HR professionals are responsible for benefits plans, compensation packages, training and development, talent acquisition etc. They must anticipate problems and manage conflict effectively. Because they also ensure compliance with legal guidelines, they must readily adhere to standards and possess excellent communication skills. Since the role of HR can directly impact employee productivity and well-being, it is essential that HR duties are executed well.
HPI – HR employees tend to be good at listening to others and supporting teams (high interpersonal sensitivity), but they may also struggle with resilience and handling day-to-day stress. These characteristics are reflected in their tendency to score lower on the Adjustment and Ambition scales on average.
HDS – HR employees tend to manage their insecurities through avoidance when under stress, though normally they are likely passionate, insightful, and kind. Derailing behavior can emerge when an everyday strength becomes overused during times of burnout. Someone who is typically careful and thorough might become risk-averse and fearful of failure, for example (cautious).
MVPI – HR employees tend to be uninterested in competition (lower Power scores), prefer independence, working alone (lower Affiliation), and prefer stable, predictable, low-risk work environments (high Security). Their preferences for making decisions democratically, focusing on tasks, and maintaining structure probably have been challenged every workday during the unpredictable recent past.
HR Leaders Psychological Profile
HR leaders differ from HR employees in both personality characteristics and job tasks, which have a greater focus on corporate strategy, policy, and compliance. Based on Hogan Assessments international analysis of 1,000 HR leaders, some characteristics that tend to differentiate HR leaders from other global professionals were identified.
HPI – HR leaders tend to take the lead and push for results (higher ambition), get along with others and avoid conflict (high interpersonal sensitivity), and focus on procedure and implementation (higher in prudence). Their HPI personality data suggest they typically show strengths in operational leadership as opposed to strategic leadership (lower in inquisitive).
HDS – HR leaders differ by rank in how they tend to overuse their strengths. When under stress, HR executives may seem arrogant (bold), impulsive, eccentric, or untrustworthy (high scores on imaginative and mischievous). They might use intimidation or charm to manage their problems. HR managers, on the other hand, may seem perfectionistic, micromanaging (diligent), deferential, or ingratiating when under stress. They might tend to avoid directly confronting their problems (leisurely).
MVPI – HR leaders tend to desire helping others (higher Altruistic) and enjoying both work and life (higher Hedonism). They typically prefer to make decisions based on experience and instinct rather than objective data (lower Science).
Curious to know more about Team Effectiveness?
We cand help you with the Hogan team report and a team effectiveness intervention.
The Hogan team report (write us for a free sample) identifies:
- the psychological roles with a team that cand facilitate team performance
- the team derailers (strengths overused) and
- the common team values that drive the team’s agenda.
The collective findings about the team dynamic structured in Hogan team report are returned to the team during one day facilitated workshop (Hogan Team Discovery Workshop), with the purpose to create insights and move toward an action plan.
Do you know how your (HR) team is doing? Let’s talk.
Write us at consulting@hartconsulting.eu
