behavior patterns:

The internal and external figures of employees A and B are carefully studied. Obviously, the figures of employees a are quite different, while those of employees B are quite different. At the same time, we can also find that the s stability factor is high in the internal diagrams of employees a and B, which means that they are less adaptable to environmental changes, especially Employee A's stability factor is close to the vertices. This is an extremely robust performance, and its external behavior chart shows different characteristics. I can predict the existence of its current stress status, the adjustment is difficult.

Finally, combined with the summary of the two analyses, I can recommend that employee a be downsizing while employee B be retained. Of course, this is only based on the degree of conformity of the behavior model. If we can provide a variety of information on employee performance appraisal, capability evaluation, and behavioral pattern conformity while making a decision, will this process be more standardized and complete?

Wu Xiaoyang

MBA; PMP; certified behavioural & career consultant

Access-China Consulting Co., Ltd

Www.access-china.com.cn

Lead e talents, lead e excellence

Transferred from a Hall: http://home.yiiway.com/space-52-do-blog-id-471.html